JNCT COLLEGE OF MANAGEMENT

(JNCT)
Berasia Road, Lambakheda, Chouksey Nagar,
Bhopal (M.P.)

Department of Management Studies

 ACKNOWLEDGEMENT

Gratitude is the hardest of emotion to express and often does not find adequate
ways to convey the entire one feels."
Internship training is the one of the important parts of BBA course, which has
helped me to learn a lot of experiences which will be beneficial in my succeeding
career.
For this with an ineffable sense of gratitude I take this opportunity to express my
deep sense of indebtedness to Respected PROF. AJAY MALHOSIA SIR,
HEAD OF DEPARTMENT, DEPARTMENT OF MANAGEMENT
STUDIES, JNCT COLLEGE who has provided me an opportunity to learn the
corporate culture during my BBA course. At the same time, I want to thanks all
my faculty members of JNCT college.
I am also very much thankful to for his interest, constructive criticism, persistent
encouragement and untiring guidance throughout the development of the project.
It has been my great privilege to work under his inspiring guidance.
Further I would also like to extend my sincere 'Thanks all my faculty members of
JNCT for their valuable guidance, suggestions, and outstanding support. My
extended Thanks to Respected Arun Patel Sir for helping and guiding me
throughout my internship program.
 PREFACE

It is said that without theory, practice is blind and without practice theory is
meaningless. Hence practical training has been made integral part of the
management education in India.
The Internship training programs are designed to give a manager the future of the
corporate happenings and work culture. It exposes the potential of the manager of
the future to the actual tune of the working environment present is dynamic
organization. Personnel management is that part of management concerned with
the people at work and with their relationships within the organization.
Training is the process of increasing the knowledge and skill for doing a
particular job. It is an organized procedure by which people learn knowledge and
skill for a definite purpose. The purpose of training is basically to bridge the gap
between job requirements and present competency of an employee.
I am fortunate project I tried to find out the working methods and techniques,
which is enough to get the opportunity of vocational training at BGSHONDA.
 DECLARATION

I, Rohit Choudhary, Student of 2ND YEAR BBA, JNCT BHOPAL, declare that
the presented report titled “COMPANNY" is the result of my own efforts and it
is based on data collected and guidance given to me. I have prepared it during my
internship from 4th April 2023 and the project was completed on1st May2023.
This report is correct to best of my knowledge and so far, has not been published
anywhere else.

Rohit-Choudhary
ROHIT CHOUDHARY
(Roll No.: 16)
BBA 2ND Year
 TABLE OF CONTENT

Sequence Particular Page No.

No.
1. Introduction
 Introduction of Honda
 History of Honda
 HMSI
 About BGS Honda
 Respect for Individual
 Hondas Philosophy
2. Business Module and Products
 Business Model
 Business Description
 Business Process
 Products
3. Industry Analysis and Challenges
 Industry Analysis
 Challenges in Two Wheeler Industry
 Challenges Faced by Honda in Indian Market
 Honda’s Response
 Competitors
4. Functions of Marketing Department
 Marketing
 Marketing Mechanism
 Marketing Mix Plan
5. Learning Experience and Sills Acquired
 Learning Experience
 Sills Acquired
Findings
CHAPTER 1
INTRODUCTION
 INTRODUCTION OF HONDA

Honda Motor Co., Ltd. is a Japanese multinational conglomerate that

manufactures automobiles, motorcycles, and power equipment. The company is
headquartered in Minato, Tokyo, Japan. Honda is the world's largest motorcycle
manufacturer, with a production of 400 million by the end of 2019.
It is also the world's largest manufacturer of internal combustion engines,
producing over 14 million engines annually. Honda is the second-largest
Japanese automobile manufacturer and was the eighth largest automobile
manufacturer in the world in 2015.
Aside from automobiles and motorcycles, Honda manufactures garden
equipment, marine engines, personal watercraft, power generators, and other
products. The company also established a luxury brand, Acura, in 1986,
becoming the first Japanese automobile manufacturer to do so. Honda has been
involved in artificial intelligence/robotics research since1986 and released their
ASIMO robot in 2000. The company has also ventured into aerospace with the
establishment of GE Honda Aero Engines in 2004 and the production of the
Honda HA-420 Honda Jet in 2012.
Honda has two joint-ventures in China: Dongfeng Honda and Guangqi Honda. In
2013, the company invested about 5.7% (US$6.8 billion) of its revenues into
research and development.
Additionally,Honda became the first Japanese automaker to be a net exporter
from the United States in 2013, exporting 108,705 Honda and Acura models and
importing only 88,357. Overall, Honda has a diversified business portfolio and
continues to invest in research and development to maintain its position as a
global leader in various industries.

