Chapter No-1

INTRODUCTION

INTRODUCTION
India is the second largest manufacturer and producer of two wheeler in the world. It stands next only to Japan and China in terms of the two wheeler produced and domestic sales respectively. Majority of Indians, especially the youngsters prefer motorbikes rather than cars. Capturing a large share in the two-wheeler industry, bikes and scooters cover a major segment. Bikes are considered to be the favorite among the youth generation, as they help in easy commutation. Large variety of two wheelers is available in the market, known for their latest technology and enhanced mileage. Indian bikes, scooters and mopeds represent style and class for both men and women in India. Motorcycles have made their debut around the 1950s; this section looks at the two wheelers which have over the years caught the imagination of country. It was in the year 1954 that the Indian government ordered for totaling number of 800 motorcycles to man the Pakistani borders. In came the Bullets which were initially launched in England as a 350cc bike and it was upgraded to 500cc a year or so later. These bikes have remained unaltered, barring some cosmetic changes which have undergone over the years. Thus one can say without much of a doubt that the 1955 Bullet was one of the initial hits of the Indian two-wheeler industry and till today it continues to be a darling of the motorcycle enthusiasts. Enfield Bullet had a close competition with another sturdy bike named Rajdoot; as the bike was strong enough to handle the rough Indian roads. The company had roped in Indian He-man Dharmendra for the promotion of the bike. With more than 1.6 million vehicles on the road the Rajdoot motorcycle was one of the initial hits of the earlier years of two-wheeler history in the country. When heavy motorcycles were the order of the day, a relatively lighter bike had caught on the imagination of the Indian two wheeler user. Ind- Suzuki bike launched by the then TVS Suzuki group was an instant hit; however the bike could not sustain it's initial success due to the high import content in the vehicle and less of localization. In scooters Bajaj Chetak has been hugely responsible for adding momentum to the transport system of the country, till today it remains one of the most successful brands to have come out of the Bajaj stable. The scooter is named after the horse of legendary Rana Pratap Singh. These sets of two wheels have become a part of the Indian milieu and are often considered a representative of the Indian middle class aspiration. Very few two-wheelers have been able to emulate the success, which Bajaj Chetak has achieved over the years. Similarly LML Motors enjoyed a reasonable success with the launch of LML Select which came with new age technology and improved performance. Today newer models of two-wheeler are entering the market everyday, slowly pushing these names down the memory lane. However names like Chetak, Rajdoot and Bullet will always find a mention in the history of two-wheelers in the country. SEGEMENTETION OF TWO WHEELER A Two Wheeler Sector Sub-Segmenting in the three Segments Motorcycle Scooter Mopeds 2

GROWTH PROSPECTS AND KEY DRIVERS OF INDIAN TWO WHEELER INDUSTRY:

The growth witnessed by the Indian two wheeler industry indicates the growing demand for low cost personal transportation solutions amongst the 300 million Indian middle class consumers. Despite this spectacular growth rate, the two-wheeler penetration (number of two wheelers per 1000 inhabitants) in India remains lower than other Asian countries. This fact provides an opportunity for continued growth in the market. India has the lowest Penetration of two wheelers as compared to countries like Taiwan, Thailand, Malaysia, Vietnam, Indonesia and China. In the present scenario, growth in the two wheelers Industry will be driven by several factors.

Rise in India's Young Working Population:

With the rising levels of per capita income of people, the Indian two wheeler market offers a huge potential for Growth. This growth is relevant in the light of the fact that 70 per cent of India's population is below the age of 35 Years and 150 million people will be added to the working Population in the next five years. The number of women in the urban work force is also increasing; this will lead to the Growth of gearless scooters.

RISE OF INDIA'S RURAL ECONOMY AND GROWTH IN MIDDLE INCOME HOUSEHOLDS:

The growth prospects of the Indian rural economy offer a significant opportunity for the motorcycle industry in India. The penetration of motorcycles amongst rural households with income levels greater than US$ 2,200 per annum has already increased to over 50 per cent. The current target Segment for two wheelers, i.e., households belonging to the Income category of US? 2,200-12,000 is expected to grow at a CAGR of 10 per cent

GREATER AFFORDABILITY OF VEHICLES:

The growth in two-wheeler sales in India has been driven by an increase in affordability of these vehicles. An analysis of the price trends indicates that prices have more or less stagnated in the past. This has been part of the marketing strategy adopted by the manufacturers to gain volume, as well as conscious efforts adopted to bring down costs. The operating expenses of leading manufacturers have declined by around 15 per cent in the last five years. With greater avenues of financing, the customer's capacity to own a two wheeler has improved.

Rapid Product Introduction and Shorter Product Life Cycle

The last five years have witnessed a sharp increase in new product launches in the two-wheeler industry. It is estimated that close to 50 new products have been launched by manufacturers during this period, filling up all price points and targeted at various consumer segments.

