“Customer awareness about PIAGGIO APE Vehicles”, Olikara Showroom, Shimoga

CONTENTS

1. Introduction

2. Company Profile

3. Product Profile

4. Survey Analysis and Interpretation

5. Findings, Suggestions and Conclusion

Annexure

Questionnaire

Bibliography

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SynopsisChapter –1INTRODUCTION

Introduction Literature Review Statement of the problem Purpose of the study Scope of the study Objectives of the study

Chapter –2Company Profile

Organization profile Organization chart About Piaggio company Sampling Research design Data collection methods Measuring tools

Chapter 3PRODUCT PROFILE

Brands and models Competitor Analysis Present and Future Milestones of Piaggio

Chapter 4Survey Analysis and Interpretation

Chapter 5Findings, Suggestions and Conclusion

Annexure Questionnaire Bibliography

Customer awareness About PIAGGIO APE Vehicles”, A case study of Olikara Showroom, Shimoga

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Chapter –1

INTRODUCTION

Introduction

Literature Review

Statement of the problem

Purpose of the study

Scope of the study

Objectives of the study

Methodology

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Introduction

This project report containing the marketing research on market

potential and customer awareness of PIAGGIO APE vehicles at Olikara

showroom in Shimoga.

I have chosen this topic concern to their requirement as the Olikara

showroom. PIAGGIO is one of the biggest company in the world not

only producing and selling vehicles and now they are concentrating to

target the domestic market and they trying to know how much is the

domestic market and local people are aware of their APE brand and how

they have opinion regarding the brand. So in simple the need is to know

the awareness level and potential customer about the PIAGGIO APE

vehicles.

My basic intention is to make the customers make aware of APE

brand of PIAGGIO and also know who are the potential customers and

their perception and satisfaction in the market of APE brands.

The sample size for this study is 100 respondents and the

structured questionnaire was used to collect information from

respondents.

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Literature Review

Definition of potential

The maximum sales reasonably attainable under a given set of

conditions within a specific period of time (i.e. what you might could or

achieve)

Overview

It is hard estimate the upper limit or maximum of sales. In addition

although managers may perceive potential as a fixed number It is in fact

dynamic and can change dramatically over time. The key to

understanding this point is the clause

“Under a given set of conditions within specific period of time. In

other words market or sales potential change depending on market factors

search as average category price or general economic condition.

What they are used for:

They are five major uses of potential estimates

To make entry or exit decision

To make resource level decision

To make location and other resource allocation decision

To set objectives evaluate performance

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As an input to forecast

New or growing product potential

In considering both the saturation level and the time pattern of

market development, it is useful to compare the product to its major

competitors. This can be accomplished by considering three major

dimensions.

• Relative advantage

• Compatibility

• Risk

Customer Awareness

The awareness refers to the attributes the consumer knows the

about the product. Awareness status young compasses the notion of

consumer awareness, interest level or buyer readiness. Marketers have to

determine whether potential customer are aware of the products,

interested in the product or need to be informed about the product.

Consumers tend to make purchasing decision based on peer

recommendations and direct experiences, as well as traditional

advertising methods. This why it is necessary to build brand awareness

strategies out by instilling trust among consumer. This trust must be

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achieved through creditability rather than just a catchy advertising

campaign. Promotion marketing involving a one to one component is

proving increasing effective at building trust and acquiring new

customers.

Management problem

Management wants to know the awareness level of customers

towards Piaggio vehicles. Most of the customers are not aware of

PIAGGIO APE vehicles in Shimoga and Management want know the

potential customers for their vehicles.

Research problem

To find out and study the market potential and customer awareness

towards PIAGGIO APE vehicles in Shimoga.

Purpose of the study

The purpose of the study is to know the market potential and

customer awareness of PIAGGIO APE vehicles in the minds of the

customer and change in buying behavior can be estimated by the study.

The marketing study can be designed in accordance with this change. It

will be helpful for the managers to make decisions hence this study

should be conducted.

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Scope of the study

The main important purpose of the study is to know the market

potential and customer awareness level of PIAGGIO APE vehicles and

also like to know the factors influences the purchasing of the vehicles.

The study will help the company it can find out where there competitors

stand and also it help to know the customer profile. The study covers the

customers who are vehicle users in Shimoga city.

Objectives if study

1) To find out the level of customer awareness about PIAGGIO

vehicles

2) To know what customers exactly expect from the PIAGGIO APE

vehicles at Olikara showroom.

3) To study the market potential for PIAGGIO APE vehicles.

4) To know the factors determining consumer buying behavior.

Methodology

Sampling method

Sampling

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A sampling process is a definite plan for obtaining a sample from the

population it refers to the technique adopted in selected items for the

sample.

Sampling Unit

It consists of customer of potential and existing three wheeler owners in

Shimoga city.

Sampling Size:

The sample size is 100 customers.

Sampling Technique method

The study is conducted by random convenient sampling techniques for

the purpose of assuring the sample size.

Research Design

A research design is the arrangement of conditions for collection

and analysis of data in a manner. In simple it is a systematic way to solve

the research problem and it is an important component for the study

without which researchers may not be able to obtain the facts and figures

from the customers.

Data Collection Methods

The methodology adopted for the study is as follows.

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Sources of data

Primary data

Secondary data

Methods of collecting primary data

Questionnaires

Methods of collecting secondary data

Company manuals

Previous reports

Related information( company websites)

The questionnaires were personally given to each respondent.

Because of these questionnaires much helpful in factors such as obtaining

choices and helping respondents to understand the significance and

answer to their reliability.

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Chapter –2

Company Profile

Organization profile

Organization chart

About Piaggio company

Sampling

Research design

Data collection methods

Measuring tools

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Organization Profile

Introduction to the organization

Olikara is an authorized dealer for piaggio ape for marketing, sales,

accessories service and repairs of ape range of vehicles

Olikara motors started its operations in 1985 at Shimoga have a well

equipped workshop with all infrastructure facilities. The workshop is

well supported by an organized spare parts division. The dealership

includes departments which are controlled by respected heads having

well experienced and dynamic personalities.

Name: Olikara Showroom

Location: Shankar Mutt Road

Shimoga

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Organization Chart

Departments

There are four departments in Olikara motors.

