Customer Satisfaction in Yamaha Showroom Tirupati

Customer Satisfaction YAMAHA
CHAPTER -1
INTRODUCTION
MEANING
Customer satisfaction means taking complete care of customer by giving them complete knowledge
about the product and about all the feature of that particular product Customer satisfaction is the end result of your
interaction with the customer. By giving the best customer service and making sure that the customer was given
the best resolution at the end of the call, then we can say that the customer is satisfied even if it's not verbally said.
According to me customers are those who pay (salary). Satisfaction is the key to hold the customer for future
business. Complete knowledge must be given; each and every query must be clarified by the seller. If a customer
remembers you for future business then we can say that customer is satisfied.
DEFINITION
According to Harold E Edmondson “Customer satisfaction” is defined as "the number of customers, or

percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds
specified satisfaction goals.".

Customer satisfaction is defined by whether the customer chooses to do business with you or your
company in the future. Many factors play a role in customer satisfaction, including customer service, product
quality and the ease of doing business. Companies must consider customer satisfaction as an important role in the
lifetime value of a customer.
Customer satisfaction, a term frequently used in marketing ,is a measure of how products and services
supplied by a company meet or surpass customer expectation. In a survey of nearly 200 senior marketing
managers, 71 percent responded that they found a customer satisfaction metric very useful in managing and
monitoring their businesses.
It is seen as a key performance indicator within business and is often part of a Balanced Score card. In a
competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key
differentiator and increasingly has become a key element of business strategy.
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SEVEN STEPS
 Encourage face-to-face dealings.
 Respond to messages promptly and keep yours clients informed.
 Be friendly and approachable.
 Have a clearly-Defined customer service policy.
 Attention to details.
 Anticipate your client’s needs and go out of your way to help them out.
 Honor your promise
MEANING OF CUSTOMER SERVICE
Serving your customer with a smile on your face, even when things don’t go right.
DEFINITION OF CUSTOMER
 A person, company or other entity which buys goods and services produced by another person, company
or other entity.
 One who regularly or repeatedly makes purchases of a trader, a purchase a buyer.
DEFINITION OF CUSTOMER SERVICE
According to Jack Speer “Excellent customer service is the process by

which your organization delivers its services or products is way that allows the customer to access them in the
most efficient, fair, cost effective and humanly satisfying and pleasurable manner possible”.
Customer service is a common term we are familiar with which means one who aids orprovides helps to the
purchase of goods and service
The two wheeler industry has been growing steadily over the years all over the
world. The global market for two-wheelers has shown tremendous growth over the past decade.
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Asia has accounted for the vast majority of growth, sales in the entire region growing more than
threefold over the past decade. India is not an exception for that. Today with annual sales of 4.3
million units, the Indian two-wheeler market is the second largest in the world after china
(annual sales of 10 million). The sector is divided into five major product classifications:
mopeds, motorcycles, scooters, step thrus and un-geared scooters. The dominance of Cycles in
the two-wheeler industry is a common trend in most parts of the world. The reasons for this are
product-specific as well as general. Fuel efficiency, riding comfort, larger wheelbase and as a
result higher resale value than that of scooters, are features that make motorcycles more
appealing to consumers than other categories. Today market is a more customer oriented in the
sense all the business operations revolve around satisfying the customer by meeting their needs
through effective service. Thus, business is often dynamic, challenging and rewarding. It can
also be frustrating and even disappointing but never dull. For this following questions may arise
regarding customer satisfaction. What factor affects the two wheeler purchasing? What factor
influences the customers? And so on. To find the solution to these questions the study has been
carried out.
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1.1 INDUSTRY PROFILE

The two-wheeler industry in India has been in existence since 1955. It consists of three segments
1 Scooters
2 Motorcycles
3 Mopeds
The increase in sales volume of this industry is proof of its high growth. In 1971, sales
were around 0.1 million units per annum. But by 1998, this figure had risen to 3 million units per
annum. Similarly, capacities of production have also increased from about 0.2 million units of
annual capacity in the seventies to more than 4 million units in the late nineties. The two-wheeler
industry in India began operations within the framework of the national industrial policy as
espoused by the Industrial Policy Resolution of 1956. This resolution divided the entire industrial
sector into three groups, of which one contained industries whose development was the exclusive
responsibility of the State, another included those industries in which both the State and the
private sector could participate and the last set of industries that could be developed exclusively
under private initiative within the guidelines and objectives laid out by the Five Year Plans.
Private investment was channelized and regulated through the extensive use of licensing giving
the State comprehensive control over the direction and pattern of investment. Entry of firms,
capacity expansion, choice of product and capacity mix and technology, were all effectively
controlled by the State in a bid to prevent the concentration of economic power. However due to
lapses in the system, fresh policies were brought in at the end of the sixties.
These consisted of MRTP of 1969 and FERA of 1973, which were aimed at regulating
monopoly and foreign investment respectively. Firms that came under the purview of these acts
were allowed to invest only in a select set of industries.
This net of controls on the economy in the seventies caused several firms to
 Operate below the minimum scale of efficiency
 Under-utilize capacity and
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 Use outdated technology.
While operating below the minimum scale of efficiency resulted from the fact that
several incentives were given to smaller firms, the capacity under-utilization was the result of the
capacity mix being determined independent of the market demand. The policy of distributing
imports based on capacity, causing firms to expand beyond levels determined by demand so as to
be eligible for more imports. Use of outdated technology resulted from the restrictions placed on
import of technology through the provisions of FERA. Recognition of the deleterious effects of
these policies led to the initiation of reforms. In 1975 which took on a more pronounced shape
and acquired wider scope under the New Economic Policy (NEP) in 1985. As part of these
reforms, several groups of industries were delicensed and ‘broad banding’ was permitted in
select industries.1Controls over capacity expansion were relaxed through the specification of the
operate below the minimum scale of efficiency of production for several industries.
Foreign investment was allowed in select industries and norms under the MRTP Act were
relaxed. These reforms led to a rise in the trend rate of growth of real GDP from 3.7% in the
seventies to 5.4% in the eighties.However the major set of reforms came in 1991 in response to a
series of macroeconomic crises that hit the Indian economy in 1990-91. Several industries were
deregulated, the Indian rupee was devalued and made convertible on the current account and
tariffs replaced quantitative restrictions in the area of trade.
The initiation of reforms led to a drop in the growth of real GDP between 1990 – 1992,
but this averaged at about 5.5% per annum after 1992. The decline in GDP in the years after
reforms was the outcome of devaluation and the contractionary fiscal and monetary policies
taken in 1991 to address the foreign exchange crisis.
Thus the Industrial Policy in India moved from a position of regulation and tight control
in the sixties and seventies, to a more liberalized one in the eighties and nineties. The two-
wheeler industry in India has to a great extent been shaped by the evolution of the industrial
policy of the country. Regulatory policies like FERA and MRTP caused the growth of some
segments in the industry like motorcycles to stagnate. These were later able to grow (both in
terms of overall sales volumes and number of players) once foreign investments were allowed in
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1981. The reforms in the eighties like “broad banding’ caused the entry of several new firms and
products which caused the existing technologically outdated products to lose sales volume and/or
exit the market. Finally, with liberalization in the nineties, the industry witnessed a proliferation
in brands.
CHARACTERISTICS OF YAMAHA’S MOTORCYCLE

YAMAHA has a reputation of making well – designed and personalized motorcycles
that are Universal accepted. Behind the characteristics is the YAMAHA’s effort to identify
customer’s need and create original parts adjusting to each motorcycle model. Furthermore, the
motorcycles use adjustable parts to enable riders to customize their own motorcycles. These
features are inherited from the former YAMAHA’s company spirit, “adjust the instruments to
people”. These unique characteristics push YAMAHA motor forward to the second largest
motorcycle company after Honda.
BUSINESS OVERVIEW
They are involved in four businesses; motorcycle, marine products, power products, other
products.
MOTORCYCLE
Being the YAMAHA’s flagship products, motorcycle accounts for 66% of net sales.
YAMAHA’s motorcycles are sold in many countries, particularly in emerging markets like
Indonesia, Vietnam, and India. The company currently takes the second place worldwide in
terms of the motorcycle market share. However, Honda has been dominating the motorcycle
market for a long time.
MARINE
This business accounts for about 16% of net sales. They have Outboard motors 、 personal
watercraft fishing boats and utility boats. Particularly, YAMAHA take 60% share in Japanese
marine market and 40% share in the world’s outboard motor market. The sales for marine engine
are increasing year by year at a good rate along with the increase in number of rich people in
Asia.
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POWER PRODUCTS
This business accounts for about 8.6% of net sales. The core products include ATV-
terrain vehicle, side-by-side vehicles, snowmobiles, and golf cars. ATV-terrain vehicle and golf
cars are sold mainly in developed countries. The net sales is not as high as expected, but is
stable.
OTHER PRODUCTS
YAMAHA also sells industrial robots and electrically powered wheelchairs. This
business accounts for 9% of the net sales
EVOLUTION OF THE INDIAN TWO-WHEELER INDUSTRY

