CHAPTER 1

Introduction

 Introduction of the
Study
 scope of the study
 OBJECTIVES OF THE
STUDY
 REASERACH
METHODOLOGY
 limitations

1.1 INTRODUCTION

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 The project on the topic “a study on the product preference in relation to brand

image with special reference to Pearl YAMAHA HYDERABAD”. Emphasis on the customer’s

opinion and perception towards Yamaha products and the reason for their preference.

Managing demand means managing the customers. Demand for products or service or services

come from two groups, they are the new customers and the repeat customers. Although finding

new customers remains very important, the emphasis is shifting towards retaining profitable

customers and building lasting relation ship with them. It is ten times more profitable to retain

an existing customer than to acquire new customer perception is very important to retain the

existing customers and also to find out new customers.

A strong wave of globalization has been influencing and changing the lives

and thinking modes of all industries and consumers throughout the world. As for enterprises in

the manufacturing, retail and service industry, the changes of such environment have more or

less affected their value chains, cultures, marketing objectives and operation methodologies.

One of the remarkable influences is on how to serve the customer.

In meeting customers’ requirements and measuring customer’s satisfaction indexes,

customer’s product preference should be definitely a key consideration. Qualified services in

the operation execution layer, technical management layer and business development layer are

necessary. However , it is even more important to efficiently understand customer expectations

and make efforts to exceed their expectations. Therefore ,customer perception management

becomes a central topic. Frankly, among all indexes in customer satisfaction management, the

biggest challenge is customer perception management.

The idea that customers prefer one product or one service over another is not

new. The ability to identify and measure the elements of such preference decisions with any

accuracy and reliability has only recently become available.

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 Research into this area of consumer preference has brought understanding to

some of the major issues with standard customer satisfaction research. Most importantly, it is

come to realize that high customer satisfaction doesn’t assure continued customer preference.

Satisfaction research over the past fifteen years demonstrates that high satisfaction scores, while

a measure of corporate performance on a set of important criteria, do not adequately explain the

composition of preference formation and therefore often serve as insufficient predictors of

sustained preference or what is normally referred to as customer loyalty.

Brand images are every thing. it is the sum of all tangible and intangible traits like

the ideas, beliefs values ,prejudices, interests all internal and external characteristics; the name,

symbol ,packaging ,literature ,sings, vehicles and culture. It’s anything and everything that

influences how brand or a company is perceived by its target constituencies or even a single

customer.

1.2 OBJECTIVE OF THE STUDY

1. PRIMERY OBJECTIVE

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  To find out the influence of brand image towards the consumption of branded bikes of

Yamaha, and also to understand the criteria for purchasing a bikes.

2. SECONDERY OBJECTIVE

 To understand the effectiveness of Yamaha’s branding strategies.

 To understand the attitude of customers towards the innovative models of Yamaha bikes

 To understand the influence of Pearl Yamaha at Hyderabad.

 To understand the changing priorities of customers in relation with price, quality etc.

 To understand various aspects which are influencing the customers to buy a bike.

1.3 SCOPE OF THE STUDY.

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 The scope of the study mainly aims at finding out the different factors that

influences the customer to prefer the Yamaha bikes. The study was limited only to the

customers of the PEARL YAMAHA, Hyderabad. But it gives a clear cut image of why the

customers prefer the products and also their experience with this brand. If the study was limited

to Hyderabad city, the customers were interviewed at the show room only.

The scope of the study covers a wide extent. This research study will be a base to

the future studies to be carried out in the same area. It gives the company a clear image of the

experience of the customers of the company and reason for them to select the company. It also

gives some suggestions to improve the weak areas based on the study. It also reveals the

customer satisfaction. The company can also improve the brand image in the minds of the

customers. This study will help to attract the new customers by adopting the suggestions.

1.4 Research Methodology

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 Research methodology is the science of studying how research is done

scientifically. It list out the various steps generally adopted by the researcher in studying his

research problem along with the logic behind them. The research method includes

Research Design:

In this study the descriptive research is used. Descriptive research

includes surveys and fact finding enquiries of different kinds. The major purpose of descriptive

research is description of the state of affairs as it exists at present. The main characteristics of

this method are that the researcher has no control over the variables, he can only report what has

happened and what is happening.

Formulating the objectives

1. Identifying the method of collection

2. Selecting of sample

3. Collection of data

4. Analysis and interpretation

5. Reporting the findings

Sample Design

The sample was taken as 115 from 700 customers list given by the company.

For selecting the sample random sampling is used. It is also known as probability sampling or

chance sampling where every item of the universes has an equal chance of inclusion in the

sample. It is to say, a lottery method in which individual units are picked up from the whole

group not deliberately but by some mechanical process. Here is a blind chance alone that

determines whether one item or the other is selected.

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 a) Population: The customers of Pearl Yamaha constitute the universe or population.

b) Sample size: 115 respondents are selected as sample size

c) Sampling technique: In this study, Simple random sampling is used for selecting the

respondents. The list of the population is given by the organization from which units are

selected by using lottery method.

Source of data
Both primary and secondary data are used for the study:-

Primary data: The primary data are collected through distributing questionnaires to

115respondents. And also conducting formal and informal interviews with the officials of Pearl

Yamaha for collecting the primary data.

Secondary data: The secondary data are collected through the internal records of the

company, their websites and other books of the company.

Questionnaire design: The questionnaire comprises of 33 questions, scale used five point

interval scale.

Pilot study

A pilot study was conducted to ensure that the topic chosen for the project is of great

relevance in the current situation. From a small interview conducted during the pilot study, it is

7
found that the customers are conscious about the brand image of products, and it has great

influence in their consumption.

Pre-testing
Pre-testing is conducted before the final survey is starting .The sample questionnaires

are distributed to 10 respondents in order to make corrections in the questionnaire.

Statistical tool used 

Chi-square test is used for the study. Chi-square test is one of the important

tests developed to test hypothesis. It is a non parametric test. It is frequently used for testing

hypothesis concerning the difference between a set of observed frequencies of a sample and

corresponding set of expected or theoretical frequencies.

         X2   =   ∑ (O– E) 2 / E

     Where O = observed frequencies,

                  E = expected frequencies, 

          Degree of freedom (v) = n-k            

           n = number of frequency classes

           k = number of independent constraints.

For a contingency table with ‘r’ number of rows and ‘c’ number of columns the degree of

freedom is 

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        V= (r-1) (c-1)        

   The following steps are required to determine the value of the chi-square test.

1. Calculate the expected frequencies

2. Take the difference between observed and expected frequencies.  

3. Obtain the square of the difference.  

4. Divide (O- E) 2 with the expected frequency.

5. Obtain    ∑ (O– E) 2 / E

                The calculated value of x 2 is compared with the table value of x 2 for a given degree

of freedom at a certain specified level of significance. If the calculated value is more than table

value, null hypothesis is rejected and accept the alternative hypothesis. If the calculated value is

less than table value, null hypothesis is accepted and alternative hypothesis is rejected. 

The important applications of chi-square test are given below. 

 To test the variance of a normal population.

 To test the goodness of fit.

 To test the independence of attributes.

Hypothesis 

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 Hypothesis is considered as the most important instrument in research. A

hypothesis is an assumption or some assumption to be proved or disapproved.

Hypothesis can also be divided as (1) Null Hypothesis or (2) Alternative Hypothesis. 

Null Hypothesis: is a statement that no difference exists between a population parameter and a

sample statistic 

Alternative Hypothesis: When the null hypothesis is rejected, then, we are accepting the

alternative hypothesis. The alternative hypothesis is the logical opposite of the null hypothesis.

     In this study  

    Null hypothesis           : customer’s product preference is independent of brand image.

   Alternative hypothesis: customer’s product preference is dependent of brand image

1.5 LIMITATIONS
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 Because of the busy conditions, customers were not able to fill up and return the

questionnaire properly.

 Analysis of data collected from questionnaire is assumed to be accurate as far as the

researcher is concerned but cannot be guaranteed free from bias.

 Problems in sample design and collection of data may also influence the result of the

report

 The employee’s responses are subjective in nature.

 The reliability of the study depends on the information provided by the respondents.

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CHAPTER 2

 INDUSRY PROFILE

 COMPANY PROFILE

 Product profile

2.1 INDUSTRY PROFILE

India is the second largest producer and manufacturer of two-

wheelers in the world. . In the last few years, the Indian two-wheeler industry has seen

spectacular growth. Indian two-wheeler industry had a small beginning in the early 50's.

The Automobile Products of India (API) started manufacturing scooters in the country.

12
The country stands next to China and Japan in terms of production and sales

respectively.

Bikes are a major segment of Indian two wheeler industry, the other

two being scooters and mopeds. Indian companies are among the largest two-wheeler

manufacturers in the world. Hero Honda and Bajaj Auto are two of the Indian

companies that top the list of world companies manufacturing two-wheelers.

The two-wheeler market was opened to foreign companies in the mid

1980s. The openness of Indian market to foreign companies lead to the arrival of new

models of two-wheelers into India. Easy availability of loans from the banks, relatively

low rate of interest and the discount of prices offered by the dealers and manufacturers

lead to the increasing demand for two-wheeler vehicles in India. This lead to the strong

growth of Indian automobile industry.

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 varieties of two wheelers are

available in the market, known for their latest technology and enhanced mileage. Indian

bikes, scooters and

However, few Indian bike enthusiasts prefer high performance

imported bikes. Some of the most popular high-speed bikes are Suzuki Hayabusa,

Kawasaki Ninja, Suzuki Zeus, Hero Honda Karizma, Bajaj Pulsar and Honda Unicorn.

