Projects For Bba

Solapur University, Solapur RMPIMS,Akluj
CHAPTER NO 1
INTRODUCTION
Page 1
Introduction of Study
1.1 Introduction to the Study:
Marketing is the process that identifies anticipates and satisfies customer requirement
profitability. The right product in the right time and at the right price. Marketing is a social
and managerial process by which individually groups obtain what they need and wants
through creating offering and exchanging products value with others.
―Customer satisfaction is a process feeling of pleasure or disappointment resulting
from comparing a product perceived preformed in relation to his or her expectation.‖
This entire destination makes clear that, satisfaction is function of perceived performance
which exceed the customer more into highly satisfied or delighted. Many companies aim for
the satisfaction because customers who are just satisfied still find easy to switch when a
better one comes along. Those who are highly satisfied the result is high customer loyalty.
Their expectation influenced by their past buying experience, friends and associates
advise and market competition information and promises. Customer satisfaction is both a
goal and marketing tool.
The study is carried to understand the customer satisfaction of Yamaha Motors users.
Hence, the title of the study is ―customer satisfaction of with reference Yamaha motors
automobiles pvt.ltdAkluj‖
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1.2 Objective of study
1) To study market potential of Yamahas product.
2) To find out the awareness of the customers towards Yamaha motors.
3) To study factors affecting buying behavior of customer towards Yamaha motors.
4) To Study Customer Satisfaction of Yamahas users in akluj city.
5) To improve techniques of customer satisfaction on Yamaha motors.
6) To standardization of customer satisfaction ethics.
7) To develope customer satisfaction strategy.
8) To identified Yamaha quality from customer.
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IMPORTANCE
This study helps the researcher to understand various factors which is essential for
satisfying customer. This study also helpful to the researcher for understanding the practical
concept about customer satisfaction.
These surveys would indicate that in addition to the technical training and job skill
training provided to employees, some effort aimed at customer satisfaction and employee
attitude is appropriate. Remember these may not be the people normally thought as "Sales
People". For example Managers,Supervisors, Secretaries, Accounts Payable, Engineers,
Accountants, Designers, Machine Operators, Security, etc. if not helping to cultivate Loyal
Customers are hurting your customer retention. 68% of lost customers are due to one cause,
employee attitude.
In order to know how you are doing in this area there must be some measurement.
Data indicate that less than 4% of dissatisfied customers ever bother to lodge a complaint.
Most just take their business elsewhere. Test this on yourself. The next time you get less than
what you consider ideal at a store, business supplier, restaurant, movie theatre, hotel, or any
other business what do you do ? Cultivating the customer relationship is key in achieving the
desired business results. A passive system that depends upon your customers to inform you
without effort on your part is not likely to yield the information necessary to improve
customer retention.
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1.3 SCOPE & LIMITATIONS OF THE STUDY:
1) Tropical scope-
The tropical scope of the study is related to study on customer satisfaction towards
Yamaha motors.
2) Geographical scope-
Geographical scope is related to akluj city only.
3) Functional scope-
The functional scope of the study is related to know customer

satisfaction towards Yamaha motors. The study makes aware about advantages &
disadvantages of Yamaha motors.
4) Analytical scope –
The analytical scope of study is related to analyzing and

interpretation of collected data. This is collected from market survey.
Limitations:
The Limitations to the study are as follows:-
1. The study is carried out in akluj city.
2. The study is restricted to Yamaha in two wheeler.
3. The information given by customer is assumed as author
4) The duration of study was limited and hence elaborate and comprehensive project survey
was no undertaken.
5) The personal biases of the respondents might have entered into their response.
6) Because of a small period of time only small sample had to be considered which doesn‘t
actually reflect and accurate picture.
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1.4 RESEARCH METHODOLOGY:-
A) Primary data:-
Primary data means the data which is freshly gathered for specific purpose.
Primary data is purely authentic, when primary data is wrong that time it is very dangerous
for the study. Researcher has collected primary data from respondents by using following
methods.
A) Survey through questionnaire.
B) Direct observation.
C) Interviews.
2. Secondary Data:-
Secondary data is the data that already exists which has been collected by
some other person or organization. Secondary data has been taken through,
A) Internet
B) Prospects of company.
C) Books. (Marketing management)
Sampling plan-
1) Universe – The population for the study is Akluj region only.
2) Sample size – 100
3) Sampling method – Researcher has used non-profitability (convenience) sampling method.

4) Sampling techniques –
1. Tabulation of data.
2. Bars and Graphs
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CHAPTER NO 2
INTRODUCTION OF THE ORGANIZATION
Page 7
2.1 Introduction of the industry
―The Shree Yamaha Motors Pvt Ltd. Akluj‖ Is one of the company in the state level.
This is a very popular organization in state level.
This Motors established on 18th Aug 2014. by the authority of Mr.

―RajendraSurvanshi‖. This Motors is established for the development of society and to
improve economical condition of the people in the rural area.
The owner of Yamahamotors ‗Mr. RajendraSuravanshi helps to the motivation of employees

motors development. He gives the modern types of spares in introduce to the customers.
He situated complete difference between traditional and modern motors technique he

also inspires to start the Yamahas development. He also helps to the customer to give loan for
this vehicle through bank.
‗Mr.R.Survanshi said that, if the youth of the district, started motorts development then he
takes the salary as compared to the ‗Engineers‘ , on spares dealership he takes salary as
compare to the one ‗zone‘ .Thus for youth it is not just a job but a business.
At the time of established, company‘s collection of the vehicle information. But after the
progress, customer awareness of vehicle performance of the market ,also customer
satisfaction increase on Yamaha motors.
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2.2 HISTORY OF ORGANISATION:-
SHREE YAMAHA MOTORS established in 8th Aug 2014 , initially a proprietary