1) Sales

2) Finance

3) Services

4) Spare parts and works

No. of employees

Total no. of employees in organization is 25

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B oa rd

of

di r e ct or s

G en er al

M an ag er

Sa l e s m an ag er

A cc ou nt s

E xe cu t i ve s

Of f i ce

st af f

S pa r e

pa r ts

an d w or ks

History of Piaggio

Rinaldo Piaggio founded Piaggio in Genoa in 1884. The company

was based at Sestri Ponente and produced ship fittings. In a few years the

young Rinaldo had expanded into railway fittings and aeronautics and

opened a new factory at Finale Ligure.

The next step was the establishment of Piaggio in Tuscany.

Factories were set up in Pisa in 1917 and in Pontedera in 1924. By World

War II the company was one of the most important European aeronautics,

railway, steamship and transatlantic liner manufacturers.

Renaldo’s son Enrico envisaged and produced the Vespa in 1946.

It was the vehicle that symbolized post-war reconstruction in Italy. In

1948 the Ape was produced and delineated the success of the goods

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transport sector. Vespa and Ape were a splendid binomial that

characterized the post-war years of Italian and world reconstruction.

In the mid-seventies Piaggio made the moped a success. Ciao,

Bravo and Sì were some of the models in this line of light, elegant

vehicles that conquered the young.

Vision

To be the no 1 and the most profitable global player with world

class quality and technology leadership in the 3 wheeler vehicles

category offering transportation solutions for specific customer needs.

To be perceived as a unique, high, impact, fast response,

innovative, and growth oriented company which is known around the

word for its unmatched level of excellence

Mission

To become a market leader the 3 wheeler vehicles segment, and

achieve the states of a world class company which manufactures and

markets a wide range of a high quality products to the total satisfaction of

customer in the domestic overseas market by ensuring.

1. Low cost of manufacture

2. High profitable growth

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3 Sustainable domestic and global compositeness

4. Maximized stake holder’s satisfaction and pride

Through a continuous improvement of process focused on

1. Total quality

2. Resource productivity

3. Technology

4. Cost effectiveness

And by creating an interactive professional environment of

trust, openness self confidence and commitment which encourages team

effort, employee empowerment and career progression.

Features of PIAGGIO Ape vehicle

Great mileage and performance

More load ability

State of the art technology

Lowest operating costs

Unbeatable service

Super safety

Great driving comfort

Elegant good looks Italian styling

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Easy customization

What makes Piaggio ape the world’s no 1

Only international 3 wheeler

Proven superior design and technology of Piaggio the inventor of 3

wheelers

World class customer service and care

New initiatives

In December 2005 Piaggio launched the ape privilege scheme an

exclusive extended warranty insurance coverage for ape 1.0 toner

through a collaborative endeavor of United India insurance CO Ltd and

ape authorized dealers

Under this scheme customers were given an additional warranty of

12 months over the primary of 8 months at a nominal cost of RS

999/-.the scheme is applicable for all models of the ape 1.0 tonner.

Awards

Rotary fair 2004 award

Conquerors meet award 2005

New arrivals

1.0 tonner –pick up van

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1.3 tonner delivery van

6 seater taxi

Dealer location

Today Piaggio vehicle covers more than 250 dealer locations

providing 420 outlets for sales and service across the country. This is

perhaps one of the largest and best organized distribution networks for

three wheeler in India.

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Chapter 3

PRODUCT PROFILE

Brands and models

Competitor Analysis

Present and Future

Milestones of Piaggio

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PRODUCT PROFILE

Introduction of Ape

Piaggio launches Ape

Pune-based Piaggio Vehicles, the Indian arm of Italian auto major

Piaggio Italy, has launched it’s 1.3-tonne three-wheeler 'Ape'. A 2hp

cargo vehicle with a 800-kg payload, the vehicle is expected to be priced

at around Rs1.80 lakh.

Ape conforms to Euro I emission norms required for cargo

vehicles (unlike Euro II for passenger cars) and by April 2005 it will

adhere to Euro II norms as well. Piaggio also plans to launch Ape with

alternate fuels like CNG, LPG and diesel.

Within the Indian 3-wheeler market, the Passenger vehicle

segment (3 and 6 seats) reached a total of 177,000 shipments (+23.5%),

while demand in the Cargo segment—where Piaggio is India’s leading

Development.

From the Vespa in 1946 to the Beverly in 2001, Piaggio has

designed and sold over one hundred scooter models. They are proof of

the creativity and entrepreneurial instinct of generations of men and

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women who wrote the history of the company and with it the economic,

social and civil history of the territory Piaggio operates in Piaggio Ape a

huge hit in India

Piaggio sets up in the Indian market to cater for the growing

demand for the three wheeled Ape and other Piaggio commercial

vehicles. By the way yes they still do make the Ape!

Piaggio Press

Piaggio Group operations in India are conducted through Piaggio

Vehicles Private Ltd. (PVPL), a wholly owned Piaggio subsidiary, which

manufacturers Ape diesel-engine 3-wheelers in cargo and passenger

transportation models.

The PVPL facility, located in Baramati (State of Maharashtra, near

Mumbai), covers a total surface area of more than 120,000 m2 (including

a covered area of 23,000 m2). The factory has further expanded

production capacity by virtue of a success that has made Piaggio the

second manufacturer on India’s important 3-wheeler market, with a share

of around 33%, and the leading vendor of 3-wheelers for cargo

requirements, with a 38% market share.

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PVPL 3-wheeler vehicle shipments rose from approximately

35,000 in 2003 to 70,000 in 2004, and more than 100,000 in 2005.

Further significant growth was reported in 2006: from January to

September, Piaggio Vehicles Private Ltd. shipped more than 101,000

vehicles and reported revenues of 142 million euro, for sales growth of

40% (on 72,000 shipments in January-September 2005), and revenue

growth of +35.8% (104 million euro in the first nine months of 2005).

Production of Ape 3-wheelers in Baramati is now flanked by

production of the Quargo four-wheeler commercial vehicle, a quadricycle

based on the Piaggio Porter commercial minivan, to be known on the

Indian market as the Ape Truck. The name capitalizes on the outstanding

success of the Ape and emphasizes the 4-wheeler’s capacity and solidity.

Built on a 482 cc liquid-cooled diesel engine, with 5 gears, Ape

Truck offers an 800 kg carrying capacity together with automobile-type

driver cab and controls for greater user comfort; the vehicle architecture

is an advanced 4-wheeler version of the Ape designed for easy handling.

The Baramati factory has already installed the chassis

assembly/welding lines and final assembly lines for the new vehicle.