The two-wheeler industry (henceforth TWI) in India has been in existence since 1955.
It consists of three segments viz., scooters, motorcycles, and mopeds. The increase in sales
volume of this industry is proof of its high growth. In 1971, sales were around 0.1 million units
per annum. But 1998, this figure had risen to 3 million units per annum. Similarly, capacities of
production have also increased from about 0.2 million units of annual capacity in the seventies to
more than 4 million units in the late 1994.
The TWI in India began operations within the framework of the national industrial
Policy as espoused by the Industrial Policy Resolution of 1956. (See Government of India 1980,
1985, 1992). This resolution divided the entire industrial sector into three groups, of which one
contained industries whose development was the exclusive responsibility of the State, another
included those industries in which both the State and the private sector could participate and the
last set of industries that could be developed exclusively under private initiative within the
guidelines and objectives laid out by the Five Year Plans (CMIE, 1990).
Private investment was channelized and regulated through the extensive use of licensing
giving the State comprehensive control over the direction and pattern of investment. Entry of
firms, capacity expansion, choice of product and capacity mix and technology, were all
effectively controlled by the State in a bid to prevent the concentration of economic power.
However due to lapses in the system, fresh policies were brought in at the end of the sixties.
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These consisted of MRTP of 1969 and FERA of 1973, which were aimed at regulating
monopoly and foreign investment respectively. Firms that came under the purview of these Acts
were allowed to invest only in a select set of industries. This net of controls on the economy in
the seventies caused several firms to a) operate below the minimum scale of efficiency
(henceforth MES), b) under-utilize capacity and, c) use outdated technology. While operation
below MES resulted from the fact that several incentives were given to smaller firms, the
capacity under-utilization was the result of i) the capacity mix being determined independent of
the market demand, ii) the policy of distributing imports based on capacity, causing firms to
expand beyond levels determined by demand so as to be eligible for more imports. Use of
outdated technology resulted from the restrictions placed on import of technology through the
provisions of FERA. Recognition of the deleterious effects of these policies led to the initiation
of reforms in 1975 which took on a more pronounced shape and acquired wider scope under the
New Economic Policy (NEP) in 1985. As part of these reforms, several groups of industries were
delicensed and ‘broad banding’ was permitted in select industries. Controls over capacity
expansion were relaxed through the specification of the MES6 of production for several
industries. Foreign investment was allowed in select industries and norms under the MRTP Act
were relaxed.
These reforms led to a rise in the trend rate of growth of real GDP from 3.7% in the
seventies to 5.4% in the eighties. However the major set of reforms came in 1991 in response to
a series of macroeconomic crises that hit the Indian economy in 1990-1917 Several industries
were deregulated, the Indian rupee was devalued and made convertible on the current account
and tariffs replaced quantitative restrictions in the area of trade. The initiation of reforms led to a
drop in the growth of real GDP between 1990 – 1992, but this averaged at about 5.5% per annum
after 1992.
The decline in GDP in the years after reforms was the outcome of devaluation and the
contractionary fiscal and monetary policies taken in 1991 to address the foreign exchange crisis.
Thus the Industrial Policy in India moved from a position of regulation and tight control in the
sixties and seventies, to a more liberalized one in the eighties and nineties.
The two-wheeler industry in India has to a great extent been shaped by the evolution of
the industrial policy of the country. Regulatory policies like FERA and MRTP caused the growth
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of some segments in the industry like motorcycles to stagnate. These were later able to grow
(both in terms of overall sales volumes and number of players) once foreign investments were
allowed in 1981. The reforms in the eighties like ‘broad banding’ caused the entry of several new
firms and products which caused the existing technologically outdated products to lose sales
volume and/or exit the market. Finally, with liberalization in the nineties, the industry witnessed
a proliferation in brands. A description of the evolution of the two wheeler industry in India is
usefully split up into four ten year periods. This division traces significant changes in economic
policy making. The first time-period, 1960-1969, was one during which the growth of the two-
wheeler industry was fostered through means like permitting foreign collaborations and phasing
out of non-manufacturing firms in the industry. The period 1970-1980 saw state controls,
through the use of the licensing system and certain regulatory acts over the economy, at their
peak. During 1981-1990 significant reforms were initiated in the country. The final time-period
covers the period 1991-1999 during which the reform process was deepened these reforms
Encompassed several areas like finance, trade, tax, industrial policy etc. We now discuss in
somewhat greater detail the principal characteristics of each sub period.
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AUTOMOBILE INDUSTRY
Indian automobile industry has grown leaps and bounds since 1898, a time when a car
had touched the Indian streets for the first time. At present it holds a promising tenth position in
the entire world with being number two in two wheelers and fourth in commercial vehicles. With
standing a growth rate of 18% per annum and an annual production of more than 2million units,
it may not be an exaggeration to say that this industry in the coming years will soon touch a
figure of 10 million units per year. Besides a steady growth in India's fiscal system, the
expansion of Indian middle class has also played a major role in drawing the attention of
international auto manufacturers towards the Indian Automobile Market. Forever, India is one
nation which provides skilled workforce at cut-throat prices making itself a preferable
manufacturing Centre. The magnetism of the Indian markets and the decline of global auto
industries such as Japan, Europe and US have triggered the influx of new conglomerates along
with huge capital investments in the sector.
INDIAN TWO-WHEELER INDUSTRY
India is the second largest producer and manufacturer of two-wheelers in the world.
Indian two-wheeler industry has got spectacular growth in the last few years. Indian two-wheeler
industry had a small beginning in the early 50's. The Automobile Products of India (API) started
manufacturing scooters in the country. Bikes are a major segment of Indian two wheeler
industry, the other two being scooters and mopeds. Indian companies are among the largest two-
wheeler manufacturers in the world. Hero Honda and Bajaj Auto are two of the Indian
companies that top the list of world companies manufacturing two-wheelers. Foreign
collaborations have been playing a major role in the growth of the Indian two-wheeler market,
and most of them are Japanese firms.
The modern two- wheeler firms in India have been manufacturing new categories of two
wheelers such as Step- Through and Scooters. These have been produced by combining two or
more two-wheeler segments.
Foreign firms have already taken initiatives to own their two-wheeler subsidiaries in
India. The two-wheeler market was opened to foreign companies in the mid 1980s. The openness
of Indian market to foreign companies led to the arrival of new models of two-wheelers into
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India. Easy availability of loans from the banks, relatively low rate of interest and the discount of
prices offered by the dealers and manufacturers lead to the increasing demand for two-wheeler
vehicles in India. This led to the strong growth of Indian automobile industry. Kinetic Honda
was introduced in the Indian market during the mid 80s. The main feature of Kinetic Honda was
its ease of use.
This helped the youngsters and the women to buy scooters Major players in the 2-wheeler
industry are Hero Honda Motors Ltd (HHML), Bajaj Auto Ltd (Bajaj Auto) and TVS Motor
Company Ltd (TVS). The other key players in the two-wheeler industry are Yamaha Motors
India Ltd (Yamaha), Royal Enfield Ltd (REL) and Honda Motorcycle & Scooter India (P) Ltd
(HMSI).
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1.2 COMPANY PROFILE
OVER VIEW OF YAMAHA MOTORS PVT. LTD
BASIC COMPANY INFORMATION
Company Name Yamaha Motor Co., Ltd.