subsequently converted into a private limited company concern was in 2014. Firstly its, the
dealership was only in solapur district. In 2014 the area of operation was extended to pune
district. The company in dec 2014 spread its wings to cover the territory of Pune district.
Thus the company now has its presence in Solapur& Pune districts for vehicle sale, spare
parts and after sale service.
A Head office of the Shree Yamaha Motors Pvt. Ltd. Located at pratapsinh
chock, ground floor of indianoverwisebank .Showroom Having 40000 sqft of area. Ample
parking with a display of 5 vehicles. Having At a time 30 vehicle Maintenance facility at
workshop.Fire-fighting System 100% Power back-up Pollution-free Environment.Fully
automated Automobile equipment facility. The employee head count of Sangli head office is
nearby 165. The Main Directors of the company situates at akluj city.
Yamaha motors founder Mr.RajendraSurvavshi . Then Yamaha motors was converted into
private ltd. Company. Mr. RajendraSurvavshi is the director &chairman of the Yamaha
motorspvt.ltd. Mr. PratapGosavi is ‘motors board of directors. Mr.RajendraSurvavshi takes a
keen interest in growth of shree Yamaha motorspvt.ltd& business.
Page 9
History of the organization
―The Shree Yamaha Motors pvt Ltd. Akluj was established in 8th Aug 2014 under the
company‘s act 1956. The Owner of the company Mr. RajendraSurvanshi.―The SHREE
YAMAHA MOTORS was located at the (pratapsinh chock, ground floor of indianoverwise
bank ) Yamaha motorswas supplied the in vehicle all Over the India. ―The Shree Yamaha
Motors Pvt ltd was Purchased row material in other states of India &sales the Product‘s in
other State.
A Head office of the Yamaha Motors Pvt. Ltd. Located at Precious place.pratapsinh
chock, ground floor of indianoverwise bank Showroom Having 40000 sqft of area. Ample
parking with a display of 5 vehicles. Having At a time 30 vehicle Maintenance facility at
workshop.Fire-fighting System 100% Power back-up Pollution-free Environment.Fully
automated Automobile equipment facility. The employee head count of Sangli head office is
nearby 165. The Main Directors of the company situates at akluj city.
Shree Yamaha motors founder Mr. RajendraSurvanshi. Then Yamaha Motors was
converted into private ltd. Company. Mr. R. Survanshi the director &chairman of the Shree
Yamaha Motors pvt.ltd. Mr. PratapGosavi is ‘motors board of directors. Mr.
RajendraSurvanshi takes a keen interest in growth of Shree Yamaha Motorspvt.ltd&
business.
Page 10
Company profile:-
 NAME OF COMPANY- ―SHREE YAMAHA MOTORS PVT LTD AKLUJ‖.
 ESTABLISHMENT YEAR- 8th Aug 2014.
 OWNER- Mr. RajendraSurvanshi
 HEAD OFFICE- YAMAHA MOTORS PVT LTD, Pandharpur, sub authorised

branch Akluj.
 TURNOVER- 80 lakh
.
 NO OF EMPLOYEE- 8
 BRANCHES:- SOLAPUR, PUNE DISTRICT,
 COMPETITOR:-
1) HERO& SONAJ CO MOTORS,
2) NASTHE HONDA MOTORS
Page 11
2.3 Subsidiaries of ―The SHREE YAMAHA MOTORS Ltd. AKLUJ
1) ASHOK LEYLAND SUBDEALER

2) SPARE PART DEALER
2.4DEPARTMENT STUCTURE
 Administrative department
 Account department
 Human resources department
 Marketing department
 Security department
 Purchases department
 Quality control department
 Civil department
 Transportation department
 Store department
 Production department
 Maintenance department.
 Electrical department
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 Objectives of the Shree Yamaha Motors
1) To develop of the rural & urban area.
2) To develop economic condition of workers.
3) To expand organizational area.
4) To establishment of the industry in other area.
5) To availability of employment.
6) To provide good quality product on right time& right place.
7) To increase satisfaction of workers, supplier & customers.
8) To speedy development of the organization.
9) To introducing good quality of market that increase company goodwill.
10) To inspiration vehicle strategy.
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2.5 Important Statistical Information
Page 14
2.6 Future Prospects
During the launch of Yamaha’s first scooter Ray, Hiroyuki Yanagi,

President & CEO, Yamaha Motor Company Ltd, said, “For Global Yamaha
Motor group, India Yamaha Motor holds great importance as a strategic
production and sales base.”
Yamaha also has future plans of converting India into its export hub to
other markets in Asia and outside as well. “By 2018, our total production
capacity in India will reach 2.8 million units. At that point, India will play
an extremely important role among Yamaha group, not just in supplying
to the Indian market but also in exporting to other markets. We will
aggressively transfer technology to accelerate the two-wheeler industry,”
he said.
The Indian motorcycle market has a current annual demand of

approximately 13 million units (Yamaha Motor survey) and, with factors
like continuous strong consumer spending and population growth, this
demand is expected to surpass China’s within 2020 to make India the
world’s largest motorcycle market.
Within this market, the scooter category, which accounted for about 11%
of total demand at approximately 900,000 units in 2015, has grown
rapidly over the last five years to reach about 18% of total demand at
roughly 2.4 million units in 2017.
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2.7 Organization Structure
Page 16
2.8 Product Profile
1) Yamaha Aerox
ENGINE:
Engine Displacement 155.1 CC
Engine Type Liquid cooled, 4 stroke
Number Of Cylinders 1
Valves Per Cylinder 4
TRANSMISSION:
Transmission Type Auto
Number Of Speed Gears -
Final Drive (Rear Wheel)Direct
WHEELS & TYRES:

Front Tyre (Full Spec) 110/80-14 C53P Tubeless
Rear Tyre (Full Spec) 140/70-14 C62P Tubeless
BRAKES:
Front Brake Type . mm Disc
Rear Brake Type . mm Drum
SUSPENSION:
Suspension Front Telescopic Fork
Suspension Rear Unit Swing
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2) Yamaha FZ25
ENGINE:
Engine Displacement 249 CC
Engine Type Oil cooled, 4 stroke
Max Power 20.7 PS @8000 rpm
Max Torque 20.4 Nm @6000 rpm
Bore x Stroke N/A
Fuel Type Petrol
TRANSMISSION:
Transmission Type Manual
Number Of Speed Gears 5
Final Drive (Rear Wheel)Chain
WHEELS & TYRES:

Front Tyre (Full Spec) 100/80-17 M/C 52P Tubeless
Rear Tyre (Full Spec) 140/70-17 M/C 66S Tubeless
DIMENSIONS:
Overall Length 2015 mm
Overall Width 770 mm
Overall Height 1075 mm
Wheelbase 1360 mm
Ground Clearance
Fuel Capacity 14 Litres
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3) Yamaha Saluto RX
ENGINE:
Engine Type Air cooled, 4 stroke
TRANSMISSION:
WHEELS & TYRES:

Front Tyre (Full Spec) 2.75-17 41P Tube type
Rear Tyre (Full Spec) 3.00-17 50P Tube type
BRAKES:
Front Brake Type 130 mm Drum
Rear Brake Type 130 mm Drum
SUSPENSION:
Suspension Front Telescopic forks
Suspension Rear Swingarm dual shock absorbers
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4) Yamaha Fazer 25
ENGINE:

Engine Type Oil cooled, 4 stroke
Bore x Stroke N/A
TRANSMISSION:
WHEELS & TYRES:

