CONTENTS
Chapter No
Chaper-1
Particulars
1)
2)
3)
4)
5)
6)
Chaper-2
Chaper-3
Introduction
Need Of The Study
Objectives Of The Study
Methodology Of The Study
Limitations Of The Study
Chapterization Of The
Project
Review of Literature
1) Industry
2) Company Profile
Chaper-4
Theoretical Framework
Chaper-5
Data Analysis & Interpretation
Chaper-6
1) Summary
2) Findings
3) Suggestions

Bibliography

Annexure
Page No.
CHAPTER-1
1.1 INTRODUCTION
1.2 NEED OF THE STUDY
1.3 OBJECTIVES OF THE STUDY
1.4 METHODOLOGY OF THE STUDY
1.5 LIMITATIONS OF THE STUDY
1.6CHAPTERISATION OF THE PROJECT
1.1 INTRODUCTION
DEFINITION:
CRM is defining as a business strategy that is designed to reduce cost and increase profit,
respond to company’s needs for both current and potential customers in order to build
relationship value. It mainly focuses on customers need and behavior to help create a close
relationship between the customers and the business.
INTRODUCTION OF CRM:
Customer Relationship Management is a concept which has a number of business
applications and therefore carries a correspondingly diverse variety of definitions as relates to
marketing, operations management, personnel administration, and information it `systems
(“IS”). With respect to the foregoing components which comprise CRM, it has more recently
been defined as “a strategic approach that enables organizations to use internal resources (i.e.
Technology, people, and process) to manage the relationship with customers for the whole of
their lives cycles, in order to create a competitive advantage and improve an organization’s
performance.”
Figure 1.1
Customer relationship management started in the early 1970s, when customer satisfaction
was evaluated using annual surveys or by front-line asking at that time, businesses had to rely
on standalone main frame systems to automate sales, but the extent of technology allowed
them to categorize customers in spreadsheets and lists. In 1982, Kate and Robert D.
Kestnbaum introduced the concept of Data base marketing, namely applying statistical
methods to analyze and gather customer data by 1986, PatSullivan and Mike Muhney
released a customer evaluation system called ACT! based on the principle of digital rolodex,
which offered a contact management service for the first time.
Customer relationship management was popularized in 1997, due to the work of Siebel,
Gartner, and IBM. Between 1997 and 2000, leading CRM products were enriched with
shipping and marketing capabilities. Siebel introduced the first mobile CRM app called
Siebel Sales Handheld in 1999. The idea of a stand-alone, cloud-hosted and moveable
customer bases was soon adopted by other leading providers at the time, including
PeopleSoft, Oracle, SAP and Salesforce.com.
Customer relationship management (CRM) is the combination of practices, strategies and
technologies that companies use to manage and analyze customer interactions and data
throughout the customer lifecycle, with the goal of improving.
Customer service relationships and assisting in customer retention and driving sales growth.
CRM systems compile customer data across different channels, or points of contact between
the customer and the company, which could include the company's website, telephone, live
chat, direct mail, marketing materials and social media. CRM systems can also give
customer-facing staff detailed information on customers' personal information, purchase
history, buying preferences and concerns.
Firstly, firms are able to customize their offerings for each customer. By accumulating
information across customer interactions and processing this information to discover hidden
patterns, CRM applications help firms customize their offerings to suit the individual tastes of
their customers. This customization enhances the perceived quality of products and services
from a customer's viewpoint, and because perceived quality is a determinant of customer
satisfaction, it follows that CRM applications indirectly affect customer satisfaction. CRM
applications also enable firms to provide timely, accurate processing of customer orders and
requests and the ongoing management of customer accounts.CRM applications also help
firms manage customer relationships more effectively across the stages of relationship
initiation, maintenance, and termination.
CHARACTERISTICS OF CRM:
Easy integration: CRM of choice should not require you to put in a lot of work upfront. A
good CRM is a CRM which lets you quickly and easily impact data from existing databases.
Ease of use: Even the best CRM system is useless if your employees don’t know how to use
it. When deciding between CRM solutions make sure that the one you pick is easy to use.
Adaptability: If you’re thinking about getting a CRM, you are also obviously planning to