These super bikes are specially designed for those who have zeal for speedy drive. The

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 demand for two-wheelers has been influenced by a number of factors over the past five

years.

The key demand drivers for the growth of the two-wheeler industry are as follows:

 ▪  Inadequate public transportation system, especially in the semi-urban and rural

areas;
▪ Increased availability of cheap consumer financing in the past 3-4 years;
▪ Increasing availability of fuel-efficient and low-maintenance models;
▪ Increasing urbanisation, which creates a need for personal transportation;
▪ Changes in the demographic profile;
▪ Difference between two-wheeler and passenger car prices, which makes two-

wheelers the entry level vehicle;

▪ Steady increase in per capita income over the past five years; and
▪ Increasing number of models with different features to satisfy diverse

consumer needs.

MARKETCHARACTERISTICS

Segmental Classification and Characteristics

The three main product segments in the two-wheeler category are scooters,

motorcycles and mopeds. However, in response to evolving demographics and various

other factors, other sub segments emerged, viz. scooterettes, gearless scooters, and 4-

stroke scooters. While the first two emerged as a response to demographic changes, the

introduction of 4-stroke scooters has followed the imposition of stringent pollution

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 control norms in the early 2000. Besides, these prominent sub-segments, product groups

within these sub-segments have gained importance in the recent years.

Segmental Market Share

The Indian two-wheeler industry has undergone a significant change over

the past 10 years with the preference changing from scooters and mopeds to

motorcycles. The scooters segment was the largest till FY1998, accounting for around

42% of the two-wheeler sales (motorcycles and mopeds accounted for 37% and 21 % of

the market respectively, that year). However, the motorcycles segment that had

witnessed high growth (since FY1994) became larger than the scooter segment in terms

of market share for the first time in FY1999. Between FY1996 and 9MFY2005, the

motorcycles segment more than doubled its share of the two-wheeler industry to 79%

even as the market shares of scooters and mopeds stood lower at 16% and 5%,

respectively.

While scooter sales declined sharply by 28% in FY2001,

motorcycle sales reported a healthy growth of 20%, indicating a clear shift in consumer

preference. This shift, which continues, has been prompted by two major factors: change

in the country's demographic profile, and technological advancements. Over the past 10-

15 years the demographic profile of the typical two-wheeler customer has changed. The

customer is likely to be salaried and in the first job. With a younger audience, the

attributes that are sought of a two-wheeler have also changed. Following the opening up

of the economy and the increasing exposure levels of this new target audience, power

and styling are now as important as comfort and utility.

The marketing pitch of scooters has typically emphasised

reliability, price, comfort and utility across various applications. Motorcycles, on the
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other hand, have been traditionally positioned as vehicles of power and style, which are

rugged and more durable. These features have now been complemented by the

availability of new designs and technological innovations. Moreover, higher mileage

offered by the executive and entry-level models has also attracted interest of two-

wheeler customer. Given this market positioning of scooters and motorcycles, it is not

surprising that the new set of customers has preferred motorcycles to scooters. With

better ground clearance, larger wheels and better suspension offered by motorcycles,

they are well positioned to capture the rising demand in rural areas where these

characteristics matter most.

Scooters are perceived to be family vehicles, which offer

more functional value such as broader seat, bigger storage space and easier ride.

However, with the second-hand car market developing, a preference for used cars to

new two-wheelers among vehicle buyers cannot be ruled out. Nevertheless, the past few

years have witnessed a shift in preference towards gearless scooters (that are popular

among women) within the scooters segment. Motorcycles, offer higher fuel efficiency,

greater acceleration and more environment-friendliness. Given the declining difference

in prices of scooters and motorcycles in the past few years, the preference has shifted

towards motorcycles. Besides a change in demographic profile, technology and

reduction in the price difference between motorcycles and scooters, another factor that

has weighed in favour of motorcycles is the high re-sale value they offer. Thus, the

customer is willing to pay an up-front premium while purchasing a motorcycle in

exchange for lower maintenance and a relatively higher resale value.

Although the three players have dominated the market for a

relative long period of time, their individual market shares have undergone a major

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 change. Bajaj Auto was the undisputed market leader till FY2000, accounting for 32%

of the two-wheeler industry volumes in the country that year. Yamaha motors

dominance arose from its complete hold over the scooter market. However, as the

demand started shifting towards motorcycles, the company witnessed a gradual erosion

of its market share. HHML, which had concentrated on the motorcycle segment, was the

main beneficiary, and almost doubled its market share from 20% in FY2000 to 40% in

9MFY2005 to emerge as the market leader. TVS, on the other hand, witnessed an

overall decline in market share from 22% in FY2000 to 18% in 9MFY2005. The share

of TVS in industry sales fluctuated on a year on year basis till FY2003 as it changed its

product mix but has declined since then.

MANUFACTURERS

As the following graph indicates, the Indian two-wheeler industry is

highly concentrated, with three players-Hero Honda Motors Ltd (HHML), Bajaj Auto Ltd

(Bajaj Auto) and TVS Motor Company Ltd (TVS). The other key players in the two-

wheeler industry are Kinetic Motor Company Ltd (KMCL), Kinetic Engineering Ltd (KEL),

LML Ltd (LML), Yamaha Motors India Ltd (Yamaha), Majestic Auto Ltd (Majestic Auto),

Royal Enfield Ltd (REL) and Honda Motorcycle & Scooter India (P) Ltd (HMSI).

TRENDS IN THE TWO-WHEELER INDUSTRY.

All the major two-wheeler manufacturers, viz. Bajaj Auto, HHML,

TYS, HMSI and others, have increased their manufacturing capacities in the recent past.

The total capacity of these players stood at 7.8 million units per annum (FY2003) as

17
against total market sales of 3.8 million units in FY2002. Most of the players have either

expanded capacity, or converted their existing capacities for scooters and mopeds into

those for manufacturing motorcycles. The move has been prompted by the rapid growth

reported by the motorcycles segment sinceFY1995.

HHML increased the capacity of its plants from 1.8 million units in FY2003 to 2.25 million

in FY2004 and has been able to achieve 92% capacity utilisation. In light of the increase in

demand for motorcycles, the company plans to set up a new plant. Since its entry in the

Indian market during FY2002, HMSI has aggressively expanded its capacity.

A significant trend witnessed over the past five years is the inclination of consumers

towards products with superior features and styling. Better awareness about international

models has raised expectations of consumers on some key attributes, especially quality,

styling, and performance. High competitive intensity has prompted players to launch

vehicles with improved attributes at a price less than the competitive models.

In an effort to satisfy the distinct needs of consumers, producers

are identifying emerging consumer preferences and developing new models. For instance, in

the motorcycles segment, motorcycles with engine capacity over 150cc, is a segment that has

witnessed significant new product launches and hence, become more competitive. The

indigenously launched Pulsar 150 had met with success on its launch and thereafter, a host of

models have been launched in this segment by various players. While Bajaj Auto launched

the Pulsars (150 and 180 cc) with digital twin spark technology (DTSi) that offers a powerful

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engine and fuel efficiency of 125 cc models, model launches by other players include LML's

Graptor/Beamer, HMSI's Unicorn besides the HHML's CBZ (improved version launched in

2003-04) and TVS' Fiero F2. Moreover, in the recent past, the motorcycle segment has

witnessed launch of vehicles with higher engine capacity (higher than 150cc) and power

(higher than 15bhp). These include models such as Bajaj Auto Eliminator and Royal

Enfield's Thunderbird followed by HHML's Karisma. Besides these, KEL has launched

premium segment motorcycles GF 170 and GF Laser besides launching products from the

portfolio of its technology partner (Hyosung's Aquila and Comet 250). The products in this

segment cater for style conscious consumers. Quite a few players are developing models

combining features such as higher engine capacity" optimum mix of power and performance,

and superior styling. However, the extent of shift to these products would depend on the

positioning of such products in terms of price.

In the scooters segment, the market for plastic-bodied

variomatic scooters continues to witness growth in the scenario of overall decline in scooter

volumes. Higher volumes and growth are especially true for certain scooter models, such as

Honda Activa, that brought in new technology (besides variomatic transmission) to further

differentiate themselves. Thus, the need to differentiate and create a niche has led to

companies strengthening their research and development (R&D) capabilities and reducing

the development time for new models.

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 2.2 COMPANY PROFILE

The Yamaha Group is amongst the top 10 business houses in India. The group's

flagship company, Yamaha Auto, is ranked as the world's third largest two-wheeler

manufacturer and the Yamaha brand is well-known across several countries in Latin America,

Africa, Middle East, South and South East Asia.

Yamaha’s history goes back over a hundred years to 1887 when Torakusu Yamaha

founded the company, which began producing reed organs. The Yamaha Corporation in Japan

(then Nippon Gakki Co., Ltd.) has grown to become the world's largest manufacturer of a full

line of musical instruments, and a leading producer of audio/visual products, semiconductors

and other computer related products, sporting goods, home appliances and furniture, specialty

20
metals, machine tools, and industrial robots. The Yamaha Motor Corporation, Ltd., begun on

July 1, 1955, is a major part of the entire Yamaha group, but is a separately managed business

entity from the Yamaha Corporation. The Yamaha Motor Corporation is the second largest

manufacturer of motorcycles in the world. Yamaha Motor Corporation owns its wholly-owned

subsidiary in the U.S. called Yamaha Motor Corporation, USA, that is handling not only

motorcycles, but also snow mobiles, golf carts, outboard engines, and water vehicles, under the

brand name of Yamaha as well.

