AFTER SALES SERVICES OF MOTORCYCLE AND

ITS IMPACT ON COSTUMER SATISFACTION: A

STUDY OF BIRENDRANAGAR SURKHET

A THESIS

SUBMITTEDIN PARTIAL FULFILLMENTOF THE REQUIREMENTFOR THE

DEGREEOF MASTERIN BUSINESS STUDIES (MBS)

SUBMITTED BY:

GAYATRIBHATTARAI
REGD. NO.: 2015_67_3_1001_0166
CENTRAL CAMPUS OF MANAGEMENT
MID-WESTERN UNIVERSITY (MU)
BIRENDRANAGAR, SURKHET.

SUBMITTED TO:

OFFICE OF THE DEAN

FACULTY OF MANAGEMENT
MID-WESTERN UNIVERSITY

2018
 Table of Contents
Table of Contents.................................................................................................................1

LIST OF TABLES...............................................................................................................6

LIST OF FIGURES.............................................................................................................8

ABBREVIATIONS.............................................................................................................9

Abstract..............................................................................................................................10

CHAPTER- I: INTRODUCTION.....................................................................................11

1.1. Background of the Study.....................................................................................11

Concept of After Sales Services................................................................................13

Importance/Benefits of After Sales Services.............................................................15

Challenges of After Sale Service...............................................................................16

After Sales Services in Nepal....................................................................................17

Concept of Customer Satisfaction.............................................................................18

Relationship of After-Sales-Services with Customer satisfaction.............................19

1.2. Statement of Problem..........................................................................................20

1.3. Research Question...............................................................................................21

1.4. Conceptual Framework.......................................................................................21

1.5. Objective of the Study.........................................................................................22

1.6. Hypothesis of the Study......................................................................................22

1.7. Limitation of the Study.......................................................................................22

1.8. Significance of Research.....................................................................................23

1.9. Organization of the Study...................................................................................24

CHAPTER - II: REVIEW OF LITERATURE..................................................................25

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 2.1. As a Review: Motorcycle in Nepal.....................................................................25

2.2. Customer satisfaction..........................................................................................27

Impact of customer satisfaction.................................................................................28

Customer Satisfaction Measures................................................................................29

2.3. After sales services..............................................................................................30

Accessibility of After Sales Services.........................................................................32

Quality of After Sales Services..................................................................................33

Performance of service staffs.....................................................................................35

After sales services on Motorcycle............................................................................36

2.4. Theories of customer satisfaction and after sales services..................................38

2.5. Customer satisfaction on after sales service.......................................................39

Repair and Maintenance: Customer Satisfaction.......................................................42

Spare Parts Supply: Customer Satisfaction...............................................................45

Warranty Service: Customer Satisfaction..................................................................48

Exchange Offer: Customer Satisfaction....................................................................51

CHAPTER-III:METHODOLOGY OF THE STUDY......................................................52

3.1. Research design...................................................................................................53

3.2. Population of Study.............................................................................................54

3.3. Location of the study...........................................................................................54

3.4. Sampling Design.................................................................................................54

3.5. Sources of Data...................................................................................................54

Primary Source..........................................................................................................54

Secondary Source......................................................................................................55

3.6. Questionnaire Development................................................................................55

3.7. Questionnaires Administration...........................................................................56

3
 3.8. Data Analysis and Presentation...........................................................................56

3.9. Main Variables used in this Study......................................................................57

3.10. Operationalization of Variables.......................................................................57

3.11. Validity............................................................................................................57

3.12. Reliability........................................................................................................57

CHAPTER-IV: DATA PRESENTATION AND ANALYSIS.........................................58

4.1. Personal Information...........................................................................................58

4.1.1. Gender of the respondents...........................................................................58

4.1.2. Cast of the Respondents...............................................................................59

4.1.3. Religion of the respondents.........................................................................59

4.1.4. Age of the respondent..................................................................................59

4.1.5. Marital status of the respondents.................................................................60

4.1.6. Education of the respondents.......................................................................60

4.1.7. Occupation of the respondent......................................................................61

4.1.8. Monthly Income of respondents..................................................................61

4.1.9. Brand of Motorcycle of respondents...........................................................62

4.2. Repair and Maintenance service.........................................................................63

4.2.1. RMSs gets by the respondents.....................................................................63

4.2.2. Cost of company’s RMSs............................................................................64

4.2.3. Number of RMSs takes by respondents.......................................................64

4.2.4. Experience on company’s RMSs of respondents........................................65

4.3. Spare Parts Supply..............................................................................................67

4.3.1. Respondents changes the spare parts or not................................................67

4.3.2. No. of changes of the spare parts.................................................................67

4.3.3. Respondents changes the company’s spare parts........................................68

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 4.3.4. Respondents views on price of branded spare parts....................................69

4.3.5. Warranty on the branded spare parts...........................................................69

4.3.6. Experience of respondents on spare parts supply........................................70

4.4. Warranty service.................................................................................................72

4.4.1. Warranty gets or not....................................................................................72

4.4.2. Warranty period...........................................................................................73

4.4.3. Experience of respondents on warranty service..........................................73

4.5. Exchange offer....................................................................................................75

4.5.1. Respondents exchanges motorcycle or not..................................................75

4.5.2. Plan of respondents to exchange motorcycle in future................................76

4.5.3. Respondents views on exchange offer.........................................................76

4.6. Respondents views on impact of overall after sales service...............................78

4.7. Descriptive statistical analysis............................................................................79

4.7.1. Repair and maintenance service..................................................................79

4.7.2. Spare parts supply........................................................................................80

4.7.3. Warranty services........................................................................................81

4.7.4. Exchange offer.............................................................................................82

4.8. Analysis impact of After-sales service on Customer satisfaction.......................83

4.8.1. Regression analysis for Repair and maintenance service and customer
satisfaction.................................................................................................................83

4.8.2. Regression analysis for Spare parts supply and customer satisfaction........85

4.8.3. Regression analysis for the Warranty service and customer satisfaction....87

4.8.4. Regression analysis for relationship between Exchange offer and customer
satisfaction.................................................................................................................88

4.8.5. Regression analysis for relationship between overall after sales service and
customer satisfaction.................................................................................................90
5
CHAPTER-V: SUMMARY, CONCLUSION AND RECOMMENDATIONS...............92

5.1. Summary of the study.........................................................................................92

5.2. Major findings.....................................................................................................94

5.3. Conclusions.........................................................................................................96

5.4. Recommendations...............................................................................................97

5.5. Direction for Further Research...........................................................................97

Bibliography......................................................................................................................98

6
 LIST OF TABLES
TABLE 1: GENDER OF THE RESPONDENTS..........................................................................................58
TABLE 2: CAST OF THE RESPONDENTS................................................................................................59
TABLE 3: RELIGION OF THE RESPONDENTS.......................................................................................59
TABLE 4: AGE OF THE RESPONDENT....................................................................................................60
TABLE 5: MARITAL STATUS OF THE RESPONDENTS........................................................................60
TABLE 6: EDUCATION OF THE RESPONDENTS...................................................................................61
TABLE 7: OCCUPATION OF THE RESPONDENTS................................................................................61
TABLE 8: MONTHLY INCOME OF RESPONDENTS..............................................................................62
TABLE 9: BRAND OF THE MOTORCYCLE OF RESPONDENTS.........................................................62
TABLE 10: RMSS GETS BY THE RESPONDENTS..................................................................................63
TABLE 11: COST OF COMPANY’S RMSS................................................................................................64
TABLE 12: NO. OF RMSS TAKES BY RESPONDENTS..........................................................................64
TABLE 13: ACCESSIBILITY OF RMSS.....................................................................................................65
TABLE 14: QUALITY OF COMPANY’S RMSS........................................................................................66
TABLE 15: PERFORMANCE OF COMPANY’S RMS STAFFS...............................................................66
TABLE 16: RESPONDENTS CHANGES THE SPARE PARTS OR NOT.................................................67
TABLE 17: NO. OF CHANGES OF THE SPARE PARTS..........................................................................68
TABLE 18: RESPONDENTS CHANGES THE COMPANY’S SPARE PARTS........................................68
TABLE 19: RESPONDENTS VIEWS ON PRICE OF BRANDED SPARE PARTS..................................69
TABLE 20: WARRANTY ON THE BRANDED SPARE PARTS..............................................................70
TABLE 21: AVAILABILITY OF SPARE PARTS.......................................................................................70
TABLE 22: QUALITY OF THE BRANDED SPARE PARTS....................................................................71
TABLE 23: SPARE PARTS SUPPLY MANAGEMENT............................................................................71
TABLE 24: WARRANTY GETS OR NOT..................................................................................................72
TABLE 25: WARRANTY PERIOD..............................................................................................................73
TABLE 26: ACCESSIBILITY TO CLAIM WARRANTY..........................................................................74
TABLE 27: FLEXIBILITY ON PROCEDURES AND TERMS & CONDITIONS TO CLAIM
WARRANTY.......................................................................................................................................74
TABLE 28: RESPONSES OF THE COMPANY ON WARRANTY CLAIM.............................................75
TABLE 29: RESPONDENTS EXCHANGES MOTORCYCLE OR NOT..................................................76
TABLE 30: PLAN OF RESPONDENTS TO EXCHANGE MOTORCYCLE IN FUTURE.......................76
TABLE 31: ACCESSIBILITY TO EXCHANGE POINT............................................................................77
TABLE 32: VALUATION OF OLD MOTORCYCLE.................................................................................77
TABLE 33: COMPANY’S MANAGEMENT FOR EXCHANGE OFFER.................................................78
TABLE 34: RESPONDENTS VIEWS ON OVERALL AFTER SALES SERVICES.................................79
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TABLE 35: DESCRIPTIVE STATISTICS OF REPAIR AND MAINTENANCE SERVICE....................79
TABLE 36: DESCRIPTIVE STATISTICS OF REPAIR AND MAINTENANCE SERVICE....................80
TABLE 37: DESCRIPTIVE STATISTICS OF WARRANTY SERVICE...................................................81
TABLE 38: DESCRIPTIVE STATISTICS OF EXCHANGE OFFER.........................................................82
TABLE 39: REGRESSION ANALYSIS MODEL SUMMERY OF REPAIR AND MAINTENANCE
SERVICE AND CUSTOMER SATISFACTION................................................................................83
TABLE 40: REGRESSION ANALYSIS ANOVA RESULTS OF REPAIR AND MAINTENANCE
SERVICE AND CUSTOMER SATISFACTION................................................................................84
TABLE 41: REGRESSION ANALYSIS COEFFICIENTS FOR REPAIR AND MAINTENANCE
SERVICE AND CUSTOMER SATISFACTION................................................................................84
TABLE 42: REGRESSION ANALYSIS MODEL SUMMERY OF SPARE PARTS SUPPLY AND
CUSTOMER SATISFACTION...........................................................................................................85
TABLE 43: REGRESSION ANALYSIS ANOVA RESULTS OF SPARE PARTS SUPPLY AND
CUSTOMER SATISFACTION...........................................................................................................86
TABLE 44: REGRESSION ANALYSIS COEFFICIENTS FOR SPARE PARTS SUPPLY AND
CUSTOMER SATISFACTION...........................................................................................................86
TABLE 45: REGRESSION ANALYSIS MODEL SUMMERY OF WARRANTY SERVICE AND
CUSTOMER SATISFACTION...........................................................................................................87
TABLE 46: REGRESSION ANALYSIS ANOVA RESULTS OF WARRANTY SERVICE AND
CUSTOMER SATISFACTION...........................................................................................................87
TABLE 47: REGRESSION ANALYSIS COEFFICIENTS FOR WARRANTY SERVICE AND
CUSTOMER SATISFACTION...........................................................................................................88
TABLE 48: REGRESSION ANALYSIS MODEL SUMMERY OF EXCHANGE OFFER AND
CUSTOMER SATISFACTION...........................................................................................................88
TABLE 49: REGRESSION ANALYSIS ANOVA RESULTS OF EXCHANGE OFFER AND
CUSTOMER SATISFACTION...........................................................................................................89
TABLE 50: REGRESSION ANALYSIS COEFFICIENTS FOR EXCHANGE OFFER AND CUSTOMER
SATISFACTION..................................................................................................................................89
TABLE 51: REGRESSION ANALYSIS MODEL SUMMERY OF RELATIONSHIP BETWEEN
OVERALL AFTER SALES SERVICE AND CUSTOMER SATISFACTION.................................90
TABLE 52: REGRESSION ANALYSIS ANOVA RESULTS OF RELATIONSHIP BETWEEN
OVERALL AFTER SALES SERVICE AND CUSTOMER SATISFACTION.................................90
TABLE 53: REGRESSION ANALYSIS COEFFICIENTS FOR RELATIONSHIP BETWEEN OVERALL
AFTER SALES SERVICE AND CUSTOMER SATISFACTION.....................................................91

8
 LIST OF FIGURES
FIGURE 1 CONCEPTUAL FRAMEWORK OF AFTER-SALES-SERVICES AND CUSTOMER
SATISFACTION...............................................................................................................................................21

9
 ABBREVIATIONS
GON = Government of Nepal

FY = Financial Year

ASS = After Sales Services

CS = Customer Satisfaction

CRM = Customer Relationship Management

MU = Mid-western University

SPSS = Statistical Packages for Social Science

RMSs = Repair and Maintenance Services

VG = Very Good

G = Good

N/N = Neither Good Nor Bad

B = BAD

VB = Very Bad

10
 Abstract
To be successful, organizations must look into the needs and wants of their customers.
Customer satisfaction is important because many researches have shown that customer
satisfaction has a positive effect on organization’s profitability. Not only the product they
purchase can satisfy customers, but also by the service they got from the organization.
The main objective of this study is to assess either after sale services that are offered to
customers just after the sales stage have an effect on customer satisfaction in the
motorcycle industry.To complete this research, authors have chosen a Quantitative, non-
experimental and Descriptive research design. The research was conducted on
Birendranagar Surkhet, Nepal. The population of the study was all customers of
motorcycle who lives in Birendranagar Surkhet. The researcher has used a Simple
random sampling method to selecting the sample respondents. The Quantitative data
were collected from 108 sample respondents through using self-administrated
questionnaire. And some background and literature review related secondary data were
collected through website, books, journals, magazines, reports and articles. Data
analysis was done using SPSS software version 20. The frequency, percentage were used
to describe the nature of data. Mean and standard deviation were used to measure the
experience of customers on after sales service variables. And regression analysis was
used to the describe relationship between after sales service and customer satisfaction.
The hypotheses were tested through the regression analysis ANOVA results. The result
shows that, the customers are satisfied with all after sales service variables. Hypotheses
proves that the repair and maintenance service, warranty service and exchange offers
have an impact on customer satisfaction significantly and spare parts supply have a no
significant impact on customer satisfaction. Likewise, the regression analysis showed the
good relationship between after sales service and customer satisfaction. Finally, the
researcher concluded on the good after sales service is tool to strong bonds and loyalty
among the customers which help companies to create positive word of mouth for
companies.

Key words: -After sales service, Customer Satisfaction.

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 CHAPTER-I: INTRODUCTION
This chapter contains the background, conceptual as well as theoretical
framework on which the thesis is embodied. It presents the objectives,
hypothesis, research questions and significance of the study. At the end, it
also explains the limitations and overview of the remaining chapters of the
thesis.

1.1. Background of the Study

After-sales service is a service provided after the merchandise or service is provided.
Today, after-sales service continues to be an important tool for both consumer and
dealers who support provision for customers. This includes training on the use of
products, scheduled maintenance, repair and servicing or warranties for replacements in
case of damages[ CITATION Lan15 \l 1033 ]. The [ CITATION Moh09 \l 1033 ] shows
that, the After-sales service is activities organized by business organizations after the
purchasing stage and is a part of customer relationship management (CRM). It also
defined as ‘customer support’ and ‘product support’ activities, elements where all
activities that ensure that a product is available to consumers ‘over its useful lifespan for
trouble-free use.’ ;The challenges of implementing after sale service mostly happens if
services deals with dried lubricant found in movement, possible dirt and dust in watch,
normal wear & tear, possible damage from previous repair, spare part quality control,
staff training[ CITATION TAB11 \l 1033 ].

Motorcycles are most popular especially among the people belonging to middle level
group in Nepal. Due to wide choice of brands there is stiff competition among the
manufacturers and marketers to get attention of the buyers. People favor a specific model
of motor cycle among different brands for numerous reasons like maintenance, price,
appearance, fuel efficiency, durability and resale value. The most of Nepalese motorcycle
market was captured by Indian company. One of the most important features of economic
development is the transformation of luxury goods into necessary goods. In recent times

12
one such goods, which has been greatly demanded by the consumers, is the motor cycle
possessing a mechanical device for conveyance is an indicator of good standard of living.

The better part of life cycle costs of industrial goods and industrial plants emerge from
maintenance, distribution of spare parts, etc.[ CITATION DrT06 \l 1033 ],Maintenance
and repair are an important element of product support, which has required companies to
invest significant resource. Preventive maintenance is undertaken to clean, refurbish or
replace parts of equipment which otherwise would be liable to fail. Mechanical parts, for
example, normally require regular maintenance as in the case of cars[ CITATION KGo99
\l 1033 ].Maintenance is the day to day problem of keeping the physical plant in good
generating condition”. They also added that it is necessary to ensure that availability of
machine, building and service needed by other units of the organization for the
performance of their organization for the performance of their function, at an optimum
returns investment is generated[ CITATION OBE16 \l 1033 ]. Another, the spare part
management is the foundation for sustain reliability and is crucial to the success. The
quality of spare parts depends on original and genuine spare parts. It is important to make
sure that, buy genuine parts for the machinery. Under the warranty service, customer gets
the free replacement of parts. But under the non-warranty service customer should pay
the price of parts including replacement cost[ CITATION Gee14 \l 1033 ]. Next, the
warranties are formal statements of expected product performance by the manufacturer.
Products under warranty can be returned to the manufacturer or designed repair,
replacement, or refund. Whether expressed or implied, warranties are legally enforceable[
CITATION Kot12 \l 1033 ]. The Fast response towards the warranty claim will give an
indication of good quality and value product[ CITATION Moh09 \l 1033 ]. Likewise,
another, on the case of motorcycles’ after sales service, the exchange offer is another
important factor which assists the make customers more satisfied.

Customer satisfaction is a strategic goal of any organization, since a satisfied customer is

the core concern of any organization; they pay close attention to the factors that influence
customers’ satisfaction. After sales service is one of the important factor that influence
customer satisfaction in case of durable goods. After sales service is needed to prevent
dissatisfaction, frustration and it will among present customers against the product and its

13
manufacturers. After-sales services can create sustainable relationships with customers
and contribute significantly to customer satisfaction by offering different after-sales
services during the various stages of the primary product lifecycle, the provider can
ensure product functionality and thereby customer satisfaction.