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With an additional potential output of 24,000 vehicles/year for the Ape

Truck, Baramati will have an overall installed capacity of more than

150,000 vehicles/year on a two-shift basis.

The Piaggio Group’s expansion in India is not limited to vehicles

but will soon also include engines: on 13 November 2006, the Piaggio &

C. S.p.A. Board of Directors approved an important new industrial

project in India, for the construction near the city of Pune (State of

Maharashtra) of a new facility to produce new small- and medium-

cylinder diesel engines. The plant will have a production capacity of

200,000 engines/year and is scheduled to begin operations between the

end of 2009 and early 2010. The total investment, over the next three

years, has been estimated at this preliminary stage at approximately 60-

65 million euros.

The Piaggio Group’s operations in India today include a workforce

at PVPL of more than 1,700 employees and a sales and service network

comprising over 230 exclusive dealers. The level of demand on the

Indian market allows PVPL to work on a “zero inventories” basis.

The Indian 3-wheeler market, where PVPL is a leading player,

continues to expand at a healthy rate, with demand rising by 21.2%

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compared with the first 9 months of 2005. From January-September

2006, shipments to end users on the 3-wheeler market exceeded the

300,000 mark (all manufacturers) compared with approximately 250,000

in the year-earlier period.

Piaggio was established in September 1882 in Sestri Ponete, Genoa

(Italy) by Enrico Piaggio as a timber stockyard with his son Rinaldo. In

1884 Rinaldo left to set up his own business.

Piaggio in which he intended to develop an activity in ship outfitting,

this however changed in the early 1900's when Rinaldo went into railway

coach construction. Around 1916, Piaggio found an interest in

aeronautics and built aircraft engines, this however was abandoned after

the war and interest turned to personal transport to satisfy a demand for

private vehicles. The result was a prototype scooter that was nicknamed

"Paperino" (Donald Duck), but Enrico was not happy with it and handed

the project over to Corradino D'Ascanio for a complete overhaul. As a

result in 1946 the first Vespa appeared! Following the Vespa, 1948 saw

the introduction of a new 3-wheeled vehicle; the Ape (pronounced "ah-

pay") and this vehicle helped commercial activities pick up in Italy after

suffering from the war. The Ape continued to be made in basically the

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same form from that date on next to Piaggio's range of two-wheeled

scooters.

The Ape range is built around a semi-monocoque frame that uses a

single load-bearing chassis in sheet-steel and a steel body that houses

either one (in some older models) or two seats. The body comes in

number of styles including Van, Pick up and Rickshaw.

The engine in the Ape is mounted at the rear of the vehicle and

comes in numerous forms throughout the World. In general the Ape uses

either a 395 cc diesel engine (8bhp) whilst in parts of Europe the Ape is

powered by a 422 cc diesel engine. In the UK the Reliant Motor

Company are currently importing the Ape 50 that uses a 50cc catalyzed

engine with four speed transmission.

The Piaggio Ape 50 (Spotted in Santanyi whilst on holiday in

Mallorca 2004 the 2000 Ape 50 as an Ice Cream van. (Photo taken at

2000 Motorshow, UK)

The Ape 50 also comes in different body forms and also features a

number of additional specifications that include, Ice Cream Vending

Equipment, Urban Refuse Collection Vehicle, Insulated Van,

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Plumbers/Electricians Equipment and Fish Counter Equipment. The

Piaggio Ape is also built in Pune (India) by Bajaj Auto under license

from Piaggio with a 150cc engine.

Whilst on a recent holiday to Italy I was amazed at the amount of

Piaggio 3-wheelers that are on the roads. I saw those crossing fields full

of plants, cleaning streets, carrying timber, transporting motorbikes and

all sorts. It was great to see.

Brands and models

Group brands

Aprilia - motorcycles and scooters

Derbi - motorcycles, scooters, and recreational ATVs (quads)

Gilera - motorcycles

Ligier - 4wheel micro automobiles

Moto Guzzi - motorcycles

Piaggio - scooters

Vespa - scooters

Laverda - super sports motorcycles

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Piaggio Models

Piaggio Ape 3-wheel sub micro pickups.

Piaggio Porter 4-wheel micro-vans and micro-pickups, same as a

Daihatsu Hijet.

Piaggio Avanti 180

Piaggio MP3 3-wheel scooter.

Piaggio BV500 - neo-classic style, automatic transmission, top-

speed 100mph

X9 125/250 cc Evolution - the Evolution models superseded the previous

X9 models in 2004, which were fitted with Honda engines

Ape’s applications

Fast moving applications

1. Cylinder carrier

2. Soft drink crate carrier

3. Poultry bird /chicken carrier

Mobile shop application

1. Mobile ice cream par lour

2. Mobile bakery shops

3. Mobile grocery shops

4. Mobile catering vehicle

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5. Mobile fish retail vehicle

Improved utility applications

1. Water tanker

2. Mineral water dispenser

3. Milk tanker

4 Fish carrier

Municipal

Usage applications

1. Manual tripper

2. Motorised tripper

3. Hydraulic happer

4. Ape jetter/sprayer

5. Dumper placer

6. Tower ladder

7. Hyd elevating platform

8. Stray animal catching van s

  The wealth represented by our

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our reputation are sustained.  The striving of our employees, both RCES

The small delivery truck

It can carry up to 170 Kg, shielded and protected in its rear

compartment (1.5 m3), fully exploitable and easy to load.

It’s the ideal solution for frequent deliveries within urban areas thanks to

its maneuverability and parking easiness

The original 100% Ape

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It’s the most popular model of the whole range.

Choose it for its consumptions: Ape 50 allows you to travel more than

300 Km with just a full tank.

Available in two versions:

- Long rear cargo deck

- Short rear cargo deck

- Traditional sides

- alloy sides

Marketing review

23 September 2004

Piaggio had a strong cash flow emanating from the success of the

Vespa, and decided to develop other products. In 1957 they produced the

Vespa 400, a tiny passenger car.

In 1959, Piaggio came under the control of the Agnelli family, the

owners of car maker Fiat SpA. Resultantly, as the wider ownership of

Fiat in Italian industry, in the 1964 the two divisions (aeronautical and

motorcycle) split to become two independent companies; the aeronautical

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division was named IAM Rinaldo Piaggio. Today the airplane-company

Piaggio Aero is controlled by the family of Piero Ferrari, who also still

holds 10% of the famous car maker Ferrari.