Front Tyre (Full Spec) 100/80-17 M/C 52P Tubeless
Rear Tyre (Full Spec) 140/70-17 M/C 66S Tubeless
BRAKES:
Front Brake Type 282 mm Disc
Page 20
Rear Brake Type 220 mm Disc
SUSPENSION:
Suspension Front Telescopic Fork
Suspension Rear AdjsutableMonoshock
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CHAPTER NO 3
THEOROTICAL BACKGROUND
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BASIC CONCEPTS
 CUSTOMER:
A customer is the most important person in any business. A customer is not dependent
upon us. We are dependent upon him. A customer is not an interruption of our work. He is
the sole purpose of it. A customer does us a favor when he comes in. We aren't doing him a
favor by waiting on him.
A customer is an essential part of our business--not an outsider. A customer is not

just money in the cash register. He is a human being with feelings and deserves to be treated
with respect. A customer is a person who comes to us with his needs and his wants. Its our
job to fill them. Several surveys have been done on why customers do not give a business
repeat business. Reasons given by customers‘ for not returning for repeat
business:
Moved 3%
Other-Friendships 5%
Competition 9%
Dissatisfaction 14%
Employee-Attitude 68%
These surveys would indicate that in addition to the technical training and job skill training
provided to employees, some effort aimed at customer satisfaction and employee attitude is
appropriate. Remember these may not be the people normally thought as "Sales People".
For example Managers, Supervisors, Secretaries, Accounts Payable, Engineers, Accountants,
Designeres Machine Operators ,Security, etc .if not helping to cultivate Loyal Customers are
hurting your customer retention. 68% of lost customers are due to one cause, employee
attitude.
In order to know how you are doing in this area there must be some measurement.
Data indicate that less than 4% of dissatisfied customers ever bother to lodge a complaint.
Page 23
Most just take their business elsewhere. Test this on yourself. The next time you get less than
what you consider ideal at a store, business supplier, restaurant, movie theatre, hotel, or any
other business what do you do ?Cultivating the customer relationship is key in achieving the
desired business results. A passive system that depends upon your customers to inform you
without effort on your part is not likely to yield the information necessary to improve
customer retention.
There are several levels of customers:-
1. Dissatisfied customer--Looking for someone else to provide product or service.
2. Satisfied customer---Open to the next better opportunity.
3. Loyal customer--Returns despite offers by the competition.
Dissatisfied customers are an interesting group. For every one that complains there are at
least 25 who do not. Dissatisfied customers by word of mouth will tell eight to sixteen others
about their dissatisfaction. With the web some are now telling thousands. 91% of dissatisfied
customers never purchase goods or services from the company again. A prompt effort to
resolve a dissatisfied customer's issue will result in about 85% of them as repeat customers
Depending upon the business, new customer sales may cost 4 to 100 times that of a sale to an
existing customer. There has been less research on satisfied customers to determine what it
takes for a satisfied customer to change. Why take a chance on mere satisfaction? Loyal
customers don't leave even for an attractive offer elsewhere. At the very minimum they will
give you the opportunity to motors beat the other offer. Maintaining loyal customers is an in
tegral part of any business .One of the ways to help obtain loyal customers is by having
products and services that are sogood that there is very little chance that the customer
requirements will not be met Of course one of the difficulties is understanding the true
customer requirements. Even when you have the requirements in advance the customer can
and will change them without notice or excuse. Having a good recovery process for a
dissatisfied customer is a necessary
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 Customer satisfaction:-
Introduction
Both public and private sectors have given much attention to the concept of customer
satisfaction in the past couple of decades. Naturally, administrators have requested their staff
to do customers satisfaction studies for their own organizations.
An analyst or researcher must operationalise the concept of customer satisfaction in order to

measure it. More importantly, in order for any measurements to have validity, the analyst
needs
To assume some model of the subject matter. The analyst must use very explicit
conceptualizations of the subject matter (in other words, models) if she/he expects to do
research
And analysis that has relevance for organizational decisions.
 What Is Customer Satisfaction?
Customer satisfaction measures how well a company's products or services meet or exceed
customer expectations. These expectations often reflect many aspects of the company's
business activities including the actual product, service, company, and how the company
operates in the global environment. Customer satisfaction measures are an overall
psychological evaluation that is based on the customer's lifetime of product and service
experience. "
 CUSTOMER-SATISFACTION:-
There exists an interaction between the desired results and customer satisfaction,
customer loyalty and customer retention. They may go by other names such
as patients, clients, buyers, etc. Without the customer it is impossible for any business
to sustain itself. Achieving the desired results is frequently a result of customer
actions. Anybusiness without a focus oncustomer satisfaction is at the mercy of the
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market. Without loyal customers eventually a competitor will satisfy those desires
and your customer retention rate will decrease.
Customer focused:-
Studies carried out by companies like Argos and Cadburys have found very high levels of
customer satisfaction. It is notsurprising because these companies emphasis market research
and marketing as the tools to find out what customerswant. Knowing what your customer
wants then makes it possible to tailor everything you do to pleasing the customerse.g.
providing the goods that customers want, in the packaging that they want, in retail outlets
which are convenient touse and well placed.
There are many factors which lead to high levels of customer satisfaction
including:-
Products and services which are customer focused and thence provide high levels of value for
money.
Customer service giving personal attention to the needs of individual customers.
After sales service - following up the original purchase with after sales support such as
maintenance and updating (for example in the updating of computer packages).
What is clear about customer satisfaction is that customers are most likely to appreciate the
goods and services that they buy if they are made to feel special. This occurs when they feel
that the goods and services that they buy have been specially produced for them or for people
like them. This relates to a wide range of products such as razors that are designed for ease of
use and good quality finish, petrol products that are environmentally friendly and customized
to meet the needs of particular types of engines, etc.
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 NEED OF SATISFACT IN SELLING:-
Though we have titled this article as a theory but in practice it is more practical that a Sales
Person must adopt to close a deal. This also highlights that the product in question to be sold
must have a utility creating a need for the potential customer or prospect to buy the same. We
have therefore titled the article as Need Satisfaction Theory.
The need satisfaction theory is based on the interactive approach. The selling process is seen
as one that involves mutual satisfaction, i.e. both the buyer and the seller gets satisfied. This
theory is based on a win-win situation both for Sales Person and the Prospect or Customer.
The theory states that the salesperson should explore and identify the prospects needs and
expectations before he or she presents the product to the prospect and closes the deal. Here
the salesperson should actively listen to the buyer‘s objections and then answer them keeping
the customer needs in mind. It is believed that unless the sales people know their prospects
needs and have in depth Product knowledge they can never sell, create and retain a satisfied
customer.
This Need Satisfaction Theory has three stages which are:
1. Need Development.
2. Need Identification.
3. Need Satisfaction
Why is Customer Satisfaction So Important?
Effective marketing focuses on two activities: retaining existing customers and adding new
customers. Customer satisfaction measures are critical to any product or service company
because customer satisfaction is a strong predictor of customer retention, customer loyalty
and product repurchase.
Satisfaction will also depend on product and service quality. What exactly is quality? Various
experts have defined it as a fitness for uses? Conformance to requirements, a freedom from
variation and so on. We will use the American Society for Quality Controls definition:
Quality is the totality of features and characteristics of a product or service that bear on its
ability to satisfy stated or implied needs.
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This is clearly a customer centered definition. We can say that the seller has delivered quality
whenever the seller‘s product or service meets or exceeds the customer‘s expectations. A
company that satisfies most of its customers‘ needs most of the time is called a quality
company, but it is important to distinguish between conformance quality and performance
quality Total quality is the key to value creation and customer satisfaction.
Measures of Satisfaction:
Measuring satisfaction and building a satisfaction survey requires at least a basic knowledge
of the satisfaction measurement literature, combined with your own customer satisfaction
experiences. This brief tutorial provides such an introduction to the theoretical and
methodological underpinnings of satisfaction research.
Customer satisfaction is the most common of all marketing surveys and is part of the "big
three" research studies in marketing that include market segmentation and concept testing.
Satisfaction measures involve three psychological elements for evaluation of the product or
service experience: cognitive (thinking/evaluation), affective (emotional-feeling/like-dislike)
and behavioral (current/future actions).
Satisfaction Measurements
Overall Satisfaction
Reasons for Satisfaction Evaluation
Satisfaction with attributes, features, benefits
Expected and Ideal Satisfaction-Performance Measures
Likelihood of repurchasing
As shown in Figure 1, customer satisfaction is influenced by perceived quality of product and