Motorcycle dealers in Birendranagar Surkhet want to give the best services to satisfy
their customers in the midst of having multi-competitors. For this reason, the researcher
came up with this study to help motorcycle dealers identify satisfactory after-sale services
and best strategies to continue satisfy their customers.

Concept of After Sales Services

Before any sale can be made, the marketer has to design an appealing and competitive
service offer that will attract customers. In the case of expensive equipment, such as
medical equipment, manufacturers offer facilitating services such as installation, repairs,
and financing. They may also add value-augmenting services. A manufacturer can offer
and charge for enhanced product support services in different ways. One specialty
organic chemical company provides a standard offering plus a basic level of services. If
the customer wants additional services, it can pay extra or increase its annual purchases
to a higher level, in which case additional services would be included. Customers are
becoming more sophisticated about buying product support services and are pressing for
“services unbundling.” They want separate prices for each service element and the right
to select just the elements they want [ CITATION Phi01 \l 1033 ].

After-sales service which is a part of customer relationship management (CRM) helps to

enhance a customer’s loyalty. A Company's After-Sales Services is all the help and
information that it provides to customers after they have bought particular product. 1 After
sales services address the periodic or as-required maintenance or repair of equipment
provide by its manufacturer or supplier, during and after a warranty period.2

Manufacturers and retailers of capital and consumer goods cannot consider their active
role ends with the sale, but rather must provide their customers with a set of supporting

1
www.collinsdictionary.com/dictionary/english/after-sales-services
2
www.businessdictionary.com/definition/after-sales-service.html
14
after-sales services, such as installation packages, technical advice for use,
maintenance/repair, spare parts delivery, product upgrading, etc. The rationale for such
needs and in general for integrating services into the core product offering is based on
three main reasons, they concerning the after-sales economics, customer requirements,
and competitive arguments[ CITATION NSa06 \l 1033 ].

Traditionally, after-sales services consist of spare parts management, maintenance, and

repair activities. However, as its role has changed during the last decades, after-sales
services have grown to encompass other services such as product installation,
commissioning, training, consultancy, instructions, documentation, product upgrading
and modification, diagnosis, inspections, software patches, warranty schemes, phone
support, complaints management, returns management, financing, operating models,
leasing, etc.[ CITATION Rub12 \l 1033 ]. For durable consumer products, after-sales
services play an important role in customers’ purchase decisions. A manufacturer offers
basic warranty available to all customers who buy the product, while a retailer offers
optional after-sales service that is available only to customers who pay for the option
[ CITATION His10 \l 1033 ].[ CITATION KGo99 \l 1033 ]Explain the seven elements of
after-sale-support which must be provided to customers over the working lifetime of
product. These are, Installation, User training, Documentation , Maintenance and repair,
Online support, Warranties, and Upgrades. According to [ CITATION RPo10 \l 1033 ]
the major tasks related to after-sales services of fixed lines in ETC are Provision of
information, Service delivery, Maintenance and repair service, Billing service and
Customer complaints handling.

There has been dramatic modification in transportation industry people use different
types of two wheelers & four wheelers for their different preferences like safety, speed,
reliability, average, outlook etc. Companies are now faced with an increasing number of
tactical options that must be efficiently and effectively applied to an increasing number of
product variations for the other company. Companies can outperform competition only if
they can go about winning customer by meeting & satisfying customer needs. So,

15
customer's satisfaction after sales & before sales is become important for any particular
two-wheelers and four-wheeler company [ CITATION PRA06 \l 1033 ].

ABB Company produce and sells the product of Stressometer Flatness Control, Millmate
Thickness Gauges, Millmate Roll Force systems, Millmate Strip Tensiometers, Millmate
Strip Scanners and Pillow Block Tensiometers for rolling mills, Pillow Block
Tensiometers, Mini Pillow Block Tensiometers and Pressductor Radial Tensiometers for
converting and paper mills as well as Cyclamate Systems for large diesel engines. And it
continually develops After Sales Service for globally supporting to customers and
ensuring the long-term commitment and secure the production them. It support to
customer by providing Engineering & Consulting, Optimization, Training, Spare parts,
Repair and other necessary support[ CITATION ABB09 \l 1033 ].

Importance/Benefits of After Sales Services

Services are intangible, inseparable, variable, and perishable products that normally
require more quality control, supplier credibility, and adaptability. Examples include
haircuts, legal advice, and appliance repairs. No less important than service industries are
product-based industries that must provide a service bundle. Manufacturers of equipment
of small appliances, office machines, tractors, mainframes, airplanes are all must provide
product-support services. Product-support service is becoming a major battleground for
competitive advantage. Durable products normally require more personal selling and
service, command a higher margin, and require more seller guarantees [ CITATION
Kot12 \l 1033 ].

Once the customer has zeroed in on the right choice, he purchases the product. The
product can be purchased from retail stores, online, ordered by telephone or purchased
directly from the company. The purchase process itself involves several more decisions.
It involves decisions about the place and mode of purchase, payment terms and
conditions, delivery of the product, installment, training for usage of the product, etc.
[ CITATION Aru13 \l 1033 ].Getting the after-sales service right in the short term will be
easier than delivering a longer-term strategy that truly delights customers and builds
strong relationships. However, we’ve seen that brands must bridge the polarized
approach of treating sales and service differently if they are to maximize the
16
opportunities offered by a truly customer centric organization[ CITATION GfK15 \l
1033 ].

In some cases after-sales-service can be almost as important as the initial purchase. It is

essential for achieving customer satisfaction and long term relationship. It also provides a
competitive advantage. It plays a role in increasing the success rate of new products.
After sale service is a marketing strategy designed to create brand image which
ultimately results in Brand loyalty [ CITATION MSh13 \l 1033 ].

After-sales services has been proven to be a need for securing an organizations future
business, as it helps to ensure value for the customer through the products lifetime. This
indicates that After-sales-services is an important way of creating business for
organizations, and has leads to the creation of dedicated departments and strategies with
the goal of ensuring this part of their business. After-sales-services gives these following
benefits:

 Higher competitive advantages

 New source of revenue
 Helps to maintain customer relationship
Through the managed and optimized processes, true value to the client or end-user is
ensured. This helps to higher the competitiveness of AS and the organization, as it can
differentiate it offerings, and give innovative and customer focused solutions. AS
therefore needs to be managed in an agile and responsive manager to give the customer
value which has shown to give a competitive advantage, with the possibility of
repurchase of service and products [ CITATION Hvi12 \l 1033 ].

Challenges of After Sale Service

As [ CITATION Yaz \l 1033 ]shows, the challenges of implementing after sale service
mostly happens if services deals with dried lubricant found in movement , possible dirt
and dust in watch, normal wear & tear, possible damage from previous repair, spare part
quality control , staff training.

17
[ CITATION BFo \l 1033 ] Shows the following challenges faced in implementing after
sale service.

 Identifying today’s customers and prospects,

 Using today’s data more effectively,
 Data quality and management.

According to[ CITATION PGa07 \l 1033 ] the challenge of after sale service exists when
the company gives after sale service to the third party by outsourcing.

 Increased chances of pilferage- While outsourcing your after-sales may help you
reduce the operational issues relating to managing the service centers; it also
increases the chances of pilferage on the flip side.
 Risk of non-compliance of regulatory terms and conditions-Since the service
centers work on their own models and regulations, it may be difficult to
streamline your business processes with theirs.
 Discontent with the automation solution used by your service partner- Some
service providers use a service management solution that may not offer the results
that you seek from your after-sales process; while some service providers may not
use any automation technique at all.

After Sales Services in Nepal

Customer satisfied by the product they purchased and by the service they got from sellers
during and after they purchase the product. After-sales service and product guarantees are
very important for customers, especially for durable products. Given long shipping times
to Nepal, concerns about after-sales service and availability of spare parts affect product
choice. It is therefore preferable to make arrangements with a local agent/distributor for
reliable customer service and support. Providing local after-sales services is mandatory
for any supplies under government procurement. Foreign companies selling vehicles,
high-value machinery items, electrical appliances, and electronics in Nepal have
arrangements in place for such services with their local agents or distributors. Often the

18
parent company provides the technical assistance and machinery for such services while
the local company provides the actual services.3

Leading automobile dealers have been increasingly focusing on providing superior pre
and after sales service to their customer. As a part of this effort, international standard
service center and showroom with sophisticated equipment help desk, ambient
environment, beverage offerings and high quality interior décor have become priority.
Nepali company CG Automobile provided a pleasant environment, top notch equipment
and efficient service to increase customer satisfaction. It also aimed to boost the customer
satisfaction level to 100 percent. Likewise, Sipradi Trading, the authorized distributor of
TATA vehicles, maintains showrooms and service centers fitted advanced equipment that
provides high quality sales services. It uses forklifts and computerized systems to reduce
maintenance time. Also, its showrooms are equipped with coffee bars, internet facilities
and TVs. The company planned to increase customer satisfaction 85 percent to 90
percent. So, it provides offers of 90-minute and 48-hour services and pledge to complete
the job within that deadline. Likewise, Laxmi Intercontinental, the authorized distributor
of Hyundai in Nepal, has followed international guidelines to add quality to its service
delivery. Its service centers are all equipped with international standard machinery as per
the global guidelines followed by all Hyundai outlets. It also aimed to increase the
monthly satisfaction level up to around 88 percent. Its main priority is to increase market
presence by providing the complete 3s_sales, spares and service-solution from one-stop
center [ CITATION Kat16 \l 1033 ].

Concept of Customer Satisfaction

If one views the historical advent of ‘customer satisfaction’ as a concept, it has been
prevalent in the study of marketing since 1950’s, and still today it keeps up as the most
important and relevant topic and raises an unending interest from the practitioners and
academicians in marketing area. Hence, from the outlook it can be stated that customer
satisfaction is the prime domain of marketing. The processes of customer satisfaction
involves in purchase and consumption. It also links post-purchase attitude of the
3
Nepal Country Commercial Guide Template:
www.photos.state.gov/libraries/nepal/391216/2016/2016CountryCommercialGuideNepal%20.pdf
19
customer such as attitudinal change, repeat purchases, and brand loyalty [ CITATION
Kav16 \l 1033 ]. The [ CITATION HMa90 \l 1033 ] define the customer satisfaction as, a
short-term emotional reaction to a specific service performance. Customers may be
satisfied with a product or service, an experience, a purchase decision, a salesperson,
store, service provider, or an attribute or any of these.

The only value your company will ever create is the value that comes from customers the
ones you have now and the ones you will have in future. Businesses succeed by getting,
keeping, and growing customers. Customers are the only reason you build factories, hire
employees, schedule meetings, lay fiber-optic lines, or engage any business activity.
Without customers, you don't have a business [ CITATION Kot12 \l 1033 ].Satisfaction
means a comparison between customer's expectation and actual perceived value of goods
and services. If the performance falls short of expectations, the customer is dissatisfied. If
it matches expectations, the customer is satisfied. If it exceeds expectations, the customer
is highly satisfied or delighted [ CITATION PHI12 \l 1033 ].

Relationship of After-Sales-Services with Customer satisfaction

After-sales services can create sustainable relationships with customers and contribute
significantly to customer satisfaction and loyalty. By offering different after-sales
services during the various stages of the primary product lifecycle, the provider can
ensure product functionality and thereby customer satisfaction. This may lead to a fruitful
relationship between the provider and the customer over time, allowing for more
transactions. Returning customers are the most profitable ones as they require less
marketing effort and relationship building. Therefore, after-sales services have acquired a
critical role as a means to satisfy and retain customers. Especially in a time when firms
are experiencing increased pressure to downsize operations and to become more highly
specialized in their core competencies, they demand more tailored services [ CITATION
Rub12 \l 1033 ].

1.2. Statement of Problem

Customers satisfied by the product they purchased and by the service they got from
sellers during by the service they got from sellers during and after they purchase the
20
product. In Nepal, it is common to hear read words like “sold and goods could not be
returned” from small shops and supermarkets to big companies. This shows that the
relationship between buyers and sellers cease after the delivery of goods or services. As a
result, Motorcycle suppliers provides after sale services for their customers in order to
satisfy those customers and to make them loyal. The after sale service is not familiar in
Nepal and many companies that have after sale services but did not conducted a research
on after sale service and its effect on customer satisfaction, and the implication of not
having after sale service was not investigated. Customer satisfaction plays an important
role for the success and continuous existence of the company. Thus, the researcher wants
to assess the effect of after sale services on customer satisfaction. This research was
conducted to analyze after sales services and how that was establishing the satisfaction of
customer on the context in Nepal.

By managing a superior value chain that delivers a high level of product quality, service,
and speed. They achieve profitable growth by expanding customer share, building
customer loyalty, and capturing customer lifetime value [ CITATION PHI12 \l 1033 ].
The importance of after-sales service or service in general can be seen and experienced
by customers every day with industrial as well as other non-industrial services or
products [ CITATION And14 \l 1033 ]. Customer satisfaction is a strategic goal of any
organization: since a satisfied customer is the core concern of any organization, they pay
close attention to the factors that influence customers’ satisfaction. After sales service is
one of the important factor that influence customer satisfaction in case of durable goods.
After sales service is needed to prevent dissatisfaction, frustration and it will among
present customers against the product and its manufacturers [ CITATION Raj161 \l
1033 ].

1.3. Research Question

The following questions are designed for this research:

 What impacts exist on customer satisfaction, of repair maintenance service?

21
  Do the proper delivery or supply management of spare parts has impacts on the
customer satisfaction?

 Does the warranty service of motorcycle have an effect on the customer

satisfaction?

 Does the offering for exchange to customer, have impacts on their satisfaction?

 Does the overall after sales service of motorcycle have a relationship with
customer satisfaction?

1.4. Conceptual Framework

Independent Variable Dependent Variable

After sales Services

 Repair & maintenance

 Spare parts supply Customer Satisfaction
 Warranty service
 Exchange offer

Figure 1Conceptual Framework of After-Sales-Services and Customer Satisfaction

1.5. Objective of the Study

The main objective of this study is to assess the After-sales Services that are offered by
motorcycle companies to customers after the sales stage have an effect on the overall
customer satisfaction.

The specific objectives of this study are:-

22
  To measure the impact of repair and maintenance on customer satisfaction.

 To evaluate the impact on customer satisfaction of spare parts supply

management.

 To identify the Impact of warranty services on customer satisfaction.

 To assess the relationship between exchange offer and customer satisfaction.

1.6. Hypothesis of the Study

Depending on assumption that, the after sales service has an impact on level of
satisfaction of customers, the following null hypothesizes has been formulated for this
study: -

Hypothesis 1: There is no significant impact of Repair & maintenance services on

Customer's Satisfaction.

Hypothesis 2: There is no significant impact of Spare parts supply on customer's

satisfaction.

Hypothesis 3: There is no significant impact of warranty Services on customer's

satisfaction.

Hypothesis 4: There is no significant impact of Exchange offer on customer's

satisfaction.

1.7. Limitation of the Study

Today's' world is dynamic. Everything existing here are of limited characters. Every
principle, role, formula and conditions are applied within limitations. This study is for
partial fulfillment of Masters in Business Studies course of Mid-Western University
(MU), so it may not be useful for other aspects. The time and resources constraints
are common limitation of the all-academic research. Likewise, this study cannot
escape from limitations. Therefore, the other separate limitations of this study are as
follow:
23
1. This study is limited to only on Motorcycle Manufacturer and Distributor, thus the
result will not be applicable for all types of organizations.
2. The respondents are limited up to 108 only.
3. The data are collected from the Motorcycle customers located on Birendranagar
Surkhet and nearby places.

1.8. Significance of Research

The subject matter of this proposed study can add value on the effect of after sale services
on customer satisfaction. This study will be useful for dealers, suppliers or authorized
distributors of Motorcycle which located in Surkhet in order to see the impacts of After-
Sales-Services on customers’ satisfaction in comparison with other Business or non-after-
sales-services. It helps in understanding what behavior customers' have towards After-
sales-service and what actions should the dealers, suppliers or authorized distributors are
taking to gain the benefit from the opportunities. This study measures the availability,
quality and performance of after-sales-services and its impact on customer satisfaction. It
would be more significant to the manufacturers and mediators related to Motorcycle and
their customers. Also it will help to the manufacturers, dealers, suppliers or authorized
distributors to identify the perception of costumer of Motorcycle about the After-sales-
services, they are providing. The every manufacturers and mediators are aims to satisfy
and delight own customer, thus this study will provide evidence for the upgrading of
these After-sales-services related to Motorcycle Manufacturer and Distributor.

Therefore, this study helps to improve the customer satisfaction with the After-Sales-
services provided by Motorcycle Manufacturer and Distributor. Hence, this study
provides the guidelines for those researchers who would like to pursue their research on
after sale service in Nepal. In addition, this research provides the technique to provide the
maximum satisfaction to the customers.

1.9. Organization of the Study

This study has been divided into five chapters:

24
Chapter One: Introduction
This is the introductory chapter, which has covered the Background of the study,
Significance of the research, Conceptual framework, Objectives of the study, Research
question, Hypothesis of the study, Limitation of the study etc.

Chapter Two: Review of Literature

This includes the review of the previous research work made in respect of After-sales-
services. It includes conceptual review of impact of After-sales-services on customer
satisfaction. For this purpose, various books, journals, reports and periodicals as well as
internet were used.

Chapter Three: Research Methodology

This chapter describes the research methodology like research design, data collection and
procedures, nature of data, sources of data, statistical tools used and research variable.

Chapter Four: Presentation and Analysis of Data

This represents the presentation and analysis of data collected through various sources.
These data have been interpreted and analyzed with the help of statistical tools and
techniques.

Chapter Five: Summary, Conclusion and Recommendation

This chapter comprises the summary of entire thesis. It describes major findings of the
thesis and provides some suggestions and recommendation based on the analysis of the
study. It also offers several avenues for future research.

CHAPTER - II: REVIEW OF LITERATURE

‘Now a day’s many organizations measure the satisfaction of their customer on service
they offer after they sold the product.’ In light of the statement, the aim of this chapter is
to review literature on after sale service, customer satisfaction and their relationship.
Accordingly, the review literature will help to establish the theoretical framework for the
proposed study and highlights previous studies on effect of after sale service on customer
satisfaction.

25
2.1. As a Review: Motorcycle in Nepal
According to economic survey-GON, from FY 2046/047 B.S. till FY 2069/070 B.S.,
1,207,261 motorcycles are registered in all over the Nepal. On FY 2070/071, additional
163,945motorcycles are registered. And on FY 2071/072 – 196,383, on FY 2072/073 –
267,439 and on first 8 months of FY 2073/074 – 199,908 motorcycles are registered all
over Nepal.