In 1954 production of the first motorcycles began, a simple 125cc single-

cylinder two stroke. It was a copy of the German DKW design, which the British BSA

Company had also copied in the post-war era and manufactured as the Bantam. The first

Yamaha, the YAI, known to Japanese enthusiasts as Akatombo, the "Red Dragonfly",

established a reputation as a well-built and reliable machine. Racing successes helped boost its

popularity and a second machine, the 175cc YCI was soon in production.

The first Yamaha-designed motorcycle was the twin-cylinder YDI produced

in 1957.The racing version, producing 20bhp, won the Mount Asama race that year. Production

was still modest at 15,811 motorcycle, far less than Honda or Suzuki. The company grew

rapidly over the next three years and in 1959 introduced the first sports model to be offered by a

Japanese factory, the twin-cylinder YDSI with five-speed gearbox. Owners who wanted to

compete in road racing or motocross could buy kits to convert the machine for both road and

motocross racing. By 1960 production had increased 600% to 138,000 motorcycles. In Japan a

period of recession followed during which Yamaha, and the other major Japanese

manufacturers, increased their exports so that they would not be so dependent on the home

market. To help boost export sales, Yamaha sent a team to the European Grand Prix in 1961,

but it was not until the 1963 season that results were achieved. After the Korean War the

American economy was booming and Japanese exports were increasing. In 1962 Yamaha

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exported 12,000 motorcycles. The next year it was 36,000 and in 1964 production rose to

87,000.

In 1963 Yamaha had produced a small batch of 250CC road racing

motorcycles for sale, the air-cooled, twin-cylinder TDI. Ever since then Yamaha has built and

sold motorcycles that could be raced successfully "straight out of the crate", and as a

consequence Yamaha machines have won more road races than any other make, exposing

Yamaha to a good deal of publicity.

By 1965 production was 244,000 units, split about 50/50 between home and

export sales. One of the biggest drawbacks to the sales of two-strokes was that the rider had to

mix oil with their gas. Yamaha technicians accomplished a major technical feat by the

development and introduction of a new Auto lube system.Basically an oil tank that fed lubricant

to a pump that metered oil to the big ends, main bearings and cylinder barrels. It proved very

reliable and did away with mixing oil and gas at every fill up.

The first overseas factory was opened in Siam in 1966 to supply Southeast Asia.

In 1967 Yamaha production surpassed that of Suzuki by 4,000 at 406,000 units. Yamaha

established a lead with the introduction of the first true trail bike "the 250cc single cylinder

DTI". The company also developed a two-liter, six-cylinder, double overhead camshaft sports

car unit for Toyota Motor. Which proved helpful when Yamaha produced their own high-

performance four-stroke motorcycles.

In 1969 Yamaha build a full size road racing circuit near their main factory at

Iwata. By 1970 the number of models had expanded to 20 ranging from 50cc to 350cc, with

production up to 574,000 machines, 60% of which were for export. That year Yamaha broke

their two-stroke tradition by launching their first four-stroke motorcycle, the 650cc XSI vertical

twin modeled on the famous Triumph twins. Yamaha realized the long-term potential of the

22
two-stroke engine and continued to develop two-stroke bikes, concentrating on engines 400cc

and under.

In 1973 production topped one million (1,000,000) motorcycles per year for the first time,

leaving Suzuki way behind at 642,000 and catching up on Honda's 1,836,000. During the 1970's

Yamaha technicians concentrated on development of four-stroke models that were designed to

pass the ever-increasing exhaust emission laws and to be more economical than the two-strokes

that had made Yamaha's fortune.

LAND MARKS:-

• 1960:Secured license under technical collaboration with CEKOP, Poland.

• 1961:Obtained 23 acres of land for separate factory.

• 1962:Assembly and partial manufacturing started in Plant 1.Introduction of Motorcycles

with technical collaboration with M/s CEKOP of Poland.

• 1964:Machinery was installed in the new building .

• 1965:Manufacturing activities shifted from Plant 1 to the present building of YMI

Faridabad

• 1970:Introduction of scooters.

• 1972:GTS a small Motorcycle was introduced.

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• 1979:Entered in a technical collaboration with Yamaha Motors Company of Japan for

manufacturing of 350cc Motorcycles.

• 1983:Letter of intent obtained for manufacture of 100cc Motorcycles. Launching of

350cc Motorcycles in the market all over India. Setting up of CNC CELL in the

organization.

• 1984:On identified scale, manufacturing facilities of various components were improved

upon by introduction of 4th generation machinery equipments. To cater to the urban

population demand for a few efficient and sleek looking Motorcycles, 175cc Super-D

Model waintroduced.Surajpur plant was established in NOIDA.

1985:Started manufacturing of RX-100 cc Motorcycle with technical collaboration with

Yamaha Motors Company of Japan, at Surajpur plant situated at 30 km from Delhi in UP

state.

1986:Installed ‘UYEMURA’, automaticeletroplating plant. Implemented Incentive

Scheme to improve upon productivity. Concentrated on product improvement and

manufacturing facility.

1989:Introduction of Indicators the existing 175cc Rajdoot Motorcycles.

• 1990:Upgradation of the 175cc Motorcycle by introducing newer technology and styling

such as bringing in of Excel-T with Telescopic front forks/modern style.

• 1993:Electronic Ignition system of Rajdoot launched.

• 1995:Started manufacturing 50cc Moped on 31st March 1995.

• 1996:ISO 9001 was conducted. Joint venture with Yamaha Motors Limited Japan.

• 1997:Launched of Yamaha RXZ and 175cc Escorts ACE.

• 1998:YBX 4 – stroke Bi- wheeler was launched.2000:The share of Yamaha Motor has

increased to Yamaha 74% and Escorts 26%.YD125 4- stroke Bi –wheeler was launched.

• 2000:The share of Yamaha Motor has increased to Yamaha 74% and Escorts

24
 26%.YD125 4- stroke Bi –wheeler was launched.

• 2001-2002: :YMEL became a total subsidiary of YMC and it’s name changed

from YMEL to YMI.Launched of Enticer 125 cc & Libero 106 cc bike(4-Stroke )

• 2004 :Launched of 125 Libero

• 2005 : Fazer was introduced

• 2006 : Gladiator (125 cc) was launched.

Over the years Yamaha produced some less successful motorcycles:-

 The TX750 twin of 1972.

 The TX500 double overhead-camshaft, four-valve per cylinder, twin of 1973.

 The XS750 shaft-drive, double overhead-camshaft, three cylinder of 1976.

 And the XS Eleven, four-cylinder of 1977, was at the time the biggest bike

produced by a Japanese manufacturer.

 Other four-strokes were more successful, notably.

 The XT500 single-cylinder trail bike of 1976.

 And the XS350 single overhead-camshaft, twin.

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Pearl Yamaha Hyderabad

Pearl Yamaha is the authorized dealer of Yamaha auto Ltd. which was

started on October, 2005 at Gachibawli, Hyderabad. The managing director is sidharth a

young entrepreneur. Pearl Yamaha operates from eight outlets in various towns of

Hyderabad.

The dealership employs a dedicated workforce of 200, which includes well-

experienced professional staff for customer relationship management. It has four

departments’ namely sales department, service department, sparer parts departments,

works department and accounts department. Each department is having the managers

to control the department and to take over the functions.

26
 Pearl Yamaha offers a full-fledged 3S (Sales, Service & Spares) facility for

all types of Yamaha two-wheelers and three-wheelers. Around 800 vehicles are sold and

serviced at the dealership in a month. Pearl Yamaha have branches at the following

places: Mehadi pattanam, Lingam pally,Madhapoor, and also at Sikanderabad

DEPARTMENTS

 SALES DEPARTMENT

This department is headed by the Dealership Manager. Sales department of this organization

is deals with selling of the vehicle, maintaining the customers address, contact numbers and

maintaining the registration details of the vehicles. This department is also deals with the

remitting the road tax, insurance and the registration certificate of the new vehicles. Sales

department has categorized in to three according to their functions

 SERVICE DEPARTMENT

The service department is dealing with the servicing of the vehicle. The function of this

department includes pre-delivery inspection, attending the periodical warranty services and

all other after sale services. There are five services for all vehicles including one year

warranty, first four services are done at free of cost and the other one are paid service

 ACCOUNTS DEPARTMENTS

This department is headed by an accounts officer and an assistant. The accounting works of

all the departments and branches are done under this section. They keep day to day accounts

as well as the records of the dealers who are purchasing the spare parts. They also entrusted

with the duty of making all the payments and receipt of the organization and to give the

salaries and other benefits to the staffs.

27
28
 ORGANISATIONAL CHART

P proprietor

General Manager

Asst. General Manager

Accounts Administrative Dealership Works Service

Officer Officer Manager Manager Manager

Works
Assistant Office
Assistants
Accountants Assistants

Branch Regional Sales Sales Dealer Branches

Accountants Custome Service In
Managers Customer service
chargers
r Care Care engineer

Cashier Showroom
sales
Manager

Showroom
Executives

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 2.3 PRODUCT PROFILE

FZ:-

"Full LCD meter"

The meters on the FZS are installed in a Full Liquid Crystal Display. The

speedometer, tachometer, trip meter, fuel gauge and other indicators are set in optimum position

to keep the field of vision clear. Also, the engine starting signal is an example of the spirit of

innovation.

"Air-cooled, 4-stroke, single-cylinder 153cc engine"

A newly designed 153cc air-cooled, 4-stroke, SOHC, single-cylinder, 2-valve

engine with a max.output of 14 Ps and a max. torque of 14 N.m., characterized by its

breathtaking pick up and featu

"Monocross suspension adopted"

A Monocross rear suspension unit provides 120 mm of wheel travel, while

optimized oil and damping valve specs help ensure agile running performance and handling. It

inhibits bottoming while riding with a tandem passenger as well as providing a very

comfortable ride.