service attributes, features and benefits, and is moderated by customer expectations regarding
the product or service. Each of these constructs that influence customer satisfaction need to
be defined by the researcher.
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Affective Measures of Customer Satisfaction
A consumer's attitude (liking/disliking) towards a product can result from any product
information or experience whether perceived or real. Again, it is meaningful to measure
attitudes towards a product or service that a consumer has never used, but not satisfaction.
Cognitive Measures of Customer Satisfaction
A cognitive element is defined as an appraisal or conclusion that the product was useful (or
not useful), fit the situation (or did not fit), exceeded the requirements of the
problem/situation (or did not exceed). Cognitive responses are specific to the situation for
which the product was purchased and specific to the consumer's intended use of the product,
regardless if that use is correct or incorrect.
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Behavioral Measures of Customer Satisfaction
It is sometimes believed that dissatisfaction is synonymous with regret or disappointment

while satisfaction is linked to ideas such as, "it was a good choice" or "I am glad that I bought
it." When phrased in behavioral response terms, consumers indicate that "purchasing this
product would be a good choice" or "I would be glad to purchase this product." Often,
behavioral measures reflect the consumer's experience individuals associated with the product
(i.e. customer service representatives) and the intention to repeat that experience.
Perceived Quality Measures
Perceived quality is often measured through three measures: overall quality, perceived
reliability, and the extent to which a product or service meets the customer's needs. Customer
perceptions of quality are the single greatest predictor of customer satisfaction.
Perceived Value Measures:-
Perceived value may conceptually refer to the overall price divided by quality or the overall
quality divided by price. Perceived value is measured in many ways including overall
evaluation of value, expectations of price that would be paid, and more rigorous
methodologies including the Van Westendorp pricing analysis, and conjoint analysis (other
Qualtrics white papers and tutorials are available on these topics).
Customer Loyalty Measures
Customer loyalty reflects the likelihood of repurchasing products or services. Customer

satisfaction is a major predictor of repurchase, but is strongly influenced by explicit
performance evaluations of product performance, quality, and value.
A diagnostic approach to satisfaction measurement is to examine the gap between the

customer's expectation of performance and their perceived experience of performance. This
"satisfaction gap" involves measuring both perception of performance and expectation of
performance along specific product or service attributes dimensions.
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Customer satisfaction is largely a reflection of the expectations and experiences that the
customer has with a product or service. However expectations also reflect that influences the
evaluation of the product or service. When we make major purchases, we research the
product or service and gain information from the advertising, salespersons, and word-of-
mouth from friends and associates. This information influences our expectations and ability
to evaluate quality, value, and the ability of the product or service to meet our needs.
Expectations Measures
Many different approaches to measuring satisfaction exist in the consumer behavior

literature. Leonard Berry in 2002 expanded previous research to refine ten dimensions of
satisfaction, including: Quality, Value, Timeliness, Efficiency, Ease of Access, Environment,
Inter-departmental Teamwork, Front line Service Behaviors, Commitment to the Customer
and Innovation. Berry's dimensions are often used to develop an evaluative set of satisfaction
measurement questions that focus on each of the dimensions of customer satisfaction in a
service environment.
Types of Customer Expectations that Influence Satisfaction
Customer performance expectations for attributes, features and benefits of products and
services may be identified as both explicit and implicit expectation questions.
Explicit expectations are mental targets for product performance, such as well identified
performance standards. For example, if expectations for a color printer were for 11 pages per
minute and high quality color printing, but the product actually delivered 3 pages per minute
and good quality color printing, then the cognitive evaluation comparing product
performance and expectations would be 11 PPM — 3 PPM + High — Good, with each item
weighted by their associated importance.
Implicit expectations represent the norms of performance that reflect accepted standards
established by business in general, other companies, industries, and even cultures.
Static performance expectations address how performance and quality for a specific
application are defined. Each system's performance measures are unique, though general
expectations relate to quality of outcome and may include those researched by Berry, or
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others such as: accessibility, customization, dependability, timeliness, and accuracy, tangible
cues which augment the application, options, cutting edge technology, flexibility, and user
friendly interfaces. Static performance expectations are the visible part of the iceberg; they
are the performance we see and — often erroneously — assume are all that exist.
Dynamic performance expectations are about how the product or service evolves over time
and includes the changes in support and product or service enhancement needed to meet
future business or use environments. Dynamic performance expectations may help to "static"
performance expectations as new uses, integrations, or system requirements develop.
Technological expectations focus on the evolving state of the product category. For example,
mobile phones are continually evolving. Mobile service providers, in an effort to deal with
the desire to switch to new technology phones, market rate plans with high cancellation
penalties. The availability of low profile phones with email, camera, MP3, email, and blue
tooth technology changes technology expectations as well as the static and dynamic
performance expectations of the product. These highly involving products enhance
perceptions of status, ego, self-image, and can even invoke fear when the product is not
available.
Interpersonal expectations involve the relationship between the customer and the product or
service provider. Person to person relationships are increasingly important, especially where
products require support for proper use and functioning. Expectations for interpersonal
support include technical knowledge and ability to solve the problem, ability to communicate,
time to problem resolution, courtesy, patience, enthusiasm, helpfulness, understood my
situation and problem, communication skills, and customer perceptions regarding
professionalism of conduct, often including image, appearance.
For each of these types of expectations that when fulfilled result in customer satisfaction (or
when not delivered, result in dissatisfaction and complaining behavior), the perceived quality
and value are critical and directly influence intention to repurchase and loyalty.
The consumer behavior literature shows that price is a primary indicator of quality when
other attributes and benefits are relatively unknown. However when repeat purchases are
made in some product categories, price may be reduced in importance.
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Models of Expectations and Customer Satisfaction
Expectations are beliefs (likelihood or probability) that a product or service (with certain
attributes, features or characteristics) will produce certain outcomes (benefits-values). These
expectations are based on previous affective, cognitive and behavioral experiences.
Expectations are seen as related to satisfaction and can be measured in the following ways:
1. Importance-Value of the product/service fulfilling the expectation;
2. Overall Affect-Satisfaction Expectations: The (liking/disliking) of the product/service;
3. Fulfillment of Expectations: the expected level of performance vs. the desired