Logo
Founded July 1, 1955

Capital 85,757 million yen (as of March 31, 2017
President Yoshihiro Hidaka

Employees-(Consolidated) 53,579 (as of December 31,2017)
Parent :10,564(as of December 31, 2017)
Headquarters 2500 Shingai, Iwata-shi, Shizuoka-ken, Japan
Group Companies Consolidated subsidiaries: 112
Non-consolidated subsidiaries: 3(by the equity method)
Affiliates: 26 (by the equity method) (as of december

31,2017)
Sales (from January 1, 2017 to December 31, 2017)
Consolidate 1,670,090 million yan
Parent 678,090 million yan
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Yamaha Motor made its initial foray into India in 1985 as a joint-venture. In
August 2001, it became a 100% subsidiary of Yamaha Motor Co., Ltd, Japan (YMC). In 2008,
Mitsui & Co. Ltd. entered into an agreement with YMC to become a joint-investor in India
Yamaha Motor Private Limited (IYM).
IYM's manufacturing facilities comprise of 3 State-of-the-art Plants at Surajpur

(Uttar Pradesh), Faridabad (Haryana) and Kanchipuram (Tamil Nadu). The infrastructure at
these plants supports production of two-wheelers and parts for the domestic as well as overseas
markets.
IYM is highly customer-driven and has a country-wide network of over 2,200

customer touch-points including 500 dealers. Presently, its product portfolio includes Sports
models such as YZF-R15 version 2.0 (149 cc), YZF-R15S (149 cc); Blue-Core Technology
enabled models such as FZ-S FI (Fuel-Injected, 149 cc), FZ FI (Fuel-Injected, 149 cc), Fazer FI
(Fuel-Injected, 149 cc), SZ-RR version 2.0 (149 cc), Saluto (125 cc), Saluto RX (110 cc),
Fascino (113 cc), Cygnus Alpha (113 cc), Cygnus Ray Z (113 cc), Cygnus Ray ZR (113 cc) as
well as imported models comprising of MT-09 (847cc), VMAX (1,679 cc), YZF-R1M (998 cc)
and YZF-R1 (998 cc)
THE OTHER YAMAHA MOTOR GROUP COMPANIES IN INDIA INCLUDE
Yamaha Motor India Pvt. Ltd. (YMI) is a 100% subsidiary of YMC and functions
as the regional headquarters and corporate control body of India business operations for YMC.
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YMI is responsible for Corporate Planning & Strategy, Business Planning & Business Expansion
and Quality & Compliance Assurance of Yamaha India Business.
Yamaha Motor India Sales Pvt. Ltd. (YMIS) is a 100% subsidiary of YMC.YMIS
is establised by YMC to provide sales and marketing services to IYM.Headquartered in chennai,
YMIS supports IYM to market and sell its motorcycles & scooters in domestic as well as export
markets.
Yamaha Motor Research & Development India Pvt. Ltd. (YMRI) is a 100%
subsidiary of YMC YMRI is established by YMC to provide R&D and product develpoment
sevices by IYM .Headquarted in surajpur, gautam budh nagar (U.P),YMRI is engaged in
developing new products for IYM for its domestic as well as export markets. YMRI is the fifth
overseas R&D headquarters for Yamaha Motor Group following Italy, Taiwan, China, and
Thailand.
VISION
We will establish YAMAHA as the "exclusive & trusted brand" of customers by

"creating Kando" (touching their hearts) - the first time and every time with world class products
& services delivered by people having "passion for customers".
MISSION
WE ARE COMMITTED TO
Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of
YAMAHA products, focusing on serving our customer where we can build long term
relationships by raising their lifestyle through performance excellence, proactive design &
innovative technology. Our innovative solutions will always exceed the changing needs of our
customers and provide value added vehicles.
Build the Winning Team with capabilities for success, thriving in a climate for
action and delivering results. Our employees are the most valuable assets and we intend to
develop them to achieve international level of professionalism with progressive career
development. As a good corporate citizen, we will conduct our business ethically and socially in
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a responsible manner with concerns for the environment. Grow through continuously innovating
our business processes for creating value and knowledge across our customers thereby earning
the loyalty of our partners & increasing our stakeholder value.
CORPORATE SOCIAL RESPONSIBILITY POLICY
Corporate Social Responsibility (CSR) is strongly connected with the principles of

sustainability; an organization should take decisions based not only on financial factors, but also
on the social and environmental consequences. Therefore, it is the core corporate responsibility
of India Yamaha Motor Private Limited (hereinafter referred to as "the Company") to practice its
corporate values through its commitment to grow in a socially and environmentally responsible
way, while meeting the interests of its stakeholders. CSR is the continuing commitment by
business to perform ethically and contribute to economic development while improving the
quality of life of the workforce and their families as well as of the local community and society
at large. CSR is clearly on capacity building, empowerment of communities, inclusive socio-
economic growth, environment protection, promotion of green and energy efficient technologies,
development of backward regions, and upliftment of the marginalized and under-privileged
sections of the society.
As a corporate entity, the Company recognizes that its business activities have wide
impact on the societies in which it operates, and therefore an effective practice is required giving
due consideration to the interests of its stakeholders including shareholders, customers,
employees, suppliers, business partners, local communities and other organizations. The
Company Endeavour to make CSR a key business process for sustainable development. The
Company is responsible to continuously enhance shareholders wealth and it is also committed to
its other stakeholders to conduct its business in an accountable manner that creates a sustained
positive impact on society. The Company is committed towards aligning with nature; and has
adopted eco-friendly practices.
Essentially, CSR, which is deliberate inclusion of public interest into corporate decision
making by undertaking different projects for development of society, has the potential of
contributing significantly in the long run to socio-economic growth in the backward regions and
other sections of the society. The emerging concept of CSR goes beyond charity and requires the
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Company to act beyond its legal obligations and to integrate social, environmental and ethical
concerns into the Company's business process.In April 2013, IYM established 2 functionally
independent entities namely Yamaha Motor India Sales Pvt. Ltd. (YMIS) that will cater to the
sales and marketing needs of the company and Yamaha Motor Research and Development India
Pvt. Ltd. (YMRI) that is intended to increase Yamaha's manufacturing competitiveness through
the establishment of an R&D headquarters in India.
CSR does not emanate directly from external demands but from organizationally
embedded processes. These processes prompt the organization to view its relationships with
stakeholders in a different perspective, which in turn influences its engagement with them. The
Board of Directors of the Company has devised social responsible business practices under the
general rules issued by the Ministry of Corporate Affairs for compulsory implementation of CSR
activities.
HISTORY
OVERVIEW - INDIAN AUTOMOBILE INDUSTRY