"Exhaust efficiency, sound and concentration of mass"

To give a sense of volume to the machine, an external diameter of 35mm is

adopted in a two-layer type exhaust to minimize the effect of heat on the pipe. The layout

30
features a large-volume primary character on the underside of the crankcase. The muffler is an

irregular shaped tapered type mid-ship muffler.

"India’s first “140/60-17” size radial tyre (rear)"

The rear tyre is India’s first radial tyre with a 60% aspect ratio. Both the front and

rear tyres on this model are tubeless type that are less susceptible to sudden flattening should the

tyre be punctured

"Large-diameter front disc brake adopted"

At the front, a large Ø267mm disc brake is adopted. The two-pot caliper makes

full use of the outer perimeter of the disc to provide strong stopping power. The optimized specs

of the operational parts provide a high-level of balance, excellent initial braking performance

and good operational touch.

The inner tubes on the front fork are the first large Ø41mm units adopted on a motorcycle made

in India and the stroke is a generous 130mm. With the front assembly dimensions, they provide

good shock absorption. The good damping characteristics during acceleration and braking

contribute to increasing stability.

"Full LCD meter"

The meters on the FZS are installed in a Full Liquid Crystal Display. The

speedometer, tachometer, trip meter, fuel gauge and other indicators are set in optimum position

to keep the field of vision clear. Also, the engine starting signal is an example of the spirit of

innovation

31
"Multi-reflector headlight adopted"

The bulb’s illumination and the type of light unit employed gives greater

freedom of design. This creates an aggressive-looking front view and the transparent lens gives

this unit a highly stylish image that accentuates the character of the model’s ride.

"12-liter fuel tank with uniquely styled plastic resin cover"

The steel fuel tank with a plastic resin outer cover takes advantage of the

freedom of shaping that plastic provides, giving the tank cover a powerful shape with

modulations suggestive of the muscular body of an athlete.

32
FAZER:-

The Fazer, gets its DNA from the global Fazer series known for their sports

touring, awesome looks. It has a “Look-at-me” appeal with the triple macho design concept

giving it a concentrated form with excellent ergonomics. It has the beautifully contoured color –

coordinated aerodynamic cowling to keep the wind blast at bay. With its comfortable riding

position and seat the rider can enjoy a week end getaway or head off on a touring holiday.

Just like FZ16 and FZ-S, Fazer carries the Monocross suspension to ensure

agile running performance and handling. The placement of this model’s ‘MidShip Muffler’

toward the center of the machine gives it a good concentration of mass, exhaust efficiency and

handling. Fazer has the “140/60-17” size rear radial tyre with a 60% aspect ratio contributes to

better grip and handling stability.

The Fazer will be available in four color Electric Blue, Midnight Black, Lava Red and Flaming

Orange.

33
Engine :

Engine type Air-cooled, 4-stroke, SOHC, 2-valve

Displacement 153.0cm3
Maximum power 14PS / 7500 rpm
Maximum torque 14 Nm / 6000 rpm
Starting system Electric start
Fuel tank capacity 12 litres
Transmission type Return type 5-speed

Chassis:

Brake type(front/rear) Hydraulic single disc / drum

Headlight 12V35W/35W+35W

Dimentions:

Overall Length × Width × Height 1,975mm × 770mm × 1,045mm

Seat height 790mm
Wheelbase 1,335mm
Minimum ground clearance 160mm
Dry weight/Kerb weight 130 kg / 141 kg

R15:-

Racing Instinct. - Passing on the “R series” DNA -

- Humachine Technologies & Sensual Racing Form -

The YZF-R1 and YZF-R6 are equipped with under cowls that are based on the image of a

diffuser, to give them the best form for aero-management. These are not cowls for simply

34
enclosing the engine, but forms composed of blade surfaces that actively control airflow. This

spirit has been directly inherited by the YZF-R15.

“Harmony between rider and machine.” YAMAHA's Human Technology involves studying the

form of the motorcycle actually in motion with the rider on it. The R series is the embodiment

of 1) a wide frontal space that protects the rider, 2) an easy to ride seating area that gives riders

the freedom of movement and allows them to steer effectively, 3) the glamorous tail treatment

that takes into account the management of airflow behind the rider, and 4) a sensual racing form

that brings all 3 of these elements together in a harmonious package. These characteristics have

been splendidly reproduced in the YZF-R15.

Additionally, the designs were developed in the same modeling room where YZF-R1 designers

worked. Information was shared, ensuring that the R lineage would be transmitted. In addition,

the model also incorporates a multitude of adjustments for the Indian market including seat

shape that allows for tandem riding (integrated with the main seat), tandem grips that are easy to

grip and also contribute to the supersport design, and a riding position that takes into account

comfort, etc. In other words, the YZF-R15 is characterized by a hybrid design that combines the

world-class design of the “R” series with localized functions. The YZF-R15 was created to lead

the supersport category in India.

Space:

Drawing on 10 years of YZF series development with a new fuel-injected engine and Delta box

frame the new YZF R15 invites you to “enjoy riding”

Engine :

35
Engine type Liquid-cooled, 4-stroke, SOHC, 4-valve

Cylinder arrangement Single cylinder

Displacement 149 .8cc

Bore & Stroke 57×58.7mm

Compression ratio 10.4:1

Maximum power 17PS / 8,500rpm

Maximum torque 15 N.m / 7,500rpm

Starting system Electric Start

Lubrication wet sump

Engine oil capacity 1.0 liters

Fuel tank capacity 12 liters

Fuel supply system Electronic fuel injection

Ignition system T.C.I

Primary / Secondary reduction ratio 3.042 / 3.000

Clutch type Constant-mesh wet multi-plate

Transmission type Return type 6-speed

1st=2.833, 2nd ＝ 1.875, 3rd:=1.364,

4th=1.143, 5th=0.957, 6th=0.84

Gear ratios

Chassis:

Frame type Delta box Frame

Caster / Trail 26° / 100mm

Tire size (Front / Rear) 80/90-17 / 100/80-17

Brake type (Front / Rear) Hydraulic, single disc (Front / Rear)

Suspension type (Front / Rear) Telescopic / Linked type Monocross

36
Dimentions:

Overall length x width x height 1,995mm x 670mm x 1,070mm

Seat height 790mm

Wheelbase 1,290mm

Minimum ground clearance 160mm

Dry weight / Curb weight 120kg / 131kg

GLADIATOR:-

Stop Commuting. Start Sports Biking.

Riding the wave of sports biking and adding more zing to its portfolio, India Yamaha Motor

Pvt. Ltd has introduced Gladiator Type SS (Sports & Stylish) in red color now. Packed with the

advantages of 4-stroke, 125 cc, 11 PS, 5-speed bike; the Stylish and Sporty Gladiator is a

unique combination of sports biking and style.

Yamaha’s race-bred technology enhances the convenience in riding, agile cornering and precise

braking like no other bike can. Added to this, the Gladiator has been designed for substantial

and overall improvement in running performance, overall sporty design and product reliability

with added features and advantages of practical functionality of commuting bikes, such as fuel

economy and cost effectiveness.

The Gladiator showcases benchmark 125cc styling, refinement and a free-revving 11 bhp

engine with Yamaha Throttle Position Sensor (YTPS) that delivers stupendous standing

acceleration. 5 speed gearbox allows the rider to make the most of a wide power band to

experience excellent performance in both around-town and high-speed riding. With the

37
Aerodynamic racy under-cowl, Gladiator is ergonomically designed. Sporty Tachometer,

Lowered front cowl, Lightweight Aluminum wheels and powered front Disc Brakes gives it a

dynamic yet sophisticated demeanor.

Gladiator Type SS

Engine :

Engine type Air-cooled, 4-stroke, SOHC, 2-valve

Cylinder arrangement Single cylinder
Displacement 123.7cc
Bore & Stroke 54.0 × 54.0mm
Compression ratio 10.0:1
Maximum power 11PS (8.0kW) / 7,500rpm
Maximum torque 10.4N.m / 6,500rpm
Starting system Kick start / Electric start
Primary / Secondary reduction ratio. 3.4 / 3.214
Clutch type Multiplate wet type
Transmission type 5 Speed constant mesh
1st=3.000, 2nd ＝ 1.777, 3rd:=1.316,
Gear ratios
4th=1.045, 5th=0.875

Chassis:

Frame type Steel pipe -Diamond tubular type

Caster / Trail 26° / 90mm
Tire size (Front / Rear) 2.75 X 18" 4PR, 42P / 3.00 X 18" 6PR, 52P
Brake type (Front / Rear) Disc (240mm dia) / Drum (130mm dia)
Suspension type (Front) Telescopic Hydraulic
Suspension type (Rear) Rectangular swing arm with hydraulic shock absorber
Battery 12V- 5AH
Headlight 12V 35/35W Halogen bulb

38
Tail Lamp 12V 21/5W
12V 10W
Indicator

Dimentions :

Overall length x width x height 2,065mm x 730mm × 1,100mm

Seat height 790mm
Wheelbase 1,300mm
Minimum ground clearance 155mm
Dry weight / Kerb weight 117kg / 128kg
Fuel tank capacity 13 liters

Gladiator Type RS

Engine:

Engine type Air-cooled, 4-stroke, SOHC, 2-valve

Cylinder arrangement Single cylinder
Displacement 123.7cc

39
Bore & Stroke 54.0 × 54.0mm
Compression ratio 10.0:1
Maximum power 11PS (8.0kW) / 7,500rpm
Maximum torque 10.4N.m / 6,500rpm
Starting system Kick start / Electric start
Primary / Secondary reduction ratio. 3.4 / 3.214
Clutch type Multiplate wet type
Transmission type 5 Speed constant mesh

Chassis:

Frame type Steel pipe -Diamond tubular type

Caster / Trail 26° / 90mm
Tire size (Front / Rear) 2.75 X 18" 4PR, 42P / 3.00 X 18" 6PR, 52P
Brake type (Front / Rear) Disc (240mm dia) / Drum (130mm dia)
Suspension type (Front) Telescopic Hydraulic
Suspension type (Rear) Rectangular swing arm with hydraulic shock absorber
Battery 12V- 5AH
Headlight 12V 35/35W Halogen bulb
Tail Lamp 12V 21/5W
Indicator 12V 10W

Dimentions:

Overall length x width x height 2,065mm x 730mm × 1,100mm

Seat height 790mm
Wheelbase 1,300mm
Minimum ground clearance 155mm
Dry weight / Kerb weight 117kg / 128kg
Fuel tank capacity 13 liters

40
ALBA:-

abhi gaya abhi aya

Alba’s electric start engine blends youthful style and modernism with thoughtful decency ! Get

a feel of Yamaha Alba’s robust and Solid design. Make heads turn as you ride the new wave of

fashion, a machine defined by style and intelligence.

Overall the bike gives an image of a robustness, solidity and durability. The new aerodynamic

cowl, well sculptured tank, broad seat for comfortable riding of the pillion. Modern fit & finish

with easy reading instrument consol including a fuel meter. The ideal ergonomics of Seat /

Handlebar/riding posture / knee recess on the petrol tank all designed for comfortable riding.

Engine which provides ideal combination of low end torque and mileage.

Perfectly spaced gear ratio for driving in congested conditions without changing gears

repeatedly.

Engine

Engine type Air-cooled, 4-stroke, SOHC, 2-valve

Cylinder arrangement Single cylinder

Displacement 106cc

41
Bore & Stroke 49.0 x 56.0mm

Maximum power 7.6PS (5.59kW) / 7,500rpm

Maximum torque 7.85N.m / 6,000rpm

Starting system Kick start / Electric start

Clutch type Multiple wet type

Gear box 4-speed constant mesh

Chassis:

Frame type Double cradle type-tubular

Tire size (Front / Rear) 3.00-18-4PR, 42P / 3.00-18-6PR, 52P

Brake type (Front / Rear) Drum / Drum (130mm Dia)

Suspension type (Front / Rear) Telescopic Hydraulic / Ajustable, Hydraulic

Headlight 12V 35/35W Halogen bulb (HS1)

Tail Lamp 12V 21 / 5W (12P 24 / 5W)

Indicator 12V 10W (12R 10W)

Dimentions

Overall length x width x height 2,000mm x 730mm x 1,050mm

Seat height 1,290mm

Wheelbase 173mm

Minimum ground clearance 119kg / 130kg

Fuel tank capacity 13 liters

42
CHAPTER 3

Theoretical perspective

3.1 THEARETICAL PERSPECTIVE

43
 A brand is a collection of images and ideas representing an economic

producer; more specifically, it refers to the descriptive verbal attributes and concrete symbols

such as a name, logo, slogan, and design scheme that convey the essence of a company, product

or service. Brand recognition and other reactions are created by the accumulation of experiences

with the specific product or service, both directly relating to its use, and through the influence of

advertising, design, and media commentary. A brand is a symbolic embodiment of all the

information connected to a company, product or service. A brand serves to create associations

and expectations among products made by a producer. A brand often includes an explicit logo,

fonts, color schemes, symbols and sound which may be developed to represent implicit values,

ideas, and even personality. The key objective is to create a relationship of trust.

The brand, and "branding" and brand equity have become increasingly

important components of culture and the economy, now being described as "cultural accessories

and personal philosophies". In non-commercial contexts, the marketing of entities which supply

ideas or promises rather than product and services (e.g. political parties or religious

organizations) may also be known as "branding".

BRAND IMAGE

Corporate identity and image are shaped by the entirely of perceptions of a

variety of stake holders, both existing and potential ones, such as customers, suppliers,

employees, general public, opinion makers, and government officials. Our study is an empirical

investigation of corporate brand image and impact on one such stake holder group made up of

prospective employees. A large multi national, a technical and scientific research firm, a major

recruiter of graduates from campuses of reputable universities across the nation was chosen as

the subject. This paper develops and tests a path model of the antecedent factors affecting

corporate brand image and specific expectations that stake holders may have of a corporate

brand. Based on a thorough literature review, a corporate brand image model that treated as

44
antecedents the four constructs, awareness of organization’s products, perception about culture,

personality of the focal firm, and general expectations was proposed. Specific expectations that

respondent may have about working with the firm was modeled to be influenced by the

corporate brand image of the firm surveyed and also by the mentioned four antecedent

constructs.

Brand image may be the best, single marketable investment a company can

make. Creating or revitalizing a positive brand image is a basic component of every business

and lays a foundation on which companies can build their future.

Companies often introduce products with enhanced or unique features to

compete with the dominant brands in the market. This paper examines the moderating role of

product familiarity in consumer preferences of products with enhanced or unique features in

studies. The findings show that when consumers are unfamiliar with a product category, they

prefer a product with enhanced features to one with unique features. In contrast, when

consumers are experienced, they perceive a product with unique features more favorably than

an enhanced one. Further more, this effect is due to consumer perceived differentiation of and

performance uncertainty about new products with enhanced or unique features.

Most often the customers are assisted in getting complex evaluation and

analysis of the market, in studying customer’s product preference and consumer behavior.

Results of the research can be used for planning and efficiency evaluation of factors of product

of product preference and the relationship to brand image.

Branding research has largely focused on consumer goods markets and

only recently has attention been given to business markets. In many business markets the

company’s reputation has a strong influence on buying decisions which may differ the more

specific product related influence of the brand’s image. This report investigate these differences

45
by testing the hypothesis about the influences of rand image and company reputation on

customers ‘ perception of product and service quality, customer value, and customer loyalty in

a business market where there are three manufactures marketing their brands directly to large

number of small firms. The result indicate that the brand’s image has a more specific influence

on the customer’s perceptions of product and service quality while the company’s reputation

has a broader influence on perceptions of customer value and customer loyalty.

PRODUCT PREFERENCE

These days, many companies are increasing their efforts to provide

customized product or services based on flexible systems with economical and rational volume

and cost. By sharing and reusing assets such as components, modules, processes, information

and knowledge across a family of products or service, companies can efficiently develop a set

of differentiated products by improving flexibility and responsiveness of product and service

development. Product family design is a way to achieve cost effective mass customization by

allowing highly differentiated products around a platform while targeting products to distinct

market segments. Electronic markets and web-based content have improved traditional product

and service development process by increasing the participation of customers and applying

various recommender systems to satisfy individual customer needs. The growing number of

electronic markets for product and service development has significantly increased information

related to design and the complexity of transactions, making it difficult to control the electronic

markets with human resources. In recent years, agents and multi-agent systems have become a

powerful and prevalent methodology for investigating and developing complex systems. An

agent- based technique based on agent’s roles and tasks can provide appropriate methods to

solve product design problems. Agents have been used extensively in product design and can be

used in product family design if developed properly.

46
 The objective of this paper is to introduce an agent based recommender

system to support customized recommendations and design for products and services in

dynamic market environments. In the proposed systems, product and service preferences are

identified from customer’s preferences and are used to provide customers with customized

product and service recommendations. The proposed recommender system uses agent- based

decision making for recommending product and services in a distributed and dynamic

environment.

Concepts:-

Some marketers distinguish the psychological aspect of a brand from the

experiential aspect. The experiential aspect consists of the sum of all points of contact with the

brand and is known as the brand experience. The psychological aspect, sometimes referred to

as the brand image, is a symbolic construct created within the minds of people and consists of

all the information and expectations associated with a product or service.

Marketers engaged in branding seek to develop or align the expectations

behind the brand experience, creating the impression that a brand associated with a product or

service has certain qualities or characteristics that make it special or unique. A brand is

therefore one of the most valuable elements in an advertising theme, as it demonstrates what the

brand owner is able to offer in the marketplace. The art of creating and maintaining a brand is

called brand management. This approach works not only for consumer goods B2C (Business-to-

Consumer), but also for B2B (Business-to-Business),

A brand which is widely known in the marketplace acquires brand

recognition. When brand recognition builds up to a point where a brand enjoys a critical mass

of positive sentiment in the marketplace, it is said to have achieved brand franchise. One goal

in brand recognition is the identification of a brand without the name of the company present.

47
For example, Disney has been successful at branding with their particular script font (originally

created for Walt Disney's "signature" logo), which it used in the logo.

Consumers may look on branding as an important value added aspect of

products or services, as it often serves to denote a certain attractive quality or characteristic.

From the perspective of brand owners, branded products or services also command higher

prices. Where two products resemble each other, but one of the products has no associated

branding (such as a generic, store-branded product), people may often select the more expensive

branded product on the basis of the quality of the brand or the reputation of the brand owner.

Brand name

The brand name is often used interchangeably with "brand", although it is more correctly used

to specifically denote written or spoken linguistic elements of a brand.