expectations. This is "Predictive Fulfillment" and is a respondent specific index of the
performance level necessary to satisfy.
4. Expected Value from Use: Satisfaction is often determined by the frequency of use. If a
product/service is not used as often as expected, the result may not be as satisfying as
anticipated. For example a Harley Davidson motorcycle that sits in the garage, an unused
year subscription to the local fitness center/gym or a little used season pass to the local ski
resort or amusement park may produce more dissatisfaction with the decision to purchase
than with the actual product/service.
Expectancy Value Measures of Behavioral Intention, Attitude and

Satisfaction
Behavioral Intention
Behavioral intention is measured using a question such as "Indicate the likelihood of you
buying sometime during the next year" with a five or seven-point Likert or semantic
differential scale labeled "definitely will purchase" and "definitely will not purchase" at the
endpoints.
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Satisfaction
Overall satisfaction or dissatisfaction with an object is often measured using a five-point
satisfaction scale. As an example, "Overall, how satisfied are you with Sparkle toothpaste?"
could be measured with a "Very Satisfied, Somewhat Satisfied, Neither Satisfied Nor
Dissatisfied, Somewhat Dissatisfied, Very Dissatisfied" scale. More examples are provided
below.
The like-dislike measure is used as an overall measure of respondent satisfaction with a

product or service (after purchase). Satisfaction leads to favorable feelings and dissatisfaction
leads to unfavorable feelings.
The evaluative dimension may be measured in terms of like-dislike, favorable-unfavorable;

approve-disapprove; good-bad; and delight-failure scales.
Attitude
bi - the probability that attribute i is associated with performing behavior B. The concept
"Crest toothpaste prevents decay" could be rated on a seven point scale with endpoints
labeled "Very Likely" and "Very Unlikely".
Ai - the evaluation of belief. A representative measure of ai would be "In terms of buying

Crest toothpaste, decay prevention is …" with a five or seven point scale with "good" and
"bad"; or "Excellent" and "Poor" at the endpoints.
In building a customer satisfaction survey, it is also helpful to consider reasons why pre-
purchase expectations or post-purchase satisfaction may or may not be fulfilled or even
measurable.
1. Expectations may not reflect unanticipated service attributes;
2. Expectations may be quite vague, creating wide latitudes of acceptability in

performance and expected satisfaction;
3. Expectation and product performance evaluations may be sensory and not cognitive,
as in taste, style or image;
4. The product use may attract so little attention as to produce no conscious affect or
cognition (evaluation), and result in meaningless satisfaction or dissatisfaction measures;
Page 34
5. There may have been unanticipated benefits or consequences of purchasing or using

the product (such as a use or feature not anticipated with purchase);
6. The original expectations may have been unrealistically high or low;
7. The product purchaser, influencer and user may have been different individuals, each
having different expectations.
When to Conduct Customer Satisfaction Surveys
The best timing for measuring customer satisfaction and building customer satisfaction
surveys depends on the kind of product or service provided, the kinds of customers served,
how many customers are served, the longevity and frequency of customer/supplier
interactions, and what you intend to do with the results.
Three very different approaches both produce meaningful and

useful findings:
 Post Purchase Evaluation — Satisfaction feedback is obtained from the

individual customer at the time of product or service delivery (or shortly afterwards).
This type of satisfaction survey is typically used as part of a CRM (Customer
Relationship Management System) and focuses on having a long term relationship
with the individual customer
 Periodic Satisfaction Surveys: - Satisfaction feedback from groups of
customers at periodic intervals to provide an occasional snapshot of customer
experiences and expectations.
 Continuous Satisfaction Tracking: - Satisfaction feedback is obtained from
the individual customer at the time of product or service delivery (or shortly
afterwards). Satisfaction tracking surveys are often part of a management initiative to
assure quality is at high levels over time.
Satisfaction surveys are developed to provide an understanding of customers' expectations