As on end of 2017; 32 brand of motorcycle are used in Nepal. They are HONDA, HERO,
BAJAJ, TVS, YAMAHA, KAWASAKI, ROYAL ENFIELD, VESPA, DUCATI,
BENELLI, ACE BRITISH, APOLO, APRILA, BELA, CF MOTO, CROSSFIRE,
CROSSX, HYOSUNG, KTM, MAHINDRA, MOTRAC, MV AGUSTA, SACHS,
SCOMADI, SUZUKI, TERRA, UM, HARTFORD, HUSQVARNA, ITALJET,
PIAGGIO and RUNNER. But the some brands of them are covered 80 percent market of
motorcycle in Nepal. The HONDA, BAJAJ, HERO, TVS, YAMAHA, KTM, ROYAL
ENFIELD, SUZUKI, KAWASAKI, MAHINDRA, VESPA are most popular motorcycle
brand in Nepal.

The Syakar Honda Nepal is an authorized distributor of Honda bikes in Nepal. It has
sales the 24 models of Honda motorcycle and popular four-wheeler in all across the
Nepal. Another, the NGM Hero is Nepal’s distributor of Hero motorcycles. It sales the
three above brands of Hero bikes in all over the Nepal. Next, Hansaraj Hulaschand it is
also named HH Bajaj; it is authorized distributor of Bajaj Auto in Nepal. It sales the top
more than seven models of Bajaj bike in all the country. Another, the Morang Auto-
works is authorized distributor of Yamaha motorcycle in Nepal. It sales the more than 9
models of Yamaha motorcycle in Nepal. The Hansaraj Hulaschand-KTM is a distributor
of Kawasaki and KTM bikes in Nepal. The Jagadamba motors Pvt. Ltd. Sales the TVS
motorcycle in Nepal. Likewise, The ANNA Business group sales the Vespa bike, Ganesh
Enterprises and V. G. automobiles Pvt. Ltd. sales the Suzuki bikes, VIVEK automobiles
Pvt. Ltd. Sales the Royal Enfield motorcycles.4

4
Adopted from www.tradenepal.com.np
26
Recently, the Rai Motors introduce the Hunter bikes in Nepali market. Another, the
Raman motors entered the Bangali motorcycle brand ‘Runner’ with popular seven
models in Nepali market. The Raman Motors focused the after sales service and
availability of spare parts throughout the country. It also plans to add another 20
showrooms and service centers all across Nepal within six month.5

The Bajaj Auto and Hulas Auto Craft open the first motorcycle assembly plant in Nepal.
The plant’s location has Ramgram, Nawalparasi. Capacity of the plant is 300 bikes per
shift. At present, Bajaj Auto is selling around 48000motorcycles in Nepal annually with a
46 percent market share. With assembly plant and various other initiatives in place, the
business is expected to increase 45-50 percent in next 2 years.6

The Yamaha is one of the leading motorcycle brands in the auto industry, having
demonstrated its passion for innovation since 1955. Morang Auto-works (MAW), the
authorized distributor of Yamaha in Nepal began its partnership with Yamaha in 1975,
importing Rajdoot and Escorts models for a single showroom. Today Yamaha enjoys one
of the highest market shares in the motorcycle sector and their sales network spreads all
across Nepal. They have over 80 outlets and more than hundred authorized service points
(ASPs). With most of the automotive industry turning towards electric vehicles, Yamaha
plans to introduce electric motorcycles within a period of 10-20 years.7

Honda two-wheelers which arrived in Nepal in 1968 AD, the Jyoti group of companies
initiated the distribution of Honda motorcycles by importing 11 units. The Syakar trading
company Pvt. Ltd. (STC), one of the companies under Jyoti group of organization which
was formally known as syakar company Ltd (established in 1976 ) is now the sole
authorized distributor of Honda motorcycles and scooters, Honda cars, and Honda power
products in Nepal. The company officially changed its name to Syakar trading company
Pvt. Ltd. On June 7, 2011 (jestha 24, 2068 BS) and became a 100% subsidiary of
Honda.From importing 11 units of Honda Motorcycles at the beginning till now, Syaker
Trading company has lived up to its reputation of offering highest quality motorcycles

5
Retrieved from www.enepsters.com/2017/12/runner_motorcycle-price-in-nepal
6
Information were received from www.globalbajaj.com.np
7
Source https://thehimalayantimes.com/automobile/celebs_cornor/yamaha-shift-focus-scooters-nepal/
27
and scooters and imports almost 60000 Honda motorcycles and scooters every year. The
Syakar Trading now has more than 70 Honda two-wheeler outlets all over Nepal. On
March 23, 2010, Syakar Trading company Pvt. Ltd. Inaugurated ‘Syakar safety riding
training center’. The first and largest motorcycle training institute with an area of 10200
square meter at Gwarla, Lalitpur. The motorcycle training institute has been developed
under Honda motors Japan training standards and well equipped with well-trained male
and female safety riding instructors and sufficient amount of safety gears. The Syakar
trading newly generated trial for also been implemented at Syakar safety riding training
center.

2.2. Customer satisfaction

Customer satisfaction is a short-term emotional reaction to a specific service
performance. Customers may be satisfied with a product or service, an experience, a
purchase decision, a salesperson, store, service provider, or an attribute or any of these
[ CITATION HMa90 \l 1033 ]. Satisfying customers is a core business challenge which
has attracted considerable research attention. The [ CITATION And14 \l 1033 ] Cited,
(Oliver, 2000) defines customer satisfaction as “attitude-like judgment following a
purchase act or series of consumer product interactions. Most studies are based on the
theory that confirmation/disconfirmation of preconception expectations is the essential
determinant of satisfaction.” In short, if customers get what they want, they are satisfied.
If the customer’s requirements are not met, they will not be satisfied. He also cited Oliver
(1997) and defines the customer satisfaction as the customer’s fulfillment response: the
“response is the product or service pleasurable level of consumption-related fulfillment
for the customer, including the level of under- or over-fulfillment.”

In general, satisfaction is a people’s feeling of pleasure or disappointment resulting from

comparing a product’s perceived performance [or outcome] in relation to his or her
expectations. If the performance lags the people’s expectation, the customer is unhappy.
If the performance goes with the expectations, the customer is happy. If the performance
exceeds his or her expectation, the customer is delighted. The link between customer
satisfaction and customer loyalty is not proportional. Suppose customer satisfaction is
valued on a scale from one to five. At a very low level of customer satisfaction [level
28
one], customers are likely to discard the company and even bad-mouth it[ CITATION
AMe18 \l 1033 ].

Customer satisfaction is the main concern of business sectors of today, their researchers
are always conducting research about the customers especially on what relates to their
satisfaction. In this highly competitive world customers plays a very important role.
Thus, if a company wants to survive then it should look forward to the determinants of
customer satisfaction. Though it is a very subjective issue that differs from individual to
individual yet, identifying some basic parameters of customer satisfaction is important.

Impact of customer satisfaction

Businesses monitor customer satisfaction in order to determine how to increase their
customer base, customer loyalty, revenue, profits, market share and survival. Although
greater profit is the primary driver, exemplary businesses focus on the customer and
his/her experience with the organization. They work to make their customers happy and
see customer satisfaction as the key to survival and profit. Customer satisfaction in turn
hinges on the quality and effects of their experiences and the goods or services they
receive.

The customers will not only buy the product again later (in case that their expectations
concerning the satisfaction with the product are met) but will also recommend other
(prospective) customers to buy it [ CITATION Pet14 \l 1033 ]. Improved customer
satisfaction will lead to improved customer loyalty, which will eventually improve profit.
In order to satisfy our customers, we have to focus on effective customer services to meet
their needs [ CITATION LPo05 \l 1033 ].

According to,[ CITATION AMe18 \l 1033 ] at least 7 times more to get a new customer
than it does to retain an existing customer a satisfied customer tells 5-7 people in a year
whilst a dissatisfied customer will tell 14-15 people.

 Companies can boost profits anywhere from 25%to 125% by retaining a mere 5%
more of their exciting customers.

29
  Totally satisfied customer is 6 times more likely to use that service and commend
it than satisfied customers.
 Customers who have a bad experience with you and do not complain are only
37% likely to still do business with you.
 Customers who have an opportunity to complain and the complaint is achieved
are 95% likely to still do business with you.

The study conducted by [ CITATION Muh12 \l 1033 ] On ‘Impact of Customer

Satisfaction and Brand Image on Brand loyalty.’ A sample of about 200 respondents was
obtained in a period of one month. The data were collected through questionnaire using
five-point likert scale. For analyzing data the SPPS software was used. The research was
conducted on Pakistan. The results shows the customers can be made loyal to the brand
by providing satisfaction through better quality services and communicating and
developing a good brand image through accurate positioning.

Customer Satisfaction Measures

Customer satisfaction measurement involves the collection of data that provides
information about how satisfied or dissatisfied customers are with a service. This
information can be collected and analyzed in many different ways. Many organizations
regularly check the levels of customer satisfaction to monitor performance over time and
measure the impact of service improvement.

The [ CITATION Tri14 \l 1033 ] Suggest the five measures for customer satisfaction.
These are: Product quality, Facilities, Staff performance, Customer service and Value of
money. The product quality focused on perceived quality, the Facilities focused on
environmental factor, another Staff performance Focused on behavior of employee,
Customer service focused on product support service and Value of money focused on
Price of goods.

The [ CITATION Pet14 \l 1033 ] Cited (Zamazalová, 2008) and mentions the key factors
that affect customer satisfaction and which can be used to measure customer satisfaction.
These factors are: product, price, services, distribution and image of product. That study
focused, the main factor (measure) of product quality is customer satisfaction itself. To
30
achieve high customer satisfaction, it is crucial for companies to make a product that
fulfills the customer’s requirements.

The [ CITATION Jia13 \l 1033 ] Mention the major two factors that impacts on the
measuring satisfaction of customer. The first factor is perceived value which depends on
image and price products. And another factor is perceived quality which depends on
Reliability, Tangibles, Empathy, Responsiveness and Assurance.

According to [ CITATION JGG00 \l 1033 ], Presented the four applicable models for the
measuring customer satisfaction. These are: The disconfirmation of expectations model,
the performance model, the rational expectations model and the expectations-artifact
model

According to [ CITATION VuM18 \l 1033 ], Mention the various models for measuring
customer satisfaction which are applicable for further research. These are: National
Customer Satisfaction Index (NCSI), Service quality (SERVQUAL), Multi-criteria
Satisfaction Analysis (MUSA), the Ordered Probit and Ordered Logit model, Important-
Performance Analysis (IPA), Cluster Analysis and Data Envelopment Analysis (DEA).

2.3. After sales services

After sale service is intended to build long term relationship with customers to ensure
repeat business & referral [ CITATION PRA06 \l 1033 ]. Customer satisfaction is a
strategic goal of any organization: since a satisfied customer is the core concern of any
organization, they pay close attention to the factors that influence customers’ satisfaction.
After sales service is one of the important factor that influence customer satisfaction in
case of durable goods. After-sales-service is needed to prevent dissatisfaction, frustration
and ill will among present customers against the product and its manufacturers
[ CITATION Raj161 \l 1033 ].

According to [ CITATION ALo98 \l 1033 ], the main objective of the after-sales is to

keep the customer satisfied through trust, credibility and sense of security conveyed by
the organization, and building lasting relationships that contribute to increased
performance for sustainable results. The[ CITATION FFo06 \l 1033 ]have shown after

31
sale service advantages like Competitive advantage, Customer satisfaction, Long- term
customer relationship, customer retention and loyalty, New product success and
development, High profit, Differentiation, Branding, etc. The[ CITATION PGa07 \l 1033
] said an effective after-sales service protocol is essential to streamline service
management and meet customer's expectations, it can let you experience customer
delight, while also saving on your bottom-line and it generates profit.

However, most of the business organizations are not aware about the after-sales service
factors and its impact towards the customer satisfaction. Failing to realize the importance
of the factors can lead to a disastrous and threatening business relationship. This may
lead dissatisfied customers switch to a competitor or the company lose potential for new
customers due to negative word-of-mouth effect. Hence, every business should know the
objective and importance of having after sale service and implement it to satisfy
customers and make them loyal.

The study made by [ CITATION Sey11 \l 1033 ] on ‘the relation between after-sales
services and entrepreneurial opportunities: Case study of Iran-Khodro Company.’ The
population of that study was 27000 people who bought cars of Iran-Khodro Company in
2009. The sample size was 379 people based on Morgan’s table. The study was a
descriptive research that typically uses the data derived from questionnaires using a five
point likert scale. For analyzing the data derived from the questionnaire, Structural
Equation Modeling / Path Analysis, Tests of Fit and Regression Test were conducted,
while LISREL 8.5 and SPSS 16 software were used for analyzing the data. The main
purpose of the paper was to study the effect of technical and electronic after-sales
services on entrepreneurial opportunities. They concluded that after-sales services play a
key role in supporting marketing activities to enhance customer loyalty, and thus to
increase profitability in the long term. Therefore, many huge companies including car
manufacturers also utilized it as an entrepreneurial opportunity for more profitability. The
results of the study show that technical after sales services in Iran-Khodro Company is
effective on entrepreneurial opportunities based on market and product.

32
 Accessibility of After Sales Services
Accessibility means the physical availability of products to customers which were
managed by the company. The accessibility is also known the availability or delivery of
after-sales-services. Delivery refers to how well the product or service is brought to the
customer. It includes speed, accuracy, and care throughout the process [ CITATION
Kot12 \l 1033 ].Delivery is the setting up, by the service provider, of all the components
required for the operation and maintenance of a service as defined in the service
specification and to be used by the customers.

The accessibility /delivery of after-sales-services are important for business organization

to make their customer satisfied. The satisfied customers always have a positive
impression towards the company and its products. This is true because fast delivery is
very crucial to the customers to meet their usage and production
requirement[ CITATION Moh09 \l 1033 ].In today’s ever changing competitive
environment, business cannot survive unless they satisfy their customers. The
accessibility of after sales service by a company is critical in satisfying customer needs
and perceptions. In order to have quality after sales service a proper delivery system has
to be in place[ CITATION Naz11 \l 1033 ].Accessibility of after-sales service is
becoming increasingly critical as businesses do everything in their power to be more
cost-effective, boost profit margins, and meet customer demand for a product or
service[ CITATION RPo10 \l 1033 ].

A study made by [ CITATION DrS15 \l 1033 ] on Impact of after Sales Service on

Customer Satisfaction: A Case Review of Mobile Phone Industry in Delhi and NCR.
They use the structured close ended questionnaire to conduct survey among 500
respondents selected on random basis. The data which has been obtained in quantitative
form has been analyzed using SPSS 21.0 using statistical techniques like frequency
analysis and correlation analysis. They focused on understanding the dynamics of after
sale service and its importance in the mobile phone industry along with its impact, if any,
on the satisfaction level of customers in Delhi. They were found that there is high
efficiency among mobile phone retailers in delivering after sale services to their

33
customers. Also, the efficiency of after sale service had a direct and positive relationship
with customers’ satisfaction level.

Quality of After Sales Services

Quality is one of the things that consumers look for in an offer, which service happens to
be one. Quality can also be defined as the totality of features and characteristics of a
product or services that bear on its ability to satisfy stated or implied needs. It is evident
that quality is also related to the value of an offer, which could evoke satisfaction or
dissatisfaction on the part of the user.

The most common definition of quality is the comparison customers make between their
expectations and perceptions of the received product or service. Quality is a multi-
dimensional concept[ CITATION Iva10 \l 1033 ].Researchers have identified five
principal dimensions, namely reliability, responsiveness, empathy, assurance and tangible
to judge service quality[ CITATION SMu15 \l 1033 ].

Quality is clearly the key to value creation and customer satisfaction. Product and service
quality, customer satisfaction, and company profitability are intimately connected. Higher
levels of quality result in higher levels of customer satisfaction, which support higher
prices and (often) lower costs. The quality of customer service departments varies
greatly. At one extreme are departments that simply transfer customer calls to the
appropriate person or department for action with little follow-up. At the other extreme are
departments eager to receive customer requests, suggestions, and even complaints and
handle them expeditiously. Some firms even proactively contact customers to provide
service after the sale is complete [ CITATION Kot12 \l 1033 ].

The increasing importance of the After-sales service provision calls for proper
management of the existing processes and activities to encourage a continuous
improvement of service quality, which will help to secure the satisfaction of customers
and future business. But as customers demand often are different, the AS business has to
be managed in an agile and responsive manner to be capable of delivering customer
value, in the attempt to stay competitive. This is unfortunately a cost and resources heavy
issue [ CITATION Hvi12 \l 1033 ].

34
According to [ CITATION Ali11 \l 1033 ] the quality of After-Sales-Services divided
into two variables. The first is Delivery service quality which is focused on Reliability in
delivery times, Quality of the product packaging when delivered, Transfer of product to
your place, Quality of the product itself when delivered, and Reception of the proper
invoice/delivery papers, Kindness and friendliness of the delivery personnel, Appearance
of the delivery personnel are the components which can applied to maintain delivery
service quality by the business. And another is Installation service quality which focused
on Accurate information about time of installation, Time elapsed between delivery and
installation, Attentiveness of installation personnel in order to avoid damages, Flawless
of the installation, Kindness and friendliness of the installation personnel, Advice and
instructions given by the technicians are the components which can apply to maintain
installation service quality.

The study conducted by [ CITATION Ali11 \l 1033 ] on how after-sales-service quality

dimensions affect customer satisfaction. The study conducted was targeted at customers
of a large retail chain marketing home appliances in Iran and 302 usable responses were
utilized. The selected research tool was a questionnaire. The research conducted followed
a quantitative methodology. The study was performed using the “Amos 18” software.
The purpose of the research was to investigate the effect of after-sales services on
customers’ satisfaction as well as on their behavioral intentions, namely “repurchase
intention” and “word-of-mouth” (WOM). The study show that after-sales service quality,
affect satisfaction, which in turn affects behavioral intentions. Hence, after-sales services
affect the overall offering and thus, the quality of the relationship with customers.

Performance of service staffs

Performance is an action which performed for achievement or accomplishment of
something. In another words, it is representation of ability by the work. The after sales
service performance refers the serving capacity of service points or service staffs. It also
addresses the time consumption, quality, cost economy, work efficiency, etc. of after
sales service points or staffs.

35
For having well-performing After-sales Service involves collaboration between function
and department as to solve the problem rising for customers. This requires a process
overview, which enables the participants of a value stream to identify other stakeholders
and enablers, so these can be contact quickly and start improve the areas of focus
[ CITATION Hvi12 \l 1033 ].

