Karthick Reprot 2.docx

CHAPTER I

1.1 INTRODUCTION AND DESIGN OF STUDY

INTRODUCTION : Customer satisfaction is how happy a customer is with a product or service, both in performance as well as the company’s delivery of the product to the market he buyer is satisfied only purchases depend on the offers performance in relation to the buyer expectation. In general satisfaction are a person’s feelings of pleasure or disappointment resulting from comparing a products perceived performance relation to his/her expectations. If the performance falls short of expectation, the customer is dissatisfied. If the performance matches the expectation customer is satisfied. If the performance exceeds the expectation the customer is highly satisfied.

1.1 MEANING OF CUSTOMER SATISFACTION Customer satisfaction is 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 part of the four prospective of balanced score card. In a competitive market place were businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy customer satisfaction drives successful private sector business. High performance have developed principles and strategies for achieving customer satisfaction. This paper presents a framework or set of ideas for using customer satisfaction principles and strategies to improve the quality responsiveness, and possibility of public sector privately provided services in vulnerable communities. 1.2 OBJECTIVES OF THE STUDY •

To study and analysis customer satisfaction level with regard to Royal Enfield Products.

•

To find out the pricing level of Royal Enfield.

•

To find out the brand awareness of Royal Enfield products.

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1.3 SCOPE OF THE STUDY: This study gives the details about how the company carries out customers satisfaction the analysis gives clear picture how much the customers are satisfied with their product. Finding and conclusions of this project will help to understand customers mind and satisfaction level. suggestion or communication of this project will help to the company to achieve it is organizational goal. This study also help in manipulating the basic expectation the customer.

.

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CHAPTER II INDUSTRY PROFILE AND COMPANY PROFILE 2.1. INDUSTRY PROFILE This article is about the defunct British motorcycle and bicycle manufacturer. For the Indian motorcycle manufacturer, see Royal Enfield(India). Enfield Cycle Co. Ltd.

Industry

Motorcycles, Bicycles, Lawnmovers

Successor

Royal Enfield (India)

Founded

1893, as Enfield Manufacturing Co. Ltd.

Defunct

1971

Key people

Founders Albert Eadie and Robert Walker Smith Royal Enfield Clipper, Crusader, Bullet,

Products

Interceptor, WD/RE, Super Meteor

Royal Enfield was the brand name under which the Enfield Cycle Company (founded 1893) manufactured motorcycles, bicycles, lawnmowers and stationary engines. The first Royal Enfield motorcycle was built in 1901; the original British concern was defunct by 1970. The Enfield Cycle Company is responsible for the design and original production of the Royal Enfield Bullet, the longest-lived motorcycle design in history.

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In 1955, Enfield Cycle Company partnered with Madras Motors in India in forming Enfield of India, based in Chennai, and started assembling the 350cc Royal Enfield Bullet motorcycle in Madras. The first machines were assembled from components imported from England. Starting in 1957, Enfield of India acquired the machines necessary to build components in India, and by 1962 all components were made in India. Royal Enfield produced bicycles at its Redditch factory until it closed in early 1967. The company's last new bicycle was the 'Revelation' small wheeler, which was released in 1965. Production of motorcycles ceased in 1970 and the original Redditch, Worcestershirebased company was dissolved in 1971. Enfield of India continued producing the 'Bullet', and began branding its motorcycles 'Royal Enfield' in 1999. A lawsuit over the use of 'Royal', brought by trademark owner David Holder, was judged in favour of Enfield of India, who now produce motorcycles under the Royal Enfield name.