In this context a "brand name" constitutes a type of trademark, if the brand name exclusively

identifies the brand owner as the commercial source of products or services. A brand owner

may seek to protect proprietary rights in relation to a brand name through trademark

registration. Advertising spokespersons have also become part of some brands, for example:

Mr. Whipple of Charmin toilet tissue and Tony the Tiger of Kellogg's.

The act of associating a product or service with a brand has become part of pop

culture. Most products have some kind of brand identity, from common table salt to designer

clothes.

Brand identity

How the brand owner wants the consumer to perceive the brand - and by extension the branded

company, organization, product or service. The brand owner will seek to bridge the gap

48
between the brand image and the brand identity. Brand identity is fundamental to consumer

recognition and symbolizes the brand's differentiation from competitors.

Brand identity may be defined as simply the outward expression of the

brand, such as name and visual appearance. Some practitioners however define brand identity

as not only outward expression (or physical facet), but also in terms of the values a brand carries

in the eye of the consumer. In 1992 Jean-Noel Kapferer developed the Brand Identity Prism,

which charts the brand identity along a constructed source and constructed receiver axis, with

externalization on the one side and internalization on the other. On the externalization side

brand identity consists of "physical facet", "relationship" and "reflected consumer". On the

internalization side brand identity consists of "personality", "culture (values)" and "consumer

metallization". In this respect Kapferer positions brand personality as one factor within brand

identity.

Brand personality

Brand personality is the attribution of human personality traits to a brand as a way to achieve

differentiation. Such brand personality traits may include seriousness, warmth, or imagination.

Brand personality is usually built through long-term marketing, as well as packaging and

graphics.

Brand promise

Brand promise is a statement from the brand owner to customers, which identifies what

consumers should expect from all interactions with the brand. Interactions may include

49
employees, representatives, actual service or product quality or performance, communication

etc. The brand promise is often strongly associated with the brand owner's name and/or logo.

Brand value

Brand equity or brand value measures the total value of the brand to the brand owner, and

reflects the extent of brand franchise.

A brand can be an intangible asset, used by analysts to rationalize the difference between a

company's "book value" and market value. For example, the market value of a company can far

exceed its tangible assets (physical assets owned by the company, such as stock or machinery),

and its brand value can account for some of the difference. Up to 85 percent of a company’s

market value might be intangible (for example know-how, existing client relationships), and

Inter brand, a brand consultancy, states that tangible assets may account for less than five

percent of a company’s market value.

Brand value, especially in the case of consumer product brands, may arise out of customer

loyalty. Brand value may also arise in terms of staff retention benefits (e.g. the ability of the

company to attract and retain skilled and/or talented employees offering competitive salaries).

Campaigning groups may deliberately target a company’s brand value to force a company into

adopting a certain position or practices. Some campaign groups have thought to do this by

deliberately subverting a brand’s image, logo or message, creating a negative association among

consumers. This attack may be visual, as pioneered by groups such as Ad busters, or focusing

on the message.

Brand monopoly

In economic terms the "brand" is, in effect, a device to create a "monopoly" — or at least some

form of "imperfect competition" — so that the brand owner can obtain some of the benefits

50
which accrue to a monopoly or unique point of sale, particularly those related to decreased price

competition. In this context, most "branding" is established by promotional means. However,

there is also a legal dimension, for it is essential that the brand names and trademarks are

protected by all means available.

In all these contexts, retailers' "own label" brands can be just as powerful. The "brand",

whatever its derivation, is a very important investment for any organization

Branding policies:-
There are a number of possible policies:

Company name

Often, especially in the industrial sector, it is just the company's name which is promoted

(leading to one of the most powerful statements of "branding"; the saying, before the company's

downgrading,).

In this case a very strong brand name (or company name) is made the vehicle for a range of

products or even a range of subsidiary brands.

Individual branding

Individual branding, also called multi-branding, is the marketing strategy of giving each product

in a product portfolio its own unique brand name. This is contrasted with family branding in

which the products in a product line are given the same brand name. The advantage of

individual branding is that each product has a self image and identity that's unique. This

facilitates the positioning process. That means that there are less Halo-effects and one can

position all products differently without making trade-offs.

Attitude branding

Attitude branding is the choice to represent a larger feeling, which is not necessarily connected

with the product or consumption of the product at all. Marketing labeled as attitude branding

51
include that of Nike, Starbucks, The Body Shop, Safeway, and Apple Computer. In the 2000

book, No Logo, attitude branding is described by Naomi Klein as a "fetish strategy".

"No-brand" branding

Recently a number of companies have successfully pursued "No-Brand" strategies, examples

include the Japanese company Muji, which means "No label, quality goods" in English.

Although there is a distinct Muji brand, Muji products are not branded. This no-brand strategy

means that little is spent on advertisement or classical marketing and Muji's success is attributed

to the word-of-mouth, a simple shopping experience and the anti-brand movement. Other

brands which are thought to follow a no-brand strategy like Muji, does not brand its products.

Derived brands

In this case the supplier of a key component, used by a number of suppliers of the end product,

may wish to guarantee its own position by promoting that component as a brand in its own

right.

Brand development:-
In terms of existing products, brands may be developed in a number of ways:

Brand extension

The existing strong brand name can be used as a vehicle for new or modified products; for

example, many fashion and designer companies extended brands into fragrances, shoes and

accessories, home textile, home decor, luggage, sun glasses, furniture, hotels, etc.

Multi-brands

Alternatively, in a market that is fragmented amongst a number of brands a supplier can choose

deliberately to launch totally new brands in apparent competition with its own existing strong

52
brand (and often with identical product characteristics); simply to soak up some of the share of

the market which will in any case go to minor brands.

The rationale is that having 3 out of 12 brands in such a market will give a greater overall share

than having 1 out of 10 (even if much of the share of these new brands is taken from the

existing one). In its most extreme manifestation, a supplier pioneering a new market which it

believes will be particularly attractive may choose immediately to launch a second brand in

competition with its first, in order to pre-empt others entering the market.

Individual brand names naturally allow greater flexibility by permitting a variety of different

products, of differing quality, to be sold without confusing the consumer's perception of what

business the company is in or diluting higher quality products.

Once again, Procter & Gamble is a leading exponent of this philosophy, running as many as ten

detergent brands in the US market. This also increases the total number of "facings" it receives

on supermarket shelves. Sara Lee, on the other hand, uses it to keep the very different parts of

the business separate — from Sara Lee cakes through Kiwi polishes to L'Eggs pantyhose.

Small business brands

Branding a small or medium sized business (SME) follows essentially the same principle a

branding larger corporation. The main differences being that small businesses usually have a

smaller market and have less reach than larger brands. Some people argue that it is not possible

to brand a small business, however there are many examples of small businesses that became

very successful due to branding.

Own brands and generics

With the emergence of strong retailers the "own brand", a retailer's own branded product (or

service), also emerged as a major factor in the marketplace. Where the retailer has a particularly

53
strong this "own brand" may be able to compete against even the strongest brand leaders, and

may outperform those products that are not otherwise strongly branded.

Concerns were raised that such "own brands" might displace all other brands, but the evidence

is that — at least in supermarkets and department stores — consumers generally expect to see

on display something over 50 per cent (and preferably over 60 per cent) of brands other than

those of the retailer.

The strength of the retailers has, perhaps, been seen more in the pressure they have been able to

exert on the owners of even the strongest brands (and in particular on the owners of the weaker

third and fourth brands). Relationship marketing has been applied most often to meet the wishes

of such large customers (and indeed has been demanded by them as recognition of their buying

power). Some of the more active marketers have now also switched to 'category marketing' - in

which they take into account all the needs of a retailer in a product category rather than more

narrowly focusing on their own brand.

At the same time, probably as an outgrowth of consumerism, "generic" (that is, effectively

unbranded goods) have also emerged. These made a positive virtue of saving the cost of almost

all marketing activities; emphasizing the lack of advertising and, especially, the plain packaging

(which was, however, often simply a vehicle for a different kind of image).

54
CHAPTER 4

 DATA ANALYSIS AND

INTERPRETAION

 TESTING OF HYPOTHESIS

55
Table no. 1

4.1 How to know about the company

OPTIONS NO OF RESPONDENTS PERCENTAGE

Advertisement 30 26%

Friends 25 22%

Sales executive 35 31%

Relatives 20 17%

others 5 4%

TOTAL 115 100

Chart no: 1

How to know about the company

40
35
30
25
20
15
10
5
0
Advertisement Friends Sales executive Relatives others

INTERPRETATION:

From the above analysis it is found that the 30(26%) respondents came to know about the
company through advertisement. 25(22%) of them are through friends. 35(33%) respondents
through sales executives and, 20(17%) from relatives. only 5(4%) respondents are through other
ways. So the performance of sales executives is good, but it is only an average, because it is
below 50. Advertisement has also clear influence on the customer awareness.

Table no. 2

56
 4.2 Occupation of the respondents
Chart no: 2

OPTIONS NO OF RESPONDENTS PERCENTAGE (%)

Business 20 17%

Professional 35 31%

Student 29 25%

Employee 26 23%

Others 5 4%

TOTAL 115 100

Occupation of the respondents

40
35
30
25
20
15
10
5
0
Business Professional Student Employee Others

INTERPRETATION:

From the above analysis it is found that among the 115 respondents, there are 20(17%) business
men, 35(31%) of them are professionals. 29(25%) are students, 26(23%) employees and 5(4%)
respondents have other occupations.