A study conducted by [ CITATION SMu15 \l 1033 ] on evaluation of performance of

after sales services: A comparative study involving home appliances manufacturing
firms. Three leading home-appliances manufacturing firms in South India were
considered in the study and information gathered from 1880 respondents. Information
was collected throughout the structured questionnaire using 5-point Likert scale. The
ANOVA and SERVQUAL method and SPSS 20 package were used for analyzing the
data. The printed questionnaire and internet used to collection data. The findings showed
that there is significant positive correlation.

A study conducted by [ CITATION Ale15 \l 1033 ] on ‘Impact of After-Sales

Performances of German Automobile Manufacturers in China in Service Satisfaction and
Loyalty: With a Particular Focus on the Influences of Cultural Determinants.’ Both
independent and dependent variables can occur in complex systems as non-observable
(latent) variables, which is why structural equation modeling (SEM) is considered
appropriate. The empirical testing of hypotheses will be done by partial least squares
(PLS); a statistical technique of SEM, which fits the project methodologically.

After sales services on Motorcycle

In break neck competition, everyone is busy with their different activities and
commitment towards their works and customers are giving importance for time saving
moreover. Some of the countries facing transport problems like lack of metallic roads and
lack of Government transport facilities especially in least developing countries
particularly in rural areas. In these circumstances, customer depending on own transport
and purchased their own vehicles like motorbikes.

After-sales service of motorcycles is the provision of services to customers before, during

and after a purchase. It is one of the organizational processes which companies perform

36
in considering the growing competition of the market and increasing profitability and
better access to the market, as well as increasing the customer satisfaction level.
Maintenance and repair (servicing), spare parts supply, warranty, hotline service,
roadside repair, home to home repairing, etc. are the forms of after sales service of
motorcycles.

The study conducted by [ CITATION DrK15 \l 1033 ] on A STUDY ON CUSTOMER

SATISFACTION TOWARDS BAJAJ MOTORBIKES IN HAWASSA CITY,
HAWASSA – ETHIOPIA, AFRICA. The study focused on products and its quality,
maintenance, spare parts and other services that have impacts on satisfaction of Bajaj
bike’s owners. The sample size of the study is 100 respondents and sampling technique is
simple random sampling. The data were collected through self-administered
questionnaires. Tables and figures have been used wherever necessary to facilitate the
analysis and interpretation. The major finding is that the research focused 50 percent of
the respondents were satisfied with the after sales service by the dealers. It was observed
that 80 per cent of the respondents are expressed their satisfaction with the availability of
spare parts. The researcher observed that most of the respondents have selected fuel
efficiency as their preference in selection the motorcycle.

A research conducted by [ CITATION Deb14 \l 1033 ] on ‘A Study on Consumer

Satisfaction of Two Wheeler Bikes’. The study aimed to explore satisfaction on design or
style, mileage, technology, power, speed and after sales service. The research was
conducted on Allahabad city of Uttar Pradesh, India. Total 600 existing customers were
selected randomly for sample from the city of Allahabad. The data were collected
through pre-designed and pre-tested administered questionnaire. The major finding was
BAJAJ, HERO and HONDA bikes owners are more satisfied in mileage than YAMAHA
& TVS. BAJAJ, HONDA AND YAMAHA bikes owners are more satisfied with power
than Hero and TVS. YAMAHA and HONDA BIKES owners are more satisfied with
technology. HERO, BAJAJ and Honda bike owners are more satisfied with After Sales
Service.

A research named ‘The Effect of Price, Brand, and After-Sales Service to the Purchasing
Decision Motorcycles Yamaha Matic at PT. Hasjrat Abadi Branch Kendari’ conducted by
37
[ CITATION 1Dz18 \l 1033 ]. The research aims to determine and describe the effects of
price, brand and after sales service on purchase decision of Yamaha Matic motor cycle in
PT. Hasjrat Abadi Branch of Kendari. Research populations are all of the customers in
PT. Hasjrat Abadi Branch of Kendari. The sample size was 93 customers. The research
used multiple linear regression analysis. Results of the research determine that (1)
simultaneously, there are significant effects of price, brand and after sales service
variables on purchase decision. (2) The price variable affects significantly on the
purchase decision. (3) The brand variable affects significantly on the purchase decision.
(4) The after sales service variable affects significantly on the purchase decision. Better
after sales service given will lead to higher purchase decision.

The research conducted by [ CITATION Lan15 \l 1033 ] on ‘Customer Satisfaction on

the Post-sale Services of Motorcycle Dealers.’ The respondents of this study were the
motorcycle owners who subscribed to the various dealers in Santiago City. Quota
sampling was employed that aimed 40 customers in every dealer in the area. This study
made use of a self-made questionnaire that underwent a validation process: Expert
Pooling, Refinement, Field-test and Final Refinement. Three (3) experts were consulted
for initial validation. Their comments and suggestions were incorporated in the
instrument for a field test to a group of 30 respondents. Validity was established using
Cronbach’s alpha (α = .939). Data were collected among the customers of select
Motorcycle dealers in Santiago City, Philip-pines through a channeled internal
communication among the store managers. Approval was sought from the store
managers. Data were tallied, treated and analyzed to give shed on the formulated research
problems. The frequency counts, mean values, ranking and ANOVA were used in the
study. Data were treated through SPSS. However, a significant difference is concluded on
the respondents’ satisfaction on the post-sale services of motorcycle dealers in terms of
customer support and warranties when grouped according to age.

The research made by [ CITATION DrM17 \l 1033 ] on ‘Customer Satisfaction and

Expectation Towards After Sales Service of TVS Motors Ltd in Sivakasi.’ The researcher
has adopted convenient sampling technique, 80 customers are taken for that study. The
data analyzing tools and techniques are Per cent Analysis, Garret Ranking Method, Chi-

38
square Test and Factor analysis. Data were collected through questionnaire using likert
scale. The study basically focuses on after sales service offered by “TVS Motors Ltd”.
The study concluded on Customer satisfaction is a strategic goal of any organization,
since a satisfied customer is the core concern of any organization; they pay close
attention to the factors that influence customers’ satisfaction. After sales service is one of
the important factor that influence customer satisfaction in case of durable goods. After
sales service is needed to prevent dissatisfaction, frustration and it will among present
customers against the product and its manufacturers.

2.4. Theories of customer satisfaction and after sales services

According to [ CITATION KIN11 \l 1033 ], in order to study customer satisfaction on
services the some theories are applicable. They are: the disconfirmation of expectation
theory, the value-percept disparity theory, regret theory and disconfirmation theory. The
disconfirmation of expectations theory holds that satisfaction/dissatisfaction responses
arise from a cognitive evaluation process in which pre-purchase "expectations" or prior
beliefs about the likelihood of product-related experiences or outcomes are retrieved from
memory and compared to cognitions about the product-related experiences or outcomes
actually realized in the consumption of the product. Another value-percept disparity
theoryasserts that satisfaction/dissatisfaction is an emotional response triggered by a
cognitive-evaluative process in which the perceptions of an object, action, or condition
are compared to one's values (or needs, wants, desires). Next, Regret theory which was
developed by Taylor on 1997. The theory proposes a richer notion of satisfaction that
included expectations about un-chosen option. Regret directly influences the consumers‟
decision to purchase again. And the disconfirmation theory states that overall customer
satisfaction is the difference between customer desire and expectation and the actual
performance the particular good or service.

Though these theories are used to know customer satisfaction, the researcher used
disconfirmation theory because this theory considers factors like expectation, desire and
actual performance on the product or service are clearly used to know the satisfaction of
customers that has been stated in the rest theories.

39
2.5. Customer satisfaction on after sales service
Customers are necessary for the continuous existence of an organization. Since the
survival of any business is dependent on customer, the main purpose of every business
should be satisfying its existing customers and attract a new customer. Hence, in order to
be successful, organizations have to continuously measure satisfaction level of their
customers in order to assure their existence in the market. Now a day’s many
organizations measure the satisfaction and loyalty of their customer on service they offer
after they sold the product.

After-sales services can create sustainable relationships with customers and contribute
significantly to customer satisfaction by offering different after-sales services during the
various stages of the primary product lifecycle, the provider can ensure product
functionality and thereby customer satisfaction [ CITATION DrM17 \l 1033 ].This may
lead to a fruitful relationship between the provider and the customer over time, allowing
for more transactions.

There was a study conducted by [ CITATION Raj161 \l 1033 ] on ‘customer satisfaction

towards after sales services: A case study analysis.’ The data required for study is
collected through a structural questionnaire. During the period of study, the researcher
conducts the field survey to study customer satisfaction regarding different aspects of
after sales service offered by “Alcon Hyundai” Service Centre, Goa. He also included the
opinion of customers on procedure of taking appointment, time consumption for
servicing, opinion about service staff, cost of servicing etc. The study was a micro level
study attempting to focus on After Sales Service in automobile industry in Goa and that
basically focused on after sales service offered by “Alcon Hyundai”. Researcher
concluded, the after sales service is an important aspect of Marketing of durable products.
Customer satisfaction level is influenced not only by quality of actual product delivered
but also by quality of after sales service offered by company/dealer.

There was a study made by [ CITATION Zei14 \l 1033 ] on ‘The Role of After-Sales
Service in Customer Satisfaction: Case Study (Samsung House Appliances).’ The
research method of the study was descriptive and correlation method. The population of

40
the research included individuals who used after sales services of Samsung house
appliances in Golestan Province. Sampling method is stratified sampling. After-Sales
Service Questionnaire and Customer Satisfaction Questionnaire were used for data
collection and 384 Questionnaire were collected from respondents. Descriptive and
inferential statistics methods were used for data analysis. The findings showed that
between After-Sales Service and Customer Satisfaction, there is significant positive
correlation.

A research made by [ CITATION AEN13 \l 1033 ]on ‘After-Sales Services and

Consumers’ Perception of Quality: A Study of Refrigerator Users (Consumers) in South
East Nigeria.’ One hundred and twenty (120) consumer and vendor (manufacturers)
respondents from each of the major commercial cities of the five (5) states of South East
Nigeria were selected for the sample size. Data generated from the respondents using a
set of questionnaire. Various statistical tools are used for analyzing the collected data.
The results showed, among others, that after-sales services impact positively on
consumers’ perception of quality loyalty, however little on turnover and corporate
profitability.

There was a study conducted by [ CITATION His10 \l 1033 ] on ‘After-sales service

competition in a supply chain: Optimization of customer satisfaction level or profit or
both?’ The study found that after-sales service plans that are determined to maximize
profits do not match optimal after-sales service levels that can satisfy customers the most.

The research made by [ CITATION Sub17 \l 1033 ] on ‘Factors Influencing Customer

Loyalty on After-Sales Service among Selected Car Segments.’ The respondents were
from Trichy city, Tamilnadu. The sampling method used for data collection was
convenient sampling. 300 respondents were questioned through structured questionnaire.
The data were interpreted using tools like Descriptive and ANOVA. The researcher has
concluded that product quality, price and brand image is having significance relationship
with customer loyalty. The best service could be used as uniqueness in building brand
image of service provider.

41
A study made by [ CITATION Ali111 \l 1033 ] on ‘Impact of after Sale Service
Characteristics on Customer Satisfaction’. The Researcher examines the impact of after
sale service on customer satisfaction in home appliance industry of Pakistan. The
research totally based on secondary data from previous researches. And researcher
concluded on that the company to adopt a good after–sales service management to
enhance the effectiveness and efficiency to serve the customer is important.

The research conducted by [ CITATION Mar02 \l 1033 ] on ‘Customer evaluations of

after-sales service contact modes: An empirical analysis of national culture’s
consequences.’ The research was conducted on the Netherland. The study was conducted
with a sample of international customers of a major multinational office equipment
manufacturer. The data was collected in 1999 across eleven different countries. These
include the Netherlands, the United Kingdom, Norway, Austria, Germany, France,
Sweden, Belgium, the United States, Spain, and Ireland. Structured questionnaire were
used for the collection information from respondents. In total, 14,888 questionnaires were
sent to customers across the participating countries. Of these, 7657 usable questionnaires
were returned, resulting in an effective response rate of 51%. Responses per country were
as follows; the Netherlands: 320, the United Kingdom: 736, Norway: 588, Austria: 189,
Germany: 477, France: 1167, Sweden: 507, Belgium: 549, the United States: 2666,
Spain: 371, and Ireland: 86. Differences in country-level sample sizes reflect the relative
size of the markets in each country. SERVQUAL methods were used for analyzing data.
The results suggest that, in contrast to the traditional face-to-face service encounter, the
perceived quality–satisfaction relationship is particularly moderated by national culture in
the case of an after-sales service contact mode mediated by technology.

Repair and Maintenance: Customer Satisfaction

Repair and Maintenance is an action which keeps the plant, machinery, equipment,
system in a condition that will meet normal operating requirements. The management of
repair and maintenance deals with planning, organizing, directing, staffing, controlling,
and evaluating functions of management applied to maintenance activities. In other
words, the maintenance is the day to day problem of keeping the physical plant in good
generating condition. It is necessary to ensure that availability of machine, building and

42
service needed by other units of the organization for the performance of their
organization for the performance of their function, at an optimum returns investment is
generated.It is a combination of actions carried out to retain an item/machine
equipment/system/plant in Order to restore it to an acceptable working
condition[ CITATION OBE16 \l 1033 ].

Maintenance and repair are an important element of product support, which has required
companies to invest significant resource. Preventive maintenance is undertaken to clean,
refurbish or replace parts of equipment which otherwise would be liable to fail.
Mechanical parts, for example, normally require regular maintenance as in the case of
automotive vehicle[ CITATION KGo99 \l 1033 ].According to [ CITATION MUH11 \l
1033 ], Described the repair and maintenance on two forms. One is reactive maintenance
policies which may be described as a firefighting approach to maintenance service.
Equipment is allowed to run until failure. Then the failed equipment is repaired or
replaced. Another is proactive maintenance policies which is a strategy to perform
maintenance actions before the actual failure occurs. Various classifications of proactive
maintenance include usage based maintenance, condition based maintenance, and
opportunity based maintenance. Maintenance and repair programs help customers keep
purchased products in good working order. According to [ CITATION RPo10 \l 1033 ],
the repair and maintenance service function includes all activities associated with repair
from the instant a service does not offer one or more of the specified features to the
instant these features are restored for use by the customer. The process must also be
consistent from the customer’s perspective, irrespective of which product or service is
being repaired.

Generally, the maintenance will be in different forms, such as: Routine maintenance
which includes washing, cleaning, etc., Schedules maintenance which covers the
inspection, adjustment repair, replacement pre-determined from past failure pattern, etc.,
Repair maintenance this involves the disassembling of the equipment, to locate the fault,
to find out that part needed to replace it to reassemble, then to check the equipment to
ensure that it has restored its function capacity. And another is Breakdown maintenance a
field component or system is repaired and put back to operating condition.

43
The four elements are the most important for the repair and maintenance service, which
impacts on customer satisfaction. The first is availability of the repair services or
accessibility to reach service center, second is quality of the services or effectiveness on
repairing, third is competency of the service staff or capacity of well serving and fourth is
repair and maintenance cost which paid by customers.

Maintenance, in general, has three objectives: care for property, customer satisfaction,
and profitability, care for property, customer satisfaction, and profitability. Customer
satisfaction can primarily be obtained by means of equipment that is available, capable,
and dependable. Many customers are willing to take care of as much of their maintenance
themselves as possible. This kind of behavior should be welcomed by the supplier, as it
quickly takes equipment back into use and it satisfies the customer. Money and time are
perhaps the two most easily quantifiable criteria for maintainability and maintenance.
Money should be the most important; even military programs use money as the principal
measure[ CITATION Hei02 \l 1033 ].

So, In general perception, the repair and maintenance have positive impact on customer
satisfaction. By providing best effective repair and maintenance service, the companies
can made their customers more satisfied. In the case of motorcycle it is most important
for satisfying the customer. The motorcycle companies were provides efficient repair and
maintenance service and some of them were included in warranty and some was not
included in warranty.

The research conducted by [ CITATION OBE16 \l 1033 ] on ‘The role of customer

satisfaction and maintenance culture in the sustainability of hospitality industries. The
research conducted in Umuahia North and South Local Government Areas of Abia State
Nigeria. Researcher followed the survey research design. The Sample size of 360 was
derived using Taro Yamane formula. The study employed qualitative and quantitative
methods of data collection. The instrument used for the study was a questionnaire and
oral interviews which was guided by interview schedule. The researcher administered
300 questionnaires by hand to guests of the selected hotels in Umuahia North and South
LGAs and 60 questionnaires to the management and staff of same hotels and collected
the questionnaire on the spot. This gave a total of 360 retrieved questionnaires. Simple
44
descriptive analysis was used to analyze objectives using the five point likert scale. The
finding was that there is a significant difference between the variable of customer
satisfaction and maintenance culture to the sustainability of hospitality establishments in
Umuahia north and south LGAS.

A research conducted by [ CITATION Asg11 \l 1033 ]on ‘Study the Effects of Customer
Service and Product Quality on Customer Satisfaction and Loyalty.’ Statistical
population of the study consists of “all Tata Indica Car owners, product of Tata Motors”
which has bought their cars in 2008-2010 (Apr '08-Jan '10) in Pune. The data required for
study is collected through a structural questionnaire using seven-point likert scale and
234 respondents are selected for the sample. For analyzing data derived from
questionnaire regression and ANOVA test has been used and the software which have
been used for analyzing the data is SPSS 16. Results of the study show that there are high
positive correlation between the constructs of customer service and product quality with
customer satisfaction and loyalty.

A study conducted by [ CITATION Giu08 \l 1033 ] on ‘A framework for an integrated

management of After Sales Service’. The study is totally based on secondary data from
previous researches and journals. The result shows that, in the western mature economies,
the evolution of cultural and sociological models, as well as the continuous breakthrough
of the technological edges, are driving final consumers to give more evidence to the real
capability of a product to provide a solution to their tailored and changeable needs during
its life-cycle, than to the real emotion of purchasing and owning it. In such a context,
After Sales (AS) service has been acquiring a strategic role within an industrial
company’s business as a first source of differentiation and profit generation in a short and
long term perspective.

Spare Parts Supply: Customer Satisfaction

The life cycle of spare parts is associated with the life cycle of the final products which
use them. Their demand is affected by several factors: size and age of the “population” of
final products, maintenance characteristics of these products, and characteristics of the
parts and their defects[ CITATION Jos11 \l 1033 ].

45
According to [ CITATION Gee14 \l 1033 ]cited (Driessen et al., 2013), the spare parts
industry is about high-value capital assets, e.g. air planes, trains, large ships and
expensive production machines. For these high-value capital assets, the financial risks are
high if an asset is not available to provide their services or to manufacture their products.
Therefore, the maintenance organizations want to guarantee a certain up-time for an asset
and an important component is the availability of the right spare parts at the right place
and at the right time[ CITATION Gee14 \l 1033 ].