In 1969 the motorcycle company purchased Gilera.

Under New Ownership

In 1959, Piaggio came under the control of the Agnelli family, the

owners of car maker Fiat SpA. Vespa thrived, until 1992 when Giovanni

Alberto Agnelli became CEO - but Agnelli was already suffering from

cancer, and died in 1997. In 1999, Morgan Grenfell Private Equity

acquired Piaggio, but a quickly hoped for sale was dashed by a failed

joint venture in China. In Italy, Piaggio invested 15 million euros ($19.4

million) in a new motorcycle but dropped it after building a prototype.

By the end of 2002, the company had run up 577 million euros in debt on

revenues of 945 million euros, and booked a loss of 129 million euros.

Then came Roberto Colaninno: A lot of people told me I was crazy.

Piaggio wasn't dying. It just needed to be treated better. Piaggio's

financial was in a bad shape, but its brand was still well known and its

product was featuring in more Hollywood films thanks to the Vespa ET4.

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In 1995, Colaninno had pulled off what was then Europe's largest-ever

hostile takeover when he took control of Telecom Italia SpA. In October

2003, Mr. Colaninno made an initial investment of 100 million euros

through his holding company Immsi SpA in exchange for just under a

third of Piaggio and the mandate to run it. Chief executive Rocco Sabelli,

redesigned the factory to Japanese principles, and redesigned the factory

so that every Piaggio scooter could be made on any assembly line.

Unlike the turnaround recipe applied at U.S. auto makers, Mr.

Colaninno didn't fire a single worker - a move which helped seduce the

company's skeptical unions. "Everyone in a company is part of the value

chain," said Colaninno. All bonuses for blue-collar workers and

management were based on the same criteria: profit margins and

customer satisfaction; and air conditioning was installed in the factory.

He also gave the company's engineers, who had been idled by the

company's financial crisis, deadlines for projects - they rolled out two

world firsts in 2004: a gas-electric hybrid scooter; a scooter with two

wheels in front and one in back which grips the road better.

One of Piaggio's problems Mr. Colaninno couldn't fix from the

inside was its scale. Even though Piaggio was the European market

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leader, it was dwarfed by rivals Honda and Yamaha. A year after

rescuing Piaggio, Colaninno decided to salvage another Italian brand:

scooter and motorcycle maker Aprilia.

Vendor—maintained its previous significant growth rate to reach a

total 125

BELGIQUENEDERLANDLUXEMBOURG

PIAGGIO BENELUX B.V.Hoevestein 484903 SC Oosterhout-NB-NEDERLAND+31 162 44 75 02ltv@piaggio.nl

HELLAS

PIAGGIO HELLAS LTD259, IMITU str.11631 ATENE+30 21017572100

UNITED KIMGDOM

PIAGGIO LIMITED1, Boundary RowSE1 8HP – LONDON+44 2074014300

FRANCE

PIAGGIO FRANCE S.A.32, rue d'Armaillé75017 PARIS+33 (0) 158053860

ESPAÑA

PIAGGIO ESPAÑA S.A.Calle Rosario Pino, 14-16Edificio Rioja

DEUTSCHLAND PIAGGIO DEUTSCHLAND GMBHMarie Curie Strasse 8

34

50170 Kerpen

The working Ape par excellence.

It is available both with short and long rear cargo deck. In long rear cargo

deck model, the payload area is 2,75 square meters with transportable

weight of over 700 Kg.

we can choose between handlebar model, for suburban areas and the

steering wheel model, for driving inside and outside the city. It’s also

available with long-lasting light alloy sides featuring a modern design

The Ape of the 3rd millennium.

- A modern design with brand-new rear lights

- rolled-steel section rear cargo deck

- metallic mat and many other beautiful details to be discovered.

Piaggio - Comparative Business Analysis Snapshot

Business Description

Piaggio The Group principal activities are the development,

production and sale of two-wheeled vehicles (scooters with engine sizes

ranging from 50cc up to 500cc and motorcycles from 50cc up to 1.100cc)

35

with the Piaggio, Vespa, Gilera, Aprilia, Moto Guzzi, Derbi and

Scarabeo brands. It also manufactures three and four-wheel light

commercial vehicles (VTL) for utility and personal mobility, with the

Ape, Porter and Quargo brands. Other activities include designing and

producing of engines for scooters, motorbikes, minibikes and karts. The

Group has 7 production facilities, 4 in Italy and 3 abroad (Spain, India

and Republic of China) and operations in over 50 countries. In 2004 the

Group acquired the Aprilia Company.

Competitor Analysis

This analysis compares Piaggio Nc Spa with three other companies

in closely related industry sectors.

The full Comparative Business Report is available to Subscribers or may

be purchased individually. The full report generally includes the

following sections:

- Sales Analysis: Recent Sales, Sales Growth, Sales per Employee

- Recent Stock Performance

- Company Valuation Ratios: Price/Earnings, Price/Book Value

- Price/Sales and 52 Week Price change

- Dividend Analysis

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- Profitability Analysis: Gross Profit Margin

- Earnings Before Extraordinary Items

- Inventory Analysis

- Research and Development Expenses

- Financial Position: Long Term Debt/Equity, Days Accounts Receivable,

Days Inventory

Present and Future

April 6th 2004

Piaggio signs a strategic agreement with Chinese group Zongshen to

produce and market engines, vehicles and components for the Asian

market. The Prime Minister of the Popular Republic of China Wen Jiabao

visits group headquarters in Pontedera, and is welcomed by Group

Chairman Roberto Colaninno, Chief Executive Officer Rocco Sabelli,

and by Piaggio management and staff.

Matteo Colaninno, Vice Chairman of the Young Entrepreneurs Group in

Italy and Europe is nominated Piaggio Vice Chairman.

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The final contract is signed for the acquisition of the Aprilia - Moto

Guzzi Group, and with that the undisputed leader in the Italian “2 wheel”

market is born: 24% of the European 2 wheel market and 35% of the

Italian market, over 600.000 vehicles per annum, 6.000 employees and 8

industrial plants worldwide, with a presence in more than 50 countries.

Following the Aprilia deal IMMSI S.p.A. becomes the major controlling

shareholder with a strategic 40% interest in Piaggio.