grow your business. This is why you should make sure that whichever CRM you choose is
easily adaptable to your future needs
Positive impact on customer satisfaction: At the heart of every CRM, as the name obviously
suggests, is maintaining positive customer relationships. This is why a good CRM is more
than just a complicated address book- it should let you and your employees see a
comprehensive customer profit called an ‘Opportunity of Business’.
IMPORTANCE OF CRM:
1. A CRM consists of a historical view and analysis of all the acquired or to be acquired
customers. This helps in reduced searching and correlating customers and to foresee customer
needs effectively and increase business.
2. CRM contains each and every bit of details of a customer, hence it is very easy for track a
customer accordingly and can be used to determine which customer can be profitable and
which not.
3. In CRM system, customer’ are grouped according to different aspects according to the
type of business they do or according to physical location and are allocate to different
customer mangers often called as account managers.
4. A CRM system is not only used to deal with the existing customers. The process first starts
with identifying a customer and maintaining all the corresponding details into the CRM
system which is also The strongest aspect of Customer relationship management is that it is
very cost-effective. The advantage of decently implemented CRM system is that there is very
less need of staff to manage and lesser resources to deal with.
CRM Uses in Sales and Marketing
CRM systems are transformational for marketing communication because they allow
marketers to use customer data to personalize their interactions to fit the unique needs of
individuals. When marketers or salespeople know more about the customer–thanks to
information the CRM telling them who the customer is, how she found the company, what
information she has requested, and so forth–they can anticipate that person’s needs and tailor
the next set of interactions to help her progress through the decision-making process.
Information gained through CRM initiatives can support the development of sales and
marketing strategy by developing the organization’s knowledge in key areas: identifying
customer segments, improving customer retention, improving product offerings (by better
understanding customer needs), improving the customer experience, and identifying the
organization’s most profitable customers.
In the following video, Amazon CEO Jeff Bezos explains how his company captures data
about what products customers buy to tailor the shopping experience every time someone
visits the Amazon Web site. The customer data, captured in Amazon’s CRM system, feeds a
“recommendation engine” to suggest products Amazon thinks customers will want, based on
their prior purchases and the purchase histories of other customers who buy the same types of
things they do.
1.2 NEED OF THE STUDY
The ultimate purpose of CRM, like any organizational initiative, is to increase profit. In the
case of CRM this is achieved mainly by providing a better service to your customers than
your competitors. CRM not only improves the service to customers though; a good CRM
capability will also reduce costs, wastage, and complaints (although you may see some
increase initially, simply because you hear about things that without CRM would have stayed
hidden)
In the modern world the needs and aspirations of the people have been increasing
continuously. The management has occupied importance place for all types of people like
educated and UN educated employee high income and low income people etc..,
The majority of these people have vehicles like two wheelers, cars etc. so those who go for
purchasing of two wheelers ,definitely they do think for quality, facilities and services
.having identified the fast changing needs, wants, desires, and lifestyle many two wheelers
companies and provided better services to save the time of the customers and to satisfy the
customers. The marketers are trying to satisfy the unfilled the desires of the different market
segments, keeping in mind the psychological and demographical variable like age,
qualification, lifestyle, personality, perception.
To understand the satisfaction level of the customer regarding the service provided by
YAMAHA, to understand what are the customer requirement and improvement required by
them in service.
Customer relationship management improves the relationship between the organization and
customers. Such activities strengthen the bond between the sales representatives and
customers. CRM goes a long way in retaining existing customer ensures customers return
back home with a smile.
1.3 OBJECTIVES OF THE STUDY