Over a period of more than two decades the Indian Automobile industry has been driving
its own growth through phases. The entry of Suzuki Corporation in Indian passenger car
manufacturing is often pointed as the first sign of India turning to a market economy. Since then
the automobile sector witnessed rapid growth year after year. By late-90's the industry reached
self reliance in engine and component manufacturing from the status of large scale importer.
With comparatively higher rate of economic growth rate index against that of great global
powers, India has become a hub of domestic and exports business.
The automobile sector has been contributing its share to the shining economic
performance of India in the recent years. With the Indian middle class earning higher per capita
income, more people are ready to own private vehicles including cars and two wheelers. Product
movements and manned services have boosted in the sales of medium and sized commercial
vehicles for passenger and goods transport. Side by side with fresh vehicle sales growth, the
automotive components sector has witnessed big growth. The domestic auto components
consumption has crossed rupees 9000 crores and an export of one half size of this figure
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OVERVIEW OF AUTOMOBILE INDUSTRY
The Indian automobile industry is going through a technological change where each firm
is engaged in changing its processes and technologies to sustain the competitive advantage and
provide customers with the optimized products and services. Starting from the two wheelers,
trucks, and tractors to the multi utility vehicles, commercial vehicles and the luxury vehicles, the
Indian automobile industry as achieved tremendous amount of success in the recent years.
HISTORY OF THE ORGANIZATION
HISTORY
Yamaha's history goes back over a hundred years to 1887 when Torakusu Yamaha
founded the company, which began producing reed organs. The Yamaha Corporation in Japan
(then Nippon Gakki Co., Ltd.) has grown to become the world's largest manufacturer of a full
line of musical instruments, and a leading producer of audio/visual products, semiconductors and
other computer related products, sporting goods, home appliances and furniture, specialty metals,
machine tools, and industrial robots. The Yamaha Motor Corporation, Ltd., begun on July 1,
1955, is a major part of the entire Yamaha group, but is a separately managed business entity
from the Yamaha Corporation.
The Yamaha Motor Corporation is the second largest manufacturer of motorcycles in the
world. Yamaha Motor Corporation owns its wholly owned subsidiary in the U.S. called Yamaha
Motor Corporation, USA, that is handling not only motorcycles, but also snow mobiles, golf
carts, outboard engines, and water vehicles, under the brand name of Yamaha as well. In 1954
production of the first motorcycles began, a simple 125cc single-cylinder two-stroke. It was a
copy of the German DKW design, which the British BSA Company had also copied in the post-
war era and manufactured as the Bantam.
KEY LOCATIONS OF YAMAHA MOTOR PLANTS IN INDIA
Yamaha Motor India Pvt. Ltd. – It is a 100 percent subsidiary of Yamaha Motor
Company. This is the regional headquarter and corporate control body. It looks after the
corporate planning and strategy, business planning and expansion, quality control and regional
control of the Japanese manufacturer's business in India.
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Motor India Sales Pvt. Ltd. – It is a 100 percent subsidiary of the Yamaha Motor Company. It
provides sales and marketing services. It is based in Chennai, Tamil Nadu.
Yamaha Motor Research and Development India Pvt. Ltd. – It is a 100 percent subsidiary
of Yamaha Motor Company. It looks after the R&D and the product development services
provided to Yamaha Motor India. It is responsible for developing new products for domestic as
well as foreign markets. It is located in Surajpur, Gautam Budh Nagar, and Uttar Pradesh.
The company has two state-of-the-art manufacturing facilities for motorcycles, scooters
and automotive components for Indian and overseas markets
Surajpur, Gautam Budh Nagar, Uttar Pradesh
Faridabad, Haryana
Yamaha Dealership in India
There are more than 800 Yamaha customer service centres and 400 dealership outlets across 29
states and four union territories of India.
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YAMAHA CURRENT MODELS
Yamaha Motor India deals in a wide range of motorbikes and two-wheeler scooters. Here
are the current models and their starting prices
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MOTORCYCLES SCOOTERS
 YZF-R15 Version 2.0 (149.8cc) – Rs. 1,17,373  Ray (113cc) – Rs. 51,572
 Fazer (153cc) – Rs. 80,910  Ray Z (113cc) – Rs. 48,936
 Fazer Version 2.0 (149cc) – Rs. 86,805  Alpha (113cc) – Rs. 48,747
 FZ-S (153cc) – Rs.78,250
 FZ-S FI Version 2.0 (149cc) – Rs 73,250
 FZ (153cc) – Rs. 72,385
 FZ FI Version 2.0 (149cc) – Rs. 79,596
 SZ-S & SZ-RR (153cc) – Rs. 72,532
 SZ - RR Version 2.0 (149cc) – Rs. 65,300
 Saluto (125cc) – Rs. 52,000
 SS125 (123cc) – Rs. 59,243
 YBR125 (123cc) – Rs. 54,593
 YBR110 (106cc) – Rs. 48,218
Crux (106cc) – Rs.41,086
YAMAHA FUTURE
Yamaha Motor Company and Yamaha Motor India Pvt. Ltd. have already reached
towering heights in the automobile industry in India, Japan and all over the world; however, the
company still strives hard to get better each day and provide their customers with the best they
can possibly have. The President of Yamaha Motor Company Hiroyuki Yanagi has conveyed a
message to the work force employed with Yamaha to work under its mission for excellence.
The YMC President says, “We will establish YAMAHA as the 'exclusive & trusted
brand' of customers by 'creating Kando' (touching their hearts) - the first time and every time
with world class products & services delivered by people having 'passion for customers'. We
have to be the Exclusive & Trusted Brand renowned for marketing and manufacturing of
YAMAHA products, focusing on serving our customer where we can build long term
relationships by raising their lifestyle through performance excellence, proactive design &
innovative technology. Our innovative solutions will always exceed the changing needs of our
customers and provide value added vehicles.”
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YAMAHA AWARDS & RECOGNITIONS
Won 2009 Apollo Tyres & Auto India Best Brand Award.
Yamaha VMAX won 2010 ZigWheels CBU Superbike of the Year
ET Zigwheels conferred 2010 Bike of the Year on Yamaha SZ-X won.
ET Zigwheels conferred Best Executive 125cc Commuter Motorcycle of the Year 2010 on
Yamaha YBR-125.
Yamaha SZ-R won Motorcycle of the Year above 150cc at Bike India Awards 2011.
Yamaha Motor India won Two Wheeler Manufacturer of the Year at the NDTV Car & Bike
Awards in 2012.
Yamaha R15 Version 2.0 won 2012 Bike Variant of the Year at Bike India Awards.
Yamaha Alpha won Scooter of the Year at Bike India Awards 2015.
1.3 PRODUCT PROFILE

Yamaha YZF R15 Yamaha YZF R15 V3
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RS.1.19 LAKHS ON WARDS RS.1.25 LAKHS ONWARDS
Yamaha FZ S FI (V 2.0) Yamaha FZ FI
RS.81, 040 ONWARDS

RS.84, 012 ONWARDS
Yamaha Fascino Yamaha Fazer 25
Rs.58, 082 ONWARDS RS.1.28 LAKHS ONWARDS
Yamaha FZ 25 Yamaha Fazer-FI
RS.88, 143 ONWARDS

RS 1.18 LAKHS ONWARDS
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Yamaha Ray ZR Yamaha Ray Z
RS.54, 553 ONWARDS RS.51, 919 ONWARDS
Yamaha Alpha
Yamaha Saluto
RS.53, 223 ONWARDS
RS.56, 882 ONWARDS
Yamaha SZ-RR Yamaha YZF R3 2018
RS.67, 803 ONWARDS
RS.3.27 LAKHS ONWARDS
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Yamaha Saluto RX Yamaha MT 09
RS.48, 021 ONWARDS RS.10.88 LAKHS ONWARDS
Yamaha YZF R15S Yamaha YZF R1
RS1.16 LAKHS ONWARDS
Yamaha YZF R1M Yamaha MT 03
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Yamaha NMax 155
RS.80, 000 ONWARDS
CHAPTER-2
REVIEW OF LITERATURE
THEORY AND CONCEPTS OF CUSTOMER SATISFACTION
Marketing
Marketing is a societal process which discerns consumers' wants, focusing on a product

or service to fulfill those wants, attempting to mold the consumers toward the products or
services offered. Marketing is fundamental to any businesses growth. The marketing teams
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(marketers) are tasked to create consumer awareness of the products or services through
marketing techniques. Unless it pays due attention to its products and services and consumers'
demographics and desires, a business will not usually prosper over time.
Marketing tends to be seen as a creative industry, which includes advertising, distribution

and selling. It is also concerned with anticipating the customers' future needs and wants, which
are often discovered through market research.
Essentially, marketing is the process of creating or directing an organization to be

successful in selling a product or service that people not only desire, but are willing to buy.
A market-focused, or customer-focused, organization first determines what its potential

customer’s desire, and then builds the product or service. Marketing theory and practice is
justified in the belief that customers use a product or service because they have a need, or
because it provides a perceived benefit.
Two major factors of marketing are the recruitment of new customers (acquisition) and
the retention and expansion of relationships with existing customers (base management). Once a
marketer has converted the prospective buyer, base management marketing takes over. The
process for base management shifts the marketer to building a relationship, nurturing the links,
enhancing the benefits that sold the buyer in the first place, and improving the product/service
continuously to protect the business from competitive encroachments.
For a marketing plan to be successful, the mix of the four "Ps" must reflect the wants and
desires of the consumer s or Shoppers in the target market. Trying to convince a market segment
to buy something they don't want is extremely expensive and seldom successful. Marketers
depend on insights from marketing research, both formal and informal, to determine what
consumers want and what they are willing to pay for it. Marketers hope that this process will
give them a sustainable competitive advantage. Marketing management is the practical
application of this process. The offer is also an important addition to the 4P's theory.
Product focus
In a product innovation approach, the company pursues product innovation, and then tries
to develop a market for the product. Product innovation drives the process and marketing
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research is conducted primarily to ensure that a profitable market segment(s) exists for the
innovation. The rationale is that customers may not know what options will be available to them
in the future so we should not expect them to tell us what they will buy in the future. However,
marketers can aggressively over-pursue product innovation and try to overcapitalize on a niche.
When pursuing a product innovation approach, marketers must ensure that they have a varied
and multi-tiered approach to product innovation. It is claimed that if Thomas Edison depended
on marketing research he would have produced larger candles rather than inventing light bulbs.
Many firms, such as research and development focused companies, successfully focus on
product innovation (Such as Nintendo who constantly change the way Video games are played).
Many purists doubt whether this is really a form of marketing orientation at all, because of the ex
post status of consumer research. Some even question whether it is marketing.
* An emerging area of study and practice concerns internal marketing, or how employees are
trained and managed to deliver the brand in a way that positively impacts the acquisition and
retention of customers (employer branding).
* Diffusion of innovations research explores how and why people adopt new products,
services and ideas.
* A relatively new form of marketing uses the Internet and is called internet marketing or
more generally e-marketing, affiliate marketing, desktop advertising or online marketing. It
typically tries to perfect the segmentation strategy used in traditional marketing. It targets its
audience more precisely, and is sometimes called personalized marketing or one-to-one
marketing.
* With consumers' eroding attention span and willingness to give time to advertising
messages, marketers are turning to forms of Permission marketing such as Branded content,
custom media and Reality marketing.
Customer focus
Many companies today have a customer focus (or customer orientation). This implies that
the company focuses its activities and products on consumer demands. Generally there are three
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ways of doing this: the customer-driven approach, the sense of identifying market changes and
the product innovation approach.
In the consumer-driven approach, consumer wants are the drivers of all strategic
marketing decisions. No strategy is pursued until it passes the test of consumer research. Every
aspect of a market offering, including the nature of the product itself, is driven by the needs of
potential consumers. The starting point is always the consumer. The rationale for this approach is
that there is no point spending R&D funds developing products that people will not buy. History
attests to many products that were commercial failures in spite of being technological
breakthroughs.
A formal approach to this customer-focused marketing is known as SIVA (Solution,