2.1.1 History:

Royal Enfield Quadricycle In 1893, the Enfield Manufacturing Company Ltd was registered to manufacture bicycles, adopting the branding Royal Enfield. By 1899, Royal Enfield were producing a Quadricycle a bicycle modified by adding a wrap-around four-wheeled frame, retaining a rear rider-saddle with handlebars – having a front-mounted passenger seat, driven by a rear-mounted De Dion engine. After experimenting with a heavy bicycle frame fitted with a Minerva engine clamped to the front downtube, Enfield built their first motorcycle in 1901 with a 239 cc engine. In 1907, Enfield merged with the Alldays & Onions Pneumatic Engineering Co. of Birmingham, and began manufacturing the Enfield-Allday automobile.By

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1910, Royal Enfield was using 344 cc Swiss Motosacohe,V-Twin engines, or largedisplacement JAP and Vickers-Wolseley engines.

1913 Enfield 425cc In 1912, the Royal Enfield Model 180 sidecar combination was introduced with a 770 cc V-twin JAP engine which was raced successfully in the Isle of Man TT and at Brooklands.

First World War (1911–1921) In 1914 Enfield supplied large numbers of motorcycles to the British War Department and also won a motorcycle contract for the Imperial Russian Government. Enfield used its own 225 cc two-stroke single and 425 cc V-Twin engines. They also produced an 8 hp motorcycle sidecar model fitted with a Vickers Machine Gun.

Inter-war years (1921–1939)

1923 Royal Enfield 225cc In 1921, Enfield developed a new 976 cc twin, and in 1924 launched the first Enfield four-stroke 350 cc single using a Prestwich Industries engine. In 1928, Royal Enfield began using the bulbous 'saddle' tanks and centre-spring girder front forks, one of the first companies to do so. Even though it was trading at a loss in the depression years of the 1930s, the company was able to rely on reserves to keep going. In 1931, Albert Eddie, one of the founders of the company, died and his partner R.W. Smith died soon afterwards in 1933. 5

Second World War (1939–1945)

Royal Enfield 250 cc, type 11F During World War II, The Enfield Cycle Company was called upon by the British authorities to develop and manufacture military motorcycles. The models produced for the military were the WD/C 350 cc sidevalve, WD/CO 350 cc OHV, WD/D 250 cc SV, WD/G 350 cc OHV and WD/L 570 cc SV. One of the most well-known Enfields was the Royal Enfield WD/RE, known as the Flying Flea, a lightweight 125 cc motorcycle designed to be dropped by parachute with airborne troops. In order to establish a facility not vulnerable to the wartime bombing of the Midlands, an underground factory was set up, starting in 1942, in a disused "Bath Stone" quarry at Westwood, near Bradford-on-Avon, Wiltshire. Many staff were transferred from Redditch and an estate of "prefabs" was built in Westwood to house them. As well as motorcycle manufacture, it built other equipment for the war effort such as mechanical "predictors" for anti-aircraft gunnery: the manufacture of such high precision equipment was helped by the constant temperature underground. After the war the factory continued, concentrating on engine manufacture and high precision machining. After production of Royal Enfield motorcycles ceased, the precision engineering activities continued until the final demise of the company.

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2.1.2 Royal Enfield Achievements & Awards : 

Royal Enfield overtook top world brand Harley Davidson in terms of sales; approximately 3,00,000 units were sold by Royal Enfield in 2014 as compared to 2,67,000 sold by Harley Davidson.



Royal Enfield sales jumped up to 43 percent in January 2015.



Royal Enfield made profits worth Rs. 558 core in 2014.



Royal Enfield Thunderbird 500 was given the 2012 Enthusiast Motorcycle 250cc –500cc award.



Royal Enfield Thunderbird was conferred with ‘Motorcycle of the Year’ award for above 250cc category in 2013.



Royal Enfield won the 2012-13 Motorcycle Manufacturer of the Year award.



Royal Enfield Continental GT garnered ‘Indian Motorcycle of the Year’ award in 2014.



Bullet Classic C5 was bestowed upon Best Bike (Metric-Stock) at the Bearly Cruzan Classic Car and Motorcycle Show in Arizona, USA, in 2009.