Within spare parts inventories, there are two types of spare parts: [ CITATION Gee14 \l
1033 ]1. Repairable spare parts: parts that are repaired rather than procured, i.e. parts
that are technically and economically repairable. After repair the part becomes ready-for-
use again. 2. Non-repairable spare parts or consumables: parts which are scrapped after
replacement.

Practical spare part management is the foundation for sustain reliability and is crucial to
the success. The some elements are very important for the spare parts logistic
management. These are: delivery of spare parts, quality of spare parts, price of spare parts
and warranty for the spare parts.

Besides the repair centers, larger markets also have authorized service agents and dealers.
The main warehouse receives orders for parts from the sub-dealers who service the end
customers. The orders can be under warranty free replacement or sale of part. Warehouse
accordingly services orders and delivers parts locally to the dealers and collects the
defectives back. Critical and high value spare parts have to be made available in a nearby
warehousing location and logistical arrangements are required to be made to reach it to
the site in a fastest and quickest reach time, which are a few hours in most of the cases.

Spare parts are delivered in two modes. One is under warranty service where the
customer has bought a warranty contract with the company including free replacement of
spare parts. In such situation, the good part is issued by the warehouse instead of a
defective spare part. The other mode is sale of part where the customer pays for a spare
part and makes the purchase. The price of spare parts depends on the cost of spare parts
logistic management. The cost of purchasing department, transportation costs, handling

46
costs and administration costs are the logistics management costs that have impact on
price of spare parts. The proper management of delivery has helps the reduce price of
spare parts. Another, the quality of spare parts depends on original and genuine spare
parts. It is important to make sure that, buy genuine parts for the machinery. One thing
that most admit, the original spare parts is the fact that they are durable. And need to
make sure that, to getting value for money, should purchase original spare parts for the
machinery.

According to[ CITATION Jos11 \l 1033 ], Spare parts inventory are needed for
maintenance and repair of final products, vehicles, industrial machines and equipment,
frequently requiring high investments and significantly affecting customer satisfaction.
Inventory management is complex due to the large number of different items and low
demands.

The proper management of spare parts supply have consists the higher level customer
satisfaction and that also helps the make them loyal. So, another important factor of after
sales service was a spare parts supply management. For having repaired of vehicle the
spare parts is essential. By proper management of spare parts supply, the repair and
maintenance service can be quick and efficient. So it is significantly concerned on
customer’s satisfaction. In the case of motorcycle, most of the companies were supplies
the spare and parts of the vehicle to support the repair service. And another thing, by
supplying genuine parts customer can be more satisfied.

The [ CITATION Jos11 \l 1033 ] made a study on ‘Spare parts inventory control: a
literature review’. The researcher study previous researches and studies related on spare
parts management and presents the result that the choice of the inventory control model
for each given spare part is a critical activity into the general process of inventories
management with multiple items. The dynamic classification of items according to its
stage in the life cycle should help managers in the choice and calibration of models for
each item. In this context, the term “model” is applied not only to procedures of
inventory control, but also to the decisions on initial orders, final orders and disposal,
including the demand forecasting methods.

47
A study made by [ CITATION Naz11 \l 1033 ] on ‘AN EMPIRICAL ANALYSIS OF
AFTER SALES SERVICE AND CUSTOMER SATISFACTION.’ The data was
collected using through questionnaire and measured on the 5 point Likert scale by
dividing the questionnaire in independent and dependent variables. The research
measured the quality of service by using the SERVQUAL method. The main variables
effecting customer satisfaction are product quality and social responsibility. The study
concluded, in today’s ever changing competitive environment, business cannot survive
unless they satisfy their customers. The delivery of after sales service by a company is
critical in satisfying customer needs and perceptions. In order to have quality after sales
service a proper delivery system has to be in place. The results reveal that customer
satisfaction increases with better service delivery.

A study made by [ CITATION DrJ13 \l 1033 ] on after sales services for Honda Motors:
an evaluative study. Researcher has used structured questionnaire to collect information
and 63 respondents are selected for the sample. Simple table method is followed to
analyze the data. The main aim of that study has to know the perception of the customers
towards the service quality provided by the Honda automobiles. And it also aimed to
explain the role of after-sales service on customer satisfaction. Much number of questions
relating to the service quality was posed to the customers and obtained valuable
information. The result shows that Honda Company is providing considerable quality of
service to the customers. Most of the respondents are satisfied with the service quality,
knowledge of the service personnel, delivery time and prices for services and finally
delivery time of the vehicle. Sign boards, infrastructure and availability of spare parts are
very convenient in Honda Automobiles.

Warranty Service: Customer Satisfaction

All sellers are legally responsible for fulfilling a buyer's normal or reasonable
expectations. Thus, warranties are formal statements of expected product performance by
the manufacturer. Products under warranty can be returned to the manufacturer or
designed repair, replacement, or refund. Whether expressed or implied, warranties are
legally enforceable. Warranties reduce the buyer's perceived risk[ CITATION Kot12 \l
1033 ]. Service contracts also called extended warranties, in which sellers agree to

48
provide free maintenance and repair services for a specified period of time at a specified
contract price, may diminish in importance. Most of motorcycle manufacturer warranties
for free servicing and maintenance within one year and two to four years warranties on
engine. According to [ CITATION Phi01 \l 1033 ], the increase in disposable or never-
fail equipment makes customers less inclined to pay from 2 percent to 10 percent of the
purchase price every year for a service.

Fast response towards the warranty claim will give an indication of good quality and
value product[ CITATION Moh09 \l 1033 ].The manufacturers of most products offer
warranty in some markets such as automobiles. Manufacturers try to gain a competitive
advantage by offering longer warranty periods. Warranty reduces the financial risk of
owning products and therefore it is an important element of customer
support[ CITATION KGo99 \l 1033 ].

A product warranty has three uses. The first is to act as a competitive tool by increasing
the customers’ perception on the product reliability which could eventually lead to the
higher confidence level in making the purchasing decision. The second factor is to gain
the market share. And the third is to limit the cost of after sales especially in the situation
where the products have defects or failed to perform according to its function in the
market. Consumers always believe that a superior warranty will be associated with
greater quality and less risk. Customers are satisfied when their purchasing risks are
getting lower due to the benefits of warranty. Customer dissatisfaction can arise due to
poor performance of the purchase item and/or the quality of warranty service provided by
the manufacturer. The customer dissatisfaction can be minimized due to its effective
warranty logistics such as the response time to warranty claim, the time to rectify a failed
item, delay resulting from lack of spares, workshop resources and so on. This implies that
product warranty is very important from the customer satisfaction as well as from the
manufacturer’s profitability point of view [ CITATION Moh11 \l 1033 ].

The some elements have a most concern with warranty services of the motorcycle. They
are; warranty of the vehicle, warranty of the spare parts, terms of the warranty claim and
responses of authorized distributor, and the duration of the warranty.

49
With a Better warranty terms a customer can attain improved benefit of purchasing cost
for repair or technical damage of the product this results in greater sale and profit. Long
warranty time is also one of the bundles of satisfaction the consumer. A warranty is
assumed an obligation for seller; it is a responsibility for seller and a satisfaction for the
buyer that the product will run in long term. Many weak organizations offer better
warranty terms than their competitors to gain competitive advantage. Organizations
consider brand loyalty is result of customer satisfaction. Therefore, credibility gap can be
filled through offering better warranty terms. Valuable warranty terms and time increases
satisfaction of customer [ CITATION Ali111 \l 1033 ].

To increase the goodwill of company and gain the customer’s belief the warranty service
has play most essential role. The most of motorcycle manufacturer was provides warranty
for their customer to increase the assurance. The satisfaction of customers on the
warranty has depends on the duration of time. The long warranty period makes the
customer more satisfied. So we can easily predict that, the warranty service has
significant impacts on customer satisfaction.

The [ CITATION Moh11 \l 1033 ] conduct a study on ‘Warranty and its Effect towards
Customer Satisfaction in Malaysia’s Electronic Industry.’ The research is a quantitative
research where information was gathered from the self-administered questionnaire. The
population decided was 329 from the total of 47 customers around Peninsular Malaysia
multiply by 7 respondents for each PESB customer. Out of the total population, 100
respondents were expected to respond to the research survey. Pre-testing of the
questionnaire was made during the pilot study. The questionnaire are developed using
likert scale For the purpose of the study, the researcher used the Statistical Software
Package for Social Sciences (SPSS) Version 17to compute all the data gathered from the
questionnaire. The techniques of analysis used in the study were descriptive (mean,
standard deviation) and inferential analysis (regression) to sum up the data collected.
Results indicated to confirm on the earlier literature that there was a strong relationship
between warranty and customer satisfaction in either the consumer or the business market
environment.

50
A study conducted by [ CITATION MSh13 \l 1033 ]on ‘Consumer Attitude towards after
Sales Service.’ The sample size was 100 consumers in four super markets in Mysore city.
The primary data was collected through questionnaire using four-point scale. Simple
percentages methods were used to analyze the data. The study focuses on an analysis of
customer attitude towards after sales services. In order to make a comparative study, four
super markets established in Mysore city were selected. They are Big Bazaar, More,
Loyal World and Easy Day. The research shows the customers are deal oriented, they do
not want just products but they expect something more. As a result of which more and
more companies are strengthening their after sales service department. That helps them to
ensure that customers are happy even after they have purchased the product. After sale
service is a marketing strategy designed to create brand image which ultimately results in
Brand loyalty.

The research conducted by [ CITATION Moh09 \l 1033 ] on ‘Factors Affecting

Customer Satisfaction in After-Sales Service of Malaysian Electronic Business Market.’
The population has been decided to be 329 from the total of 47 customers around
Peninsular Malaysia multiply by 7 respondents for each PESB customer and sample size
was 100 respondents. The research was a quantitative research where sources of
information are gathered from questionnaire. Instrument utilized was through the self-
administered questionnaire containing closed-ended and scales to matrix questions. The
study also used hypotheses testing to determine the influence of delivery, installation and
warranty towards customer satisfaction. The type of sampling was probability sampling.
Collected data were based on stratified sampling since the respondents were selected
mainly from Engineering, Marketing and Purchasing Department. The Statistical
Software Package for Social Sciences (SPSS) Version 17 was used to compute all the
data gathered from the questionnaire. The data analysis techniques of the study were
descriptive (mean, standard deviation) and inferential analysis (regression) to sum up the
data collected. The used questionnaires are adopted from the questionnaires developed by
past researchers and PESB itself. The result was found that, the delivery, installation and
warranty to be significantly related to the customer satisfaction.

51
A study conducted by [ CITATION OLa13 \l 1033 ]on Impact of After-Sales-Service on
consumer satisfaction and retention: A study of LG electronics in Ibadan, Nigeria. The
study examined the impact of after sales service on customer satisfaction and retention
with special reference to LG electronics in Ibadan, Nigeria. The population of the study
covered selected distributors and customers of LG Electronics in Ibadan. The sample size
for that study was sixty (60) respondents who were randomly selected from ten (10) LG
electronics distributors and fifty (50) of their customers respectively. The instrument used
in that study is a close-ended questionnaire that was designed by the researchers.
Ordinary least squares multiple regression analysis was used to analyze the data. The
result showed that the predictor variables (i.e. Product delivery, installation and warranty)
were significantly joint predictors of customer satisfaction and retention with (F (3, 57) =
123.32; R2 = 0.875; P<.05). The predictor variables jointly explained 87.5% of customer
satisfaction and retention, while the remaining 12.5 % could be due to the effect of
extraneous variables.

Exchange Offer: Customer Satisfaction

Sometimes the companies offer to the customers to exchange new with old vehicles
which known as exchange offer. Normally the exchange offers were two types. The one
is seasonal exchange offer and another is regular exchange offer. The exchange facility
which offered on festivals, (Dashain, tihar, Holi, etc) or special events that is called
seasonal exchange offer. And another type of exchange facility, which is offered
regularly or even that is called Regular exchange offer.

The important considerations of exchange offer of motorcycles are valuation of the old
vehicle, exchange of spare parts and other terms and conditions for exchange.

Exchange offer isn’t necessary for companies. But they offer for exchange because it
helps the increasing customer satisfaction. The most of the motorcycle companies
provides this service to retain customer as a long time. The companies offer this service
seasonally or regularly. It is important way of satisfying customer than other components
of after sales service.

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A study conducted by [ CITATION Sat14 \l 1033 ] on ‘A Study of Sales Promotion Mix
on Customer Satisfaction with Reference to Shopping Malls in Indore’. The independent
variables of the study are Lucky and Bumper offers, Frequent and Warranty Offers,
Monetary and Quantity Benefit Offers, Gift and Exchange offers and Discount offers.
The sample size of the study is 175 respondents. The data were collected through
structured questionnaires. Various statistical tools were used for analyzing the data. The
SPPS 17 and MS-Excel were also used for analysis. The simple variance analysis
(ANOVA) model was used for measuring customer satisfaction. The result shows that,
the Lucky and Bumper offers, Frequent and Warranty Offers, Monetary and Quantity
Benefit Offers, Gift and Exchange offers and Discount offers have significant impacts
on customer satisfaction.

53
 CHAPTER-III: METHODOLOGY OF THE STUDY
This chapter includes the detail of research methodology that has been used
in this thesis. It is concerned with formulating the plans and procedures,
measurement instrument development, methods for data collection, analysis
and interpretation. The chapter deals with justification the methodology
used for finding solutions to the research problems. The strategy of
sampling design (i.e. universe of population, sampling frame, and sample
selection technique and sample size) has also been discussed in this chapter.
It also describes the participating organization and outlines the methods
gathering the data, characteristics of data and statistical tools to be used to
analyze the data.

3.1. Research design

Research design is a guideline for determining the methods and processes for collecting
and analyzing the data. It provides the structural baseline for the collection, measurement
and analysis of the data and it also aims at allocation of limited resources for the crucial
choices in the methodology. Research design includes structure of the research problems
and the plans of investigation in order to obtain empirical evidences to prove relationship
between variables of research. According to [ CITATION KIN11 \l 1033 ]there are three
types of research design: quantitative, qualitative and mixed method. Mixed methods
research is an approach that combines or associates both quantitative and qualitative
forms. In this research paper, the researcher has used a Quantitative, non-experimental
and Descriptive research design. Quantitative data were collected from customers. In
other words, researcher has used survey research design because the information of
satisfaction under the after sales services was obtained from a small survey among the
customers of motorcycle.

54
In the first phase of the study, the after sales related information was collected from
Website of Motorcycle Company. The researcher has Identifies the after sale services
offered, to understand how it is offered and to identify challenges in implementing after
sale service in motorcycle industry. In the second phase, the survey was conducted on
customers through questionnaire. In third phase, the researcher has analysis the data using
various tools and interprets the result.

3.2. Population of Study

As a researcher, the study conducts among the motorcycle riders to knowing satisfaction
on after sales services. This study conducted on the Birendranagar Surkhet. So the
population of the study was all customers of motorcycle who lives in Birendranagar
Surkhet.

3.3. Location of the study

The researcher has conducted this survey on Birendranagar which located on Surkhet
district, Karnali province, Nepal. The motorcycle users of this place are the respondents
of the study.

3.4. Sampling Design

Sampling method is one of the important processes of sample selection during survey. In
statistics, sampling describes the process of selecting sample elements from target
population in order to conduct survey. In survey process, sampling helps to describe and
analyze the characteristics, attitudes of the target population. The purpose of sampling is
to secure a representative group which enables the researcher to gain information about
an entire population when faced with limitations of time, funds and energy.

For qualitative and quantitative data collection, sampling was executed using the
probability sampling technique. In this research, the simple random sampling method was
used to select the sample. The information was collected from the customers of
motorcycle. The sample size was 108respondents form the motorcycle customers.

55
3.5. Sources of Data
The data that have been employed includes detailed information on after sale service
components and satisfaction of customers in the Motorcycle industry using both primary
and secondary sources.

Primary Source
The primary source of data was collected from sample respondents relating to the
variables of after sale services, how after sale service is offered, challenges faced in
implementing after sale service, and the satisfaction of customers in the after sale
services.
Secondary Source
The secondary source of data has collected from literatures found related to the topic and
from company profiles and documents. The major sources of this purpose were website,
books, journals, and articles.

3.6. Questionnaire Development

The questionnaire was developed in Nepali language because all the respondents were
not able to understand English language. Some questions were self-developed, and some
were adopted from previous researchers. Most of the questions were formulated in closed
ended pattern using five point Likert scale and some questions were formulated in other
pattern.
The questionnaire was divided into six segments. The first segment was related to
personal information of respondents. It has included eleven questions relating to Name,
Address, Gender, Cast, Religion, Age, Marital status, Education level, Occupation,
Monthly income and Brand of Motorcycles. The second segment was related to repair
and maintenance services. It has included four questions. The three questions were
related to customers' visit in repair and maintenance service. The fourth question was
designed to measuring customers' experience on repair and maintenance service using
five point likert scales. The accessibility, quality and performance were be the baseline
for the developing this question. The third segment related to spare parts supply
management. It has included six questions. The first five questions were related to
customers' involvement in spare parts purchasing. The sixth question was formulated
56
using five point likert scale from 1 (very good) to 5 (very bad). The availability, quality
and management system of the companies were the basic consideration for measuring
satisfaction under this question. Another, the fourth segment was related to warranty
service. It has included three questions related to warranty. The first two questions were
related to customers' visit on warranty. The third question was formulated using five
point likert scale from 1 (very good) to 5 (very bad). The accessibility, flexibility and
responses on warranty claim were the basic consideration for measuring satisfaction
under this question. The fifth segment was related to exchange offers of motorcycles. It
has included three questions. The first two questions were related to customers' visit on
exchange offer. The third question was formulated using five point likert scale from 1
(very good) to 5 (very bad). The accessibility of offers, valuation of old motorcycles and
companies' management for the exchange offer were the basic consideration for
measuring satisfaction under this question. And the last segment was related to dependent
variable customer satisfaction. It has included two questions. The first was formulated on
yes/no format to knowing the customers views on relationship between after sales service
and customer satisfaction. And another question was formulated as on close ended
pattern using five point likert scales from 1 (very satisfied) to 5 (very dissatisfied). The
after sales variables were the basic considerations for the measuring satisfaction level.

The personal information of the researcher, university, purpose of data collection,

confidentiality and use of data and instruction to fill up the questionnaire were given
along with the questionnaires.

3.7. Questionnaires Administration

During the survey work, some questionnaire were distributed through the researcher
himself and requests the respondents to manage proper time for the fill up the
questionnaire and some of were distributed through friends help and support. All the
questionnaires were collected through friends and researcher himself. The researcher
distributed 110 questionnaires. Out of 110 questionnaires, 108 questionnaires were
returned to the researcher.