Information, Value, and Access). This system is basically the four Ps renamed and reworded to
provide a customer focus.
The SIVA Model provides a demand/customer centric version alternative to the well-
known 4Ps supply side model (product, price, place, promotion) of marketing management.
Product -> Solution

Promotion -> Information
Price -> Value
Place ->Access
Customer satisfaction
A business term is a measure of how products and services supplied by a company meet
or surpass customer expectation. It is seen as a key performance indicator within business and is
part of the four perspectives of a Balanced Scorecard.
In a competitive marketplace where businesses compete for customers, customer satisfaction is
seen as a key differentiator and increasingly has become a key element of business strategy.
Customer Expectations
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Customer is defined as anyone who receives that which is produced by the individual or
organization that has value. Customer expectations are continuously increasing. Brand loyalty is
a thing of the past. Customers seek out products and producers that are best able to satisfy their
requirements. A product does not need to be rated highest by customers on all dimensions, only
on those they think are important.
Customer Satisfaction – a Critical Component of Profitability
Exceptional customer service results in greater customer retention, which in turn results
in higher profitability. Customer loyalty is a major contributor to sustainable profit growth. To
achieve success, you must make superior service second nature of your organization. A seamless
integration of all components in the service-profit chain – employee satisfaction, value creation,
customer satisfaction, customer loyalty, and profit and growth – links all the critical dynamics of
top customer service.
Sadly, mature companies often forget or forsake the thing that made them successful in
the first place: a customer-centric business model. They lose focus on the customer and start
focusing on the bottom line and quarterly results. They look for ways to cut costs or increase
revenues, often at the expense of the customer.
They forget that satisfying customer needs and continuous value innovation is the only
path to sustainable growth. This creates opportunities for new, smaller companies to emulate and
improve upon what made their bigger competitors successful in the first place and steal their
customers.
Consumer satisfaction may be equivalent to liking or disliking, a straightforward and

immediate emotional reaction that can be expressed along a Likert-type scale. If we insist on
quantifying student-consumer satisfaction, then we would measure popularity in much the same
way that fast-food chains count the billions of burgers sold. With quantifiable popularity as the
index to satisfaction, the scene is set for shameless self-promotion.
Interestingly, management theorists have recognized for some time that so-called "soft"
factors, including super ordinate goals, leadership style, and organizational culture, are critical to
-an enterprise's survival and success. Although these aspects of organizational life cannot be
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measured in clearly quantifiable terms, they do in fact contribute to effectiveness, morale, and
long-term success. Some of the most central ingredients for education and business, such as an
institution's contribution to society, are most resistant to quantification.
CUSTOMER SATISFACTION MEASUREMENT:

A basic and effective base line customer satisfaction survey program should focus on
measuring customer perceptions of how will the company delivers on the critical success factors
and dimensions of the business as defined by the customers:
For example:
 Service Promptness
 Courtesy of Staff
 Responsiveness
 Understanding of the customer problem, etc.
The findings of the company performance should be analyzed both with all customers
and by key segments of the customer population.
The essential starting point for Customer Satisfaction Measurement (CMS) is exploratory
research. Since satisfaction is about an organization’s ability. To meet customer requirement one
has to start by clarifying with customers exactly what those requirements are. This is done
through exploratory research using focus groups or one to one depth interviews.
Two main factors determine the accuracy of CMS. The first is the asking the right
question and the second is the asking them to the right people sample of customers which
accurately reflects the customer base.
Three things decide the accuracy of a sample. They are:
 It must be representative.
 It must be randomly selected.
 It must be adequate enough.
METHODS
 Survey customers
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 Understand expectations
 Finding out where you are falling
 Pin point specifics
 Assess the competition
 Try to measure the emotional aspect
 A series of attribute satisfaction measurement
Customer satisfaction is difficult to measure due to several reasons. Counting on

customer satisfaction owing to their feedback is not the case because most people prefer keeping
quiet when satisfied.
Some people see no need of contacting the service provider while others seek to pass
their complaints.
Requirements for customer satisfaction are not only unique but difficult to quantify.
Setting standards and improving employee relationships with customers is central strategy of
measuring customer satisfaction and ensuring that success is determined.
Ways of measuring customer satisfaction include
SURVEY CUSTOMERS
 Surveying customers is the only probable way of getting customer feedback unless they
contact you.
 Most people are busy and have no time to pass redress.
 You can provide survey through several ways such as emails and use of phone calls.
 To get credible feedback you need to allow customers to answer questions on weighted
scale.
 You can conduct repeated surveys, over time, to measure changing comments from
customers.
UNDERSTAND EXPECTATIONS
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 Understanding what customers expect from you will provide ground to satisfy their
expectations by giving them enjoyable service.
 Making an effort to discover what customers expect from you in terms of service and
products is the way to satisfying their needs
FIND OUT WHERE YOU ARE FAILING
 On situations where you are not fulfilling customer requirements, it is credible to find out
where you are failing.
 Incidences where products are less than advertised should not arise.
 Find out if employees are making promises that cannot be met.
 Take strides and attend seminars that will equip you with better managerial skills.
 Know the chain of communication so as to know where communication faults are and
foster amendments.
PINPOINT SPECIFICS
 Whether a customer is satisfied or not, you need to collect information to help you assess
the situation.
 Collect information about what customers purchased, what they liked and they did not
like, their actual purchase expectation and their suggestions for improvement.
ASSESS THE COMPETITION
 Have the initiative to know why customers consider other brands above yours.
 Through the survey, invite customers to come and compare and contrast your services
and products and make judgment on what you are not offering.
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TRY TO MEASURE THE EMOTIONAL ASPECT
 Customer experiences after buying a given product are attributed to quality.

 Feedback from customers in relation to quality, reliability and extent satisfaction should
be matched.
 Comments customers make are a measure of their satisfaction.
 Customers showing dissatisfaction prompts change of strategy.
LOYALTY MEASUREMENT
 Customer loyalty is the likelihood of repurchasing products or services.

 Customer satisfaction is a major predictor for repurchasing and it is influenced by explicit
performance of the product, value and quality.
 Loyalty is basically measured when a customer recommends to a friend, family member
about given product.
 Overall satisfaction, repurchasing and likelihood of recommending to a friend are
indicators of customer satisfaction.
A SERIES OF ATTRIBUTE SATISFACTION MEASUREMENT
 This strategy takes into account the affective and cognitive pattern.
 Affective behavior is intrigued to liking and disliking owing the benefits the product is
attached with.Customer satisfaction is influenced by perceived quality the product is
attached with and it is regulated by expectations of the product or service.
 Customer attitude towards a product are as a result of product information through
advertisement and any experience with the product whether perceived or real.
 Cognition is the judgment on whether the product is useful or not useful.
 Judgment is always intended use of application and use of occasions for which the
product is purchased.
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INTENTIONS TO REPURCHASE
 Future hypothetical behavior that indicates repurchasing the product is a measure of

satisfaction.
 Satisfaction can influence other post purchasing trend through use of the word of mouth
or social media platform.
MONITORING
 Monitoring can be directed at phone, email and chat communications.

 Monitoring includes automated phone interactions designed by companies to help give
real world glimpse.
NEED AND IMPORTANCE
 It’s a leading indicator of consumer repurchase intentions and loyalty

 It’s a point of differentiation
 It reduces customer churn
 It increases customer lifetime value
 It reduces negative word of mouth
 It’s cheaper to retain customers than acquire new ones
Customer satisfaction is a marketing term that measures how products or services supplied by a
company meet or surpass a customer’s expectation.
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CHAPTER-3
RESEARCH METHODOLOGY AND OBJECTIVES
RESEARCH METHODOLOGY
Descriptive research is followed in this research. The universe of the population includes
the respondents who are the customers of Yamaha bikes, located at Tirupathi. The samples (i.e.
sample size 120) were selected among the customers of Yamaha show rooms, located at
Tirupathi for this research. The samples were chosen from the population, by using Convenience
sampling technique (i.e. Non-probability sampling technique), because the exact population size
is unknown and the accessibility of the customer is difficult. Survey method of data collection
was used in this research. The primary data were collected using questionnaires.
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3.1 NEED FOR THE STUDY
In world of marketing, it is essential to know the pros & cons of the product that has been
launched in the market. Today's market has become a war of stalwarts; any lean feature will kick
out the product out of the fray. As customers become the king of market, the study is an attempt
to know the exact expectation of customer attitude towards two wheeler vehicles in Tirupathi
city based on performance and mileage and also other factors influencing the purchase of
Yamaha vehicle.
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3.2 OBJECTIVES OF THE STUDY
1. To analyze the personal profile of the consumer.