HISTORY OF HONDA

Honda Motor Company is a multinational corporation that is well known for

producing automobiles, motorcycles, and power equipment. The company was
founded in 1948 by Soichiro Honda in Hamamatsu, Japan. Here's a brief history
of Honda Motors with some important details:

 1948: Soichiro Honda founded the Honda Motor Company after World
War II, initially producing motorcycles.
 1958: Honda entered the U.S. market with the American Honda Motor
Company, and began selling motorcycles in the United States.
 1960s: Honda began producing automobiles, and introduced the Honda
N360 and the Honda S500 sports car. Honda also developed its first
Formula One race car, the RA271.
 1970s: Honda introduced the Civic, which became a popular compact car
worldwide. The company also developed the CVCC engine, which met
strict emissions standards without the use of a catalytic converter.
 1980s: Honda introduced the Accord, which became one of the best-selling
cars in the United States. The company also began producing Acura luxury
cars for the U.S. market.
 1990s: Honda introduced the NSX sports car, which was praised for its
handling and performance. The company also developed the VTEC engine,
which improved power and fuel efficiency.
  2000s: Honda introduced the hybrid-electric Insight, which was the first
hybrid car sold in the United States. The company also developed the FCX
Clarity, a hydrogen fuel cell vehicle.
 2010s: Honda introduced the redesigned Civic, which received mixed
reviews. The company also introduced the Acura NSX, a high-performance
hybrid sports car.
Throughout its history, Honda has been known for its innovative engineering and
commitment to quality. The company has won numerous awards for its
automobiles and motorcycles, and has been recognized for its environmental
initiatives.
Today, Honda continues to be a major player in the global automotive industry,
with a wide range of products and a strong presence in markets around the world.

HONDA MOTORCYCLE AND SCOOTER INDIA

Honda Motorcycle and Scooter India, Private Limited (HMSI) is the wholly
owned Indian subsidiary of Honda Motor Company, Limited, Japan. Founded in
1999, it was the fourth Honda automotive venture in India, after Kinetic Honda
Motor Ltd (1984–1998), Hero Honda (1984–2011) and Honda Siel Cars India
(1995–2012). HMSI was established in 1999 at Manesar, District Gurgaon,
Haryana.
HMSI has four manufacturing locations at Manesar in Haryana, Tapukara in
Rajasthan, Narsapura, Kolar in Karnataka and Vitthalapur of Ahmedabad district
in Gujarat state.
HMSI got ISO 14001 certification in December 2002. HMSI plans to use the
PDCA cycle for its environmental management system.
 ABOUT BGS HONDA

BGS Honda, Bhopal Garage & Service Station is central India's one of the largest
dealerships of Honda Motorcycle & Scooter India Pvt. Ltd. We bring our
decade's old experience in automobile industry to serve you at our best. We are
known for our business ethics and we are proud of this legacy.
Established in 2000, India Bgs Honda has gained immense expertise in supplying
& trading of Honda two-wheeler, bike Honda two-wheeler, bike etc. The supplier
company is located in Bhopal, Madhya Pradesh and is one of the leading sellers
of listed products.
 RESPECTS FOR THE INDIVIUAL

Honda recognizes and respect individual differences. The respect for individual
stems from the following three points:

 Initiative
 Equality
 Trust
It is the contribution from each individual in the company that has made the
company what it is today and that which will take the company into the future.

HONDA’S PHILOSOPHY: THE THREE JOYS

In line with Honda’s philosophy, HMSI conducts all the daily activities in
pursuit of the following joys:

 The joy of manufacturing high quality products

 The joy of selling high quality products
 The joy of buying high quality products.
CHAPTER 2
BUSINESS MODULE
AND PRODUCTS
 BUSINESS MODEL
HMSI's business model is focused on providing high-quality, innovative, and
reliable two-wheelers to the Indian market. The company has a diversified
product portfolio that caters to different segments of the market, including urban
and rural areas. HMSI's primary objective is to create value for its customers by
providing them with products that meet their needs, are affordable, and have a
high level of reliability.