57
Table no. 3

4.3 Reason for selecting the company

Chart no: 3
OPTIONS NO OF RESPONDENTS PERCENTAGE

Price 25 22%

quality 30 26%

Fashion 30 26%

Trust in the company 25 22%

others 5 4%

TOTAL 115 100

Reason for selecting the company

35

30

25

20

15

10

0
Price quality Fashion Trust in the company others

INTERPRETATION:

From the above analysis it is found that 30(26%) customers selected the company for quality. and for
fashion 30(36%) respectively. 25(22%) 0f them are for price worthiness and , also 25(22%) of them are

58
for trust in the company. Only 5(4%) respondents are for other things. The analysis shows that quality
and fashion of the product is more important than the price and other things.

Table no. 4

OPTIONS NO OF RESPONDENTS PERCENTAGE

Poor 20 17%

Bad 25 22%

Average 35 31%

Good 29 25%

Excellent 6 5%

TOTAL 115 100

4.4 First impression of the company

Chart no: 4

First impression of the company

40
35
30
25
20
15
10
5
0
Poor Bad Average Good Excellent

INTERPRETATION:

From the above analysis 29(25%) respondents found good first impression of the company. 6(5%) of
them found that the first impression was excellent, 35 (31%) of them rated it, average. 25(22%)
respondents rated the first impression was bad and 20(17%) of them rated it was poor.

Table no. 5

59
 4.5 Bike’s price
OPTIONS NO OF RESPONDENTS PERCENTAGE

Very high 43 37%

High 45 39%

Medium 17 15%

Low 10 9%

Very low 0 0%

TOTAL 115 100

Chart no: 5

Bike's price
50
45
40
35
30
25
20
15
10
5
0
Very high High Medium Low Very low

INTERPRETATION:

In the above table and adjoining chart shows that the price of bike , out of 115 respondents, 43 (37%)
respondents says that it is very high ,among them 45(39%) says that the price of bike is high. 17(51%)
respondents rate that it is medium. 10 (9%) respondents says that the price remitted by the company is
low, none of them says that it is very low.

Table no. 6

4.6 Brand image

60
 OPTIONS NO OF RESPONDENTS PERCENTAGE

Very good 20 17%

Good 46 40%

Neutral 38 33%

Bad 11 11%

Very bad 0 0%

TOTAL 115 100

Chart no: 6

Brand image
50
45
40
35
30
25
20
15
10
5
0
Very good Good neutral Bad Very bad

INTERPRETATION:

The above table and adjoining chart shows that out of the 115 respondents, 46(40%) respondents agree
that the brand image of Yamaha is good. (17%) 20 respondents rate that the brand image is very good
and 38(33%) respondent responded that it is neutral, 11(10%) of them rates it is bad, and none of them
says the brand image of Yamaha is very bad.

Table no. 7

4.7 My Bike is comfortable

61
Chart no: 7

OPTIONS NO OF RESPONDENTS PERCENTAGE

Strongly agree 21 18%

agree 69 60%

Can’t say 20 18%

disagree 5 4%

Strongly disagree 0 0%

TOTAL 115 100

My bike is comfortable
80
70
60
50
40
30
20
10
0
Strongly agree agree Can’t say disagree Strongly disagree

INTERPRETATION:

The above table and adjoining chart shows that out of the 115 respondents, 21(18%) respondents
strongly agree that the bike is comfortable. (60%) 69respondents agree with the statement, 20 (18%) rate

62
it is moderate, 5(4%) responded disagree with the statement that, the bike is comfortable, and none of
them strongly disagree with the statement.

OPTIONS NO OF RESPONDENTS PERCENTAGE

Strongly agree 21 18%

agree 31 27%

neutral 42 37%

disagree 16 14%

Strongly disagree 5 4%

TOTAL 115 100

Table no. 8

4.8 Influence of publicity

Chart no: 8

Influence of publicity
45
40
35
30
25
20
15
10
5
0
Strongly agree agree neutral disagree Strongly disagree

INTERPRETATION:

The above table and adjoining chart shows that out of the 115 respondents, 21(18%) respondents
strongly agree that the product publicity influences the brand image. (27%) 31respondents agree with the
statement, 42 (37%) rate it is moderate, 16(14%) responded disagree that the product publicity adds
brand image,, and5 (4%) strongly disagree with the statement.

63
Table no. 9

4.9 Company offers

OPTIONS NO OF RESPONDENTS PERCENTAGE

Strongly agree 31 28%

agree 43 39%

neutral 32 29%

disagree 5 4%

Strongly disagree 0 0%

TOTAL 115 100

Chart no: 9

Company offers
50
45
40
35
30
25
20
15
10
5
0
Strongly agree agree neutral disagree Strongly disagree

INTERPRETATION:

The above table and adjoining chart shows that out of the 115 respondents, 31(28%) respondents
strongly agree that they are satisfied with the company offers. (39%) 43 respondents agree with the
statement, 32 (29%) rate it is moderate, 5(4%) responded disagree with the statement, and none of them
are strongly disagree with the statement.

Table no. 10

64
 4.10 Design of the bike
Chart no: 10

OPTIONS NO OF RESPONDENTS PERCENTAGE

Strongly agree 27 23%

agree 65 57%

neutral 10 9%

disagree 12 10%

Strongly disagree 1 1%

TOTAL 115 100

Design of the bike

70

60

50

40

30

20

10

0
Strongly agree agree neutral disagree Strongly disagree

INTERPRETATION:

The above table and adjoining chart shows that out of the 115 respondents, 27(23%) respondents
strongly agree that the design of the bike is satisfactory. (57%) 65respondents agree with the statement,

65
10 (9%) rate it is neutral, 12(10%) responded disagree that the design of the bike is satisfactory, and1
(1%) strongly disagree with the statement.

Table no. 11

OPTIONS NO OF RESPONDENTS PERCENTAGE

Strongly agree 38 33%

agree 62 54%

neutral 10 9%

disagree 5 4%

Strongly disagree 0 0%

TOTAL 115 100

4.11 Performance of bike

Chart no: 11

Performance of bike
70

60

50

40

30

20

10

0
Strongly agree agree neutral disagree Strongly disagree

INTERPRETATION:

The above table and adjoining chart shows that out of the 115 respondents, 38(33%) respondents
strongly agree that the performance of the bike is satisfactory. (54%) 62respondents agree with the
statement, 10 (9%) rate it is neutral, 5(4%) responded disagree that the performance of the bike is
satisfactory, and none of them strongly disagree with the statement.

66
 Table no. 12

4.12 Influence of product quality

OPTIONS NO OF RESPONDENTS PERCENTAGE

Strongly agree 21 18%

agree 41 36%

neutral 27 23%

disagree 24 21%

Strongly disagree 2 2%

TOTAL 115 100

Chart no: 12

Influence of product quqlity

45
40
35
30
25
20
15
10
5
0
Strongly agree agree neutral disagree Strongly disagree

INTERPRETATION:

The above table and adjoining chart shows that out of the 115 respondents, 21(18%) respondents
strongly agree that the quality of the product adds brand image. (36%) 41respondents agree with the
statement, 27 (23%) rate it is neutral, 24(21%) respondents disagree that the design of the bike is
satisfactory, and 2 (2%) strongly disagree with the statement.

67
Table no. 13

4.13 Influence of advertisement / communication

OPTIONS NO OF RESPONDENTS PERCENTAGE

Strongly agree 26 23%

agree 43 37%

neutral 22 19%

disagree 24 21%

Strongly disagree 0 0%

TOTAL 115 100

Chart no:
13

Influence of ads/ communication

50
45
40
35
30
25
20
15
10
5
0
Strongly agree agree neutral disagree Strongly disagree

INTERPRETATION:

The above table and adjoining chart shows that out of the 115 respondents, 26(23%) respondents
strongly agree that the brand image is influenced by advertisement communication. (37%)
43respondents agree with the statement, 22 1(9%) rate it is neutral, 24(21%) responded disagree that the
brand image is influenced by advertisement / communication, and none of them strongly disagree with
the statement.

68
Table no. 14

4.14 Influence of customer service

OPTIONS NO OF RESPONDENTS PERCENTAGE

Strongly agree 17 15%

agree 45 39%

neutral 49 43%

disagree 4 3%

Strongly disagree 0 0%

TOTAL 115 100

Chart no: 14

Influence of customer service

60

50

40

30

20

10

0
Strongly agree agree neutral disagree Strongly disagree

INTERPRETATION:

The above table and adjoining chart shows that out of the 115 respondents, 17(15%) respondents
strongly agree that the brand image is influenced by customer service. (39%) 45respondents agree with
the statement, 49 (43%) rate it is neutral, 4(3%) responded disagree that the brand image is influenced by
customer service, and none of them strongly disagree with the statement.

Table no. 15

4.15 Overall performance

69
Chart no: 15

OPTIONS NO OF RESPONDENTS PERCENTAGE

excellent 20 18%

good 22 19%

average 43 37%

bad 24 21%

Very bad 6 5%

TOTAL 115 100

Overall performance
50
45
40
35
30
25
20
15
10
5
0
excellent good average bad Very bad

INTERPRETATION:

The above table and adjoining chart shows that out of the 115 respondents, 20(18%) respondents rate the
overall performance of Pearl Yamaha as excellent. (19%) 22respondents rate it is good, 43 (37%) rate it
is average, 24(21%) respondents rate the overall performance is bad and 6(5%) rate it is very bad.

70
 4.2 TESTING OF HYPOTHESIS

Chi- Square Test

For testing, the product preference in relation to brand image, chi square test is most

suitable. Here chi square test is conducted in order to identify is there any relationship between

the product preference and brand image of Yamaha.

Chi square test – Test of independence

Chi-square ( χ2 ) is done by using the formula: ∑ (O– E) 2 / E

Where, O = Observed frequency

E = Expected frequency

Hypothesis of the study

H0 = product preference is independent of brand image.