To study the overall operations of YAMAHA Motors, Srikakulam.

To study and find the level of customer relationship management towards the brand of
YAMAHA customers.

To study the market share of YAMAHA according to the segmentation.

To study the ways to develop better relationship with the customers.

To study the source of awareness regarding the bikes in the customers mind.

To study the tough competitors for the YAMAHA motors in the market.

To analyze the data and interpretation the results based on primary survey.

To provide the suggestions and recommendations on future research.
1.4 METHODOLOGY OF THE STUDY
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying now research is done systematically. In that various steps,
those are generally adopted by a researcher in studying his problem along with the logic
behind them. The procedures by which researchers go about their work of describing,
explaining and predicting phenomenon are called methodology”.
SOURCES OF DATA:
A classification of data is very procedure in the concept. The collected data can be classified
into two types:
1.
Primary data
2.
Secondary data
1. Primary data:
Primary data are collected first handed data which were collected from the respondents
through designed questionnaire by the help of google spreadsheet and returned document the
primary data consisted various measures such as:

Survey

Questionnaires
2. Secondary data:
Any data which has been gathered earlier for other purpose are secondary data. This data has
been from newspapers, magazines and the internet. The Google search engine helped me a
great deal in locating various articles concerning YAMAHA Motors and the answer.com also
helped me collecting various data.
RESEARCH INSTRUMENT
Research instrument can be of two types, firstly questionnaire method and secondly
mechanical instrument. In this survey the instrument was questionnaire method.
SAMPLE PLAN
Sample unit: Yamaha motors.
Sample size: 250 customers
Field Work Area: Yamaha motors Srikakulam branch, Srikakulam Region.
HYPOTHESIS:
1. Hypothesis 1: There is a no significant relationship between Customer Relationship
Management and Brand Loyalty.
2. Hypothesis 2: There is significant difference between demographic variables and
customer relationship management
1.5 LIMITATIONS OF THE STUDY
The following main limitations were noticed throughout the study:

The duration of the project is one month which is less time to take complete
information of any organization. Short period to take information.

The respondents were too busy in their work. Some of them refused to accept the
questionnaire

In organization busy schedule of employees root allow to spend lot to give
information.

The study is limited to Srikakulam area.

It is not possible to cover all the areas.