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2.2 COMPANY PROFILE

Owner Name

:

Director Name

: S. lmran S. Ibrahim

Company status

: Active

Address

Sheriff

:

Sai baba Kovil, Mettuppalayam Road, Coimbatore, Tamil Nadu.

Start date

:

Founded on 26 September 2014

Short description

:

Phone number

:

0422 421 0101.

Website

:

http://www.sheriffmotors.in

Royal Enfield Sales, Service, Spares, Accessories & Apparels

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Qualities are the first if Indian company in our domain to have received ISO 9001:2008 certification for overall quality management and the organization ability to successfully “ Meed customer, regulatory and statutory requirements.

Quality Polices are committed to provide high quality web services & solutions that ensure profitable returns to our customers. We strive to enhance r value delivered to our clients by continually improving the quality of services offered.

2.3 FUTURE PROJECTIONS: I.

The Sheriff Motors is expected to grow to US$ 40bn by 2018from the current level of US$ 10bn in 2009. By the year 2019 the industry is expected to contribute 10% of the nations GDP. The industry manufacturers over 11mn vehicles a year employing more than three million people.

II.

The greatest challenge and competition would be from the Chinese automobile industry. It has been able to give stiff competition to India interims of productivity, cost of manufacturing and technology. Again the present trend of excess manufacturing capability, reduced margins put additional pressure on the industry.

III.

On the positive side, India’s strength in software sector, combined with skilled labour and low cost of manufacturing should place it in a favourable position globally.

IV.

Two wheeler industry gains more profit Considering the scenario of traffic and roads in India, and the rate at which infrastructure is growing in comparison with the market, any fool will prefer to travel in a two wheeler (for regular use, not for picnic or time pass or once in a while trips). For the simple reason that, with a two wheeler, sneaking anywhere is far easier than a four wheeler. And definitely faster too. And then comes the bigger problem of parking.

V.

Two wheelers can be parked anywhere on the road, but that’s not the case with a four wheeler. So, the whole point is unless there is some way where these two issues are addressed, I don’t think anything significant is going to happen.

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VI.

It gives the optimistic view about the industry and the overall industry shows positive growths which recommend the investors to keep a good watch on the majors players to benefit in terms of returns on their investments.

2.4 RECENT TRENDS IN TWO WHEELER SECTOR : I.

The international trends suggest that the growth of the two-wheeler markets will continue unabated for some time. In value terms, the BRIC motorcycles market grew by 14.7% between 2010 and 2015 to reach a value of $32.4 billion (Brazil alone growing by 32% pa). By 2017, the market is forecast to have a value of $54.7 billion.

II.

The global motorcycle demand has been growing at 6-7% pa and is estimated to be about 80-85 million units per annum. India has emerged as one of the key players with a domestic market that is nearly about 11%of the global market and growing significantly faster. The high base implies that India and Indian companies are set to enter a stage where they are likely to be the preferred suppliers for motorcycles. This is likely to lead to further innovations and efficiency gains.

III.

Of course, the Indian market is significantly different with the segment below 150 cc being the dominant segment. This is unlike the developed world, where it is the larger bikes that dominate the market volumes. Indian consumption is also likely to shift significantly toward international trends, but in the foreseeable future, it is the smaller bikes that will remain the mainstay.

IV.

At present as many as 72% of the bikes are in the entry segment (defined as 75 to 125 cc), and 27% are in the executive segment (defined as 125-250 cc). Only 1% of the bikes are in the premium segment.

V.

The premium segment is expected to continue to be a niche segment and its share is not expected to grow beyond 2-2.5% over the next decade. However, that itself implies that it will be a market of about 200,000 to250,000 annual units, which is substantial and attractive.

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2.5 VISION AND MISSION: Vision: The best provider of messaging products and services for enabling business-tobusiness companies to engage customers with the most influential go to market content and sales conversation. To be recognized as the industry leader driving modernization in biking in India and the developed world.