Inadequate Public Transport Systems in most Urban Areas;

The economic boom witnessed in the country and the increased migration to urban areas have increased the traffic congestion in Indian cities and worsened the existing infrastructure bottlenecks-Inadequate urban planning has meant that transport systems have not kept pace with the economic boom and the growing urban population. This has increased the dependence on personal modes of transport and the two wheelers market has benefited from this infrastructure gap.

FACTORS AFFECTING THE MARKET

Post 1991, the Indian two-wheeler industry comprising of motorcycles, scooters and scooterettes opened up tremendously. The Indian motorcycle industry has expanded at a 24% CAGR over the last five years, It Captured almost 80% of the market primarily at the cost of the scooter and Moped segment. The scooter segment though has witnessed a revival with the launch of scooterettes aimed at young women and adolescents. The two-wheeler market can be segmented into three categories on the basis of price - Entry segment (<35000), Executive segment (between 35000 and 45000) Deluxe (between 45000 and 65000) and Premium segment (above 65000). Motorcycles are now sold as a passion, experience rather than a product . New products are being introduced at a rapid pace and brands are gaining prominence. Thus there is an increased focus on the premium segment, which has an increased scope for differentiation. With the introduction of Government policies such as reduction in excise duty from 16% to 12% and allowing for 100% FDI Barriers to entry has reduced. However, the investment required for setting up large distribution channels and service stations can be a major entry barrier. Another significant entry barrier is the brand building required. Thus, initially foreign players set up Joint Ventures with indigenous companies. After establishing their brand they have launched their own line of products. E.g. Honda with Hero Group and Yamaha with Escorts.

Rising Customer Expectations:

The growth witnessed by the Indian two wheeler industry has attracted a number of new entrants to the market and it is expected that the Indian industry will become more competitive in the future. The excess of products introduced in the past has also raised customer expectations with respect to reliability, styling, performance and economy. Inflation is a big factor that may play a part in moving the loyalties and aspirations of people away from the four to the much cheaper and economical two-wheeler segment. Moreover, the constantly increasing prices of oil and increasing interest rates on finance are not helping the cause either. Environmental Concerns are also quite big on the agenda these days and do play a par t in the preference of consumer's choices. The rising global temperatures along with daily snippets in the national and international media about the thinning of ozone and imminent environmental disaster have all contributed to the making of a present day environmentally conscious consumer.

Environmental and Safety Concerns:

The increasing demand for two wheelers will need to be managed to address issues relating to overcrowding of roads. Another problem is the insufficient infrastructure for inspection to ensure adherence to emission norms. As the industry grows, it is important to regulate tithe sale of used two wheelers in a more organized manner for which a mechanism needs to be evolved. Unregulated sale of two wheelers, especially in the rural areas, are likely to create issues related to emissions and safety of vehicles.

SUZUKI MOTORCYCLES INDIA HISTORY

Suzuki Motorcycle India Pvt., Ltd. engages in manufacturing two wheelers. The company's products include motorcycles and scooters. It offers its products through a network of dealers. The company was incorporated in 1997 and is based in Gurgaon, India. Suzuki Motorcycle India Pvt., Ltd. operates as the subsidiary of Suzuki Motor Corp. Suzuki Motor Corporation (SMC), a global giant of motorcycle manufacturing is headquartered in Japan. It holds major stake in its Indian subsidiary, Suzuki Motorcycle India Private Limited (SMIL). SMIL was set up after Suzuki's re-entry into the Indian two-wheeler market after it severed ties with partner TVS in 2000-01. Suzuki was then the technology provider in the erstwhile joint venture company TVS Suzuki. Suzuki Motorcycle India Pvt Ltd (SMIPL) is the latest entry into the already crowded Indian two-wheeler segment with players like Hero Honda, Bajaj Auto, Honda, and TVS. SMIPL have started their Indian operations with a 125-cc mass-market motorcycle. It has made an initial investment of Rs. 200 crores to start their Indian operations. Company sources have revealed that Suzuki would follow up this 125cc bike with a high performance 150-cc sibling sometime next year. And for the budget segment, another 100cc bike is expected in the first quarter of 006. Mass market is the initial aim with plans to enter all the segments rapidly. They have their facilities located in Gurgaon. Suzuki had launched bike by diwali, which is the auspicious time for buying a new vehicle in Indian families. Thei r setup in Gurgaon has the capabilities of manufacturing one lakh motorcycles and they are ready to step that up massively if the situation arises. They already have setup 40 dealerships around the country and are going to establish 4,000-5,000 sq.ft showroom and service stations to provide services to the customers. The parent company happens to be one of the largest manufacturers of two wheelers in the world with more than 20 lakh bikes sold per annum. They are popular for their range of high performance road machines, lightweight super bikes, dir t bikes, street bikes, and motocross and fun bikes globally.