The company's business model is based on the following key elements:

 Product Development
HMSI has a strong focus on product development, and the company invests
heavily in research and development to design and develop new products.
The company's products are designed to meet the needs of the Indian
market and are tailored to suit the Indian road conditions. The company has
a dedicated R&D center in Japan, which works closely with the Indian team
to develop new products that meet the requirements of Indian customers.

 Manufacturing
HMSI has four manufacturing facilities in India, located in Manesar,
Tapukara, Narsapura, and Vithalapur. These facilities have a total
production capacity of 6.4 million units per annum. The company has a
robust manufacturing process that is based on the principles of lean
manufacturing. This enables the company to produce high-quality products
at a lower cost, which is critical in a highly competitive market.
 Sales and Distribution
HMSI has a strong sales and distribution network in India. The company
has more than 6,000 touchpoints, including dealerships, service centers, and
retail outlets, across the country. The company's distribution network is
designed to reach customers in both urban and rural areas.HMSI has a
dedicated team that works closely with dealerships to provide support and
training, which helps to ensure that customers receive the best possible
service.

 Marketing
HMSI's marketing strategy is focused on building brand awareness and
promoting its products. The company uses a variety of marketing channels,
including television, print, digital, and outdoor advertising, to reach its
target audience. The company also sponsors various events, including
sporting events and cultural festivals, to increase its visibility and build
brand awareness.
 BUSINESS DESCRIPTION
Honda Motorcycle & Scooter India Pvt. Ltd. (HMSI) is a subsidiary of Honda
Motor Co. Ltd., Japan. It is one of the leading two-wheeler manufacturers in
India, catering to a diverse range of customers with its comprehensive range of
products. The company was established in 1999 with its headquarters located in
Gurgaon, Haryana, India.

HMSI has a strong presence in the Indian two-wheeler market with its wide
range of products, including scooters, motorcycles, and mopeds. The company
has a vast distribution network, with over 6,000 authorized dealerships across
India, which helps in reaching out to customers even in remote areas.

One of the key strengths of HMSI is its focus on innovation and technology. The
company has a state-of-the-art R&D center in Manesar, which is one of the
largest facilities for two-wheeler research in India. The center is equipped with
advanced equipment and technology, which allows HMSI to design and develop
products that cater to the evolving needs of the Indian market.

HMSI's product portfolio includes a range of scooters and motorcycles, such as

the Activa, Dio, Grazia, Aviator, CB Shine, Livo, X-Blade, Hornet, and the
iconic Gold Wing. The Activa is one of the most popular scooters in India and
has been a best-seller for the company for many years. The company has also
been expanding its portfolio to include electric two-wheelers, such as the recently
launched e-Activa, to cater to the growing demand for eco-friendly vehicles.

HMSI is committed to delivering the highest quality products and services to its
customers. The company has implemented strict quality control measures at
every stage of the production process to ensure that its products meet the highest
standards of quality and reliability. Additionally, the company has a dedicated
customer service team that is available round-the-clock to assist customers with
any queries or concerns.

Another key aspect of HMSI's business strategy is its focus on sustainability. The
company has implemented various initiatives to reduce its environmental impact,
such as the use of renewable energy sources and the promotion of eco-friendly
practices across its operations.

BUSINESS PROCESS
The general overview of the business process of Honda Motorcycle & Scooters
India:

 Research and Development

Honda Motorcycle & Scooters India has a dedicated R&D center in
Manesar, Haryana, which is responsible for the development of new models
and technologies. The R&D team conducts market research to identify the
needs and preferences of customers, and develops new products
accordingly.

 Procurement
The procurement team sources raw materials, components, and other inputs
required for the production process from various suppliers. Honda follows a
strict supplier selection process to ensure the quality and reliability of the
inputs.

 Production
The company has four production facilities in India, located in Manesar,
Tapukara, Narsapura, and Vithalapur. The production process includes
assembling and testing of various components and sub-assemblies to
manufacture motorcycles and scooters.
 Quality Control
Honda Motorcycle & Scooters India has a dedicated quality control team
that ensures that all the products meet the company's stringent quality
standards. The team conducts various tests and inspections at different
stages of the production process to ensure that the final product is of high
quality.

 Sales and Marketing

Honda Motorcycle & Scooters India has a wide network of dealerships
across the country to sell its products. The company also conducts various
marketing activities to promote its products and build brand awareness.

 After-Sales Service
Honda Motorcycle & Scooters India has a strong after-sales service
network to ensure customer satisfaction. The company offers various
services, including regular maintenance, repairs, and replacement of parts.