57
3.8. Data Analysis and Presentation
Data analysis was done using SPSS software version 20. The frequency, percentage were
used to describe the nature of data. Mean and standard deviation were used to measure
the experience of customers on after sales service variables. And regression analysis was
used to the describe relationship between after sales service and customer satisfaction.
The hypotheses were tested through the regression analysis ANOVA results.

3.9. Main Variables used in this Study

To ascertain the responses about the customers’ satisfaction, five different variables were
used in this study. They are Repair and maintenance service, Spare parts supply,
Warranty service and Exchange offer. They are adopted from the previous study, Books,
journals and various website.

3.10. Operationalization of Variables

After sale service: -After sales service is all the service offered by motorcycle
companies after the customer had bought the motorcycle and started using it.

Customer satisfaction: -Customer satisfaction is the psychological feeling of after sale

service customers from their experience on the after sale service offered by motorcycle
companies, which is the difference between the actual performance of the after sale
service and the desire and expectation of customers on the after sale service.

Effect of after sales service on customer satisfaction: -Effect is the psychological

pressure that made customers to feel very satisfied, satisfied, indifference, dissatisfied or
very dissatisfied as a result of after sale services offered by motorcycle companies.

3.11. Validity
The questionnaires were distributed to respondents after the checked validity by guide
teachers. This study also addresses content validity through the review of literature and
adapting analysis instruments used in SPSS software and regression analysis.

58
3.12. Reliability
Reliability is defined as the proportion of the variability in the responses to the survey
that is the result of differences in the respondents. That is, answers to a reliable survey
will differ because respondents have different opinions, not because the survey is
confusing nor has multiple interpretations. To check the reliability of variables used in
the study, the researcher employed reliability analysis on SPSS 20 version.

59
 CHAPTER-IV: DATAPRESENTATION AND
ANALYSIS
This chapter includes the demographic information of respondents and
presentation of data using descriptive as well as inferential statistics. The
data were analyzed in SPSS (Statistical Package for Social Science) version
20. All the variables were measured and analyzed using regression analysis.
The result of the analysis based on the hypothesis has been also described in
this chapter. This study used the primary data collected by the questionnaire
provided at 108the respondents were user of Motorcycle.

4.1. Personal Information

This part of survey was designed to knowing about the respondent's personal information.
It includes the Name, Address, Gender, Cast, Religion, Age, Marital status as well as
Education, Occupation and Monthly income too. It also includes Brands of motorcycles
that used by respondents. The Name and Address was not mentioned here.

4.1.1. Gender of the respondents

This was designed to showing the information about the respondents by gender. To
collect the information from respondents, male and female option was used. The
following table shows the detail information of the respondent based on the gender.

Table 1: Gender of the respondents

(Missing 0, Valid 108)
Gender Valid Frequency Valid Percent
Male 100 92.6
Female 8 7.4
Total 108 100
Source: Own survey data 2018
Table 1 shows the number of respondents based on gender. From the total respondents,
92.6 percent were male and remaining 7.4 percent were female.

60
4.1.2. Cast of the Respondents
This was designed to showing the information about the respondents by the cast. To
collect the information from respondent five options was used. These were Brahmin,
Chhetri, Janajati, Dalit and other casts. The following table shows the detail information
of the respondent based on the cast.

Table 2: Cast of the Respondents

(Missing 0, Valid 108)
Cast Brahmin Chhetri Janajati Dalit Other Total
Valid 68 25 10 5 0 108
Frequency
Valid Percent 63 23.1 9.3 4.6 0 100
Source: Own survey data 2018

Table 2 shows the information about respondents based on the cast. From the total 108
respondents, 63 percent are Brahmin, 23.1 percent are Chhetri, 9.3 Percent are Janajati
and 4.6 Percent are Dalit.

4.1.3. Religion of the respondents

This was designed to showing the information about the respondents by the religion. To
collect the information from respondents, five options were used. The options were
Hindu, Buddhist, Christian, Muslim and other religions. The following table shows the
detail information of the respondent based on the religion.

Table 3: Religion of the respondents

(Missing 0, Valid 108)
Religions Hindu Buddhist Christian Muslim Other Total
Valid Frequency 107 0 1 0 0 108
Valid Percent 99 0 1 0 0 100
Source: Own survey data 2018
Table 3 shows the, from 108 respondents 99 percent are Hindu and one percent are
Christian.

4.1.4. Age of the respondent

This question was designed to showing the information about respondents by the age. To
collect the information from respondents, the four options were used. These were, below

61
25 years, 26 to 40 years, 41 to 55 years and above 55 year. The following table shows the
detail information of the respondent based on the age.

Table 4: Age of the respondent

(Missing 0, Valid 108)
Age Group Below 25 26 to 40 41 to 55 Above 55 Total
Valid 18 71 17 2 108
Frequency
Valid Percent 16.7 65.7 15.7 1.9 100
Source: Own survey data 2018

Table 4 shows the information about respondents based on the age. From total 108
respondents, 16.7 percent were below 25, 65.7 percent were 26 to 40, 15.7 percent were
41 to 55 and 1.9 percent were above 55 years.

4.1.5. Marital status of the respondents

This question was designed to showing the information about respondents by the marital
status. To collect the information from respondents, the two options were used. The
options were married and unmarried. The following table shows the detail information of
the respondent based on the marital status.

Table 5: Marital status of the respondents

(Missing 0, Valid 108)
Marital status Valid Frequency Valid Percent
Married 91 84.3
Unmarried 17 15.7
Total 108 100
Source: Own survey data 2018
Table 5 shows the, from 108 respondents, 84.3 percent were married and 15.7 percent
were unmarried.

4.1.6. Education of the respondents

This question was designed to showing the information about respondents by the
education level. To collect the information from respondents, the four options were used.
These were, up to SLC, 10+2, bachelor and above bachelor. The following table shows
the detail information of the respondent based on the education level.

Table 6: Education of the respondents

(Missing 1, Valid 107)

62
 Education Level Up to SLC 10+2 Bachelo Above Total
r bachelor
Valid Frequency 20 22 26 39 107
Valid Percent 18.7 20.6 24.3 36.4 100
Source: Own survey data 2018
Table 6 shows the information about respondents based on the education level. From the
total respondents 107 respondents attain this option and one respondent missing this
option. From the 107 respondents, 18.7 percent are up to SLC, 20.6 percent are 10+2,
24.3 percent are bachelor and 36.4 percent are above bachelor.

4.1.7. Occupation of the respondent

This question was designed to showing the information about respondents by the
occupation. To collect the information from respondents, the five options were used.
These were employment, student, agriculture, business and other occupation. The
following table shows the detail information of the respondent based on the occupation.

Table 7: Occupation of the respondents

(Missing 0, Valid 108)
Occupations Employment Student Agriculture Business Other Total
Valid 71 11 9 15 2 108
Frequency
Valid Percent 65.7 10.2 8.3 13.9 1.9 100
Source: Own survey data 2018
Table 7 shows the information about respondents based on the occupation. From the total
108 respondents, 65.7 percent were employee, 10.2 percent were student, 8.3 percent
were farmer, 13.9 percent were businessman and 1.9 percent was involved in other
occupations.

4.1.8. Monthly Income of respondents

This question was designed to know about the respondents’ income level. To collect the
information from respondents, the four options were used. These were, 'up to 20,000',
'20,000 to 30,000', '30,000 to 40,000' and 'above 40,000'. The following table shows the
detail information of the respondent based on the income level.

Table 8: Monthly Income of respondents

63
 (Missing 12, Valid 96)
Monthly Up to 20,000 20,000 - 30,000 30,000 - 40,000 Above Total
Income 40,000
Valid 31 34 21 10 96
Frequency
Valid Percent 32.3 35.4 21.9 10.4 100
Source: Own survey data 2018
Table 8 shows the information about respondents based on the income level. From the
total 108 respondents, only 96 respondents show the monthly income. Most of missing
respondents were who have an occupation is student. From the96 respondents, 32.3
percent respondents' monthly income was below 20,000, 35.4 percent respondents’
income was between 20,000 to 30,000, 21.9 percent respondents’ income was between
30,000 to 40,000 and 10.4 percent respondents’ income was above the 40,000.

4.1.9. Brand of Motorcycle of respondents

This question was designed to classifying the respondents on the basis of brand of
motorcycle. To collect the information from respondents, the six options were used.
These were, BAJAJ, HERO, YAMAHA, HONDA, TVS and Other brands. The
following table shows the detail information of the respondent based on their
motorcycle’s brand.

Table 9: Brand of the motorcycle of respondents

(Missing 0, Valid 108)
Brands of Motorcycle Valid Frequency Valid Percent
BAJAJ 38 35.2
HERO 10 9.3
YAMAHA 12 11.0
HONDA 34 31.5
TVS 6 5.6
Other 8 7.4
Total 108 100
Source: Own survey data 2018
Table 9 shows the information about respondents based on the brand of motorcycle. From
the total 108 respondents, 35.2 percent respondents were uses BAJAJ Motorcycle, 9.3
percent respondents were uses HERO, 11 percent respondents were uses YAMAHA, 31.5
percent respondents were uses HONDA, 5.6 percent respondents were uses TVS and 7.4
percent respondents were uses other brands of motorcycle.

64
4.2. Repair and Maintenance service
Under this variable four questions were asked to the respondents. The first question was
designed to know about the respondents who use the repair and maintenance service or
not. Another question designed to knowing the experience of respondents on cost of
repair and maintenance service. The third question designed to know how many times
respondents gets the repair and maintenance service within a year. The fourth question
designed to the measuring satisfaction of respondents on repair and maintenance service.

4.2.1. RMSs gets by the respondents

This question ‘did you get repair and maintenance service till now?’ was designed on
‘Yes’ or ‘No’ format. The respondents can gave the answer ‘yes’ if he/she takes the
RMSs or ‘no’ if he/she don’t take the RMSs till now. The following table shows the
detail information based on the respondents’ answers under this question.

Table 10: RMSs gets by the respondents

(Missing 1, Valid 107)
Measures Valid Frequency Valid Percent
Yes 103 96.3
No 4 3.7
Total 107 100
Source: Own survey data 2018
Table 10 shows the, from 108 respondents only 107 were attain this question. From the
107 respondents, 96.3 percent respondents take the company’s RMSs at least one time
and 3.7 percent respondents don’t take the company’s RMSs. Thus, the 96.3 percent
respondents were familiar with RMSs of the company. And 3.7 percent respondents were
not familiar with RMSs of the company. So, the result shows, the most of the motorcycle
user takes the company’s RMSs in Surkhet.

4.2.2. Cost of company’s RMSs

This question ‘does the company’s RMSs is cheaper than other service point’s RMSs?’
was designed on ‘Yes/No’ model. The following table shows the detail information based
on the respondents’ answers under this question.

Table 11: Cost of company’s RMSs

(Missing 0, Valid 108)
65
 Measures Valid Frequency Valid Percent
Yes 34 31.5
No 74 68.5
Total 108 100
Source: Own survey data 2018
Table 11 shows the, all respondents were attain this option. From the 108
respondents,31.5 percent gave the answer ‘yes’ and 68.5 percent gave the answer ‘no’.
Thus, the 31.5 percent respondents were satisfied and 68.5 percent respondents were not
satisfied with company’s RMSs costs. So, the result shows that, the company’s RMSs
cost was not satisfactory.

4.2.3. Number of RMSs takes by respondents

This question ‘how many times you take the company’s RMSs within a year?’ have five
options for collection the information from respondents. The options were ‘up to 3
times’, ‘3 to 5 times’, ‘5 to 7 times’ and ‘more than 7 times’. The following table shows
the detail information based on the respondents’ answers under this question.

Table 12: No. of RMSs takes by respondents

(Missing 0, Valid 108)
Measurement classes Valid Frequency Valid Percent
below 3 times 13 12
3 to 5 times 29 26.9
5 to 7 times 51 47.2
Above 7 times 15 13.9
Total 108 100
Source: Own survey data 2018
Table 12 shows the 12 percent respondents has taken the company’s RMSs below 3
times, 26.9 percent has taken 3 to 5 times, 47.2 percent has taken 5 to 7 times and 13.9
percent respondents has taken company’s RMSs more than 7 times.

4.2.4. Experience on company’s RMSs of respondents

This question have includes the three sub questions depending on accessibility, quality
and performance of RMSs. The five-point likert scale was used to measure the
respondents’ experience on the company’s RMSs.

66
4.2.4.1. Accessibility of RMSs
This question has five options to collect the information about accessibility of RMSs
from the sample respondents. The options were, ‘Very Good’, ‘Good’, ‘Neither Good nor
Bad’, ‘Bad’ and ‘Very Bad’. The following table shows the detail information based on
the respondents’ answers under this question.

Table 13: Accessibility of RMSs

(Missing 0, Valid 108)
Measuresof RMSs' VG G N/N B VB Total
accessibility
Valid Frequency 9 50 45 4 0 108
Valid Percent 8.3 46.3 41.7 3.7 0 100
Source: Own survey data 2018
Table 13 shows the view of respondents on accessibility of RMSs of the company. From
the 108 respondents, 8.3 percent respondents feels the accessibility of company’s RMSs
was very good, 46.3 percent respondents feels the good, 41.7 percent respondents feels
the neither good nor bad, 3.7 percent respondents feels the bad and none of the
respondents were feels the accessibility of company’s RMSs was very bad. The result
shows that, more than people who use motorcycle are satisfied with accessibility of
company's RMSs.

4.2.4.2. Quality of company’s RMSs

This question has five options to collect the information about quality of RMSs from the
sample respondents. The options were, ‘Very Good’, ‘Good’, ‘Neither Good nor Bad’,
‘Bad’ and ‘Very Bad’. The following table shows the detail information based on the
respondents’ answers under this question.

Table 14: Quality of company’s RMSs

(Missing 1, Valid 107)
Measures of RMSs' VG G N/N B VB Total
quality
Valid Frequency 10 34 58 4 1 107
Valid Percent 9.3 31.8 54.2 3.7 0.9 100
Source: Own survey data 2018
Table 14 shows the view of respondents on quality of RMSs of the company. From 108
respondents one respondent did not attain this option. From the 107 respondents, 9.3
percent respondents feels the quality of company’s RMSs was very good, 31.8 percent
67
respondents feels the good, 54.2 percent respondents were feels neither good nor bad, 3.7
percent respondents feels the bad and 0.9 percent respondents were feels the quality of
company’s RMSs was very bad. The result shows that, less than 5 percent motorcycles
customers were dissatisfied with quality of company's RMSs in Surkhet.

4.2.4.3. Performance of company’s RMS staffs

This question has five options to collect the information about performance of RMS
staffs from the sample respondents. The options were, ‘Very Good’, ‘Good’, ‘Neither
Good nor Bad’, ‘Bad’ and ‘Very Bad’. The following table shows the detail information
based on the respondents’ answers under this question.

Table 15: Performance of company’s RMS staffs

(Missing 1, Valid 107)

Measures of VG G N/N B VB Total

performance of RMS
staffs

Valid Frequency 8 39 52 4 4 107

Valid Percent 7.5 36.4 48.6 3.7 3.7 100
Source: Own survey data 2018
Table 15 shows the view of respondents on performance of RMS staffs of the
company.From 108 respondents one respondent did not attain this option. From the107
respondents, 7.5 percent respondents feels the performance of company’s RMS staffs was
very good, 36.4 percent respondents feels the good, 48.6 percent respondents were feels
neither good nor bad, 3.7 percent respondents feels the bad and also 3.7 percent
respondents were feels the performance of company’s RMS staffs was very bad. The
result shows that, less than 10 percent customers of motorcycles were dissatisfied with
performance of company's RMS staffs in Surkhet.

4.3. Spare Parts Supply

Under this variable six questions were asked to the respondents. The first question was
designed to know about the respondents who change or not spare parts till now. Another,
question was designed to know how many times respondents change the spare parts
within a year. The third question was designed to know about the respondent uses
company’s spare parts always or not. The fourth question was designed to know the view
68
of the respondents on price of company’s spare parts. The fifth question was related to
warranty for spare parts. And the sixth question was designed to the measuring feelings
of respondents on spare parts supply management of company.

4.3.1. Respondents changes the spare parts or not

The question ‘do you change the company’s spare parts till now?’ was designed on
‘Yes/no’ model. The respondents can gave the answer ‘yes’ if he/she changes the spare
parts or ‘no’ if he/she don’t change the spare parts till now. The following table shows
the detail information based on the respondents’ answers under this question.

Table 16: Respondents changes the spare parts or not

(Missing 0, Valid 108)
Measures Valid Frequency Valid Percent
Yes 102 94.4
No 6 5.6
Total 108 100
Source: Own survey data 2018
Table 16 shows the 94.4 percent respondents were change the spare parts and 5.6 percent
respondents were not change the spare parts till now. The result shows that, changing the
spare parts is necessary for motorcycles' customers.

4.3.2. No. of changes of the spare parts

The question ‘how many times, did you changes the spare parts within a year?’ have four
options to giving the answer. The options were, ‘below 3 times’, ‘3 to 5 times’, ‘5 to 7
times’ and ‘more than 7 times’. The following table shows the detail information based
on the respondents’ answers under this question.

Table 17: No. of changes of the spare parts

(Missing 6, Valid 102)
Measurement classes Valid Frequency Valid Percent
below 3 times 33 32.4
3 to 5 times 36 35.3
5 to 7 times 24 23.5
Above 7 times 9 8.8
Total 102 100
Source: Own survey data 2018
Table 17 shows the, 6 respondents were not attaining this question. From the 102
respondents,32.4 percent respondents were changes the spare parts below 3 times within
69
a year, 35.3 percent were change the 3 to 5 times, 23.5 percent were change the 5 to 7
times and 8.8 percent respondents were change the spare parts more than 7 times within
a year. The result shows that, the 66 percent approx. customers change the spare parts
more than 3 times within a year.

4.3.3. Respondents changes the company’s spare parts

This question ‘do you change the company’s spare parts always or not?’ was designed to
measure loyalty of respondents on branded spare parts. The three options ‘always’,
‘sometimes’ and ‘never’ were used to getting information from respondents. The
following table shows the detail information based on the respondents’ answers under
this question.

Table 18: Respondents changes the company’s spare parts

(Missing 1, Valid 107)
Measures Valid Frequency Valid Percent
Always 40 37.4
Sometimes 63 58.9
Never 4 3.7
Total 107 100
Source: Own survey data 2018
Table 18 shows the, one respondent did not attain this question. From the107
respondents,37.4 percent respondents always changes the branded spare parts, 58.9
percent respondents changes the branded spare parts sometimes and 3.7 percent
respondents never changes the branded spare parts. The result shows that, only 3.7
percent customers did not change the branded spare parts.