Mission: Help business-to-business companies achieve the largest increase in both Marketing and Sales effectiveness by engaging customers with the most influential go to market content and sales conversation. Aims to continuously improve biking efficiency in India and developed market. Customers are the integral part of the organisation and creating a family of bikers bond.

2.6 SWOT ANALYSIS: STRENGTH  Size and scale of parent company. 

Effective Advertising Capability.



High emphasis on R and D.



Established brand name in the cruiser market.



Established market distribution channel.



Exports motorcycles to 31 countries like the USA, Japan, UAE, Korea, Bahrain, UK, France, Germany, Argentina and many other countries.

WEAKNESS 

Weight of the motor cycle can be an issue for few customers.



Mileage of high cc bikes is an issue.

OPPORTUNITIES 

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



Export of bikes is limited i.e. untapped international markets. 11

THREDS 

Strong competition from Indian as well as international brands.



Dependence on government policies and rising fuel prices.



Better public transport will affect two-wheeler sales.

2.7 FUNCTIONAL AREAS: 

Marketing for customer satisfaction is 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 part of the four prospective of balanced score card.



In satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy customer satisfaction drives successful private sector business. High performances have developed principles and strategies for achieving customer satisfaction.



Service organizations are particularly dependent on levels of customer care, as the people element in the marketing mix reflects. Customer care can play an equally important role, however, in manufacturing, production and other organizations providing goods and services.



For customer care programs to be successful they need to span the entire organization. Popular guarantees 100%customer satisfaction and has, over the years, developed a more conscientious approach to individual customers.



There are frequent internal newsletters circulated which strengthens the bond throughout the organization. Frequent performance appraisal throughout the organization is conducted to evaluate the employees and provide career developmental opportunities to potential employees



There is Customer care training provided. Though this may initially be a very lengthy process as the ball starts rolling through all sectors of the organization and costs will grow too, as further investment is required to update and maintain the initiative in the future.

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2.8 ORGANIZATION CHART:

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CHAPTER III

ANALYSIS AND INTERPERTATIONS

Table No 3.1

Table showing generation wise classification of respondents

Particulars

No Of Respondents

Percentage

Young generation

62

41%

Old generation

88

59%

Total

150

100%

Source: Primary data

Inference: Form the above table, it is clear that 59% of respondents are old generation and 41% of respondents are young generation.

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Table No 3.1

Table showing generation wise classification of respondents

70% 60% 50% 40% 30% 20% 10% 0% Young generation

Old generation

Table No 3.2

Table showing Age wise classification of respondents

18-49

71

47%

Above 50

79

53%

Total

150

100%

Source: Primary data

Inference: Form the above table, it is shows that 47% of respondents are 18-49 and 53% of respondents are above 50.

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Table No 3.2

Table showing Age wise classification of respondents

Age 4.3 4.5 3.5

4 3.5 3 2.5

Age

2 1.5 1 0.5

0 18-49

Above 50

Table No 3.3

Table showing location wise classification of respondents

Particulars

No Of Respondents

Percentage

Urban area

125

83%

Non- Urban area

25

17%

Total

150

100%

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Source: Primary data

Inference: Form the above table, it is clear that 83% of respondents are urban area and 17% of respondents are non- urban area.

Table No 3.3

Table showing location wise classification of respondents

Location 17

Urban area Non-urban area

83

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Table No 3.4

Table showing overall satisfied with new product

Particulars

No Of Respondents

Percentage

Highly Satisfied

65

43%

Satisfied

55

37%

Moderate

30

20%

Dissatisfied

0

0%

Highly dissatisfied

0

0%

Total

150

100%

Source: Primary data

Inference: Form the above table, it is clear that 43% of respondents are Highly Satisfied and 37% of respondents are Satisfied and 20% of respondents are Moderate and 0% of respondents are Dissatisfied and 0% of respondents are highly dissatisfied.