 Supply Chain Management

Honda Motorcycle & Scooters India has a well-established supply chain
management system to ensure timely delivery of inputs and finished
products. The company uses advanced logistics technology to manage the
flow of goods and information.
CHAPTER 3
INDUSTRY ANALYSIS
 INDUSTRY ANALYSIS
The Indian two-wheeler market is one of the largest in the world, with over 20
million units sold in 2021. The market is dominated by motorcycles, which
account for around 75% of sales, while scooters account for the remaining 25%.
India is a price-sensitive market, and affordability is a key factor in purchasing
decisions. As a result, there is a strong demand for low-cost motorcycles and
scooters. Many manufacturers have entered the Indian market to cater to this
demand, including domestic companies like Hero MotoCorp, Bajaj Auto, and
TVS Motors, as well as international brands like Honda, Yamaha, and Suzuki.

 Hero MotoCorp is the largest player in the Indian two-wheeler market,

with a market share of around 35%. The company's best-selling model is
the Hero Splendor, which has been the top-selling motorcycle in India for
many years. Bajaj Auto is the second-largest player in the market, with a
market share of around 18%, and its best-selling model is the Bajaj Pulsar.

 Honda Motorcycle and Scooter India (HMSI) is the third-largest player

in the market, with a market share of around 16%. The company's best-
selling model is the Honda Activa, which is the top-selling scooter in India.
TVS Motors is the fourth-largest player in the market, with a market share
of around 14%, and its best-selling model is the TVS Apache.
In recent years, there has been a shift towards premiumization in the Indian two-
wheeler market. Consumers are increasingly willing to pay a premium for
features like ABS, digital instrument clusters, and LED lighting. As a result,
manufacturers are introducing more premium models to cater to this demand. For
example, Bajaj Auto has launched the Bajaj Dominar, a premium motorcycle
with advanced features like LED lighting and ABS. Similarly, TVS Motors has
launched the TVS Apache RR 310, a premium sports bike.
Another trend in the Indian two-wheeler market is the growing demand for
electric vehicles. The Indian government has set a target of having 30% of all
vehicles on the road be electric by 2030, and two-wheeler manufacturers are
responding to this by launching electric models. Hero MotoCorp has launched
the Hero Electric, Bajaj Auto has launched the Bajaj Chetak Electric, and TVS
Motors has launched the TVS iQube Electric.

CHALLENGES IN TWO WHEELERS INDUSTRY

Introduction to Honda's Entry into the Indian Two-Wheeler Industry.

Honda, a Japanese multinational conglomerate, entered the Indian two-

wheeler industry in 2001 as a joint venture with the Indian automotive giant,
Hero Group. Prior to this, the Indian two-wheeler industry was dominated by
local players such as Bajaj, TVS, and Hero Honda.

Honda's entry into the Indian market was a strategic move to tap into the
growing demand for two wheelers in India, which was driven by increasing
urbanization and economic growth. With a population of over 1.3 billion
people, India was a large and attractive market for two-wheeler manufacturers,
making it an ideal destination for Honda to expand its global footprint.

The Indian market was highly competitive and challenging for new entrants,
with established players having a strong hold over the market. However,
Honda's brand reputation and technological expertise gave it an edge over its
competitors.

In order to establish a strong foothold in the Indian market, Honda adopted a

two-pronged strategy - first, it localized its production and second, it focused
on research and development (R&D) to create products that catered
specifically to Indian customers.

Honda's entry into the Indian two-wheeler industry was a game-changer and
had a significant impact on the market. It brought in new technologies and
 innovations, which led to a shift in consumer preferences and market trends.
The Indian market became more competitive and diverse, providing customers
with a wide range of options to choose from.

Over the years, Honda's presence in the Indian market has grown significantly,
and it is now one of the leading players in the industry. The company has
established a strong distribution network, created a brand image that resonates
with Indian customers, and invested heavily in R&D to create products that
cater to the unique needs of Indian customers.

Despite the challenges Honda faced initially, its entry into the Indian two-
wheeler industry has been successful, and it continues to be a key player in the
market. The company's success in India has been driven by its ability to adapt
to the local market, its focus on innovation and quality, and its commitment to
creating value for customers.