Chapter NO-2

INDUSTRY PROFILE

INDUSTRY PROFILE

Plant area and production capacity: They have installed their manufacturing plant in Gurgaon (Haryana) having the annual capacity of 2,50,000 units. Total land area of the facility at Gurgaon is 37 acres out of which the present plant is constructed in an area of 6.5 acres of landThe remaining area of 30-5 acres is left for land development and future expansion.

Chairman: Mr. Katsumi Takata

Personnel over the years Year 2009-10 Total number of employees Main Products Motorcycles and scooters 490

MISSION OF SUZUKI
The core philosophy of SUZUKI is to provide 'VALUE-PACKED PRODUCTS'. Since the founding of SUZUKI Motor Corporation, the Organization's Endeavour has always been to provide 'VALUE-PACKED PRODUCTS' as one of the manufacturing philosophies. SUZUKI believes that 'VALUE-PACKED PRODUCTS" come from the effort to carry out Product development from customer's point of view. This policy has been in effect since Company's inception and has helped the Organization to meet customer's needs. As a result, Suzuki's Products have become well received throughout the World. SUZUKI is fully committed to create Products that meet customer's demand by utilizing its dynamic, long-nurtured technological advantage coupled with its fresh and active human resources. Develop products of superior value by focusing on the customers Establish a refreshing and innovative company through teamwork Strive for individual excellence through continuous improvement

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GROWTH REPORT:

It has reported a growth of47.66% in sales in the month of November '09 at 14745 units compared to 9986 units same month last year. It has sold 14806 units in December '09 listing a strong growth of 61% over its sales in December '08 despite recession. This increase of sales is attributed to the tremendous response from the new product GS150RandACCESS125. It has reported 93% growth in sales during the month of January 2010. It has sold 20441 units in January '10 listing a strong growth of 93% over its sales in January '09. IT HAS SOLD 21752 UNITS IN MARCH '10 LISTING AN IMPRESSIVE GROWTH OF 76% OVER ITS SALES IN MARCH '09. THIS INCREASE OF SALES IS ATTRIBUTED TO THE TREMENDOUS RESPONSE FROM THE NEW PRODUCT GS150R AND ACCESS 125. It has great plans for the coming year and this is only the beginning. Their objective is to offer quality products and customer satisfaction to consumers. This growth momentum will further accelerate in coming months.

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SMIPL

INDUSTRY PROFILE
The Indian communications industry has grown by a whopping 45% in 2004/05 according to the latest V&D 100 (2004/05), the ninth Indian Telecom Industry Report released so far. In comparison, the growth rate in FY 2003/04 was a more moderate 7%In FY04/05, Indias communications industry was pegged at Rs 60.367 crore (US $ 15.25 billion) in comparison to 50.121 core (US $ 13.24) in FY 2003/04. The massive expansion in the cellular segment, both in terms of the subscriber base and revenues, was the prime reason for this 45% growth. The Tele-density of India inched towards 9.12 as on 31st march 2005, in comparison to 7.35 as on 31st march 2004, an increase of 2.77 units. The key for such an excellent growth was low pricing and CCP (calling party pays regime). If low tariffs continue India will overtake other giants on the number front but it is a still a long way to go on Quos (quality of service), which is far below the TRAI benchmark. It seems that the service providers should focus more on quality than on quantity. Department of telecom and the public sector companies continued to hold the largest share in the service market with BSNL leading the pack of Top 10 service providers with revenues of almost Rs 31,000 crore translating into a 45% growth over the last financial year. The Tata group had VSNL, Tata Teleservices, Tata Teleservices Maharashtra and idea Cellular in the Top 10 services providers. But the biggest gainer was Reliance Info.com with revenues of Rs 3,689 crore and occupying the fifth position. Bharti Tele ventures joined the billionaire club this year with revenues of Rs 5,003 crore and were placed at number three. The cellular segment grew by around & 72% in terms of revenue and 135% in terms of subscribers. The cellular services segment netted revenue of Rs 14,748 crore (US $3.2 billion) in FY 2004/05. Reliance Infocom made history by registering a subscriber base. In terms of revenue, the top three operators are Bharti Tele-Ventures (Rs 3,547 crore), Hutch (Rs 3,210 crore) and Reliance (Rs 3,689 crore) .BSNL occupied the fourth spot with Rs 3,984 crore.The fixed access services was badly affected as all the major operators like BSNL and Tata Teleservices were focusing more on mobile services than on fixed services. BSNL and MTNL, the incumbent operators were on the back foot trying to retain the existing base. The fixed-access services market was assessed at around Rs 30,164 crore registering a growth of 16%. This year the focus on fixed was more on selling FWPs (fixed wireless terminals) by private operators like Tata Teleservices and Reliance Info.com as it was helpful in increasing their ARPUs to a sizable extent. Tata Teleservices was the numerous one player on the FWT front and is doing pretty well. The top two places in fixed-access services were occupied by BSNL and MTNL with subscriber base of 36,394,492 and 4,331,153 respectively. TataTeleservices was a distant third with 666,995 subscribe.