2. To identify the customer satisfaction level towards the performance of vehicles.
3. To find out the customer satisfaction level towards bike services provided.
4. To identify the factors which influence consumer decision making process.
5. To know the performance of Yamaha bikes.
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3.3 SCOPE OF THE STUDY
The research was carried out to find factors which influence customer satisfaction level
to maximum level. The study projects that customer satisfaction level change with change in
various factors like during sales evaluation, during delivery of the vehicle and after sales
evaluation .The research is an attempt to provide feedback to motorcycle manufacturer Yamaha
motors India Ltd. so that they can bring about changes in various departments of their
organization which will help them in becoming Number 1 motorcycle brand in India.For instance
during research factors such as technology, maintenance, looks, style, brand image, behavior of
dealers, timely delivering of documents and bike and proper information about the product were
considered.
This research would give necessary details to Yamaha motors so that it could know the
various factors that affect customer satisfaction level and then initiate appropriate changes to
make it Number 1 motorcycle brand in India.
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3.4 METHODOLOGY OF THE STUDY
The data has been collected on the basis of the different sources in order to achieve the
object of the project.
Source of Data
 Primary Data: Data has collected through survey by sending the questionnaires
through direct contact.
 Secondary Data: Data is collected through journals, company website,
magazines etc.,
Research Problem
To view the customer satisfaction level of two wheeler vehicles in Yamaha.
Research Process
 Extensive Literature survey

Before starting the project in-depth study of the topic was done to form a clear picture of
what and how project is to be done.
 Formulating the research problem
The next step was to find out the problem of the case. Then the problem was understood
thoroughly and rephrasing the same into meaningful terms from analytical point of view.
This step is of greatest importance in the entire research
 Design of questionnaire
A questionnaire was developed for the survey. The questionnaire is of structured type. Most
of the questions were based on 5 point bipolar liker scale
 Determining the sample size
Next step is to determine the number of to be targeted from various ages , monthly salary,
and gender. So a total of 150 people were surveyed
 Collecting the data
The data was collected from various class of people based on age, sex, income, location.
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 Analysis of data
The data was collected from various people was segregated into various categories in order to
analyze it. Analysis was done based on more than 22 parameters.
 Generalization and interpretation
Data was tested and upheld several times, and then generalizations were drawn from the
analysis.
 Preparation for the report
Lastly report about the project is made.
RESEARCH DESIGN
 Exploratory research design
Exploratory research is research conducted for a problem that has not been studied
more clearly, intended to establish priorities, develop operational definitions and
improve the final research design. Exploratory research helps determine the best
research design, data-collection method and selection of subjects.
 Focus group
 Primary data analysis
 Collection of data
 Qualitative Data
Qualitative Data are types of information that have aspects that are unable to
be measured, or are found to be approximations. The qualitative data analysis
that the researchers performed last month also took into account quantitative
factors such as size and scope.
 Questionnaires
 Survey
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SAMPLE DESIGN
Sampling may be defined as the selection of the some part of an aggregate or totality on the basis
of which a judgment or interference about the aggregate or totality is made .It is the process of
obtaining information about entire population by examining only a part of it in which
generalizations or influences are drawn based on the sample about the parameter of population
from which samples are taken.
Sample Size
A total of 120 people have been questioned for the purpose of filling up the
questionnaire
DETAILS OF THE SURVEY CONDUCTED
Sample size 120

18-25 years
26-35 years
36-45 years
46-55 years
Target Population 56-65 years
Area Covered Tirupathi
Sampling Pilot study
Type of questionnaire Structured 5 point bipolar likert scale
Type of questions Close ended Questions
3.4 LIMITATIONS OF THE STUDY
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 The study is conducted in Yamaha show rooms located in Tirupathi with 120
respondents.
 The respondent’s response may have the bias, which may not give true picture about the
chosen research topic.
 The sampling unit chosen is Yamaha bike show rooms located in Tirupathi, the survey
result may vary in other locations, based on the kind of services provided at other stores.
 The seriousness of the respondents and their ability to justify their answers may also be a
limitation.
 The sample size is small due to the specified reasons.
 Findings are based on sample survey.
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CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
TABLE-4.1: AGE GROUPS
AGE RESPONDEN
GROUPS TS % OF RESPONDENTS
18-35 64 54
26-35 24 21
36-45 14 12
46-55 above 16 13 GRAPH-4.1:
TOTAL 120 100 REPRESENTS THE AGE
GROUPS
140
120
120
100
100
80
64 respondents
60 %
53.33
40
24
20
20 14 11.67 16 13.33
0
18-35 26-35 36-45 46-55 above TOTAL
INTERPRETATION
It represents the consumers between the age of 18 -25 are mostly using these Yamaha bikes
TABLE-4.2: OCCUPATION OF YAMAHA BIKE USERS
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OCCUPATION
S RESPONDENTS % OF RESPONDENTS
Students 48 58
private employees 38 46
govt.employees 15 18
self employees 13 16
Others 6 7
TOTAL 120 100
GRAPH-4.2: REPRESENTS THE OCCUPATION OF YAMAHA BIKE

USERS
120
120 100
100
80
60 48 40
38 32 RESPONDENTS
40 % OF RESPONDENTS
13 11
15 13 5
20 6
INTERPRETATION
It shows that the students are mostly using the Yamaha bikes.
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TABLE-4.3: CUSTOMERS BASED ON INCOME LEVEL
% OF
RESPONDENT
INCOME RESPONDENT
S
S
15000 38
32
20000 8 7
30000 10 8
16
Below40000 13
48
no income(student) 40
120 100
TOTAL
GRAPH-4.3: REPRESENTS THE INCOME LEVEL
120
120
100
100
80
32
60 38
40
40 7 48
8 13
8 RESPONDENTS
20 10 16 % OF RESPONDENTS
0
% OF RESPONDENTS
RESPONDENTS
INTERPRETATION
From the previous statistics we found that mostly students and people ageing from 18-25 are
using Yamaha bikes more who mostly will not have jobs because they are still studying.
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TABLE-4.4: ON WHAT SOURCE THEY CAME TO KNOW ABOUT

YAMAHA
RESPONDENT % of
SOURCE
S RESPONDENTS
Friends 78 65
Family 22 18
Media 6 5
company
9 8
executive
Others 5 4
TOTAL 120 100
GRAPH-4.4: REPRESENTS ON WHAT SOURCE THEY CAME TO

KNOW ABOUT YAMAHA
250
200
150
% of RESPONDENTS
RESPONDENTS
100
50
0
Friends Family Media company executive Others TOTAL
INTERPRETATION
Friends are the major source in buying decision making.
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TABLE-4.5: WHICH MODELS OF YAMAHA BIKES DO YOU OWN
RESPONDENT % OF
MODELS
S RESPONDENTS
Alba 3 2
libero 7 6
rx-100 8 7
rx-135 6 5
rx-z 4 3
Fazer 20 17
yzr-R15 12 10
Salute 5 4
saluto-RX 4 3
Crux 5 4
fz-s 32 27
Alpha 2 2
ray-z 3 3
ray-ZR 4 3
Fascino 5 4
TOTAL 120 100
GRAPH-4.5: REPRESENTS THE MODELS OF YAMAHA BIKES DO YOU

OWN
250
200
150
100 % OF RESPONDENTS
RESPONDENTS
50
INTERPRETATON
It shows that the consumers are mostly using fz-s brand of Yamaha bikes
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TABLE4.6: ARE YOU SATISFIED TOWARDS THE PRICE OF YAMAHA

BIKES
% OF
FREQUEN RESPONDE RESPONDE
CY NTS NTS
Yes 104 87
No 16 13
TOTAL 120 100
GRAPH-4.6: REPRESENTS THE SATISFACTION LEVEL TOWARDS

THE PRICE OF YAMAHA BIKES
120 120
104
100 100
87
80
60
RESPONDENTS
% OF RESPONDENTS
40
20 16
13
0
yes
no
TOTAL
INTERPRETATION
Customers are satisfied towards the price
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TABLE-4.7: HOW DO FIND YAMAHA BIKES COMPARED TO OTHER

BIKES
% OF
FREQUENCY RESPONDENTS RESPONDENTS
Excellent 8 7
Good 74 62
Better 18 15
Average 16 13
not satisfied 4 3
TOTAL 120 100
GRAPH-4.7: REPRESENTS THE COMPARISON BETWEEN YAMAHA