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Table No 3.4 Table showing overall satisfied with new product

overall satisfied with new product 50 45 40

35 30 25 20

overall satisfied with new product

43 37

15 10

20

5

0

0

Dissatisfied

Highly dissatisfied

0 Highly satisfied

Satisfied

Moderate

Table No 3.5

Table showing contacted customer service, have all problems been resolved to complete satisfaction

Particulars

No Of Respondents

Percentage

Yes

125

83%

No

25

17%

Total

150

100%

20

Source: Primary data

Inference: Form the above table, it is clear that 83% of respondents are yes and 17% of respondents are no.

Table No 3.5

Table showing contacted customer service, have all problems been resolved to complete satisfaction

Sales 17

Yes No 83

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Table No 3.6

Table showing suggest this royal Enfield

Particulars

No Of Respondents

Percentage

Yes

125

83%

No

25

17%

Total

150

100%

Source: Primary data

Inference:

Form the above table, it is clear that 83% of respondents are yes and 17% of respondents are no.

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Table No 3.6

Table showing suggest this Royal Enfield

suggest this Royal enfield 90 80 70 60 50 40 30 20 10 0

83

17 Yes No

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Table No 3.7 Table showing mode of purchase of the consumer

Particulars

No Of Respondents

Percentage

Cheque

30

20%

Cash

20

13%

DD

25

17%

Others

75

50%

Total

150

100%

Source: Primary data

Inference:

Form the above table, it is clear that 20% of respondents are Cheque and 13% of respondents are cash and 17% of respondents are DD and 50% of respondents are others

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Table No 3.7

Table showing mode of purchase of the consumer

Others

DD

Cash

Cheque 0%

10%

20%

30%

25

40%

50%

Table No 3.8

Table showing opinion about the Royal Enfield

Particulars

No Of Respondents

Percentage

Excellent

90

60%

Good

55

37%

Average

5

3%

Total

150

100%

Source: Primary data

Inference:

Form the above table, it is clear that 60% of respondents are excellent and 37% of respondents are good and 3% of respondents are average.

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Table No 3.8

Table showing opinion about the Royal Enfield

opinion about the Royal enfield 70 60 50 40

30

60

20

37

10 3 0 Excellent

Good

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Average

Table No 3.9

Table showing factors influences the brand

Particulars

No Of Respondents

Percentage

Price

75

50%

Quality

35

23%

Smoothness

25

17%

Any others

15

10%

Total

150

100%

Source: Primary data

Inference:

Form the above table, it is clear that 50% of respondents are price and 23% of respondents are quality and 17% of respondents are smoothness and 10% of respondents are any others.

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Table No 3.9

Table showing factors influences the brand

Chart Title 10% Price

17% 50%

Quality Smoothness Any Others

23%

Table No 3.10

Table showing quality of Royal Enfield

Particulars

No Of Respondents

Percentage

Good

140

93%

Average

10

7%

Poor

0

0%

Total

150

100%

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Source: Primary data

Inference:

Form the above table, it is clear that 93% of respondents are good and 7% of respondents areaverage and 0% of respondents are poor.

Table No 3.10

Table showing quality of Royal Enfield

Quality of Royal Enfield 100 80 60 40 20 0 Good

Average

Poor

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Table No 3.11

Table showing any improvement needed in Royal Enfield

Particulars

No Of Respondents

Percentage

Yes

0

0%

no

150

100%

Total

150

100%

Source: Primary data

Inference:

Form the above table, it is clear that 0% of respondents are yes and 100% of respondents areno.