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The long distance services continued their southward journey in terms of revenue. But the negative growth of around 45% in FY 2004/05 has slowed down to around 14%. There is a strong possibility that long distance will show a positive growth in FY 2004/05 and this will be fueled by connected enterprises and extended enterprises, a trend which is catching up in corporate India. Even broadband will act as a catalyst in this development. The long distance market was at pegged at around Rs 9,487 crore (US $2.06 billion) of which NLD services contributed around 54%.Both on the NLD as well as ILD front, focus was more on setting up MPLS network. On the NLD part, India has a large infrastructure to the tune of 572,675 Rkm. To leverage it service providers have to promote broadband services (triple play).

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Chapter no-3

COMPANY PROFILE

14

Company Profile

SPEED SUZUKI
Type Industry Founded Head office Owner(s) Products Website Limited Automobile Industries 2010 Nasik, Maharashtra, India Om Moharir Two Wheelers
www.speedsuzuki.com

SUZUKI MOTORCYCLE INDIA PRIVATE LIMITED is a subsidiary of Suzuki Motor Corporation, Japan where in we are having the same manufacturing philosophy of VALUE PACKED PRODUCTS right from the inception. SMIPL will be manufacturing two wheelers best suited for the valuable Indian customers covering all segments. Suzuki Motorcycle India Private Limited, (here in after called as SMIPL) offers warranty for Suzuki Scooter model "ACCESS" (here in after called as Products) manufactured in its Gurgaon plant and sold through its authorized dealers. Suzuki Motorcycle India Private Limited reserves the right either to replace or repair, at their authorized dealer, free of cost, those parts which may be found on examination to have manufacturing defect within 2 years from the date of sale (or) first 24,000 kms whichever occurs earlier of its operation.
CONDITION OF WARRANTY The warranty coverage for Products will be valid only if the following are availed & followed: 1. All 6 Free Services as per, the given schedule 2 All 6 Paid Services as per the given schedule 3. Maintaining the service record given in the Owners Manual duly signed by SMIPL authorized dealer for each of the 6 Free & 6 Paid Services availed

The claim for exchange (or) repair of parts shall be considered only when:

Customer ensures that immediately upon the discovery of the defect he approaches the nearest SMIPL authorized dealer with the affected Scooter. The expenses if any for bringing the affected Scooter to SMIPL authorized dealer has to be borne by customer only

15

Customer produces the Owners Manual in original, to enable SMIPL authorized dealer to verify ownership & service record.

Warranty claims in respect of proprietary items like Tyres, Tubes, Battery and Sparkplug are warranted by their respective manufacturers and shall be claimed on them directly by the customer as per their warranty terms and SMIPL shall not be liable in any manner to replace them. However SMIPL authorized dealer will give full assistance in taking up the claims with respective manufacturers. However SMIPL authorized dealer will give full assistance in taking up the claims with respective manufacturers. Warranty Claims in respect of shock absorbers (front & rear), Speedometers etc though claimed through SMIPL are subject to the acceptance of the respective manufacturers.

SMIPL reserves the right to carry out the replacement of the defective part with the same part manufactured by another vendor, which is also used by SMIPL Warranty Claims will only be handled through SMIPL authorized dealers & will not be entertained directly by SMIPL at all SMIPL undertake no liability in the matter of consequential loss or damage caused due to the failure of parts. Delay, if any, for carrying out the repairs at SMIPL authorized dealer, shall not be a ground for extending the warranty period, nor shall it give any right to the customer for claiming any compensation for damages

VEHICLE SUMMARY Name: Type: Top Speed: Fuel Consumption: City Fuel Consumption: Highway VERDICT FOR AGAINST

Access 125 Scooterette 92kph 42.60 51.00 Build quality High mileage Looks

ENGINE SPECIFICATIONS Displacement: 124cc Engine: 124cc, OHC Maximum Power: 8.58bhp@7000rpm Maximum Torque: 9.8nm@6500rpm Gears: Automatic Clutch: 0 16

Bore: Stroke: Cylinder Configuration: Engine Block Material: Chassis Type: Cooling Type: Carburetor: 0 to 60:

53.5 55.5 NA NA NA Air Cooling NA 6.56 sec.