January 11th 2005

At the first meeting of the Board of Directors of Aprilia S.p.A., Roberto

Colaninno is nominated Chairman, Rocco Sabelli Chief Executive

Officer Director and Ivano Beggio Honorary Chairman. Gianclaudio Neri

is nominated General Manager. At the same meeting Leo Francesco

Mercanti is assigned responsibility for the new Aprilia Brand

Management Division.

Research & Development

Innovation, Research and Development

The Piaggio Group carries out its own research in 5 centers located in

Italy, Spain, India and China; the centers employ over 700 technicians.

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The organization of the research function is underpinned by recognition

of the importance of synergy, flexibility and brand custodianship.

The pursuit of excellence in the Piaggio Group is based on anticipating

client needs, creating products which are technically, stylistically and

functionally innovative, and using research to achieve a better quality of

life. These are also the key elements in maintaining its leadership

position in the market.

Research and Development at Piaggio is thus clearly focused in two main

areas: the ongoing search to create better performing and more

environmentally friendly engines, and the constant improvement of

vehicle safety and functionality.

Range of engines

Engine design and production involve a great deal of technology and

require highly specialized resources.

The Piaggio Group has at its disposal an engine research division which

is unique in the whole of Europe and has the capacity to deal with an

unparalleled breadth of petrol, diesel or natural gas driven engines for

mopeds, scooters, motorcycles or light transport vehicles, ranging in size

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from 50cc to 1200cc, either 2 or 4 stroke with one or more cylinders, and

with manual or automatic transmission systems.

Through a suite of unique and well defined brands, the Group’s product

range satisfies the needs of a vast clientele. Whilst the mono and dual

cylinder range of scooter motors between 50cc and 850cc constitutes the

common basis for this product category across the brands (Piaggio,

Aprilia, Vespa, Gilera, Derby), motorbike engines are much more

diversified, in line with the markedly different characters of the various

brands. Thus the typical monocylindrical Derbi engines, Motoguzzi’s

twin cylinder transverse engines with universal joints and Aprilia’s high

performance longitudinal 60 or 90 degree V.

Engine Research

Engine research is principally focused on the quest for high

performance and also on respect for the environment. High performance

means meeting the requirements of an ever more demanding clientele:

low consumption, low maintenance costs, reduced engine noise,

improved driving pleasure, and clockwork functioning and reliability.

Care for the environment obviously means ensuring conformity to the

ever more stringent laws governing gas emissions, but there is more to it:

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new fuel systems, alternative fuels and innovative engines are the areas in

which Piaggio engine research is focused as it seeks solutions for the

future.

Topics of research thus include improving engine efficiency,

reducing internal friction, optimizing internal fluid dynamics, introducing

direct (Purejet) and indirect (Master and Quasar) electronic injection

systems, and exhaust systems with 3 way catalytic converters and

Lambda probes. Other fuels under research include GPL, methane and

diesel injection.

The future today

Piaggio Engine Research is focused on an ambitious medium term

project: the hybrid HyS (Hybrid Scooter). A Hybrid HyS is a twin

engined vehicle which combines the advantages of petrol engines with

those of electric engines.

It is common knowledge that whilst internal combustion engines

have elevated levels of endurance and power in a cruising situation, their

acceleration capacity from a standstill is unimpressive. On the other

hand, the Achilles Heel of the emission-free electric engines is the short

41

duration of their battery charge. Although they are not particularly fast

on the open road, they develop maximum torque from standstill without

any lag and without clutch and gears.

Hence the HyS: a vehicle with two hearts which accelerates

combining the power of both engines, thermal and electric, and is able to

attain the same velocity on the open road as a standard petrol engine. It

has no emissions in limited traffic areas where it functions as an electric,

and it has the added advantage of being able to recharge its batteries

while in motion.

Vehicle innovation and safety

As regards vehicles, the Group’s R&D activities mainly revolve

around proposing new solutions which improve clients’ quality of life.

As with engines, the product range is very wide, from mopeds to light

delivery vehicles, from small-engined motor cycles to super sports

versions and racing vehicles, and both on and off road bikes as well as

little scooters and touring bikes.

Three-wheel vehicles are the answer to mobility for the European

citizen and contribute to traffic decongestion while guaranteeing an

42

adequate level of safety and comfort. As such Piaggio is strongly

committed to ongoing improvement of safety systems (braking systems,

suspension, electronic control of vehicle dynamics) and to the search for

new architectural solutions by means of aerodynamic and ergonomic

analysis.

Piaggio R&D has recently proposed completely innovative

formulas such as the revolutionary undulating Three-wheel vehicles

which constitute a milestone for increased active safety in urban

mobility.

The presence in the group of brands such as Aprilia, Derbi and

Moto Guzzi guarantees the commitment of Piaggio R&D not only in the

high performance sector where our products are at the cutting edge of

technology, but as regards the traditional vehicles which evoke a strong

emotional response.

The future tomorrow

Piaggio is actively researching in high tech fields such as the

design and development of vehicles powered by hydrogen fuel cells; this

technology promises the most for “Zero Emission” with a high level of

43

autonomy. Piaggio has participated successfully in various projects in

this area and has produced Europe’s first fully functional scooter using

the X9 model; the search continues.

Optimizing the production process

In an ever more competitive environment, optimizing costs and

time-to-market is an important strategy for maintaining and increasing

leadership in the market for 2 wheel vehicles. Group R&D departments

avail themselves of structures capable of ensuring continuous

improvement in the product development process through simultaneous

engineering: 200 CAD and CAE seats for 3D modeling of vehicle

components and assemblies, and for structural, fluid dynamic and

multibody analysis, all of which allow the identification of potential

problems and their solutions in the early phases of the process. In

addition there are mechanical, electrical and technical laboratories, echo

chambers for acoustic tests and test benches for engines and finished

vehicles.

44

R&D: External collaboration

Piaggio has ties with an international network of the world’s most

advanced academic and private research centers and laboratories.

Through consultation as well as sponsored research projects and doctoral

theses, cooperation is particularly strong between the company and the

University research centers at Pisa, Florence, Perugia, Bologna and Graz,

as well as the Milan Politic and Fiat

Careers value

People are the bedrock of our competitive ability. The wealth

represented by our employees’ skills, abilities and passion for our

products is the fundamental basis on which our image and our reputation

are sustained. The striving of our employees, both individually and as

members of a team towards our objectives of customer satisfaction,

innovation and the anticipation of market needs is the real engine of our

leadership and of the value created for our customers and the company.” t

Company vision and the crucial nature of human resources

The asset represented by our employees, their skills, their abilities

and their potential plays a central role in our business vision, in our

45

strategic direction and in our competitive positioning within our markets.