H1 = product preference is dependent of brand image.

71
Table 4.16: Observed Frequency

Responds High Middle low Total

High 32 28 0 60
Middle 12 43 0 55
low 0 0 0 0
Total 44 71 0 115

Table 4.17: Expected Frequency

Respond High Middle low Total

s
High 22.95 37.04 0 59.99

Middle 21.04 33.91 0 54.95

low 0 0 0 0

Total 43.99 70.95 0 114.94

72
YATES CORRECTION

It was proposed by F.Y.Yates in 1934. He has suggested a correction for

continuity in Chi square value calculated in connection with a (2*2) table , particularly when

cell frequencies are small (since no cell frequency should be less than 5 in any case) and Chi

square is just on the significance level. It involves the reduction of the deviation of observed

from expected frequencies, which of course reduces the value of Chi square. The rule for the

correction is to adjust the observed frequency in each cell of a (2*2) table. In such a way to

reduce the deviation of the observed from the expected frequency for that by 0.5, but these

adjustments made in all the cells without disturbing the marginal totals.

73
4.18: Chi square table

Oi Ei Oi-Ei ( Oi-Ei-.5) 2 ( Oi-Ei) 2 /E

32 22.95 9.05 73.10 3.18

21.04 -9.04 91.01 4.32

12
37.04 -9.04 91.01 2.45

28
33.91 9.09 73.78 2.17

43
114.94 0.06 328.9 12.12

Total

Expected Frequency = (Row total * Column total) / Grand total

Degree of freedom - (r– 1) * (c – 1) = (3 – 1)*(3 – 1) = 4

Table value = 9.488

Level of significance - 5 %

Calculated value of chi square = 12.12

INTERPRETATION

74
 Comparing calculated value (12.12) with the table values with degree of freedom as 4 at

5% level of significance, it is found that the calculated value is higher than table value, which

means the calculated value falls in the critical region. So the null hypothesis is rejected and the

alternative hypothesis is accepted. “That means, product preference is dependent of brand

image.”

75
CHAPTER 5

 FINDINGS
 SUGGESTION
 CONCLUSION

5.1 FINDINNGS
The chapter attempts to summarize the main findings for conclusion. A few useful suggestions

arising from the study are also given

The main findings of study are follows:-

76
  Brand image is the main motive while customers selecting a product.

 As many as 35 of the 115 respondents selected for the study reported that they came to

know the company through sales executives, and 30 of them trough advertisement. As

far as the study conducted in the YAMAHA show room, Pearl Yamaha, Hyderabad,

shows that they have no more investment in the advertisement and employing of sales

executive, if the amount of investment in this tow areas slightly raised the company

can attract more potential customers.

 50% of the respondents selected the company for its fashionable and qualitative

products.

 Most of the respondents rated that the first impression of the company is average.

 YAMAHA has better brand image. This study brings out that about 70 respondents

were influenced by the brand image of the company for product preference. This study

reveals that Yamaha’s branding strategies are effective.

 The company has been providing attractive offers to the customers. 74 respondents

reported that their product preference for Pearl Yamaha was influenced impart by the

offers.

 As many as 92 respondents reported that the design of the bike is relatively good.

 Most of the respondents rated the price of bike is very high

5.2 SUGGESSIONS

77
  It appears that the promotional attributes of the company are relatively weak. Attempts

may be made to make use of all available channels of awareness may be used by the

company for expanding its market further. For example the company may advertise the

product on the local channel of television in Hyderabad.

 The Performance of sales executive has key role in the market; it would be useful if

they are given training and other motivational programs to improve their performance.

 The company may give much more importance to the fashionable and variety of the

products.

 For attracting new customers the company may start new customer relation programs

and for sustaining the existing customers’ quality and timing of the service should be

improved.

5.3CONCLUSION

78
 The study on the topic “a study on product preference in relation to brand image with

special reference to Pearl Yamaha, Hyderabad.” Emphasis on the customer’s opinion and

perception towards Yamaha bikes and the reason for their preference. The customers came to

the company for purchasing the bike mainly for the quality and design of the bikes, Quality

and design of the products adds brand image. The advertisement and other promotional

activities have key role in building a good brand image. Because most of the customers about to

know the company through advertisement. Mainly the customers prefer the product by

influence of the brand image. But some other factors also influence customers’ product

preference.

In the research the study was conducted to study the preference of customers to Pearl

Yamaha. And the data collected through the questionnaire was analyzed and interpreted

through charts and statistical test. Thus s conclusion was made that customers product

preference is related to brand image.

79
 BIBLIOGRAPHY

BIBLIOGRAPHY

1. Philip kotler, Marketing Management, 2003,Pearson Education Inc, New Delhi

80
2. Kotler Philip and Amstrong Gary, Principles of Marketing, 2003 , Printice Hall of India

Private Ltd, New Delhi

3. Kothari C.R, Research Methodology, 1998, Wishwaprakashan, New Delhi

4. Kothari C.R, Quantitative Techniques, 1985,Vikas Publishing House Pvt Ltd; 3rd edition,

New Delhi

5. Arunkumar& N.Meenakshi, Marketing Management, 2007

Vikas Publishing House Pvt Ltd, New Delhi

6. Rajagopal, Marketing Management,2004,Vikas publishinf House Ltd, New Delhi

Websites : -http/ www.pearlyamaha.com

http/ www.yamaha.com

81
 APPENDIX

A STUDY ON THE PRODUCT PREFERENCE IN RELATION TO

BRAND IMAGE WITH SPECIAL REFERENCE TO PEARL YAMAHA,
HYDERABAD

Dear Sir/Madam,

82
The Questionnaire comprise of questions relevant for understanding ‘The product
preference in relation to brand image’. I assure you that the data you provided will
be kept confidential and used only for the project work.

Shamsuddeen. V.V
4th Sem, MBA.
Calicut, Kerala.

PART-A

1. Name:-

2. Sex:- Male Female 

3. Age:- 18-25 25-35 35-45 45&above 

4. Occupation:- Business Professional  Student  Employee

5. How do you came to know about Pearl Yamaha?

Advertisement  Friends sales executive relatives Others

6. What persuaded you to make your purchase with Yamaha?

Price  Quality Fashion brand image  others

7. What was your first impression of the company?

Excellent good average bad poor

PART-B

83
8. How do you rate the importance of price when you buy a bike?
Highly significance Significance NeutralInsignificance  Highly
insignificance

9. What you think about the importance of branding, for a product?

Highly significance Significance NeutralInsignificance  Highly
Insignificance

10.What you feel about the importance of quality when you preferring a
product?
Highly significance Significance NeutralInsignificance  Highly
Insignificance

11.How do you rate the level of significance towards the company offerings?
Highly significance Significance NeutralInsignificance  Highly
Insignificance

12.What is your opinion about the importance of fashion/design when you

preferring a product?
Highly significance Significance NeutralInsignificance  Highly
insignificance

13. Rate the importance of product comfortability.

Extremely important  some what important Neutralsome what
unimportant extremely unimportant
14.How do you rate the importance of product performance while preferring a
product?

84
 Extremely important  some what important Neutralsome what
Unimportant Extremely unimportant

15.Rate the importance of publicity in product preference?

Extremely important  some what important Neutralsome what
Unimportant Extremely unimportant

16.Rate the significance of service quality while you buy a product?

Extremely important  some what important Neutralsome what
unimportant extremely unimportant

17.How do you rate the importance of advertisement/communication to make a

brand dominant?
Extremely important  some what important Neutralsome what
unimportant extremely unimportant

18. What you feel about the importance of presentation / appearance of a

product to make it favor to the customers?
Extremely important  some what important Neutralsome what
Unimportant Extremely unimportant

19.What’s your opinion about the price of your Bike?

Very high  High  Medium  Low Very low 

20.What do you feel about the brand image of your Bike?

Very good Good  Neutral Bad  very bad

21.My Bike is comfortable

Strongly agree  Agree  Can’t say  somewhat disagree  strongly
85
 Disagree 
22.Quality of the products adds brand image?
Strongly agree  Agree  Can’t say  somewhat disagree  strongly disagree 
23.I am satisfied with the offers of my company
Strongly agree  Agree  Can’t say  somewhat disagree  strongly
disagree 
24.I am satisfied with the design of my bike
Strongly agree  Agree  neutral  Somewhat disagree  Strongly disagree 
25.I am satisfied with the performance of my bike
Strongly agree  Agree  Can’t say  Somewhat disagree  Strongly
disagree 
26.I am satisfied with the publicity of my bike

Strongly agree  Agree  Can’t say  Somewhat disagree  Strongly disagree 

27.Brand image is highly influenced by advertisement, communication?

Strongly agree  Agree  Can’t say  somewhat disagree  Strongly disagree 

28.Dominance of the brand influences its brand image?

Strongly agree  Agree  Can’t say  Somewhat disagree  Strongly disagree 

29.Brand image is highly influenced by customer service?

Strongly agree  Agree  Can’t say  Somewhat disagree  Strongly disagree 

30.Presentation, appearance of the product influence its brand image ?

Strongly agree  Agree  Can’t say  Somewhat disagree  Strongly

disagree 

86
31.Would you recommend the product to others?

Definitely  Probably  maybe  probably not Definitely not

32.Overall, how would you rate the customer service of Pearl Yamaha, at

Hyderabad?

Excellent Good  Average  Poor  Terrible

33.Do you have any suggestion to improve the brand image of YAMAHA

products?

………………………………………………………………………………

……………………………………………………………………………

………………………………………………………………………...

THANKIG YOU

87