DIMENSIONS Length: 1780.00 mm Width: 650.00 mm Height: 1125.00 mm OTHER SPECIFICATIONS Weight: 109.00 kg Ground Clearance: 160.00 mm Fuel Tank: 6.40 ltrs Wheelbase: 1250.00 mm Electrical System: NA Headlamp: NA Horn: NA Wheel Size: 90/100-10, Rear 90/100-10 mm Tubeless: Candy Red, Pearl White, Metallic Silver, Metallic Grey, Pearl Colors: Black

TVS WEGO

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VEHICLE SUMMARY
Name: Type: Wego Scooterette Looks Comfortable Build quality

VERDICT
FOR AGAINST

OUR RATINGS
Appearance: Comfort: Features: Performance: Value for money:

ENGINE SPECIFICATIONS
Displacement: Engine: Maximum Power: Maximum Torque: Gears: Clutch: Bore: Stroke: No. of Cylinders: Chassis Type: Cooling Type: 109.7cc 109.7cc, Single Cylinder 8 Bhp @ 7500 rpm 8 Nm @ 5500 rpm Automatic 0 0 0 1 High Rigidity Under Bone Type Air Cooling

DIMENSIONS
Length: Width: Height: Ground Clearance: Fuel Tank: Wheelbase: Electrical System: Headlamp: Battery Type: Battery Voltage: Battery Capacity: Horn: Wheel Type: Wheel Size: Tubeless: Colors: Cappuccino brown, Golden beige, Silver, Black and Dark blue 1834.00 mm 640.00 mm 1115.00 mm 145.00 mm 5.00 ltrs 1275.00 mm NA 12V, 35W/35W Maintainance Free 12V 4Ah NA Alloys 90/90 12 - 90/90 12 mm

OTHER SPECIFICATIONS

HONDA ACTIVA
VEHICLE SUMMARY
Name: Type: Top Speed: Activa Scooterette 80kph Looks Mileage

VERDICT
FOR

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Build quality AGAINST Long waiting period

OUR RATINGS
Appearance: Comfort: Features: Performance: Value for money:

ENGINE SPECIFICATIONS
Displacement: Engine: Maximum Power: Maximum Torque: Gears: Clutch: Bore: Stroke: Cylinder Configuration: Engine Block Material: Chassis Type: Cooling Type: Carburetor: 109cc 109cc, 4-stroke 8 Bhp @ 7500 rpm 9 Nm @ 5500 rpm Automatic NA NA NA NA NA High rigidity Under Bone type Air Cooling NA

DIMENSIONS
Length: Width: Height: Weight: Ground Clearance: Fuel Tank: Wheelbase: Electrical System: Headlamp: Horn: Wheel Type: Wheel Size: Tubeless: Colors: Geny grey metallic, Candy lucid red, Mettalic black, Orchid blue metallic, Armour gold metallic and Pearl sunbeam white 1761.00 mm 710.00 mm 1147.00 mm 110.00 kg 145.00 mm 5.30 ltrs 1238.00 mm NA 35W NA Alloys 3.50 - 10, 4 PR mm

OTHER SPECIFICATIONS

Mahindra Rodeo
VEHICLE SUMMARY
Name: Type: Top Speed: Rodeo Scooterette 80kph

ENGINE SPECIFICATIONS
Displacement: Engine: Maximum Power: Maximum Torque: Gears: Cooling Type: 124.6cc 124.6cc, 4-Stroke 8 Bhp @ 7000 rpm 9 Nm @ 5500 rpm Automatic Air Cooling

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DIMENSIONS
Length: Width: Height: 1790.00 mm 690.00 mm 1100.00 mm 106.00 kg 115.00 mm 4.50 ltrs 1245.00 mm Cast 3.5x10" - 3.5x10" mm

OTHER SPECIFICATIONS
Weight: Ground Clearance: Fuel Tank: Wheelbase: Wheel Type: Wheel Size: Tubeless:

Vodafone, the world's leading international mobile communications company, has fully arrived in India. Vodafone Essar announced today that the Vodafone brand will be launched in India from 21st September onwards. The popular and endearing brand, Hutch, will be transitioned to Vodafone across India. This marks a significant chapter in the evolution of Vodafone as a dynamic and ever-growing brand. The brand change over the next few weeks will be unveiled nationally through a high profile campaign covering all important media. Vodafone, the world's leading mobile telecommunication company, completed the acquisition of Hutchison Essar in May 2007 and the company was formally renamed Vodafone Essar in July 2007. Asim Ghosh, Managing Director, Vodafone Essar, said "We've had a great innings as Hutch in India and today marks a new beginning for us. Not as a departure from the fundamentals that created Hutch, but an acceleration into the future with Vodafone's global expertise." 20