Together with the capacity of our employees to learn continuously and to

remain up to date with changing technologies and market needs, their

professional competencies and their knowledge of our products and what

constitutes satisfaction for our clients, are the only real guarantee that

Piaggio can keep producing consistently high quality results. The

concepts of “skill” and “being skilled” are inextricably linked with

having understood how to achieve a truly outstanding result. This is

what we mean when we refer to “Skills as company assets” to be

documented, protected, communicated and further developed.

Objectives of the human resource management policies

The primary objective of Piaggio’s human resource management

policies is to create a blueprint for the enactment of the company

business vision and its requirement for a “virtuous circle” linking

company results, customer satisfaction, customer value, and the value

created by and for employees.

The polices are therefore born out of the business vision and their

common goal is to define how the company can create a significant

46

exchange of value which is motivating for all the people who work in the

company.

As such, the policies as a whole and individually have a dual

function as regards this “value exchange”:

1) To increase employee value: staff is the first and the most important of

the company’s “intangible assets”. The policies guide management in

“extracting value” from employees while “investing” in their growth, the

optimization of their skills and the protection of the wealth of know-how

which they represent.

2) Increasing value for employees: in this sense employees are recipients

of a “value proposal” intended to inspire and motivate them to do their

best because they see their contributions suitably rewarded and their

expectations and aspirations met. Creating value for employees means

providing guidance and, where necessary, redirecting motivation in line

with the business focus.

The policies which Piaggio intends to introduce, communicate and

make operative relate to the key aspects of human resources management

and development. Inherent in the policies is the idea of “aiming for

47

excellence”, in the sense that they are meant to create and establish

within the organization a “better way” of guiding staff towards

excellence; this implies a conscious willingness and capacity on the part

of management to apply them efficaciously and a readiness by staff to

take joint responsibility and to get actively involved.

In combination, these states of mind impel the trajectory of the

organization as whole towards constant improvement, and, ultimately,

excellence. The policies are thus intended a “guide” and as a common

reference point for the orientation and “transformation” of individual and

collective behaviors in line with the evolution of the company and of the

factors which govern its success.

Policy deployment and its objectives

Recruitment and internal enlistment policy

. The objective is to attract and keep the people and skills which are

the “best for the business” and to use internal mobility and experiential

development in diversified roles, contexts and functions as a fundamental

tool to optimize individual skills and accelerate the development of

individual capacities and potential.

48

Communication and awareness policy.

The objective is to create a “two-way channel” between the

company and its employees which simultaneously transmits fundamental

information for employees’ understanding of where the company is going

in order that they might channel their individual motivation and actions,

and at the same time, provides a means of listening to employees and

evaluating their satisfaction levels and the organizational climate – all

with a view in the longer term - to increase individual commitment to

company goals.

Employee appraisal policy.

The objective is to give all Piaggio employees a full understanding

of the aspects on which they are evaluated. Transparency as regards the

how and why of the various methods used to evaluate their own

performance, skill and ability is fundamental in enabling employees to

make sense of the company’s assessment criteria and adjust their

behavior accordingly.

Distinctive skills development policy.

49

This supports the fundamental role of being “competent” both for

personal performance and for the achievement of company goals. The

development of the distinctive competencies, required by business and

market evolution, is an absolute priority and for this reason competencies

become the pivot around which the Human Resources process revolves,

from recruiting to training, career development, and the compensation

policy itself, which will focus increasingly on rewarding and retaining

employees with strategic business know-how.

Professional development and career policy.

The objective is to pursue the development of key resources in line

with organizational growth and competitive strategy and to create a

“portfolio” of employees prepared to fill pivotal roles. In this context,

the Management Review offers a vitally important inventory of the pool

of available managerial and professional skills and an analysis of the

development progress of specific individuals and the status of key roles.

In order to fully utilize available skills and expertise, the Professional

development and career policy also allows for management and

professional training.

Training Policy.

50

This recognizes the importance of continuously updating employee

skills and aligning them with organizational needs as the business

evolves. The offer of training opportunities is available for every role

and level of responsibility, for professional groups and for individuals, in

short for whoever has the motivation to increase their value as employees

in line with business requirements. The main objective is thus to increase

the value of the organization’s human capital both on an individual level

and overall.

Rewards policy.

The objective is to reward employee contributions according to

clearly understood, competitive, fair and merit-based criteria so as to

motivate and retain the best employees i.e. those who contribute the most

to the business and to company results. Annual remuneration is

composed of a fixed portion linked to a specific role and to an

employee’s level of individual skill, and a variable portion established in

terms of the corresponding increase in company value and the results

achieved whether individually or as part of a team. Besides encouraging

a results-oriented culture, the MBO, incentivisation and performance

evaluation systems are intended to link the variable portion of the

51

remuneration overtly with individual results, and most importantly, to

allow for differentiated levels of recognition, offering the most

significant rewards to those whose performance contributes the most to

success and to company results.

Strategic employees’ policy.

This has the fundamental objective of increasing the company’s

ability to attract, motivate and develop the best resources for its business.

As such, the policy takes its direction from business decisions and the

success factors which become critical as a result. Hence it could be

applied to entire groups or to individuals whose personal and professional

value is of particular relevance to the company, and involves a higher

“value exchange” via individually tailored management, development

and recognition practices.

Trade Union relationships policy.

To ensure a sustained increase in company value for all

stakeholders, the Piaggio “Trade Union relationships” policy aims to

promote the involvement of workers and their “Union” in the process of

achieving company objectives and promoting the values which guide the

52

company and its competitive success. Such involvement is also meant to

develop employees’ motivation and their sense of responsibility for

company growth. To this end, the company’s success must always be the

prime goal when defining and managing key themes (flexibility,

operational organization and plant use, productivity, working periods

etc.) Whilst the agreements and behaviors adopted in the various

countries in which the Group operates will be in line with local social and

institutional norms, they will always be coherent with the basic principles

and overall requirements of the Group.

Competitive organizational policy.