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Table No 3.11

Table showing any improvement needed in Royal Enfield

100

100 80 60 40

Series 1

20

0

0

Series 1 Yes No

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WEIGHTED AVERAGE METHOD

S.NO

PARTICULARS

AGREE

Price

STRONGLY AGREE 90

TOTAL

40

NATURA L 20

1 2

Smoothness

50

88

12

150

3

Quality

93

42

15

150

4

Overall opinion

79

60

11

150

AGREE

TOTAL

80

NATURA L 20

150

WORKINGS: S.NO

PARTICULARS

1

Price

STRONGLY AGREE 270

2

Smoothness

150

176

12

338

3

Quality

279

84

15

378

4

Overall opinion

237

120

11

368

WEIGHTED: Strongly Agree = 3 points Agree = 2 points Natural = 1 points

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370

S.NO

1

PARTICULAR STRONG S LY AGREE Price 270

AGRE E

NATURAL

TOTA AVERAG L E

80

20

370

61.67

2

Smoothness

150

176

12

338

56.33

3

Quality

279

84

15

378

63

4

Overall opinion

237

120

11

368

61.33

Inference: From the above table indicate that, 61.67 averages of the respondents are highly satisfied with the strongly agree of the products provided by a company.

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CHAPTER IV FINDING AND SUGGESTION OF THE STUDY

4.1 FINDINGS : •

It is clear that 59% of respondents are old generation and 41% of respondents are young generation.

•

It is shows that 47% of respondents are 18-49 and 53% of respondents are above 50.

•

It is clear that 83% of respondents are urban area and 17% of respondents are non- urban area.

•

It is clear that 43% of respondents are Highly Satisfied and 37% of respondents are Satisfied and 20% of respondents are Moderate and 0% of respondents are Dissatisfied and 0% of respondents are highly dissatisfied.

•

It is clear that 83% of respondents are yes and 17% of respondents are no.

•

It is clear that 83% of respondents are yes and 17% of respondents are no.

•

It is clear that 20% of respondents are Cheque and 13% of respondents are cash and 17% of respondents are DD and 50% of respondents are others.

•

It is clear that 60% of respondents are excellent and 37% of respondents are good and 3% of respondents are average.

•

It is clear that 50% of respondents are price and 23% of respondents are quality and 17% of respondents are smoothness and 10% of respondents are any others.

•

It is clear that 93% of respondents are good and 7% of respondents are average and 0% of respondents are poor

•

It is clear that 27% of respondents are price and 50% of respondents are quality and 20% of respondents are softness and 3% of respondents are others.

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1.2 SUGGESTIONS : •

Most of customer to improvement to freshness of the products to improve the variety of the product and increasing the channel of distribution of the products.

•

Available marketing and some person expected.

•

Need in improve the quality of the products.

•

Create the awareness of to customer choosing choice of the product for the products information provides with newspaper and local television channel.

•

The product should be used Young Generation wants to improvement.

•

Some person tell about the products is unsmoothness and use for longterm purpose

•

Finally the product should be quality needed in long usage and improve the smoothness.

4.3 TRAINING EXPERIENCE: My training experience ‘SHERIFF MOTORS’ company in very work place on developed in myself. Be it during the application process or during the internship, we are always on hand to help in my life.

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4.4 CONCLUSION: The project entitled “A study on customer satisfaction towards on Royal Enfield at Coimbatore.” Was undertaken to know the satisfactory level of customer satisfaction in the organization the descriptive type of research was undertaken for the study and the survey method was adopted to collect the primary data. A structured questionnaire was employed as research tool to collect the help of tables the primary data. The collected data were analyzed with the help of tables and percentages. The study reveals that highly of customer are satisfied with the products availability, price and quality. The organizational study helps to know the various processes in manufacturing industry. The training gave me an insight to the functioning of the organizational. The training period gave me an opportunity to gain knowledge about the practical aspects of the academic program. The training period gave me an opportunity to gain knowledge about the practical aspects of the academic program. It helped men to equip myself to face the future with more confidence. It gives a clear idea about the industry and its administrative pattern, which will be greatly useful for me. Over all, I had a great satisfaction in doing my Organizational Structure Training at SHARIFF MOTOARS (P) LTD. Once again I am thankful to all the persons who helped me to do the organization study successfully.

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