Challenges Faced by Honda in the Indian Market

Honda faced several challenges in the Indian two-wheeler industry, which

is one of the most competitive and challenging markets in the world. Some
of the major challenges faced by Honda are:

 Competitive Pressure:
The Indian market was dominated by local players such as Bajaj, TVS, and
Hero Honda, who had a strong hold over the market. These players had an
established distribution network, brand image, and customer base, which
made it difficult for Honda to establish a foothold in the market.
 Pricing Strategy:
In order to compete with the established players, Honda had to adopt a
competitive pricing strategy. However, pricing its products too low
wouldaffect its profit margins, and pricing them too high would make it
difficult to compete with the established players.

 Product Localization
Honda had to localize its production to cater to the unique needs of the
Indian market. This involved creating products that were affordable,
durable, and suited to Indian road and weather conditions. This required
significant investment in R&D, which increased Honda's production costs.

 Brand Perception
Honda had to create a brand image that resonated with Indian customers.
This involved building a strong distribution network, investing in marketing
and advertising, and creating products that met the specific needs of Indian
customers.

 Regulatory Compliance:
India has strict regulations related to emissions and safety standards for two
wheelers. Honda had to comply with these regulations, which increased its
production costs.

 Economic Factors
The Indian two-wheeler industry is heavily influenced by economic factors
such as inflation, currency fluctuations, and interest rates. These factors can
affect demand for two wheelers, making it difficult for Honda to predict
market trends and adjust its production accordingly.
Honda's Response to Challenges in the Indian Market

The Indian two-wheeler industry is highly competitive and challenging,

with numerous players vying for a share of the market. Honda faced several
challenges when it entered the Indian market in 2001, such as intense
competition, lack of brand recognition, and a diverse customer base with
varying needs and preferences. However, Honda responded to these
challenges with strategic initiatives and investments that helped it establish
a strong foothold in the market.

 Localized Production
One of the first challenges Honda faced was the lack of brand recognition
in India. To overcome this, the company adopted a localization strategy,
which involved setting up production facilities in India to manufacture
products that catered to the unique needs of Indian customers. By
manufacturing locally, Honda was able to reduce costs, improve efficiency,
and better understand the local market.

 Focus on R&D
Another challenge Honda faced was the diverse needs and preferences of
Indian customers. To address this challenge, Honda invested heavily in
research and development (R&D) to create products that catered to the
specific needs of Indian customers. This involved conducting extensive
market research, identifying key customer segments, and developing
products that met their unique needs.
 Product Innovation
Honda's focus on R&D led to the development of several innovative
products that were well-suited to the Indian market. For example, the
company introduced the Activa scooter, which became an instant hit with
Indian customers. The Activa was designed to meet the specific needs of
Indian customers, such as easy maneuverability in congested traffic, better
fuel efficiency, and low maintenance costs. The Activa quickly became one
of the best-selling two wheelers in India and helped establish Honda's brand
image in the Indian market.

 Distribution Network
Honda's success in the Indian market is also due to its strong distribution
network. The company established a wide network of dealerships and
service centers across the country, which helped it reach customers in even
the most remote areas.
Honda's distribution network also provided customers with easy access to
spare parts and after-sales service, which helped build trust and loyalty
among customers.

 Marketing Strategy
To overcome the challenge of lack of brand recognition, Honda also
adopted a strong marketing strategy. The company invested heavily in
advertising and promotions, with a focus on creating a strong brand image
that resonated with Indian customers. Honda's marketing campaigns
focused on product innovation, quality, and customer satisfaction, which
helped build trust and loyalty among customers.
 Despite the challenges Honda faced in the Indian market, the company's
strategic initiatives and investments have paid off in the long run. Today,
Honda is one of the leading players in the Indian two-wheeler industry,
with a strong brand image and a wide range of products that cater to the
unique needs of Indian customers. Honda's success in the Indian market
serves as a testament to the company's ability to adapt to challenging
environments and establish a strong foothold in new markets.

COMPETITORS
Honda Motorcycle and Scooter India (HMSI) faces tough competition in the
Indian two-wheeler industry. Some of its main competitors are:

 Hero MotoCorp: It is the largest two-wheeler manufacturer in the world

and a dominant player in the Indian market. Hero has a wide range of
products, including motorcycles and scooters, and a strong dealer network.

 Bajaj Auto: Bajaj is known for its powerful and performance-oriented

motorcycles. It has a significant presence in the 150cc and above segment
of the market and is expanding its portfolio to include electric two-
wheelers.