BIKES AND OTHER BIKES
comparison between yamaha bikes& other bikes

140
120
120
100
100
RESPONDENTS
80 74 % OF RESPONDENTS
62
60
40
20 18 15 16 13
8 7
4 3
0
excellent good better average not satisfied TOTAL
INTERPRETATION
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It shows that the comparison level between the Yamaha bikes and other bikes is overall good
TABLE-4.8: ARE YOU SATISFIED TOWARDS THE AVAILABILITY OF

VEHICLE AT SPECIFIC TIME
% OF
FREQUEN RESPONDEN RESPONDEN
CY TS TS
yes 98 82
no 22 18
TOTAL 120 100
GRAPH-4.8: REPRESENT THE SATISFACTION LEVEL TOWARDS THE

AVAILABILITY OF VEHICLE AT SPECIFIED TIME
Yes no
120
100 98
80 82
60
40
20 22
18
0
RESPONDENTS % OF RESPONDENTS
INTERPRETATION
The satisfaction level of availability of vehicles is overall good.
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TABLE-4.9: CONSUMER OPINION REGARDING PERFORMANCE OF

YAMAHA BIKES
% OF
PERFORMA RESPONDE RESPONDE
NCE NTS NTS
Excellent 6 5
Good 58 48
Average 32 27
Satisfactory 13 11
not good 11 9
TOTAL 120 100
GRAPH-4.9: REPRESENTS THE CONSUMER OPINION REGARDING

THE PERFORMANCE OF YAMAHA BIKES
250
200
150
100
50
0
excellent good average satisfactory not good TOTAL
INTERPRETATION
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The customers of Yamaha were good in performance.
TABLE-4.10: GIVE A CHANCE TO IMPROVE ONE THING IN YAMAHA

BIKES WHAT WOULD YOU CHOOSE
IMPROVE ONE THING YAMAHA RESPONDENTS % OF RESPONDENTS

Mileage 50 42
pick-up 20 17
Comfort 14 12
Style 9 8
Technology 8 7
Price 11 9
Colour 8 7
TOTAL 120 100
GRAPH-4.10: REPRESENT THE CHANCE TO IMPROVE ONE THING

IN YAMAHA
140
120
100
80
60
40
20
0
mileage pick-up comfort style technology price colour TOTAL
INTERPRETATION
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The customers are not mostly satisfied with the mileage.
TABLE-4.11: WHAT WILL YOU RATE THE BODY STYLE, DESIGN

AND LOOK OF YAMAHA
FREQUENCY RESPONDENTS % OF RESPONDENTS

excellent 32 27
good 74 62
average 9 8
poor 5 4
TOTAL 120 100
GRAPH-4.11: REPRESENTS THE OVERALL RATING OF BODY STYLE,

DESIGN AND LOOK OF YAMAHA
250
200
150
% of respondents
RESPONDENTS
100
50
0
excellent good average poor TOTAL
INTERPRETATION
The above charts shows that the overall rating of body styles, design and look is overall good.
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TABLE-4.12: AFTER TEST RIDE WHAT DO YOU FEEL ABOUT THE

DRIVING COMFORT OF YAMAHA BIKES
FREQUEN RESPONDEN
CY TS % OF RESPONDENTS
excellent 48 40
good 63 53
average 7 6
poor 2 2
TOTAL 120 100
GRAPH-4.12: REPRESENTS THE FEELING AFTER TEST RIDE
120
100
80
60
40
20
0
EXCELLENT % OF RESPONDENTS
GOOD
AVERAGE RESPONDENTS
poor
TOTAL
INTERPRETATION
The above chart show that the feeling after test ride is good.
AERM Page 54
AERM Page 55
TABLE-4.13: HOW DO YOU FEEL ABOUT THE BREAKING SYSTEM

SAFETY FEATURES AND TANK CAPACITY OF YAMAHA BIKES
% OF
FREQUEN RESPONDE RESPONDE
CY NTS NTS
excellent 42 35
good 73 61
average 3 3
poor 1 1
TOTAL 120 100
GRAPH-4.13: REPRESENTS THE FEELING ABOUT OVERALL

FEATURES OF YAMAHA BIKES
250
200
150
100
50
0
excellent good average poor TOTAL
INTERPRETATION
The above diagram shows that the overall features of the Yamaha bikes are good.
AERM Page 56
TABLE-4.14: WHAT FEATURE ATTRACTING YOU IN THE YAMAHA

BIKES
FREQUENCY RESPONDENTS % OF RESPONDENTS

Style 48 40
riding comfort 28 23
suspension 18 15
acceleration 21 18
Others 5 4
TOTAL 120 100
GRAPH-4.14: REPRESENTS THE FEATURE ATTRACTING GIVE IN

THE YAMAHA BIKES.
120
100
80
60
40
20
0
style riding comfort suspension acceleration others TOTAL
INTERPRETATION
The above chart reveals that the attracting feature in Yamaha bikes is style.
TABLE-4.15: DID THE SHOW ROOM PEOPLE EXPLAINED YOU

ABOUT THE FEATURES AND PRICE IN DETAIL
AERM Page 57
FREQUE RESPONDE %RESPOND

NCY NTS ENTS
yes 98 82
no 22 18
TOTAL 120 100
GRAPH-4.15: REPRESENTS THE SHOW ROOM PEOPLE EXPLAINED

YOU ABOUT THE FEATURES AND PRICE IN DETAIL
140
120 120
100 98 100
80 82
RESPONDENTS
% F RESPONDENTS
60
40
20 22
18
0
YES no TOTAL
INTERPRETATION
It shows that the show room people are explained about the price and features in very good
manner.
TABLE-4.16: AWARENESS ABOUT FREE SERVICES
AWARENESS ABOUT FREE SERVICES RESPONDENTS % OF RESPONDENTS
AERM Page 58
Yes 91 76
No 29 24
TOTAL 120 100
GRAPH-4.16: REPRESENTS AWARENESS ABOUT FREE SERVICES
100%0
90%
80%
70% 0
60%
0.55
50%
40%
30% 0
20% 0.55
10%
0%
yes
0.55
no
TOTAL
RESPONDENTS % of respondents
INTERPRETATION
It shows that the awareness about free services are overall satisfied by the customers.
TABLE-4.17: RATING OF FREE SERVICES
AERM Page 59
RESPONDENT
SERVICE RATING S %OF RESPONDENTS
Excellent 22 18
Good 53 44
Average 18 15
Satisfactory 19 16
not good 8 7
TOTAL 120 100
GRAPH-4.17: REPRESENTS THE RATING OF FREE SERVICES
RESPONDENTS %OF RESPONDENTS
120
100
53
44
22 19
18 18 15 16
8 7
excellent good average satisfactory not good TOTAL
INTERPRETATION
Rating towards service was good.
AERM Page 60
TABLE-4.18: SATISFACTION LEVEL TOWARDS THE AVAILABILITY

OF SPARE PARTS
% OF
SPARE PARTS RESPONDE RESPONDE
AVAILABILITY NTS NTS
Yes 96 80
No 24 20
TOTAL 120 100
GRAPH-4.18: REPRESENTS THE SATISFACTION LEVEL TOWARDS

THE AVILABILITY OF SPARE PARTS
RESPONDENTS; 96
100
90 % OF RESPONDENTS; 80
80
70
RESPONDENTS; 24
60
% OF RESPONDENTS; 20
50
40
30
20 no
10
0
RESPONDENTS yes
% OF RESPONDENTS
INTERPRETATION
In almost all the show rooms spare parts were available and the result was almost positive
towards.
AERM Page 61
TABLE-4.19: IS PAID AND FREE SERVICES ARE GIVEN SAME

IMPORTANCE IN YAMAHA
PAID AND FREE SERVICES ARE SAME RESPONDENTS % OF RESPONDENTS

Yes 39 32
No 81 68
TOTAL 120 100
GRAPH-4.19: REPRESENTS THE IMPORTANCE LEVEL OF FREE

SERVICES AND PAID SERVICES IN YAMAHA
250
200
100
150
68
100
32 120
50
81
39
0
yes no TOTAL
INTERPRETATION
The statistics shows that there is little bit of negative impression.
AERM Page 62
TABLE-4.20: ARE YOU SATISFIED AFTER SALE SERVICE

PROVIDING BY YAMAHA
SATISFACTION LEVEL AFTER SALE % OF

SERVICE RESPONDENTS RESPONDENTS
Excellent 26 22
Good 57 48
Satisfactory 16 13
Average 17 14
not good 4 3
TOTAL 120 100
GRAPH-4.20: REPRESENTS THE SATISFACTION LEVEL AFTER