Harit Nagpal, Marketing and New Business Director, Vodafone Essar, said, "This transition is probably the largest brand change ever undertaken in this country and arguably as big as any in the world. It is even larger than our own previous brand transitions as it touches over 35 million customers, across 400,000 shops and thousands of our own and our business Associates' employees." The Vodafone mission is to be the communications leader in an increasingly connected world enriching customers' lives, helping individuals, businesses and communities is more connected by delivering their total communication needs. Vodafone's logo is a true representation of that belief - The start of a new conversation, a trigger, a catalyst, a mark of true pioneering. Vodafone established its presence in India in 1994 by acquiring the cellular license for Mumbai. It now has operations in 16 circles accounting for 70% of India's mobile customer base. With over 27.7 million customers, it is one of India's most reputed telecom companies. Vodafone, under the Hutch brand, over the years, has been named the 'Most Respected Telecom Company', the 'Best Mobile Service in the country', and the 'Most Creative and Most Effective Advertiser of the Year' Hutchison Essar is now part of Vodafone - the world's leading international mobile communications company. Vodafone now has operations in 26 countries across 5 continents and 36 partner networks with about 225 million proportionate customers worldwide. Vodafone has tied up with Essar as its principal joint venture partner for the Indian operation. The Essar Group is one of India's largest corporate houses with interests spanning the manufacturing and service sectors like Steel, Oil & Gas, Power, Telecom & BPO, Shipping & Logistics and Engineering & Constructions. The Group has an asset base of over Rs.20 billion (US$ 4.4.billion) and employs over 4000 people. Prepaid Outlets Want to go Hutch and stay connected anytime, anywhere? Just visit a Hutch outlet in your neighborhood and choose from a range of affordable Postpaid or Prepaid connections. VODAFONE Shops Whether you're looking for a new vodafone connection, or a fresh handset, you'll find it here. You can also subscribe to any of our value added services or get more information on them. Pay your bills, get your queries answered, and lots more. Hutch Shops are located at very convenient locations around the country. Select your region to find one near you.

Mobile Vodafone Shops Vodafone Shops are going on the move, to bring our services closer to you and to provide faster online service, right at your doorstep. You can visit a Mobile vodafone Shop near you for: 21

Postpaid connections and add on cards Prepaid connections and recharge cards Information on the latest talk plans Bill payments via cash, cheque or credit card Demos and activation of our Value Added Services Queries, SIM replacements and much more

Vodafone Teleshops Did you know that a range of vodafone services are available in your very own neighborhood? Just walk into a Hutch Teleshop, just round the corner, for anything you need. At a vodafone Teleshops you can buy a new postpaid or prepaid card, pay your Bills reactivate your connection, and much more.

Distribution network
A supply having is described that consists of all the parties and their supplied Activities that help us to create and deliver services to the final customer. The front channels are specially kept in mind. ACTIVITIES: 1. Order 2. Handling 3. Storage 4. Display 5. Promotion 6. Selling 7. Information and feedback.

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Chapter no-4

RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY RESEARCH METHODOLOGY

Type of Research Descriptive research

Research approach

Observation and Survey

Data sources

Primary and secondary

Research Instrument

Questionnaire

Type of universe

Customers of Mobile Phone users

Unit area

Nasik

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Sample Size

100

Contact method

Personal Interview

Type of sampling

Random sampling

OBJECTIVE
To study customers perception in terms of network for Airtel & Vodafone. To study customers perception in terms of availability for Airtel & Vodafone. To study customers perception in terms of call rates for Airtel & Vodafone. To study customers perception in terms of after sales services for Airtel & Vodafone. To study customers perception in terms of employees behavior for Airtel & Vodafone. To study customers perception in terms of customer care services for Airtel & Vodafone.

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Type of Research:
For this research mostly using a descriptive method, because that method is perfect method for this type of Project. Primary Data Primary data source is getting from customers. Secondary Data Secondary data was collecting from internet. Research approach: The research approach is mainly through the observation and Survey method. Research instrument: This research our main instrument is questionnaires. Contact method: Personal interview and survey method for the contact. Sample unit: 26

Sample unit was only limited with the Nasik city only. Sample size: Sample size is 100 customers. Type of questionnaire: Questionnaire is totally well structured type of questionnaire.

Chapter no- 5

DATA PRESENTATION & ANALYSIS

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DATA ANALYSIS & INTERPRETAION Customer Perception of Vodafone & Airtel in terms of network Particulars Very Bad Bad Neutral Good Excellent Total Table 5.1 No. of Responts Airtel 8 43 22 12 15 100 No. of Ressponts Vodafone 13 35 21 15 16 100 % (percentage) Airtel 8% 43% 22% 12% 25% 100% % (percentage) Vodafone 13% 35% 21% 15% 16% 100%

__________________________________________________________ ________

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Graph 5.1 Graph depicting of Vodadone & Airtel in term of network.

InterpretationFor Airtel 8% people are gone with the Very Bad, 43% people are gone with the Bad 22% are gone with the Neutral 12% are gone with the Good and rests of 15% are with the excellent in terms of Network. For Vodafone 13% people are gone with the Very Bad, 35% people are gone with the Bad 21% are gone with the Neutral 15% are gone with the Good and rests of 16% are with the excellent in terms of Network.

Customer Perception of Vodafone & Airtel in terms of call rates Particulars Very Bad Bad Neutral Good Excellent Total Table 5.2 No. of Respondents Airtel 12 24 35 23 6 100 No. of Respondents Vodafone 11 14 41 26 8 100 % (percentage) Airtel 12% 24% 35% 23% 6% 100% % (percentage) Vodafone 11% 14% 41% 26% 8% 100%

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__________________________________________________________ ________

Graph 5.2 Graph depicting of Vodadone & Airtel in term of call rates.