 TVS Motor Company: TVS is a well-known brand in the Indian two-

wheeler market and has a strong presence in the scooter segment. It is
known for its innovative products and has a focus on technology and
sustainability.

 Yamaha Motor India: Yamaha is a popular brand among enthusiasts and

is known for its stylish and performance-oriented motorcycles. It has a wide
range of products in the 150cc and above segment.
 Suzuki Motorcycle India: Suzuki is a Japanese brand that has a significant
presence in the Indian market with its range of motorcycles and scooters. It
has a strong focus on technology and innovation, and is expanding its
presence in the premium motorcycle segment.

 Royal Enfield: Royal Enfield is a legendary brand in India and is known

for its classic motorcycles. It has a loyal customer base and is expanding its
portfolio to include modern and performance-oriented motorcycles.
CHAPTER 4
FUNCTIONS OF
MARKETING
DEPARTMENT
 MARKETING
Marketing is the most important factor for Honda without marketing their will be
no sales. Honda is concentrating more on marketing as Honda is dealership firm
without marketing there will be no sales.

TYPES OF MARKET

 Geographic Market
This refers to the area or region where HMSI sells its products. HMSI
operates in various geographic markets in India, including rural, semi-
urban, and urban areas.

 Demographic Market
This refers to the characteristics of the target customers, such as age,
gender, income, and occupation. HMSI targets a wide range of
demographic markets, including young adults, working professionals, and
families.

 Psychographic Market
This refers to the target customers' personality, lifestyle, and values. HMSI
targets customers who value convenience, reliability, and innovation in
their two-wheeler products.

 Behavioural Market
This refers to the target customers' buying behaviour, such as brand loyalty,
buying frequency, and purchasing decision-making. HMSI targets
customers who are brand-conscious and seek high-quality, durable, and
cost-effective products.

 Competitor Market
This refers to the market where HMSI competes with other companies
within the two-wheeler industry. HMSI competes with other major players
in the Indian market, including Hero MotoCorp, Bajaj Auto, and TVS
Motors.
  Niche Market
This refers to the specific segments or sub-segments within the larger
market. HMSI targets niche markets such as the sports bike segment and
the scooter segment, offering specialized products to meet the unique needs
and preferences of these customers.

MARKETING MECHANISM
Honda Motorcycle and Scooter India (HMSI) uses various marketing
mechanisms to promote its two-wheeler products and reach its target customers.
Some of the marketing mechanisms used by HMSI include:

 Advertising
HMSI uses various advertising channels such as television, print media,
digital media, and outdoor media to reach its target customers. The
company creates compelling advertisements that highlight the unique
features and benefits of its products, such as fuel efficiency, style, and
performance.

 Sales Promotion
HMSI uses sales promotion techniques such as discounts, free accessories,
and extended warranties to entice customers to purchase its products. These
promotions are often targeted at specific demographic or geographic
markets.

 Public Relations
HMSI uses public relations activities such as press releases, events, and
sponsorships to create a positive image of the company and its products in
the minds of customers. The company also engages in corporate social
responsibility activities, such as road safety awareness campaigns, to create
a positive impact on society.
 Personal Selling
HMSI uses personal selling techniques such as dealer networks and sales
representatives to establish a personal connection with customers and
provide them with product information, test drives, and financing options.

 Digital Marketing
HMSI uses digital marketing channels such as social media, search engine
optimization, and email marketing to reach its target customers, particularly
younger and tech-savvy customers. The company creates engaging content
and interactive campaigns to increase brand awareness and engagement.

 Discount offers
The company has started giving discounts and other offers to the customers
on the purchase of a new bike, for instance, with the World Cup offer, in
which the consumer was to get a 1 gm gold coin with every purchase.
 MARKETING MIX PLAN
Honda Motorcycle and Scooter India (HMSI) uses a variety of marketing mix
strategies to promote its products and reach its target customers. The marketing
mix, also known as the four Ps (product, price, promotion, and place), helps
companies to create a holistic marketing strategy that is tailored to the needs and
preferences of their target customers.

Here are some of the marketing mix strategies used by HMSI:

 Product
HMSI offers a wide range of two-wheelers, including motorcycles and
scooters, that are designed to meet the needs and preferences of different
customer segments. The company invests heavily in research and
development to create products that are technologically advanced, fuel-
efficient, and aesthetically appealing.

 Price
HMSI uses a competitive pricing strategy that considers the prices of its
competitors, the cost of production, and the value that its products offer to
customers. The company also offers financing options and discounts to
make its products more accessible to customers.