SALES SERVICE
TOTAL
not good
average
satisfactory
good
excellent
0 20 40 60 80 100 120
INTERPRETATION
Customers are satisfied with the after sale service.
TABLE-4.21: DO YOU SUGGEST YAMAHA BIKES TO OTHERS

AERM Page 63
% OF
DO YOU SUGGEST YAMAHA TO OTHERS RESPONDENTS RESPONDENTS
Yes 114 95
No 6 5
TOTAL 120 100
GRAPH-4.21: REPRESENTS THE GRAPH TO SUGGEST YAMAHA

BIKES TO OTHERS
140
120 120
100 100
80
RESPONDENTS
% OF RESPONDENTS
60
40
20
0
0.5 1 1.5 2 2.5 3 3.5
INTERPRETATION
Most of the customers ready to recommend the Yamaha bikes to others.
AERM Page 64
CHAPTER-5
FINDINGS, SUGGESTIONS & CONCLUSION
5.1 FINDINGS
 From this survey it is found that the satisfaction level of customers in various categories
like different age group, gender, income levels, and factors influencing them to buy
Yamaha and satisfaction level on various factors.
 Coming to the satisfaction based on mileage the result was bad towards Yamaha.
 The performance was good and as well as servicing is also good.
 Service is not good as almost half gave other than good responses.
 Friends are the major influencers in buying decision making process.
AERM Page 65
5.2 SUGGESTIONS
 Launch of new and different brands may turn the market oligopolistic but we definitely
increase the market share.
 Looks and style must not be over stressed as compared to quality and mileage
 360 degrees marketing approach with aggressive promotional campaigning’s should be
followed.
 Focus more on mileage bikes as the style and performance are playing the major role.
 Company should focus more on the timely availability of vehicles for the customers.
 Focus should be on teenagers, young and executives as they represent largest portion of
the bike user segment.
 Yamaha should introduce new vehicles in the market.
 Provide better sales follow up which almost every brand.
AERM Page 66
5.3 CONCLUSION
We conclude that from the survey we have done the Yamaha bikes are well known for
their designs and performance and the satisfaction is high towards all other factors except
mileage. Youth is the target for Yamaha, if Yamaha satisfied its customers with the mileage and
free service.
AERM Page 67
QUESTIONNAIRES
1. Name of the customer (optional)__________________________________________
2. Age group
a. 18-25 b.26-35 c. 35-45 d. 46-55 e. 55-65
3. Occupation of Yamaha bike users
a. student b. private employee c. govt.employee d. self employee e. others
4. What is your annual income
a.15000 b.20000 c.30000 d.below 40000 e.no income (student)
5. How do you come to know about Yamaha motors pvt.ltd
a. friends b. family c. media d. company executive e. others
6. Which brand of Yamaha bikes do you own
a.alba b.libero c.rx-100 d.rx-135 e.rx- z
f.fazer g.yzf-R15 h.saluto i.saluto-rx j.fz-s
7. Are you satisfied towards the price of Yamaha vehicle
a.yes b. no
8. How do you find Yamaha bikes compared to other bikes
a.excellent b.good c.better d.avereg e .not satisfied
AERM Page 68
9. Are you satisfied towards availability of vehicle at specific time
a.yes b.no
10. Consumer opinion regarding performance of Yamaha vehicle
a.excellent b.good c.average d.satisfactory e.not good
11. What do you feel regarding performnace of Yamaha vehicles
12. What will you rate the body style design and look of Yamaha
a.excellent b.good c.average d.poor
13. After test ride what do you feel about the driving comfort of Yamaha bikes
14. How do you feel about the braking system, safety features and tank capacity of Yamaha
bikes
15. What feature attracting you on the Yamaha bikes?
a.style b.riding comfort c.suspension d.acceleration e.others
16. Did the showroom people explained you about the features and the price in detail?
a.yes b. no
17. Do you aware about free services?
a.yes b.no
18. What is your rating for free services
AERM Page 69
19. Are you satisfied towards availability of spare parts?
a.yes b.no
20. Is paid and free services are given same importance in Yamaha?
a.yes b. no
21. Are you satisfied for after sales services provided by Yamaha?
a.excellent b.good c.satisfactory d.average e.not good
22. Do you suggest Yamaha bike to others?
a.yes b. no
AERM Page 70
BIBILIOGRAPHY
 Kotler Philip, Keller Lane Kvin "Marketing Management" 12th edition Pearson
Education. Ramaswamy V.S., Namakumari S. "Marketing Management" 3rd edition 2006
Macmillan Publications.
 Kumar Arun, Minakshi N. "Marketing Management" Vikash Publication 1st edition
2006.
 Kolter Philip, Koshy Abraham, "Marketing Management" 13th edition Pearson
Education.
 Economic times
 Monthly journals
 International Journal of Core Engineering & Management (IJCEM)
 EXCEL international journal of multidisciplinary management studies (EIJMMS)
 IOSR Journal of business and management (IOSR-JBM)
WEBSITES
 www.google.com
 www.wiki.com
 www.yahoo.com
 www.yamahamotorindia.com
 www.slideshare.net
 www.scribd.com
 www.academia.edu
AERM Page 71

Customer Satisfaction in Yamaha Showroom Tirupati

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Customer Satisfaction YAMAHA

According to Harold E Edmondson “Customer satisfaction” is defined as "the number of customers, or

 Encourage face-to-face dealings.

 Respond to messages promptly and keep yours clients informed.

 Be friendly and approachable.

 Have a clearly-Defined customer service policy.

 Honor your promise

MEANING OF CUSTOMER SERVICE

 One who regularly or repeatedly makes purchases of a trader, a purchase a buyer.

DEFINITION OF CUSTOMER SERVICE

According to Jack Speer “Excellent customer service is the process by

1.1 INDUSTRY PROFILE

 Operate below the minimum scale of efficiency

 Under-utilize capacity and

 Use outdated technology.

CHARACTERISTICS OF YAMAHA’S MOTORCYCLE

EVOLUTION OF THE INDIAN TWO-WHEELER INDUSTRY

1.2 COMPANY PROFILE

OVER VIEW OF YAMAHA MOTORS PVT. LTD

BASIC COMPANY INFORMATION

Company Name Yamaha Motor Co., Ltd.

Founded July 1, 1955

President Yoshihiro Hidaka

Parent :10,564(as of December 31, 2017)

Headquarters 2500 Shingai, Iwata-shi, Shizuoka-ken, Japan

Group Companies Consolidated subsidiaries: 112

Non-consolidated subsidiaries: 3(by the equity method)

Affiliates: 26 (by the equity method) (as of december

Sales (from January 1, 2017 to December 31, 2017)

Consolidate 1,670,090 million yan

Parent 678,090 million yan

IYM's manufacturing facilities comprise of 3 State-of-the-art Plants at Surajpur

IYM is highly customer-driven and has a country-wide network of over 2,200

THE OTHER YAMAHA MOTOR GROUP COMPANIES IN INDIA INCLUDE

We will establish YAMAHA as the "exclusive & trusted brand" of customers by

CORPORATE SOCIAL RESPONSIBILITY POLICY

Corporate Social Responsibility (CSR) is strongly connected with the principles of

OVERVIEW - INDIAN AUTOMOBILE INDUSTRY

OVERVIEW OF AUTOMOBILE INDUSTRY

KEY LOCATIONS OF YAMAHA MOTOR PLANTS IN INDIA

Surajpur, Gautam Budh Nagar, Uttar Pradesh

Yamaha Dealership in India

YAMAHA CURRENT MODELS

YAMAHA AWARDS & RECOGNITIONS

Yamaha VMAX won 2010 ZigWheels CBU Superbike of the Year

ET Zigwheels conferred 2010 Bike of the Year on Yamaha SZ-X won.

1.3 PRODUCT PROFILE

RS.1.19 LAKHS ON WARDS RS.1.25 LAKHS ONWARDS

Yamaha FZ S FI (V 2.0) Yamaha FZ FI

RS.81, 040 ONWARDS

Rs.58, 082 ONWARDS RS.1.28 LAKHS ONWARDS

Yamaha FZ 25 Yamaha Fazer-FI

RS.88, 143 ONWARDS

Yamaha Ray ZR Yamaha Ray Z

RS.54, 553 ONWARDS RS.51, 919 ONWARDS

RS.53, 223 ONWARDS

RS.56, 882 ONWARDS

Yamaha SZ-RR Yamaha YZF R3 2018

RS.67, 803 ONWARDS

RS.3.27 LAKHS ONWARDS

Yamaha Saluto RX Yamaha MT 09

RS.48, 021 ONWARDS RS.10.88 LAKHS ONWARDS