InterpretationFor Airtel 12% people are gone with the Very Bad, 24% people are gone with the Bad 35% are gone with the Neutral 23% are gone with the Good and rests of 6% are with the excellent in terms of call rates. For Vodafone 11% people are gone with the Very Bad, 14% people are gone with the Bad 41% are gone with the Neutral 26% are gone with the Good and rests of 8% are with the excellent in terms of call rates.

Customer Perception of Vodafone & Airtel in terms of availabilty Particulars Very Bad Bad Neutral Good Excellent Total Table 5.3 30 No. of Respondents Airtel 3 5 28 43 21 100 No. of Respondents Vodafone 1 2 30 48 19 100 % (percentage) Airtel 3% 5% 28% 43% 21% 100% % (percentage) Vodafone 1% 2% 30% 48% 19% 100%

__________________________________________________________ ________

Graph 5.3 Graph depicting of Vodadone & Airtel in term of availability.

InterpretationFor Airtel 3% people are gone with the Very Bad, 5% people are gone with the Bad 28% are gone with the Neutral 43% are gone with the Good and rests of 21% are with the excellent in terms of availability. For Vodafone 1% people are gone with the Very Bad, 2% people are gone with the Bad 30% are gone with the Neutral 48% are gone with the Good and rests of 19% are with the excellent in terms of availability.

Customer Perception of Vodafone & Airtel in terms of after sales services Particulars Very Bad Bad Neutral Good Excellent Total No. of Respondents Airtel 8 9 26 38 19 100 No. of Respondents Vodafone 16 9 18 33 24 100 31 % (percentage) Airtel 8% 9% 26% 38% 19% 100% % (percentage) Vodafone 16% 9% 18% 33% 24% 100%

Table 5.4

__________________________________________________________ ________

Graph 5.4 Graph depicting of Vodadone & Airtel in term of after sales services

InterpretationFor Airtel 8% people are gone with the Very Bad, 9% people are gone with the Bad 26% are gone with the Neutral 38% are gone with the Good and rests of 19% are with the excellent in terms of sales services. For Vodafone16% people are gone with the Very Bad, 9% people are gone with the Bad 18% are gone with the Neutral 33% are gone with the Good and rests of 24% are with the excellent in terms of after sales services.

Customer Perception of Vodafone & Airtel in terms of emplyoees behaviour Particulars Very Bad Bad Neutral Good No. of Respondents Airtel 14 9 18 33 No. of Respondents Vodafone 0 0 14 48 32 % (percentage) Airtel 14% 9% 18% 33% % (percentage) Vodafone 0% 0% 14% 48%

Excellent Total Table 5.5

26 100

38 100

26% 100%

38% 100%

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Graph 5.5 Graph depicting of Vodafone & Airtel in term of employees behaviour

InterpretationFor Airtel 14% people are gone with the Very Bad, 9% people are gone with the Bad 18% are gone with the Neutral 33% are gone with the Good and rests of 26% are with the excellent in terms of employees behavior. For Vodafone 0% people are gone with the Very Bad, 0% people are gone with the Bad 14% are gone with the Neutral 48% are gone with the Good and rests of 38% are with the excellent in terms of employees behavior.

Customer Perception of Vodafone & Airtel in terms of customer care services Particulars Very Bad Bad No. of Respondents Airtel 14 9 No. of Respondents Vodafone 0 0 33 % (percentage) Airtel 14% 9% % (percentage) Vodafone 0% 0%

Neutral Good Excellent Total Table 5.6

18 33 26 100

14 48 38 100

18% 33% 26% 100%

14% 48% 38% 100%

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Graph 5.6 Graph depicting of Vodafone & Airtel in term of customer care services

InterpretationFor Airtel 6% people are gone with the Very Bad, 10% people are gone with the Bad 38% are gone with the Neutral 24% are gone with the Good and rests of 22% are with the excellent in terms of customer care services. For Vodafone0% people are gone with the Very Bad, 0% people are gone with the Bad 41% are gone with the Neutral 36% are gone with the Good and rests of 23% are with the excellent in terms of customer care services.