and satisfaction. Satisfaction surveys typically require multiple questions that address
different dimensions of the satisfaction concept. Satisfaction measurement includes measures
Page 35
of overall satisfaction, satisfaction with individual product and service attributes, and
satisfaction with the benefits of purchase. Satisfaction measurement is like peeling away
layers of an onion-each layer reveals yet another deeper layer, closer to the core.
All three methods of conducting satisfaction surveys are helpful methods to obtain customer
feedback for assessing overall accomplishments, degree of success, and areas for
improvement.
 Building a Customer Satisfaction Survey.
Customer satisfaction surveys often include multiple measures of satisfaction, including:
1. Overall measures of customer satisfaction
2. Affective measures of customer satisfaction
3. Cognitive measures of customer satisfaction
4. Behavioral measures of customer satisfaction
5. Expectancy value measures of customer satisfaction
6. General Measures that are part of a customer satisfaction analysis usually involve
product fulfillment and will often include product use scenarios where and how is the product
use.
 Customer Satisfaction in 7 Steps
1. Encourage Face-to-Face Dealings
This is the most daunting and downright scary part of interacting with a customer. If you're
not used to this sort of thing it can be a pretty nerve-wracking experience. Rest assured,
though, it does get easier over time. It's important to meet your customers face to face at least
once or even twice during the course of a project.
My experience has shown that a client finds it easier to relate to and work with someone
they've actually met in person, rather than a voice on the phone or someone typing into an
email or messenger program. When you do meet them, be calm, confident and above all, take
Page 36
time to ask them what they need. I believe that if a potential client spends over half the
meeting doing the talking, you're well on your way to a sale.
2. Respond to Messages Promptly & Keep Your Clients Informed
This goes without saying really. We all know how annoying it is to wait days for a response
to an email or phone call. It might not always be practical to deal with all customers' queries
within the space of a few hours, but at least email or call them back and let them know you've
received their message and you'll contact them about it as soon as possible. Even if you're not
able to solve a problem right away, let the customer know you're working on it.
A good example of this is my Web host. They've had some trouble with server hardware
which has caused a fair bit of downtime lately. At every step along the way I was emailed
and told exactly what was going on, why things were going wrong, and how long it would be
before they were working again. They also apologized repeatedly, which was nice. Now if
they server had just gone down with no explanation I think I'd have been pretty annoyed and
may have moved my business elsewhere. But because they took time to keep me informed, it
didn't seem so bad, and I at least knew they were doing something about the problems. That
to me is a prime example of customer service.
3. Be Friendly and Approachable
A fellow Site Pointer once told me that you can hear a smile through the phone. This is very
true. It's very important to be friendly, courteous and to make your clients feel like you're
their friend and you're there to help them out. There will be times when you want to beat your
clients over the head repeatedly with a blunt object - it happens to all of us. It's vital that you
keep a clear head, respond to your clients' wishes as best you can, and at all times remain
polite and courteous.
4. Have a Clearly-Defined Customer Service Policy
This may not be too important when you're just starting out, but a clearly defined customer
service policy is going to save you a lot of time and effort in the long run. If a customer has a
Page 37
problem, what should they do? If the first option doesn't work, then what? Should they
contact different people for billing and technical enquiries? If they're not satisfied with any
aspect of your customer service, who should they tell?
There's nothing more annoying for a client than being passed from person to person, or not
knowing who to turn to. Making sure they know exactly what to do at each stage of their
enquiry should be of utmost importance. So make sure your customer service policy is
present on your site -- and anywhere else it may be useful.
5. Attention to Detail (also known as 'The Little Niceties')
Have you ever received a Happy Birthday email or card from a company you were a client
of? Have you ever had a personalized sign-up confirmation email for a service that you could
tell was typed from scratch? These little niceties can be time consuming and aren't always
cost effective, but remember to do them.
Even if it's as small as sending a Happy Holidays email to all your customers, it's something.
It shows you care; it shows there are real people on the other end of that screen or telephone;
and most importantly, it makes the customer feel welcomed, wanted and valued.
6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out
Sometimes this is easier said than done! However, achieving this supreme level of
understanding with your clients will do wonders for your working relationship.
Take this as an example: you're working on the front-end for your client's exciting new
ecommerce Endeavour. You have all the images, originals and files backed up on your
desktop computer and the site is going really well. During a meeting with your client he/she
happens to mention a hard-copy brochure their internal marketing people are developing. As
if by magic, a couple of weeks later a CD-ROM arrives on their doorstep complete with high
resolution versions of all the images you've used on the site. A note accompanies it which
reads:
"Hi, you mentioned a hard-copy brochure you were working on and I wanted to provide you
with large-scale copies of the graphics I've used on the site. Hopefully you'll be able to make
use of some in your brochure."
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Your client is heartily impressed, and remarks to his colleagues and friends how very helpful
and considerate his Web designers are. Meanwhile, in your office, you lay back in your chair
drinking your 7th cup of coffee that morning, safe in the knowledge this happy customer will
send several referrals your way.
7. Honour Your Promises
It's possible this is the most important point in this article. The simple message: when you
promise something, deliver. The most common example here is project delivery dates.
Clients don't like to be disappointed. Sometimes, something may not get done, or you might
miss a deadline through no fault of your own. Projects can be late, technology can fail and
sub-contractors don't always deliver on time. In this case a quick apology and assurance it'll
be ready ASAP wouldn't go amiss.
Page 39
Chapter no 4
DATA ANALYSIS AND INTERPRETATION
Page 40
Q What is your opinion about performance of Yamaha motors ?
1) Table showing opinion about performance of Shree Yamaha motors

Table No. 4.1
REMARK NO.OF CUSTOMERS PERCENTAGE

VERY GOOD 50 50%
GOOD 30 30%
AVERAGE 15 15%
BAD 5 5%
TOTAL 100 100%
Fig. No. 4.1
Performance
60%
50%
40%
30%
50% Performance
20%
30%
10%
15%
5%
0%
VERY GOOD GOOD AVERAGE BAD
From the above table, it is understood that 50% people said that performance of
Mahindra Scorpio is very good. Where as only 5% people said that performance of Yamaha
motors is bad.
Page 41
Q What do you feel about maintance?
2)Table showing maintains of Shree Yamaha motors
Table No. 4.2

COSTLY 8 8%
AVR 8 8%
LESS COSTLY 84 84%
TOTAL 100 100%
Fig. No. 4.2
MAINTENANCE
90%
80%
70%
60%
50%
40% 84%
30%
20%
8% 8%
10%
0%
COSTLY AVR LESS COSTLY
From the above table, it is understood that 84% people feel that maintenance of Yamaha
motors is less costly. Where as 8% people feel that maintenance of yamaha is costly.
Page 42
Q. What do you feel about mileage?
3) Table showing mileage of Shree Yamaha Motors
Table No. 4.3

VERY GOOD 56 56%
GOOD 24 24%
AVERAGE 20 20%
TOTAL 100 100%
Fig. No. 4.3
Mileage
60%
50%
40%
30%
56% Mileage
20%
24%
10% 20%
0%
VERY GOOD GOOD AVERAGE
From the above table, it is understood that 56% people‘s opinion about mileage of
Yamaha very good.
Page 43
Q. How is engine quality of Yamaha motors?
4)Table showing engine quality of Shree Yamaha motors
Table No. 4.4

VERY GOOD 60 60%
GOOD 30 30%
AVERAGE 10 10%
TOTAL 100 100%
Fig.No.4.4
ENGINE QUALITY
70%
60%
50%
40%
30% 60% ENGINE QUALITY
20%
30%
10%
10%
0%
VERY GOOD GOOD AVERAGE
From the above table, it is understood that 60% people‘s opinion is that engine quality of
Yamaha motors very good.
Page 44
Q. How much load carrying capacity is their of Yamaha motors ?
5) Table showing load carrying capacity of Shree Yamaha Motors
Table No. 4.5
VERY GOOD 55 55%
GOOD 25 25%
AVERAGE 10 10%
POOR 10 10%
TOTAL 100 100%
Fig. No. 4.5
Load carring capacity