 Promotion
HMSI uses various promotional channels to create awareness about its
products and reach its target customers. The company uses advertising,
sales promotions, public relations, and personal selling to promote its
products. HMSI also engages in digital marketing activities to reach
younger and tech-savvy customers.
 Place
HMSI has a strong distribution network that includes dealerships and
service centres across India. The company also uses online channels to sell
its products and reach customers in remote locations.
CHAPTER 5
LEARNING EXPERIENCE
AND SKILLS ACQUIRED
 LEARN EXPERIENCE
My one-month internship training with BGS HONDA has enabled me to learn
quite a lot of things. After undergoing the internship, I feel that I should work as
a staff at least for one year in a similar field which I propose to promote before
entering into a entrepreneur field. After gaining full knowledge of the business
and the nature and the mentality of the ground level staff, I would start my own
business.

I have learnt how to motivate the employees through various meetings which
takes places every morning to discuss their ups and downs. These things show
their positive attitude in their business.

I’ve gone through different environments, from visiting customers and

interacting with them to visiting other dealers and showrooms. By visiting
showrooms, I learnt some of the marketing strategies and really it is an art to
convince a person to purchase a product. I had a good understanding with the
employees of the firm who encouraged me in whatever work I did. They
motivated me to put in all my efforts.

I have also come to know about the various difficulties faced by an employee and
an employer in order to acquire this position. Apart from their investments they
shed their hard work towards the firm which has made them the number one
dealer. I will carry these strategies when I become an entrepreneur.
 SKILLS ACQUIRED
I got a chance to tame myself in professionalism. I acquired a lot of skills in the
20 days internship training. I’ve put a list of the skills acquired with the help of
my internship program

 Excellent communication skills – I’ve learnt a lot on how to carry out my

speech and actions when I interact with different groups of people such as,
the customers, the employee, the higher-level people, etc. I also learnt to
convey hospitality in speech.

 Initiatives – I’ve learnt to take initiatives on my own. There’s always a

driving force which makes me to do my work.

 Team work – My work guide used me to assume a few roles in a team.

That helped me in enriching my team building and team working skills.

 Organizational skills – My internship has also taught me to organize stuffs

and do things in a planned manner.

 Self Confidence – During the course of my internship, I had developed a

sense of confidence in myself. I was able to perform my duties well and
good which drove my passion to a higher level.

 Creativity — Whenever my work guide assigns me duties, I find out the

best way to do it. It has taught me to be more creative.

 Technical Knowledge about dealership – I acquired a lot of technical

knowledge about the dealership. I gained a wide knowledge on how it
works, what are its advantages and disadvantages etc.
 Knowledge about pricing – I got to know how the companies determine
the price of a product, on what basis it is fixed, what percent of margin they
add and more about the pricing of the product.

 Adjustability to the environment – I’ve acquired a sense of adaptability

and adjustability to work in different environments.

 Building customer loyalty – Customer satisfaction is the major factor

influencing the sale of products in BGS HONDA Automotive, I learnt how
to satisfy customers and build customer loyalty.

 Ability to handle complaints – I also gained knowledge on how to

respond to customers when they complain about our products and what
type of solution to provide.

 Process followed – Right from marketing to sales department, up to

delivery and after delivery, I understand the process followed in the BGS
HONDA Automotive.

 Ability to convince customer – My internship has taught me how to

convince customers when they are not satisfied with our products and
services.
 FINDINGS
During the research study conducted among the employees of BGS HONDA by
the help of my Observations and Interactions held with them,

My findings are:

Training is the most important part of any organization, and no person can think
of the development without it.

By training the attitudinal change in the employee leads to the positive thinking,
a sense of devotion to organizational and by the help of technical and behavioral
training the person in the organization can be aware of the latest developments
and how to come up with the best output with minimum investment and
minimum resources.

This leads to the increase in the morale and potential among employees. This
view is of the managerial and staff level employee. The training manager feels
that the training needs of the employees are fulfilled and they are holding on time
while individual employees have different opinion about it.

According to them the trainees need identification is not done frequentlyontime

and mostly it is only demand based. Which is not good for employee’s growth
and development.

Employee should also voluntarily identify the appropriate training modules for
themselves and keep themselves engage in proactive learning which will enhance
their carrier growth for further progression.
There should be exchange of ideas and innovation more frequently between
training department and employees for their career progression.