We collect only 250 respondents.
1.6 CHAPTERIZATION OF THE PROJECT
The project entitled “A study on customer relationship management with reference to
Yamaha (Varahalaxmi motors)”, Srikakulam. It consists of six chapters:The first chapter deals with the introduction, need, objectives of the study, research
methodology, and limitations of the study.
The second chapter deals with the review of literature.
The third chapter deals with the industry and company profile.
The fourth chapter deals with the theoretical framework of the study.
The fifth chapter deals with the data analysis and interpretation.
The sixth chapter deals with the summary, findings and suggestions.
CHAPTER-2
2.1 REVIEW OF LITERATURE
2.1 REVIEW OF LITERATURE
Customer relationship management is described as "a corporate model that integrates people,
processes, and technology to maximize connections with customers" by Goldenberg (2008).
Furthermore, it has been said that customer relationship management "characterizes a
management philosophy that is a comprehensive focus of the organization toward present and
potential customer connections" (Raab et al, 2008,)
Customer relationship management is characterised by Mueller (2010) as being a highly
dynamic aspect of the business. He convincingly makes the case that businesses must take the
initiative in creating pertinent programmes and initiatives if they want to stay competitive in
their respective industries.
According to Sinkovics and Ghauri (2009), the high cost of direct sales, the fierce global
competition, and the requirement for knowledge about various facets of the business in
general and consumer behavior in particular that can be used to increase sales levels all
contribute to the necessity of implementing customer relationship management.
Peppers and Rogers (2011) claim that the move away from the transactional model and
toward the relationship model is a widespread trend in customer relationship management. In
other words, Peppers and Rogers (2011) contend that in the present, meeting consumer needs
as a result of timely transactions is insufficient to guarantee the long-term growth of the
company.
Instead, companies must make an effort to keep their ties with customers long-term in order
to be flexible enough to meet their rising demands and win their steadfast devotion. Further
highlighting this point, Peppers and Rogers (2011) warn that companies who ignore this trend
in the global market run the danger of losing market share and future opportunities for
expansion.
The book "Relationship Marketing and Customer Relationship Management" by Brink and
Berndt is one of the most important references for the study (2009). The book provides a
detailed explanation of the Customer Touch Map concept and talks about how information
technology may help with customer relationship management.
The research topic to be employed in the study has also benefited significantly from the work
of Mathur (2010). Particularly, the author offers a wide range of distinct CLM ideas and
strategies that are applied by international corporations. The scope of the study can be
expanded by comparing the results of Mathur's (2010) research with those of the proposed
study's primary data.
In contrast, khurana (2010) goes into considerable length about the idea of customer
relationship management and explores the benefits and drawbacks of a variety of pertinent
software programmes. Another notable book that will be examined in the study is the third
edition of Pradan's (2009) "Retailing Management." Particularly, Pradan (2009) addresses the
significance of customer relationship management for assuring long-term growth for retail
firms. It is identified as an emerging part of marketing in retail.
Raab et al(2008) .'s article "Customer relationship management: a worldwide viewpoint"
adopts a global perspective on the difficulties surrounding CRM. It is possible to understand
the importance of this particular piece of work to the proposed research by noting that it will
enable a comparison of the CRM concepts used by multinational retailers with those used by
other retailers in a similar context.
Due to its significance and contribution to the field of study, Bhatia's (2008) work "Retail
Management" would also be incorporated in the suggested study. A thorough examination of
the topic in the secondary data is provided by Bhatia (2008)'s in-depth explanations of how
loyalty cards are used by merchants.
Furthermore, Cox's (2011) "Retail Analytics: The Secret Weapon" merits a note in this
section due to the author's adoption of a very contemporary and novel perspective while
addressing the research-related concerns. The most valuable aspect of this particular post is
that it offers incredibly useful suggestions to merchants of different sizes on how to raise
levels of profits by implementing a variety of CRM principles.
The study will examine some of the most pertinent models from a variety of academic
publications and models that have direct and indirect connections to this research. The Gap
Model of Service Quality is among the models that will be most frequently employed in the
study. There are five gaps that might affect customer perceptions of service quality and
generate issues with service delivery, according to a model of service quality termed the gap
model (Lamb et al, 2011).
These five gaps are the following:
a) The gap between customer demands and management perceptions of those demands;
b) The gap between management perceptions of those demands and the service specifications
developed;
c) The gap between service specifications and actual service provided;
d) The gap between the quality of service promised and quality of service provided; and
e) The gap between expected service and perceived service on the part of the customer.
The Relationship Paradigm of Customer Relationship Management, developed by Peppers
and Rogers, is another pertinent model that will be explored during the study (2011). The
model specifically promotes adopting a proactive approach to maintaining customer
relationships and suggests a set of specific rules that would help to accomplish this goal.
CRM has emerged as one of the most interesting and rapidly developing technological areas
of the new millennium. CRM is not a notion that is particularly novel, but Chen and Popovich
(2003) claim that it has gained practical significance as a result of recent advancements in
information and corporate software technologies. CRM is based on relationship marketing,