The continued success of the Piaggio Group is also dependent on

continuous improvement in the overall efficiency and effectiveness with

which it is able to respond to changes in the market place and to produce

value for the customer along the entire value chain. As such, the Group

sees the innovation of organizational structure as a key issue to create

competitive advantage; through the Organisational policy it aims to

create a lean, customer-oriented, value generating structure which is

process based and has an integrated partner network of suppliers and

dealers who cooperate in the company’s value chain. With this in mind,

53

the Piaggio Group is committed to reducing hierarchical levels, as a

means of leveling its business “playing fields” and to encouraging self

management driven by the search for customer value. Equally it is

committed to delegating authority as a factor to instill a sense of

responsibility in employees and to speed up decision making. Customer

orientation will be emphasized via continuous improvement in the key

business processes, ongoing role development and an across-the-board

approach.

In their entirety, these principles express the importance of respect

for the person, ensure management fairness and exclude any type of

discrimination, particularly on the grounds of sex, age, nationality, ethnic

origin, ideology and religious belief

Milestones of Piaggio

The year 2005 saw piaggio vehicles private limited achieve

outstanding growth in terms of sales.

Piaggio announced a record sales of 1 lakh units in 2005.a 41%

increase in sales volume compared to the previous year

54

Piaggio has sold around 98,470 units of ape 1 tonner covering both

the cargo and passenger segments and close to 2000 units of ape 1.3

tonner.the company has also increased production capacity by around

40% in the last year.

Piaggio sold a record 10,000 vehicle in the month of October, a

milestone that celebrated on November 8,2005 at the Taj Blue

Diamond

Chapter 4

Survey Analysis and Interpretation

55

56

SURVEY ANALYSIS

This Chapter deals with the analysis of data collected from the survey of

customer opinions about the PIAGGIO APE Vehicles.

The data has been analyzed with reference to the stages involved in the

purchase decision process of consumers vise; need arousal, information search,

and evaluation of alternatives, purchase decision and post purchase behavior of

consumer.

In the case of study on consumer behavior the respondents play vital

role. Individuals and groups who satisfy their needs by obtaining products or

value from enterprises involved in the manufacture of such products or

provision of such services are called consumers.

In this chapter, we have analyzed the data of respondents. This would

necessitate obtaining the accurate demographic profile of the respondents.

A convenient sampling technique was made use of for this survey and

the number of respondents chosen was 100.

57

1. Do you have any three wheelers?

Frequency Percent

Valid Yes 90 90.0 No 10 10.0 Total 100 100.0

Interpretation:

The above graph shows that 90% of the respondents have 3 wheelers and

10% of respondents do not have 3 wheelers. By this company come to

know potential customers for their 3 wheeler vehicles.

58

Mention the factors influenced you to buy vehicle

Interpretation:

The above graph shows that 29% of respondents agree that brand name is

influenced to buy vehicle

Frequency Percent

Valid Brand name 29 29.0

After sale service 11 11.0

Mileage 43 43.0 Technology 6 6.0

Design 5 5.0 Price 6 6.0 Total 100 100.0

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• 11% of respondents considered after sale service is influenced to

buy vehicles

• 43% of respondents said that mileage is influenced to purchasing

vehicle

• 6% of respondents said that technology and price

• 5% of respondents considered design.

According to survey it is found that mileage is the most important

influenced factor considered to buy vehicles.

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2. Are you aware of Piaggio Vehicles?

Interpretation:

From the above the graph we can see that in the total sample size of 100,• 97% of respondents aware of the piaggio vehicle and 3% of the

respondents not aware. Here we can see awareness level of customer’s towords the Piaggio ape vehicles.

Frequency Percent

Valid Yes 97 97.0 No 3 3.0 Total 100 100.0

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3. Are you aware of Olikara motors Piaggio ape vehicles showroom in

Shimoga

Interpretation:

• From the above graph we can see that 92% of the respondents

aware of Olikara motors piaggio ape vehicle showroom in

Shimoga and

Frequency Percent

Valid Yes 92 92.0NO 8 8.0Total 100 100.0

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• 8% of the respondents not aware.

4. The brand of Piaggio have lived up to my expectation

Frequency Percent

Valid Strongly agree 22 22.0

Agree 49 49.0Neither agree not disagree 23 23.0

Disagree 5 5.0Strongly disagree 1 1.0

Total 100 100.0

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Interpretation:

The above graph illustrates the expectation level of customers towards

the piaggio ape vehicles

• 22% of the respondents have strongly agreed that whatever they

expected from the brand has lived up to their expectation

• 49% of the respondents have agree on this

• 23% of respondents have neither agree nor disagree

• 5% of respondents has said that piaggio ape brand did not lived up

to their expectation

• 1% respondents strongly disagree

Majority of the respondents agree that the brand of Piaggio lived up to

their expectation .they satisfied with their vehicles.

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5. What is your opinion about quality of Piaggio ape vehicles?

Frequency Percent

Valid Excellent 26 26.0Good 38 38.0Average 34 34.0Poor 2 2.0Total 100 100.0

Interpretation:

From above graph we can see that the opinions made by the customers

towards the quality of piaggio brand.

• 26% respondents have the opinion of the quality of the piaggio ape

vehicle is excellent

• 38% have rated it as good

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• 34% of them said that quality is average ,

• 2% of respondents have opinion of the quality of vehicles is poor

6. Would you intend to purchase/change your vehicle?

Frequency Percent

Valid Yes 36 36.0

No 64 64.0

Total 100 100.0

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Interpretation:

The above graph shows that the number of respondents wants to purchase

or change vehicle.

• 36% of respondents want to have or change vehicle.

• 64% of the respondents do not want to purchase/change vehicles

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7. If yes the purchase will be

Interpretation:

The above graph shows that the time period for purchase of vehicles

• Out of 36% of,7% of respondents have planned to buy vehicle within 4 months

• 10% of them have planned to buy 4 to 8 months• 9% of respondents have planned to buy within 8 to 12 months• 10% of the respondents have planned to buy after one year

Frequency PercentValid Within 4 months 7 7.0

4 to8 months 10 10.08 to 12 months 9 9.0After one year 10 10.0Total 36 36.0

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8. Will you purchase piaggio vehicle

Frequency Percent Valid Definitely 7 7.0 Probably 16 16.0 not sure 7 7.0 Probably not 3 3.0 Definitely not 3 3.0 Total 36 36.0

Interpretation: The above graph shows that the number of respondents wants to purchase Piaggio vehicle. Out of 36% respondents, 7% of respondents will definitely purchase piaggio vehicle

• 16% of them will probably purchase piaggio vehicle.• 7% of respondent said not sure• 3% of respondents probably not purchase piaggio vehicle.• 3% of respondents said that they definitely not purchase.