4.3.4. Respondents views on price of branded spare parts

The question ‘Does the price of company’s spare parts is satisfactory than other spare
parts?’ was designed to measure the views of the respondents on the price of branded
spare parts. The question have the ‘yes’ and ‘no’ options for giving answer. The
following table shows the detail information based on the respondents’ answers under
this question.

Table 19: Respondents views on price of branded spare parts

(Missing 3, Valid 105)

70
 Measures Valid Frequency Valid Percent
Yes 50 47.6
No 55 52.4
Total 105 100
Source: Own survey data 2018

Table 19 shows the,3 respondents did not attain this question. From the105 respondents
47.6 percent was says the price of the branded spare parts is satisfactory and 52.4 percent
said the price was expensive.

4.3.5. Warranty on the branded spare parts

The question ‘ Does the company provide the warranty for their branded spare parts?’
was designed on ‘Yes/No’ model. The following table shows the detail information based
on the respondents’ answers under this question.

Table 20: Warranty on the branded spare parts

(Missing 2, Valid 106)
Measures Valid Frequency Valid Percent
Yes 63 59.4
No 43 40.6
Total 106 100
Source: Own survey data 2018
Table 20 shows the,2 respondents did not attain this question. From the106
respondents,59.4 percent respondents has got the warranty on branded spare parts and
40.6 percent are not get the warranty on branded spare parts.

4.3.6. Experience of respondents on spare parts supply

This question have includes the three sub questions depending on availability of spare
parts, quality of spare parts and spare parts supply management system. The five-point
likert scale ‘very good to very bad’ was used to measure the respondents’ experience on
the company’s spare parts supply.

71
4.3.6.1. Availability of spare parts
This question has includes five options to collect the information about availability of
spare parts from the sample respondents. The options were, ‘Very Good’, ‘Good’,
‘Neither Good nor Bad’, ‘Bad’ and ‘Very Bad’. The following table shows the detail
information based on the respondents’ answers under this question.

Table 21: Availability of spare parts

(Missing 2, Valid 106)
Measures of spare
parts' availability VG G N/N B VB Total

Valid Frequency 10 66 28 2 0 106

Valid Percent 9.4 62.3 26.4 1.9 0 100
Source: Own survey data 2018
Table 21 shows the view of respondents on availability of branded spare parts. 2
respondents did not attain this question. According to table, from 106 respondents,9.4
percent respondents feels the availability of branded spare parts was very good, 62.3
percent feels the good, 26.4 percent feels the neither good nor bad, 1.9 percent feels the
bad and none of the respondents were feels the availability of branded spare parts is very
bad. The result shows that, most of the customers satisfied with availability of branded
spare parts.

4.3.6.2. Quality of the branded spare parts

This question has includes five options to collect the information about quality of spare
parts from the sample respondents. The options were, ‘Very Good’, ‘Good’, ‘Neither
Good nor Bad’, ‘Bad’ and ‘Very Bad’. The following table shows the detail information
based on the respondents’ answers under this question.

Table 22: Quality of the branded spare parts

(Missing 3, Valid 105)
Measures of spare parts'
quality VG G N/N B VB Total

Valid Frequency 18 44 40 3 0 105

Valid Percent 17.1 41.9 38.1 2.9 0 100
Source: Own survey data 2018
Table 22 shows the view of respondents on quality of branded spare parts. 3 respondents
did not attain this question. According to table, from 105 respondents, 17.1 percent
72
respondents feels the branded spare parts quality was very good, 41.9 percent feels good,
38.1 percent feels neither good nor bad, 2.9 percent feels bad and none of the respondents
were feels the quality of branded spare parts is very bad. The result shows that, most of
the customers satisfied with quality of branded spare parts.

4.3.6.3. Spare parts supply management

This question has five options to collect the information about the spare parts supply
management from the sample respondents. The options were, ‘Very Good’, ‘Good’,
‘Neither Good nor Bad’, ‘Bad’ and ‘Very Bad’. The following table shows the detail
information based on the respondents’ answers under this question.

Table 23: Spare parts supply management

(Missing 1, Valid 107)
Measures of spare parts
supply management VG G N/N B VB Total

Valid Frequency 17 42 42 4 2 107

Valid Percent 15.9 39.3 39.3 3.7 1.9 100
Source: Own survey data 2018
Table 23 shows the view of respondents on spare parts supply Management system. One
respondent did not attain this question. According to table, from 107 respondents,15.9
percent respondents feels the spare parts supply management was very good, 39.3 percent
feels good, also 39.3 percent feels neither good nor bad, 3.7 percent feels bad and 1.9
percent feels the spare parts supply management system of the motorcycle company was
very bad.

4.4. Warranty service

Under this variable three questions were asked to the respondents. The first question was
designed to know about the respondents who gets or not warranty service at a time of
purchasing motorcycle. Another second question designed to know how long period of
time respondents gets warranty' for. The third question designed to the measuring
experience of respondents on the warranty service.

73
4.4.1. Warranty gets or not
The question ‘Did you get the warranty service on your motorcycle as on time of
purchase?’ was designed on ‘yes/no’ model. The respondents can gave the answer ‘yes’ if
he/she gets the warranty or ‘no’ if he/she don’t gets the warranty as on time of purchase.
The following table shows the detail information based on the respondents’ answers
under this question.

Table 24: Warranty gets or not

(Missing 2, Valid 106)
Measures of variables Valid Frequency Valid Percent
Yes 98 92.5
No 8 7.5
Total 106 100
Source: Own survey data 2018
From 108 respondents, 2 respondents did not attain this option. Table 24 shows the, from
106 respondents, 92.5 percent respondents get warranty and7.5 percent respondents did
not get the warranty services.

4.4.2. Warranty period

The question ‘How long period of time did you get the warranty for your motorcycle?’
has included five options to know about respondents. The following table shows the
detail information based on the respondents’ answers under this question.

Table 25: Warranty period

(Missing 10, Valid 98)
Year Valid Frequency Valid Percent
1 Year 29 29.6
2 Year 53 54.1
3 Year 5 5.1
4 Year 1 1.0
5 Year 10 10.2
More than 5 year 0 0
Total 98 100
Source: Own survey data 2018
From total 108 respondents, 10 respondents missing this option. Table 25 shows the,
from the 98 respondents, 29.6 percent gets the warranty for the one year, 54.1 percent
gets for the two year, 5.1 percent gets for the three year, one percent gets for the four
year, 10.2 percent gets the warranty for the five year and none of the respondents gets the
74
warranty for the more than five year. The result shows that, the most of the motorcycle
customers has gets the warranty for one and two year.

4.4.3. Experience of respondents on warranty service

This question have includes the three sub questions depending on accessibility of
warranty service, flexibility on terms and conditions and performance of management on
spare parts supply. The five-point likert scale ‘very good to very bad’ was used to
measure the respondents’ experience on the company’s warranty service.

4.4.3.1. Accessibility to claim warranty

This question has five options to collect the information about the accessibility to claim
warranty from the sample respondents. The options were, ‘Very Good’, ‘Good’, ‘Neither
Good nor Bad’, ‘Bad’ and ‘Very Bad’. The following table shows the detail information
based on the respondents’ answers under this question.

Table 26: Accessibility to claim warranty

(Missing 1, Valid 107)
Measures of accessibility to
claim warranty VG G N/N B VB Total

Valid Frequency 3 33 60 11 0 107

Valid Percent 2.8 30.8 56.1 10.3 0 100
Source: Own survey data 2018
Total number of respondents were 108 but 107 only attain this option. According to table
26, from 107 respondents,2.8 percent respondents feels the accessibility to claim
warranty is very good, 30.8 percent feels the good, 56.1 percent feels the neither good nor
bad, 10.3 percent feels the bad and none of the respondents feels the very bad. The result
shows that, only 10.3 percent customers' feeling is negative on accessibility to claim
warranty.

4.4.3.2. Flexibility on procedures and terms & conditions to claim warranty

This question has five options to collect the information about the flexibility on
procedures and terms & conditions to claim warranty from the sample respondents. The
options were, ‘Very Good’, ‘Good’, ‘Neither Good nor Bad’, ‘Bad’ and ‘Very Bad’. The
following table shows the detail information based on the respondents’ answers under
this question.
75
Table 27: Flexibility on procedures and terms & conditions to claim warranty
(Missing 1, Valid 107)
Measures of flexibility
on claim procedure VG G N/N B VB Total

Valid Frequency 6 14 56 29 2 107

Valid Percent 5.6 13.1 52.3 27.1 1.9 100
Source: Own survey data 2018
Total number of respondents were 108 but 107 only attain this option. Table 27 shows
the, from 107 respondents, 5.6 percent respondents feels the flexibility on procedures and
terms & conditions to claim warranty is very good, 13.1 percent feels the good, 52.3
percent feels the neither good nor bad, 27.1 percent feels the bad and 1.9 percent feels the
very bad. The result shows that, the most of the customers has no negative feeling on
flexibility on procedures and terms & conditions to claim warranty.

4.4.3.3. Responses of the company on warranty claim

This question has five options to collect the information about the responses of the
company on warranty claim from the sample respondents. The options were, ‘Very
Good’, ‘Good’, ‘Neither Good nor Bad’, ‘Bad’ and ‘Very Bad’. The following table
shows the detail information based on the respondents’ answers under this question.

Table 28: Responses of the company on warranty claim

(Missing 1, Valid 107)
Measures of feeling
on responses of VG G N/N B VB Total
company
Valid Frequency 4 12 41 22 28 107
Valid Percent 3.7 11.2 38.3 20.6 26.2 100
Source: Own survey data 2018
Total number of respondents were 108 but 107 only attain this option. Table 28 shows
the, from 107 respondents,3.7 percent respondents feels the responses of the company on
warranty claim is very good, 11.2 percent feels the good, 38.3 percent feels the neither
good nor bad, 20.6 percent feels the bad and 26.2 percent feels the very bad. The result
shows that, only 15 percent customers have a positive impact of companies' responses for
warranty claim.

76
4.5. Exchange offer
Under this variable three questions were asked to the respondents. The first question was
designed to know about the respondents who exchange or not exchange his/her
motorcycle. Another second question designed to know the plan of respondents to
exchange motorcycle in future. The third question designed to the measuring perception
of respondents on the exchange offer.

4.5.1. Respondents exchanges motorcycle or not

This question ‘Did you exchange your motorcycle till now?’ was designed on ‘yes/no’
model. The respondents can gave the answer ‘yes’ if he/she take the exchange offer or
‘no’ if he/she don’t take the exchange offer. The following table shows the detail
information based on the respondents’ answers under this question.

Table 29: Respondents exchanges motorcycle or not

(Missing 2, Valid 106)
Measures Valid Frequency Valid Percent
Yes 7 6.6
No 99 93.4
Total 106 100
Source: Own survey data 2018
From total 108 respondents, 2 respondents missing this option. The table 29 shows the,
from 106 respondents, 6.6 percent respondents exchanges their motorcycle and 93.4
percent respondent did not exchanges till now.

4.5.2. Plan of respondents to exchange motorcycle in future

The question ‘Do you think about the exchange your motorcycle in future?’ was designed
on ‘yes/no’ model. The following table shows the detail information based on the
respondents’ answers under this question.

Table 30: Plan of respondents to exchange motorcycle in future

(Missing 2, Valid 106)
Measures Valid Frequency Valid Percent
Yes 72 67.9
No 34 32.1
Total 106 100
Source: Own survey data 2018

77
From total 108 respondents, 2 respondents missing this option. The table 30 shows the,
from 106 respondents, 67.9 percent respondents wants to exchange motorcycle and 32.2
percent respondents was not wants to exchange motorcycle in future. The result shows
that, the most of motorcycle user interested towards exchange.

4.5.3. Respondents views on exchange offer

This question have includes the three sub questions depending on accessibility to
exchange point, valuation of old motorcycle and management for exchange offer of
company. The five-point likert scale ‘very good to very bad’ was used to measure the
respondents’ experience on the company’s spare parts supply.

4.5.3.1. Accessibility to exchange point

This question has five options to collect the information about the accessibility to
exchange points from the sample respondents. The options were, ‘Very Good’, ‘Good’,
‘Neither Good nor Bad’, ‘Bad’ and ‘Very Bad’. The following table shows the detail
information based on the respondents’ answers under this question.

Table 31: Accessibility to exchange point

(Missing 2, Valid 106)
Measures of
accessibility to VG G N/N B VB Total
exchange points
Valid Frequency 10 44 47 5 0 106
Valid Percent 9.4 41.5 44.3 4.7 0 100
Source: Own survey data 2018
From total 108 respondents, 2 respondents missing this option. The table 31 shows the,
from 106 respondents, 9.4 percent said the accessibility of exchange offer is very good,
41.5 percent said the good, 44.3 percent said the neither good nor bad, 4.7 percent said
bad and none of the respondents said the accessibility of exchange offer was very bad.
The result shows that, the accessibility of exchange offer is satisfactory.

4.5.3.2. Valuation of old motorcycle

This question has five options to collect the information about the valuation of old
motorcycle from the sample respondents. The options were, ‘Very Good’, ‘Good’,

78
‘Neither Good nor Bad’, ‘Bad’ and ‘Very Bad’. The following table shows the detail
information based on the respondents’ answers under this question.

Table 32: Valuation of old motorcycle

(Missing 3, Valid 105)
Measures of valuation VG G N/N B VB Total
Valid Frequency 2 18 42 30 13 105
Valid Percent 1.9 17.1 40 28.6 12.4 100
Source: Own survey data 2018
From total 108 respondents, 3 respondents missing this option. The table 32 shows the,
from 105 respondents, 1.9 percent said the valuation technique of motorcycle was very
good, 17.1 percent said the good, 40 percent said the neither good nor bad, 28.6 percent
said the bad and 12.4 percent said the very bad. The result shows that, the valuation
procedure of motorcycle of motorcycle was not satisfactory.

4.5.3.3. Company’s management for exchange offer

This question has five options to collect the information about the company’s
management for exchange offer from the sample respondents. The options were, ‘Very
Good’, ‘Good’, ‘Neither Good nor Bad’, ‘Bad’ and ‘Very Bad’. The following table
shows the detail information based on the respondents’ answers under this question.

Table 33: Company’s management for exchange offer

(Missing 2, Valid 106)
Measures of exchange offer
management VG G N/N B VB Total

Valid Frequency 16 26 47 13 4 106

Valid Percent 15.1 24.5 44.3 12.3 3.8 100
Source: Own survey data 2018
From total 108 respondents, 2 respondents missing this option. Table 33 shows the, from
106 respondents, 15.1 percent said the company's management system for exchange offer
was very good, 24.5 percent said the good, 44.3 percent said neither good nor bad, 12.3
percent said the bad and 3.8 percent said the very bad. The result shows that, the
exchange offer management of company was satisfactory.

79
4.6. Respondents views on impact of overall after sales service
The question 'In your view, does the after sales service have changes the level of
satisfaction?' was designed to know the respondents view on relationship between after
sales service and customer satisfaction. The question was asked on the 'yes/no' Model.
The following table shows the detail information based on the respondents’ answers
under this question.

Table 34: Respondents views on overall after sales services

(Missing 14, Valid 94)
Measures Valid Frequency Valid Percent
Yes 78 83
No 16 17
Total 94 100
Source: Own survey data 2018
From total 108 respondents, 14 respondents missing this option. Table 34 shows the,
from 94 respondents, 83 percent respondents said after sales service has impacts on
customer satisfaction and 17 percent said the after sales service does not impacts on
customer satisfaction.

4.7. Descriptive statistical analysis

4.7.1. Repair and maintenance service

The mean and standard deviation of satisfaction levels under the repair and maintenance
service variables were presented on the following table.

Table 35: Descriptive statistics of Repair and maintenance service

Variables N Mean Standard deviation

Accessibility of Repair and 108 2.4074 0.69762
maintenance services
Quality of Repair maintenance 107 2.5514 0.75528
services

80
 Performance of Repair and 107 2.5981 0.83395
maintenance service staffs'
Source: Own survey data analysis 2018
The table 35 shows the mean and standard deviation of Repair and maintenance service
variables. Satisfaction measurement started from 'very good' to 'very bad' and scale
started from 1 to 5. The average point of satisfaction measurement scale was 3.
According to above table, mean of the all repair and maintenance variables were between
the 1 (highest point of satisfaction) and 3 (average point of satisfaction and
dissatisfaction). Thus, the result provides information that, the motorcycle users has
satisfied with accessibility, quality and performance of repair and maintenance services.
The mean of the accessibility of repair and maintenance service was closest with
1(highest point of satisfaction)and mean of Performance of Repair and maintenance
service staffs was closest with 3(average point of satisfaction and dissatisfaction) among
the variables. So, the motorcycle users have more satisfied with accessibility of repair
and maintenance service and less satisfied with performance of staffs among the
variables.

Another, the performances of repair and maintenance service staffs have a highest
standard deviation and accessibility of repair and maintenance services have a lowest
standard deviation among the variables. It is sufficient to notice that, the satisfaction on
the accessibility of the repair and maintenance service was more stable and satisfaction
on the staffs' performance was more unstable among the variables.

4.7.2. Spare parts supply

The mean and standard deviation of satisfaction levels under the spare parts supply
variables were presented on the following table.

Table 36: Descriptive statistics of Repair and maintenance service

Variables N Mean Standard deviation

Availability of branded spare 106 2.2075 0.62818

parts
Quality of company's spare parts 105 2.2667 0.77542

81
 Spare parts supply management 107 2.3645 0.86212
system
Source: Own survey data analysis 2018
Table 36 shows the mean and standard deviation of the spare parts supply variables.
Satisfaction measurement started from 'very good' to 'very bad' and scale started from 1 to
5. The average point of satisfaction measurement scale was 3. According to above table,
mean of the all repair and maintenance variables were between the 1(highest point of
satisfaction) and 3(average point of satisfaction and dissatisfaction).Thus, the result
provides the sufficient notice that, the motorcycle users satisfied with availability, quality
and management system of spare parts supply. And the availability of spare parts has a
closest mean with 1(highest point of satisfaction) and spare parts supply management
system has closest mean with 3(average point of satisfaction and dissatisfaction) among
the variables. So, the motorcycle users have more satisfied with availability of spare parts
and lowest satisfied with spare parts supply management system of company among the
variables.

The standard deviation on availability of spare parts was lowest and on spare parts supply
management was highest among the variables. Thus, it is sufficient to notice that, the
satisfaction level on availability of spare parts have more stability and satisfaction on
spare parts supply management system of company have more instability among the
variables.

4.7.3. Warranty services

The mean and standard deviation of satisfaction levels under the warranty service
variables were presented on the following table.