60%
50%
40%
30%
55% Performance
20%
25%
10%
10% 10%
0%
VERY GOOD GOOD AVERAGE POOR
From the above table, it is understood that 65% people said that load carrying capacity of
Yamaha is very good. Whereas 10% people said that load carrying capacity .of Yamaha is
poor.
Page 45
Q.How do you feel about after sales service of Yamaha motors ?
6) Table showing after sales service of Shree Yamaha Motors
Table No. 4.6

VERY GOOD 30 30%
GOOD 40 40%
AVERAGE 20 20%
POOR 10 10%
TOTAL 100 100%
Fig. No. 4.6
After sales services

45%
40%
35%
30%
25%
20% 40%
15% 30%
10% 20%
5% 10%
0%
VERY GOOD GOOD AVERAGE POOR
After sales services
From the above table, it is understood that 40% people said that after sales service of
Yamaha is good. Whereas 5% people said that after sales service of Yamaha is poor.
Page 46
Q.How do feel the price of Yamaha?
7) Table showing opinion about price of Shree Yamaha motors
Table No. 4.7
PARTICULARS NO.OF CUSTOMER PERCENTAGE
COSTLY 25 25%
AFFORDABLE 65 65%
LESS COSTLY 10 10%
TOTAL 100 100%
Fig. No. 4.7
From the above table, it is understood that 65% people said that price of Yamaha is
affordable. Whereas 10% people said that price oYamaha less costly.
Page 47
Q.Which factor influencing the most in customer satisfaction ?
8)Table showing factors influencing customer satisfaction of Yamaha Motors
Table No. 4.8
Factors NO.OF CUSTOMER Percentage

Quality 30 30%
After sales services 20 20%
Brand Name 20 20%
Mileage 15 15%
Load carrying capacity 10 10%
Maintenance 5 5%
TOTAL 100 100%
35%
30%
25%
20%
15% 30%
10% 20% 20%
15%
5% 10%
5%
0%
Factor influencing customer satisfaction

Fig.4.8
From the above table, it is understood that 30% people said that factors influencing
customer satisfaction of Yamaha motors is quality. Where as few 5% people said that factors
influencing satisfaction of Yamaha motors is maintenance.
Page 48
Q. How do you feel the complaint handling system of Yamaha motors?
9)Table showing complaint handling system of Yamaha motors
Table No. 4.9

Satisfied 40 40%
Partially Satisfied 40 40%
Not Satisfied 20 20%
TOTAL 100 100%
Fig. No. 4.9
Approach to complaint handling

45%
40%
35%
30%
25%
20% 40% 40% Approach to complaint handling
15%
10% 20%
5%
0%
Satisfied Partially Satisfied Not Satisfied
From the above table, it is understood that 40% people said that complaint handling
system of Yamaha motors is satisfied as well as partially satisfied. Hence ,we can find the
respondent are satisfied with the complaint handling system of company.
Page 49
Q. What is your opinion about guarantee and warranty of Yamaha motors?
10). Table showing guarantee& warranty facilities of Yamaha Motors
Table No. 4.10
Response NO.OF CUSTOMERS PERCENTAGE
Provided 55 55%
Partially provided 27 27%
Not provided 18 18%
TOTAL 100 100%
Fig. No. 4.10
Guaranty&warranty provided
60%
50%
40%
30%
55%
20%
27%
10% 18%
0%
provided partially not pro
From the above table, it is understood that 55% people said that guarantee & warrantee
facilities of Yamaha Motors is provided. Whereas 18% people said that guarantee &
warrantee facilities of Yamaha motors not provided to them.
Page 50
Q.What do you think about down payment facility ?
11) Table showing about down payment facilities of Yamaha motors
Table No. 4.11

HIGHLY SATIFIED 15 15%
SATISFIED 40 40%
AVERAGE 25 25%
LESS SATISFIED 10 10%
NOT SATIFIED 10 10%
TOTAL 100 100%
Fig. No. 4.11
Down payment facilities

45%
40%
35%
30%
25%
20% 40%
Down payment facilities
15%
25%
10%
15%
5% 10% 10%
0%
HIGHLY SATISFIED AVERAGE LESS NOT
SATIFIED SATISFIED SATIFIED
From the above table, it is understood that 40% people are satisfied with the down
payment facilities of Yamaha motors. Whereas 10% people said that down payment facilities
of Yamaha motors is less satisfactory to them.
Q.Are you satisfied with insurance facility of Yamaha motors?
Page 51
12). Tale showing insurance facility of Yamaha Motors.
Table No. 4.12

HIGHLY SATIFIED 30 30%
SATISFIED 40 40%
AVERAGE 20 20%
LESS SATISFIED 10 10%
TOTAL 100 100%
Fig. No. 4.12
Insurance facility
45%
40%
35%
30%
25%
20% 40% Insurance facility
15% 30%
10% 20%
5% 10%
0%
HIGHLY SATIFIED SATISFIED AVERAGE LESS SATISFIED
From the above table, it is understood that 40% people are satisfied insurance
facilities Yamaha motors .Where as 10 % people said that insurance facilities of Yamaha
motors is less satisfied according to them.
Page 52
Q.What is Market Share of various Dealerships?
13). Tale showing Comparative study of competitionon Yamaha Motors.
REMARK NO.OF COMPETITORS PERCENTAGE

HONDA 40 40%
HERO 35 35%
YAMAHA 25 25%
TOTAL 100 100%
COMPITITION
From the above table, it is understood that 40% people are satisfied Honda ;& 35 %
people satisfied hero motors . Whereas 25 % people said that of Yamaha motors is less
satisfied according to them.
Page 53
Q. What is the sales report of Yamaha & Other Dealership?
14).Table showing about sales of Yamaha motors & other motors
Table No. 4.14