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9. I do not intend to purchase/change my vehicle because

Frequency PercentValid Satisfied with existing

vehicles27 27.0

Vehicles are highly priced 5 5.0Difficult to handling 23 23.0High maintenance cost 8 8.0If other specify 1 1.0Total 64 64.0

Missing System 36 36.0Total 100 100.0

Interpretation:

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According to survey it was found that the satisfied with existing vehicle,

vehicles are difficult to handling are the most important factors

considered to not purchase a vehicle.

• Out of 64%, 27% of respondents are satisfied with existing

vehicles

• 5% of respondents said that vehicle are highly priced

• 23% of them said that vehicle are difficult to handling

• 8% of them said there is high maintenance cost.

• 1% of respondents said that other factors made not intend to

purchase vehicle.

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Chapter 5

Findings, Suggestions and Conclusion

72

Findings

90% of the respondents have 3 wheelers and 10% of respondents do

not have 3 wheelers. By this company come to know potential

customers for their 3 wheeler vehicles.

29% of respondents agree that brand name is influenced to buy

vehicle 11% of respondents considered after sale service is influenced

to buy vehicle 43% of respondents said that mileage is influenced to

purchasing vehicle 6% of respondents said that technology and price

5% of respondents considered design.

According to survey it was found that mileage is the most

important influenced factor considered to buy vehicles.

97% of respondents aware of the piaggio vehicle and 3% of the

respondents not aware.

92% of the respondents aware of Olikara motors piaggio ape vehicle

showroom in Shimoga and 8% of the respondents not aware

22% of the respondents have strongly agreed that whatever they

expected from the brand has lived up to their expectation

49% of the respondents have agree on this

23% of respondents have neither agree nor disagree

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5% of respondents have said that piaggio ape brand did not lived

up to their expectation

1% respondents strongly disagree

Majority of the respondents agree that the brand of Piaggio

lived up to their expectation .They satisfied with their vehicles.

26% respondents have the opinion of the quality of the piaggio

ape vehicle is excellent , 38% have rated it as good, 34% of them

said that quality is average, 2% of respondents have opinion of the

quality of vehicles is poor

36% of respondents want to purchase or change vehicles

64% of the respondents do not want to purchase/change

vehicles

Out of 36% of, 7% of respondents have planned to buy vehicle

within 4 months

10% of them have planned to buy 4 to 8 months

9% of respondents have planned to buy within 8 to 12 months

10% of the respondents have planned to buy after one year.

Out of 36% respondents, 7% of respondents will definitely

purchase piaggio vehicle

16% of them will probably purchase piaggio vehicle.

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7% of respondent said not sure

3% of respondents probably not purchase piaggio vehicle.

3% of respondents said that they definitely not purchase.

Out of 64%, 27% of respondents are satisfied with existing

vehicles

5% of respondents said that vehicle are highly priced

23% of them said that vehicle is difficult to handling

8% of them said there is high maintenance cost.

1% of respondents said that other factors made not intend to

purchase vehicle

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Suggestions

The company should take steps to increase the awareness among the

general public. However there is less advertisement of Piaggio ape

vehicles.

Company has to concentrate more on the attributes that are preferred

by the customer, so that company can meet their expectation. By this

the company can position positively in the minds of the customer.

Dealers have to increase the promotional activities which will leads to

increase the sales in their region or area. Such as giving gifts,

compliments etc on purchase of vehicles.

Most of the respondent’s respondended that there is high maintenance

cost .So Company has to take steps towards that.

Most of the people expecting 4 wheelers ape range vehicles from

company. So company has to understand Customers needs.

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Conclusion

From the survey analysis it was found that most of the people are

well aware about Piaggio ape vehicles in Shimoga city.

Piaggio is one of the biggest company in the world and the

company reaching out to more geographical locations and adding more

names to their customer’s roster.

Company achieved a respectable market share and continues to

lead in their chosen business segment.

It is also observed that the advertising and sales promotional

activities that are carried out by the dealers are less. Therefore they

should formulate some aggressive strategy, which will help to increase

the sales volume.

And the company also has to make a point the most of the people

in their suggestion said that they want 4 wheelers ape range vehicles. So

the company can use this information to manufacture the right type of

vehicles. That is what the customer wants.

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Annexure

Questionnaire

Bibliography

78

Questionnaire

I am a student of final year BBM studying in Sahyadri Arts College,

Shimoga. As a part of my study, I have undertaken a project report on

“Customer behaviour about Piaggio Ape Vehicles”, a case study of

Olikara Showroom, Shimoga. I would be grateful if you could spare a few

moments to fill this questionnaire and give me some of your valuable

suggestions, ‘the information that is given by you will be used only for

academic purpose.

Thanking you,

Yours faithfully

Kiran Raj .G

1. Do you have any three wheelers?

Yes

No

2. If yes specify the name of the company

3. Basic criteria for choosing the above company

a) brand name e) price

b) Safety f) Maintenance

c) Comfort g) if the other specify

d) Aesthetic

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4. Whenever you think of a three wheeler vehicle which brand comes to

your mind.

5. Mention the factors influenced you to buy vehicles

a) Brand image d) technology

b) After sale service e) design

c) Mileage f) price

6. Are you aware of Piaggio Vehicles?

Yes

No

7. Are aware of Olikara motors Piaggio vehicles in Shimoga

Yes

No

8. If yes trough which media

a) Executive d) Friends

b) Pamphlet e) TV

c) News paper f) If other specify

9. The brand of piaggio have lived up to my expectation

a) Strongly agree d) Disagree

b) Agree e) strongly disagree

c) Neither agree not disagree

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10.What is your opinion about quality of piaggio vehicle?

a) Excellent c) average

c) Good d) poor

11.Would you intend to purchase/change your vehicle?

Yes

No

If yes, the purchase will be

a) Within 4 months c) 8 to 12 months

b) 4 to 8 months d) after one year

If no move to question no 13

12.Will you purchase Piaggio vehicle

a) Definitely d) probably not

b) Probably e) definitely not

c) Not sure

13.I do intend to purchase /change my vehicle because

a) Satisfied with existing vehicle d) high maintenance cost

b) Vehicles are highly priced e) if other specify

14.Your suggestion for improvement of Piaggio vehicle

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1

Bibliography

Reference books

Product management Donald R.Lehmann

Russells Winner

Company manuals

Websites

www.google.com

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