which aims to move away from product-centric marketing to increase the long-term
profitability of customers.
CRM refers to the enterprise-wide integration of technology such as a data warehouse,
website, intranet/extranet, phone support system, accounting, sales, marketing, and
production that all function together. According to Kotler (2000), CRM leverages IT to
collect data that may later be utilized to improve information gathered to create a more
personalized contact with the consumer. Long-term, it creates a technique of ongoing analysis
and reinforcement to raise customers' lifetime value with businesses.
Regardless of the type of interaction channel utilized, CRM enables customization, ease of
use, and convenience for completing transactions (Gulati and Garino, 2000). Today, a lot of
firms understand the value of CRM and how it can give them a competitive advantage that
they can maintain (Peppard, 2000). This viewpoint was reinforced by Bose's (2002) claim
that corporations cannot compete advantageously with tiny advantages and tactics that can be
quickly imitated by other enterprises because of the dynamic nature of the global
environment and competition. With a serious focus on forging genuine relationships with
clients, the deployment of CRM provides the ability to soar above insignificant advantages.
Future leaders are more likely to come from businesses that excel in meeting client demands.
Benefits of CRM:CRM applications have the capacity to supply reservoirs of consumer data at a considerably
lower cost than previous network technologies, claim Chen and Popovich (2003). CRM
systems may gather, store, maintain, and disseminate customer knowledge across a business.
Effective information management, according to Peppard (2000), is crucial to CRM because
it allows for the customization of products, the innovation of services, the consolidation of
consumer viewpoints, and the calculation of customer lifetime value.
Swift (2001) asserts that implementing CRM can offer businesses a number of advantages.
He claims that one of these places is where the advantages are frequently found:
a) Lower cost of hiring Clients
b) Lower cost of sales
c) Less need to attract as many clients to maintain a consistent amount of business
d) Higher customer profitability
e) Improved Customer Retention & Loyalty
f) Customer Profitability Evaluation
According to Curry and Kkolou (2004), there are several key advantages and justifications
for adopting CRM, including the following: customers from the competition will choose the
organization; a streamlined, customer-focused internal organization will simplify the
infrastructure, shrinking the work flow and eliminating non-productive information flow; and
profits will rise from satisfied customers, which will lead to a more compact & focused
company.
Bose (2002) pointed out that the reason CRM was created was due to the fact that consumer
preferences and spending patterns varied. There wouldn't be much use for CRM if all
customers were the same. Because of this, businesses can better adapt their products to
increase the overall worth of their client portfolio by knowing the motivations of their
customers and their profitability (Chen and Popovich). Due to the current marketing
environment's high saturation and increased competition, CRM is increasingly attracting
attention from firms.
The ideas of overall quality management (Gummesson) and new technical paradigms both
shaped and inspired the present concept of customer relationship management (Zineldin,
2000). However, there is a perceived lack of clarity in the definition of customer relationship
management, despite the fact that all approved definitions have the same fundamental ideas:
customer relationships, customer management, marketing strategy, customer retention, and
personalisation (Zineldin 2000).
Swift (2000) described customer relationship management as a technique of knowing client
conduct through intensive interaction with him/her to enhance the efficiency of attracting
customers, maintaining them and improving their loyalty and profitability.
Kumar &Reinartz (2006) agrees with the abovementioned
concept
that
customer
relationship management is simply a strategic method by which the more lucrative clients of
the organization are selected and interactions are established between that institution and
those clients in order to attain the objective of maximizing present and future customer
values.
Peter
C. Verhoef
(2003)
“Understanding
the
effect
of Customer
relationship
management efforts on client retention and client share growth” discovered that the
differential impacts of client relationship attitudes and marketing relationship tools on
customer retention and the growth of client share over time were investigated.
Payne & Frow, 2005, showed that the notion of customer relationship management has
different points of perspective. While some viewpoints were in favor of considering
customer relationship management as direct mail correspondence, a diagram for customer
loyalty programs or databases, other viewpoints considered it to be an assistant office work
or a call centre. Still, some considered it data storage or taking care of data search and
processing. Finally, some considered it gaining the systems that make it able to perform ecommerce.
Parvatiyar & Sheth (2002) stated that customer relationship management is a through
approach involving in the process of purchasing, maintaining and cooperation with certain
clients in order to generate a distinct value for both the business and the client. This strategy
requires integrating the functions of marketing, sales, customer service and exposition
chain so as to achieve the highest competence and efficiency in delivering value to the
customer. As it shows, this definition regards CRM as a strategy with a main goal of
delivering a distinguished value to the customer through improving the marketing
productivity.
Khalid Rababah (2011) articulated that Customer
Relationship Management (CRM)
processes from theory to practice. The pre implementation plan of the CRM system” found
that the paper recommends that, in order to ensure the successful adoption and implantation
of any customer relationship management initiative, the organization should understand
the different levels of the CRM process and the integrated activities between the CRM
processes at each level. In addition, for organizations to be successful adopters and
implementers of CRM programs/systems, they should understand the need for business