Suzuki 10 10%
Honda 40 40%
Yamaha 25 25%
Hero 15 15%
Bajaj 10 10%
TOTAL 100 100%
Fig. No. 4.14
Sales
45%
40%
35%
30%
25%
20% 40%
15%
25%
10%
5% 10% 15% 10%
0%
Suzuki Honda Yamaha Hero Bajaj
From the above table, it is understood that 40% people are satisfied with the sales of
Honda motors. Where as 25% people said that sales of Yamaha motors is less satisfactory to
them.
Page 54
CHAPTER NO.5
FINDINGS & OBSERVATION
Page 55
FINDINGS:-
1. Performance of Yamaha is very good.
2. Maintenance of Yamaha is good because 84% respondent says that maintains of Yamaha is
less costly.
3. Mileage of Yamaha is very good.
4. Engine quality of Yamaha is very good because 60% respondent says that Engine quality of
Yamaha is very good.
5. Load carrying capacity of Yamaha is very good and satisfactory.
6. After sales service of Yamaha motors is satisfactory.
7. Price of Yamaha is affordable.
8. Factors influencing the customer satisfaction of Yamaha motors are quality as well as after
sales service are also considered.
9. Complaint handling system of Yamahas is satisfactory.
10. Guarantee and warrantee facilities of Yamahas motors is provided, hence it is satisfactory.
11. Down payment facilities of Yamaha is satisfied.
12. Insurance facilities of Yamaha are satisfied.
13. Respondent of Yamaha motors is 65% people satisfied.
Page 56
CHAPTER NO 6
CONCLUSION & SUGGESTION
Page 57
 Suggestion:-
1. Company should concentrate on guaranty and warranty given to the customer.
2. Company should carry customer loyalty program to attract more customers
towards them.
 Conclusion:-
Yamaha motors are one of the leading dealers in solapur, Pune district. They also
maintain good customer relationship. Researcher from study concludes that all over
performance of Mahindra Scorpio is good .There maintenance, engine quality; load
carrying capacity is good as well as satisfactory.
Yamaha motors provide after sales service, down payment facility, insurance facility to
customer . has good future in expansion of business in private sector.
The study suggest that =Yamaha motors for improving more customer attraction ,Company
should concentrate on the guarantee and warranty given to the customer as well as carry
customer loyalty program time to time .
Page 58
CHAPTER NO 7
BIBLIOGRAPHY
Page 59
Books:-
1. MARKETING MANAGEMENT – PHILIP KOTTLER

2. Yamaha Motors Annual Report
Websites:-
1. WWW.GOOGLE.COM
2. Www.yamahamotors.com
3. www.bikestat.com
Page 60
CHAPTER NO.8
QUESTIONNAIRE
Page 61
 Questionnaire:-
Questionnaires consist of set of questions presented to respondent for there answer. Because
of its flexibility the questionnaire is by far the most common instrument used to collect
primary data.
1) What is your name?
2) What is your opinion about performance of Yamaha motors ?

a) very good
b) good,
c) average
d)bad.
3) What do you feel about maintance?

a) Costly
b) avg.
c) less costly
4) What do you feel about mileage?

a) Very good
b) Good
c) avg.
5) How is engine quality of Yamaha motors?

a) very good
b) good
c) avg.
6) How much load carrying capacity is their of Yamaha motors ?

a) very Good
b) good
c)avg.
d) poor
7)How do you feel about after sales service of Yamaha motors ?

a) Very good
b) Good
c) avg.
d) poor
8) How do feel the price of Yamaha ?

a) costly
b) affordable
c) less costly.
Page 62
9) Which factor influencing the most in customer satisfaction ?

a) quality
b) after sale service
c) brand name
d) mileage
e)load carrying capacity
f) maintenance
10) How do you feel the complaint handling system of Yamaha motors?
a) satisfactory
b) partially satisfactory
c)Dis-satisfactory.
11) What is your opinion about guarantee and warranty of Yamaha motors?
a) provided
b) partially provided
c)not provided
12) What do you think about down payment facility ?

a) High satisfied
b) satisfied
c) avg.
d) less satisfied
e) not satisfied
13) Are you satisfied with insurance facility of Yamaha motors?

a) high satisfied
b) satisfied
c) avg.
d) Less satisfied
14) What is Market Share of various Dealerships?
15) What is the sales report of Yamaha & Other Dealership?
Page 63

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Solapur University, Solapur RMPIMS,Akluj

1.1 Introduction to the Study:

1.2 Objective of study

1) To study market potential of Yamahas product.

2) To find out the awareness of the customers towards Yamaha motors.

3) To study factors affecting buying behavior of customer towards Yamaha motors.

4) To Study Customer Satisfaction of Yamahas users in akluj city.

5) To improve techniques of customer satisfaction on Yamaha motors.

6) To standardization of customer satisfaction ethics.

7) To develope customer satisfaction strategy.

8) To identified Yamaha quality from customer.

1.3 SCOPE & LIMITATIONS OF THE STUDY:

Geographical scope is related to akluj city only.

The functional scope of the study is related to know customer

The analytical scope of study is related to analyzing and

The Limitations to the study are as follows:-

1. The study is carried out in akluj city.

2. The study is restricted to Yamaha in two wheeler.

3. The information given by customer is assumed as author

1.4 RESEARCH METHODOLOGY:-

A) Survey through questionnaire.

C) Books. (Marketing management)

1) Universe – The population for the study is Akluj region only.

2) Sample size – 100

3) Sampling method – Researcher has used non-profitability (convenience) sampling method.

INTRODUCTION OF THE ORGANIZATION

2.1 Introduction of the industry

This Motors established on 18th Aug 2014. by the authority of Mr.

The owner of Yamahamotors ‗Mr. RajendraSuravanshi helps to the motivation of employees

He situated complete difference between traditional and modern motors technique he

2.2 HISTORY OF ORGANISATION:-

SHREE YAMAHA MOTORS established in 8th Aug 2014 , initially a proprietary

History of the organization

 NAME OF COMPANY- ―SHREE YAMAHA MOTORS PVT LTD AKLUJ‖.

 ESTABLISHMENT YEAR- 8th Aug 2014.

 OWNER- Mr. RajendraSurvanshi

 HEAD OFFICE- YAMAHA MOTORS PVT LTD, Pandharpur, sub authorised

 BRANCHES:- SOLAPUR, PUNE DISTRICT,

2.3 Subsidiaries of ―The SHREE YAMAHA MOTORS Ltd. AKLUJ

1) ASHOK LEYLAND SUBDEALER

 Objectives of the Shree Yamaha Motors

1) To develop of the rural & urban area.

2) To develop economic condition of workers.

3) To expand organizational area.

4) To establishment of the industry in other area.

6) To provide good quality product on right time& right place.

7) To increase satisfaction of workers, supplier & customers.

8) To speedy development of the organization.

9) To introducing good quality of market that increase company goodwill.

10) To inspiration vehicle strategy.

2.5 Important Statistical Information

2.6 Future Prospects

During the launch of Yamaha’s first scooter Ray, Hiroyuki Yanagi,

The Indian motorcycle market has a current annual demand of

2.7 Organization Structure

2.8 Product Profile

WHEELS & TYRES:

WHEELS & TYRES:

WHEELS & TYRES:

Engine Displacement 249 CC

WHEELS & TYRES:

Rear Brake Type 220 mm Disc

A customer is an essential part of our business--not an outsider. A customer is not