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FINDINGS

Findings
Airtel 8% people are gone with the Very Bad, 43% people are gone with the Bad 22% are gone with the Neutral 12% are gone with the Good and rests of 15% are with the 35

excellent in terms of Network. Vodafone 13% people are gone with the Very Bad, 35% people are gone with the Bad 21% are gone with the Neutral 15% are gone with the Good and rests of 16% are with the excellent in terms of Network. Airtel 12% people are gone with the Very Bad, 24% people are gone with the Bad 35% are gone with the Neutral 23% are gone with the Good and rests of 6% are with the excellent in terms of call rates. Vodafone 11% people are gone with the Very Bad, 14% people are gone with the Bad 41% are gone with the Neutral 26% are gone with the Good and rests of 8% are with the excellent in terms of call rates. Airtel 3% people are gone with the Very Bad, 5% people are gone with the Bad 28% are gone with the Neutral 43% are gone with the Good and rests of 21% are with the excellent in terms of availability. Vodafone 1% people are gone with the Very Bad, 2% people are gone with the Bad 30% are gone with the Neutral 48% are gone with the Good and rests of 19% are with the excellent in terms of availability. Airtel 8% people are gone with the Very Bad, 9% people are gone with the Bad 26% are gone with the Neutral 38% are gone with the Good and rests of 19% are with the excellent in terms of sales services. Vodafone16% people are gone with the Very Bad, 9% people are gone with the Bad 18% are gone with the Neutral 33% are gone with the Good and rests of 24% are with the excellent in terms of after sales services. Airtel 14% people are gone with the Very Bad, 9% people are gone with the Bad 18% are gone with the Neutral 33% are gone with the Good and rests of 26% are with the excellent in terms of employees behavior. Vodafone 0% people are gone with the Very Bad, 0% people are gone with the Bad 14% are gone with the Neutral 48% are gone with the Good and rests of 38% are with the excellent in terms of employees behavior.

Airtel 6% people are gone with the Very Bad, 10% people are gone with the Bad 38% are gone with the Neutral 24% are gone with the Good and rests of 22% are with the excellent in terms of customer care services. Vodafone0% people are gone with the Very Bad, 0% people are gone with the Bad 41% 36

are gone with the Neutral 36% are gone with the Good and rests of 23% are with the excellent in terms of customer care services.

37

38

SUGGESTIONS

SUGGESTIONS
Majority (35%) of respondents of Vodafone are gone with bad in terms of network. They may make new towers in villages so, they can get the best network for there services. Stay connected with the service providers. In terms of call rates majority (41%) of respondents are gone with the neutral for Vodafone service provider. For the call rates Vodafone should launch new schemes of call rates and try to attract the customers in this area as well because Airtel have many schemes in which they can control the call rates. In terms of customer care services majority (36%) of respondents are gone with the good for Vodafone. For excellent customer care service Vodafone have increase there executives & also provide the special training camp for those executives. It will improve more. 39

 In terms of availability majority (48%) of respondents are gone with the good for Vodafone. To continue this position in the market in term of availability they should improve their servers so availability will increase to excellent condition.

CONCLUSION
40

CONCLUSION
Now taking into account the observation and findings and considering the parameters set in the questionnaire it can be concluded that out of the six essential parameters i.e., Network Availability Call rate After sales service Employee behavior Customer care service

In three parameters i.e. Network, Availability and Call rate Airtel is Ahead, though it is closely followed by Vodafone. In the other three parameters i.e. after sales service, Employees behavior and Customer care service Vodafone is ahead but closely followed by Airtel. So here we can clearly see that both Vodafone and Airtel are focusing on better service quality as a sales and distribution strategy. 41

BIBLIOGRAPHY

42

BIBLIOGRAPHY
Books: 1) Marketing management Philip Kotlar 2) Management Research Methodology, By Kothari. Websites: 1. www.vodafone.in 2. www.airtel.com 3. www.wikipedia .org 4. www.tria.com

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44

ANNEXURE

PERSONAL DETAILS NAME: AGE: OCCUPATION: MARITAL STATUS: CONSUMER QUESTIONNAIRE Q.l How do you rate these connections in terms of Network? V.Good Good Neutral Vodafone Airtel 1 1 2 2 3 3

Bad 4 4

V.Bad 5 5

Q.2 How do you rate these connection in terms of availability? V.Good Good Neutral 45

Bad

V.Bad

Vodafone Airtel

1 1

2 2

3 3

4 4

5 5

Q.3 How do you rate these connection in terms of call rate? V.Good Good Neutral Vodafone Airtel 1 1 2 2 3 3

Bad 4 4

V.Bad 5 5

Q.4 How do you rate their After Sales Services? V.Good Good Vodafone Airtel 1 1 2 2

Neutral 3 3

Bad 4 4

V.Bad 5 5

Q.5 What do you think about employee's behavior? V.Good Good Neutral Vodafone Airtel 1 1 2 2 3 3

Bad 4 4

V.Bad 5 5

Q.6 How do you rate these connection in terms of customer care services? V.Good Good Neutral Bad Vodafone Airtel 1 1 2 2 3 3 4 4

V.Bad 5 5

Q.14 How will you rate the below features of Suzuki Access with its competitors? Suzuki Access 3.5 4 3.5 4 4 Honda Activa Mahindra Rodeo 3.5 4 4 4 3.5 TVS Wego

Appearance Comfort Features Performance Value for money

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