process
reengineering
and
effective anticipation and management of the change that
may accompany any CRM initiative. He suggests a pre-implementation plan for CRM
programs/systems. Such a plan aims to initiate and communicate a customer-oriented culture
within the organization.
Zablah (2004) stated that CRM is an activity that is interested in the organization’s main
customers, in the efficiency of the organization and in the management of customer
knowledge, with the aim of enhancing the effectiveness
organizational decisions,
thus
leading
organizational performance in particular”
to
improved
of
customer
related
marketing performance
and
CHAPTER-3
3.1 INDUSTRY PROFILE
3.2 COMPANY PROFILE
3.1 INDUSTRY PROFILE
The Two Wheelers segment dominates the market in terms of volume owing to a growing
middle class and a young population. Moreover, the growing interest of the companies in
exploring the rural markets further aided the growth of the sector. The Indian auto industry
became the 4th largest in the world with sales increasing 9.5 per cent year-on-year to 4.02
million units (excluding two wheelers) in 2017. It was the 7th largest manufacturer of
commercial vehicles in 2018.
Two-wheelers are one of the most versatile forms of transportation. The adaptive ability of a
motorized two-wheeler can be characterized by its usage. Its use could vary from being used
just for commute from point A to Point B. Quickly transport small packages of goods through
the cramped bazaar streets. A fast ride to catch the school/college bus, or even a brief trip to
purchase vegetables. The sheer pleasure of riding a motorbike with the wind blowing on your
face, while on a pleasure ride is one of the most compellingreasonsto own atwo-wheeler.
InIndia,thethreetop reasonsforownership of atwo-wheelerare:
•
low cost of ownership and maintenance
•
compact size and
•
ease of learning and use
Historical Industry Development
India is the second largest manufacturer and producer of two-wheelers in the world. It stands
next only to Japan and China in terms of the number of two-wheelers produced and domestic
sales respectively. This distinction was achieved due to variety of reasons like restrictive
policy followed by the Government of India towards the passenger car industry, rising
demand for personal transport, inefficiency in the public transportation system etc.
The Indian two-wheeler industry made a small beginning in the early 50s when Automobile
Products of India (API) started manufacturing scooters in the country. Until 1958, API and
Enfield were the sole producers.
In 1948, Bajaj Auto began trading in imported Vespa scooters and three-wheelers. Finally, in
1960, it set up a shop to manufacture them in technical collaboration with Piaggio of Italy.
The agreement expired in 1971.
In the initial stages, the scooter segment was dominated by API, it was later overtaken by
Bajaj Auto. Although various government and private enterprises entered the fray for
scooters, the only new player that has lasted till today is LML.
Under the regulated regime, foreign companies were not allowed to operate in India. It was a
complete seller market with the waiting period for getting a scooter from Bajaj Auto being as
high as 12 years.
The motorcycles segment was no different, with only three manufacturers viz Enfield, Ideal
Jawa and Escorts. While Enfield bullet was a four-stroke bike, Jawa and the Rajdoot were
two-stroke bikes. The motorcycle segment was initially dominated by Enfield 350cc bikes
and Escorts 175cc bike.
The two-wheeler market was opened to foreign competition in the mid-80s. And the then
market leaders - Escorts and Enfield - were caught unaware by the onslaught of the 100cc
bikes of the four Indo-Japanese joint ventures. With the availability of fuel efficient low
power bikes, demand swelled, resulting in Hero Honda - then the only producer of four stroke
bikes (100cc category), gaining a top slot.
The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and Hero
Honda brought in the first two-stroke and four-stroke engine motorcycles respectively. These
two players initially started with assembly of CKD kits, and later on progressed to indigenous
manufacturing. In the 90s the major growth for motorcycle segment was brought in by
Japanese motorcycles, which grew at a rate of nearly 25% CAGR in the last five years.
The industry had a smooth ride in the 50s, 60s and 70s when the Government prohibited new
entries and strictly controlled capacity expansion. The industry saw a sudden growth in the
80s. The industry witnessed a steady growth of 14% leading to a peak volume of 1.9mn
vehicles in 1990.
The entry of Kinetic Honda in mid-eighties with a radiometric scooter helped in providing
ease of use to the scooter owners. This helped in inducing youngsters and working women,
towards buying scooters, who were earlier inclined towards moped purchases. In the 90s, this
trend was reversed with the introduction of scooterettes. In line with this, the scooter segment
has consistently lost its part of the market share in the two-wheeler market.
In 1990, the entire automobile industry saw a drastic fall in demand. This resulted in a decline
of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring
Hero Honda, all the major producers suffered from recession in FY93 and FY94. Hero Honda
showed a marginal decline in 1992.
The reasons for recession in the sector were the incessant rise in fuel prices, high input costs
and reduced purchasing power due to significant rise in general price level and credit crunch
in consumer financing. Factors like increased production in 1992, due to new entrants
coupled with the recession in the industry resulted in companies either reporting losses or a
fall in profits.
India is one of the very few countries manufacturing three-wheelers in the world. It is the
world's largest manufacturer and seller of three-wheelers. Bajaj Auto commands a monopoly
in the domestic market with a market share of above 80%, the rest is shared by Bajaj Tempo,
Greaves Ltd and Scooters India.
The total number of registered two-wheelers and three-wheelers on road in India, as on
March 31, 1998 was 27.9mn and 1.7mn respectively. The two wheeler population has almost
doubled in 1996 from a base of 12.6mn in 1990.
Industry Structure
Mopeds, motorcycles, and scooters can be used to categorise the Indian two-wheeler market.
These segments, as shown below, made up the 3.4 million domestic two-wheeler sales in
FY99.