Table 37: Descriptive statistics of warranty service

Variables N Mean Standard deviation

Accessibility to reach company’s 107 2.7383 0.67763

service points for claim the warranty

Flexibility on the terms and conditions 107 3.0654 0.83859

and procedures of the company for the
warranty claim

82
 The responses of the company for the 107 3.5421 1.10982
warranty claim
Source: Own survey data analysis 2018
Table 37 shows the mean and standard deviation of the warranty service variables.
Satisfaction measurement started from 'very good' to 'very bad' and scale started from 1 to
5. The average point of satisfaction measurement scale was 3. According to above table,
the mean of the accessibility to warranty claim was between 1(highest point of
satisfaction) and 3(average point of satisfaction and dissatisfaction). So the customers of
motorcycle were satisfied with accessibility of warranty claim. And mean of the
flexibility to claim and mean of there sponses of company for warranty claim were
between 3(average point of satisfaction and dissatisfaction) and 5(Highest points of
dissatisfaction). So, the motorcycle customers were dissatisfied with flexibility on the
terms & conditions and procedures of the company for the warranty claim and with the
responses of the company for the warranty claim. The responses of the company for
warranty claim have closest mean with 5 (Highest points of dissatisfaction) than
flexibility to claim. So, the dissatisfaction level of customers on flexibility to claim
warranty was low and on responses of company for warranty claim was high among the
each other. Thus, the result provides sufficient notice that, as on overall, the customers
has dissatisfied with warranty service of motorcycles.

Another, responses of the company on warranty claims have highest standard deviation
and accessibility to warranty claim have lowest standard deviation among the variables. It
is sufficient to notice that, the satisfaction level on responses of the company on warranty
claim was more stable and the satisfaction level on accessibility to claim warranty was
more unstable among the variables.

4.7.4. Exchange offer

The mean and standard deviation of satisfaction levels under the exchange offer variables
were presented on the following table.

Table 38: Descriptive statistics of Exchange offer

Variables N Mean Standard deviation

83
 Accessibility to reach exchange 106 2.4434 0.73134
center of the company

Old motorcycle valuation technique 105 3.3238 0.96571

followed by the company

Managing procedure of the company 106 2.6509 1.00515

to providing exchange offer
Source: Own survey data analysis 2018
Table 38 shows the mean and standard deviation of the exchange offer variables.
Satisfaction measurement started from 'very good' to 'very bad' and scale started from 1 to
5. The average point of satisfaction measurement scale was 3. According to above table,
the mean of the accessibility to reach exchange center and mean of the exchange offer
managing procedure were between 1(highest point of satisfaction) and 3(average point of
satisfaction and dissatisfaction). So, the motorcycle customers were satisfied with
accessibility to reach exchange center and with exchange offer managing procedure.
Another, the mean of old motorcycle valuation procedure was between 3(average point of
satisfaction and dissatisfaction) and 5(Highest points of dissatisfaction). So, the
customers were dissatisfied with old motorcycles' valuation procedure. The mean of
accessibility to reach exchange center was closer with 1(highest point of satisfaction) and
mean of the exchange offer managing procedure was closer with 3(average point of
satisfaction and dissatisfaction) among the each other. So, the customer has more
satisfied with accessibility to reach exchange center than exchange offer managing
procedure of the company. Thus, the result provides sufficient notice that, as on overall,
customers was satisfied with exchange offer of motorcycles.

Another, exchange offer managing procedure has higher standard deviation and
accessibility to reach exchange center have lowest standard deviation among the
variables. It is sufficient to notice that, the satisfaction level on exchange offer managing
procedure more unstable and satisfaction level on accessibility to reach exchange center
was more stable among the variables.

84
4.8. Analysis impact of After-sales service on Customer
satisfaction

4.8.1. Regression analysis for Repair and maintenance service and

customer satisfaction

Table 39: Regression analysis model summery of repair and maintenance service and
customer satisfaction

Model Summary
Model R R Square Adjusted R Square Std. Error of the
Estimate
1 0.530a 0.281 0.274 1.79541
a. Predictors: (Constant), Repair and maintenance service
Source: Own survey data analysis 2018
The table 39 shows, the value of R = 0.530 indicates a good relationship between repair
and maintenance service and customer satisfaction.

The value of R² = 0.281 explains that 28.1 percent of the variation in satisfaction is
explained, while 71.9 percent remain unexplained by the after sale service components.
Thus, the predictive ability of the model is Low.

Table 40: Regression analysis ANOVA results of repair and maintenance service and
customer satisfaction

ANOVAa
Model Sum of Squares d. f. Mean F Sig.
Square
1 Regression 129.981 1 129.981 40.32 0.000b
3
Residual 332.019 103 3.223
Total 462.000 104
a. Dependent Variable: Customer Satisfaction
b. Predictors: (Constant), Repair and maintenance service
Source: Own survey data analysis 2018

85
The table 40 shows, the ANOVA output table describes the variance accounted for in the
model. The F value was (40.323) at 5 percent level of significance. The significance
value (0.000) is less than 0.05.Thus, the hypothesis 'there is no significant impact of
repair and maintenance services on customer satisfaction' was rejected. Therefore, the
stated repair and maintenance service have an effect on customer satisfaction, as is
indicated by the F statistics.

Table 41: Regression analysis coefficients for repair and maintenance service and customer
satisfaction

Coefficientsa
Model Unstandardized Standardize t Sig.
Coefficients d
Coefficients
B Std. Beta
Error
1 (Constant) 5.309 0.759 6.993 0.000
Repair and maintenance 0.622 0.098 0.530 6.350 0.000
service
a. Dependent Variable: Customer Satisfaction
Source: Own survey data analysis 2018

Table 41 shows the repair and maintenance service components are found significantly
related to overall satisfaction level of repair and maintenance service customers, as is
seen in the standardized coefficient column. The standardized coefficient beta values
indicated shown above indicates the (0.530) unit change in repair and maintenance
service has a unit change in overall satisfaction of customers. This shows that repair and
maintenance service has an effect on customer satisfaction.

4.8.2. Regression analysis for Spare parts supply and customer

satisfaction
Table 42: Regression analysis model summery of spare parts supply and customer
satisfaction
86
 Model Summary
Model R R Square Adjusted R Square Std. Error of
the Estimate
1 0.079a 0.006 -0.004 1.96117
a. Predictors: (Constant), Spare Parts Supply
Source: Own survey data analysis 2018
The table 42 shows, the value of R = 0.079 indicates a poor relationship between spare
parts supply and customer satisfaction.

The value of R² = 0.006 explains that 0.6 percent of the variation in satisfaction is
explained, while 99.6 percent remain unexplained by the spare parts supply. Thus, the
predictive ability of the model is very Low.

Table 43: Regression analysis ANOVA results of spare parts supply and customer
satisfaction

ANOVAa
Model Sum of Squares d. f. Mean F Sig.
Square
1 Regression 2.449 1 2.449 0.637 0.427b
Residual 388.463 101 3.846
Total 390.913 102
a. Dependent Variable: Customer Satisfaction
b. Predictors: (Constant), Spare Parts Supply
Source: Own survey data analysis 2018

The table 43 shows, the ANOVA output table describes the variance accounted for in the
model. The F value was (0.637) at 5 percent level of significance. The significance value
(0.427) is more than 0.05. Thus, the hypothesis 'there is no significant impact of spare
parts supply on customer satisfaction' was accepted. Therefore, the stated spare parts
supply has a no effect on customer satisfaction, as is indicated by the F statistics.
Table 44: Regression analysis coefficients for spare parts supply and customer satisfaction

Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
87
 B Std. Beta
Error
1 (Constant) 9.338 0.816 11.448 0.000
Spare parts 0.092 0.115 0.079 0.798 0.427
supply
a. Dependent Variable: Customer Satisfaction
Source: Own survey data analysis 2018

The table 44 shows Table 41 shows the spare parts supply components are found no
significantly related to overall satisfaction level of customers, as is seen in the
standardized coefficient column. The standardized coefficient beta values indicated
shown above indicates the (0.079) unit change in spare parts supply has a unit change in
overall satisfaction of customers. This shows that spare parts supply has a few effects on
customer satisfaction.

4.8.3. Regression analysis for the Warranty service and customer

satisfaction

Table 45: Regression analysis model summery of warranty service and customer
satisfaction

Model Summary
Model R R Square Adjusted R Std. Error of the
Square Estimate
a
1 0.312 0.098 0.089 1.93286
a. Predictors: (Constant), Warranty Service
Source: Own survey data analysis 2018
The table 45shows, the value of R = 0.312 indicates a positive relationship between
warranty service and customer satisfaction.

The value of R² = 0.098 explains that 9.8 percent of the variation in satisfaction is
explained, while 90.2 percent remain unexplained by the warranty service. Thus, the
predictive ability of the model is Low.

Table 46: Regression analysis ANOVA results of Warranty service and customer
satisfaction

88
 ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regressi 42.001 1 42.001 11.242 0.001b
on
Residual 388.537 104 3.736
Total 430.538 105
a. Dependent Variable: Customer Satisfaction
b. Predictors: (Constant), Warranty Service
Source: Own survey data analysis 2018

The table 46 shows, the ANOVA output table describes the variance accounted for in the
model. The F value was (11.242) at 5 percent level of significance. The significance
value (0.001) is less than 0.05. Thus, the hypothesis 'there is no significant impact of
warranty services on customer satisfaction' was rejected. Therefore, the stated warranty
service has an effect on customer satisfaction, as is indicated by the F statistics.

Table 47: Regression analysis coefficients for Warranty service and customer satisfaction

Coefficientsa
Model Unstandardized Standardiz t Sig.
Coefficients ed
Coefficient
s
B Std. Beta
Error
1 (Constant) 7.161 0.848 8.443 0.000
Warranty Service .297 0.089 0.312 3.353 0.001
a. Dependent Variable: Customer Satisfaction
Source: Own survey data analysis 2018

The table 47 shows, the warranty service is found related to overall satisfaction level of
after sales service customers, as is seen in the standardized coefficient column. The
standardized coefficient beta values indicated shown above indicates the (0.312) unit
change in warranty service has a unit change in overall satisfaction of customers. This
shows that warranty service has an effect on customer satisfaction.

89
4.8.4. Regression analysis for relationship between Exchange offer and
customer satisfaction
Table 48: Regression analysis model summery of exchange offer and customer satisfaction

Model Summary
Model R R Square Adjusted R Square Std. Error of the
Estimate
1 0.334a 0.111 0.103 1.98871
a. Predictors: (Constant), Exchange offer
Source: Own survey data analysis 2018
The table 48shows, the value of R = 0.334 indicates a positive relationship between
exchange offer and customer satisfaction.

The value of R² = 0.111 explains that 11.1 percent of the variation in satisfaction is
explained, while 88.9 percent remain unexplained by the exchange offer. Thus, the
predictive ability of the model is Low.

Table 49: Regression analysis ANOVA results of exchange offer and customer satisfaction

ANOVAa
Model Sum of d. f. Mean Square F Sig.
Squares
` Regression 50.556 1 50.556 12.78 0.001b
1 3
Residual 403.406 102 3.955
Total 453.962 103
a. Dependent Variable: Customer Satisfaction
b. Predictors: (Constant), Exchange offer
Source: Own survey data analysis 2018

The table 49 shows, the ANOVA output table describes the variance accounted for in the
model. The F value was (11.242) at 5 percent level of significance. The significance
value (0.001) is less than 0.05. Thus, the hypothesis 'there is no significant impact of
exchange offer on customer satisfaction' was rejected. Therefore, the stated warranty
service has an effect on customer satisfaction, as is indicated by the F statistics.

90
Table 50: Regression analysis coefficients for exchange offer and customer satisfaction

Coefficientsa
Model Unstandardized Standardize t Sig.
Coefficients d
Coefficients
B Std. Beta
Error
1 (Constant) 6.917 0.879 7.870 0.000
Exchange offer 0.364 0.102 0.334 3.575 0.001
a. Dependent Variable: Customer Satisfaction
Source: Own survey data analysis 2018

The table 50 shows, the exchange offer is found related to overall satisfaction level of
after sales service customers, as is seen in the standardized coefficient column. The
standardized coefficient beta values indicated shown above indicates the (0.334) unit
change in exchange offer has a unit change in overall satisfaction of customers. This
shows that exchange offer has an effect on customer satisfaction.

4.8.5. Regression analysis for relationship between overall after sales

service and customer satisfaction
Table 51: Regression analysis model summery of relationship between overall after sales
service and customer satisfaction

Model Summary
Model R R Square Adjusted R Square Std. Error of the
Estimate
a
1 0.540 0.292 0.262 1.68487
a. Predictors: (Constant), Exchange offer, Spare parts supply, Warranty service,
Repair and Maintenance Service
Source: Own survey data analysis 2018

Table 51 shows, the value of R= 0.540 indicates a good relationship between after sale
service components and overall satisfaction of customers in the after sale service.

91
The value of R²= 0.292 explains that 29.2 % of the variation in satisfaction is explained,
while 70.8 % remain unexplained by the after sale service components. Thus, the
predictive ability of the model is not satisfactory.

Table 52: Regression analysis ANOVA results of relationship between overall after sales
service and customer satisfaction

ANOVAa
Model Sum of d. f. Mean Square F Sig.
Squares
1 Regression 108.902 4 27.226 9.591 0.000b
Residual 264.006 93 2.839
Total 372.908 97
a. Dependent Variable: Customer Satisfaction
b. Predictors: (Constant), Exchange offer, Spare parts supply, Warranty service,
Repair and maintenance service

Table 53: Regression analysis coefficients for relationship between overall after sales service
and customer satisfaction
Coefficientsa
Unstandardized Standardize t Sig.
Model Coefficients d
Coefficients
B Std. Beta
Error
1 (Constant) 4.149 1.214 3.419 0.001
Repair and 0.551 0.113 0.482 4.858 0.000
maintenance
service
Spare parts supply -0.094 0.113 -0.080 -0.829 0.409
Warranty service 0.083 0.093 0.086 0.895 0.373
Exchange offer 0.182 0.098 0.172 1.862 0.066
a. Dependent Variable: Customer Satisfaction
Source: Own survey data analysis 2018

Table 53 Shows, the after sale service components like repair and maintenance service,
spare parts supply, warranty service, and exchange offer are found significantly related to
overall satisfaction level of after sale service customers and they have no equal

92
contribution to overall satisfaction levels, as is seen in the standardized coefficient
column.

The standardized coefficient beta values indicated shown above indicates the change in
each after sale service has a unit change in overall satisfaction of customers. For example,
from the table above, a 0.482 change in repair and maintenance service has a unit effect
on overall satisfaction; a change in -0.080 in spare parts supply has a negative unit
change in overall satisfaction of customers. And a change in 0.086 and 0.172 units in
warranty service and exchange offer respectively has a unit change in overall satisfaction.
This shows that after sale service has an effect on customer satisfaction.

CHAPTER-V: SUMMARY, CONCLUSION AND

RECOMMENDATIONS
This chapter includes the concluding summary of the whole thesis. The key
findings based on the study objectively have been elaborated in this chapter.
The further research direction and conclusion have also been included in
this chapter.

5.1. Summary of the study

From the discussion of previous chapters we came to know that the after sales service is
most important factor behind the customer satisfaction and dissatisfaction. It is vital for
the motorcycle company to develop such after sales service which is customer dominate
logic. From the discussion we also noticed that different customers have different
behavior, sometime they express but sometime they don’t express about the their bad
experiences.

93
The main purpose of this study is to find out the impact of after sales service on
satisfaction level of motorcycle users. The topic 'After sales service of motorcycle and its
impact on customer satisfaction' lights the theme of purpose of this study. The variables
repair and maintenance service, spare parts supply, warranty service and exchange offer
are selected to fulfilling the objective of this study.

The motorcycle is popular two wheeler transportation vehicle in the world. It is also more
popular in the Nepal. More than thirty brands of motorcycle are uses in Nepal at now.
The motorcycle manufacturer companies are not incorporated till now but the
multinational companies have doing the exports and marketing activities. Nepalese
traders also involved in distributing motorcycles all over the Nepal as an associated
authorized distributor. They are uses different marketing tools and fighting each other to
gaining more market share and competency.

Customer satisfaction is a strategic goal of any organization, since a satisfied customer is

the core concern of any organization; they pay close attention to the factors that influence
customers’ satisfaction. After sales service is one of the important factor that influence
customer satisfaction in case of motorcycles. After sales service is needed to prevent
dissatisfaction, frustration and it will among present customers against the product and its
manufacturers. After-sales services can create sustainable relationships with customers
and contribute significantly to customer satisfaction by offering different after-sales
services during the various stages of the primary product lifecycle, the provider can
ensure product functionality and thereby customer satisfaction.

In this survey, the researcher have used a Quantitative, non-experimental, Descriptive and
cross sectional research design. The population of the study was all customers of
motorcycle who lives in Surkhet. Simple random sampling method was used to select the
sample. The sample size was 108 respondent form customers. Quantitative data were
collected from customers. And some background and literature review related secondary
data were collected through website, books, journals, magazines, reports and articles.

To collect the information the researcher used the self-administrated questionnaire. The
questionnaire divided into six segments. The first segment was related to personal

94
information. It includes seven questions relating to respondents' personal matter. The
second segment was related to repair and maintenance service of the after sales service. It
includes four questions. The third segment of questionnaire was related to spare parts
supply. It includes six questions. Fourth segment was related to warranty service of after
sales service. It includes three questions. The fifth segment was related to exchange offer
of customer satisfaction. It includes three questions. And sixth segment was designed to
measure customer satisfaction on after sales service variables. It includes two questions.
To measuring customer's experience and satisfaction the five point likert scale was used.

During the survey work, some questionnaire were distributed through the researcher
himself and requests the respondents to manage proper time for the fill up the
questionnaire and some of were distributed through friends help and support. All the
questionnaires were collected through friends and researcher himself. The researcher
distributed 110 questionnaires. Out of 110 questionnaires, 108 questionnaires were
returned to the researcher.

Data analysis was done using SPSS software version 20. The frequency, percentage were
used to describe the nature of data. Mean and standard deviation were used to measure
the experience of customers on after sales service variables. And regression analysis was
used to the describe relationship between after sales service and customer satisfaction.
The hypotheses were tested through the regression analysis ANOVA results.

Finally, this study succeeded to find the impact of after sales services on level of
customers’ satisfaction. The main theme of the thesis is satisfaction of the motorcycle
customers towards after sales services. It can be seen that all after sales service variables
have positive impact on customer satisfaction.

5.2. Major findings

The major finding of this study divided into two parts, the one is depended on personal
information and another is depended on after sales service variables. They are mentioned
as following:

Major findings on personal information:-

95
  The total numbers of respondents have a majority of male respondents. (i. e. male
is 92.6 percent.)
 The most of the respondents are Hindu and behind the Chhetri, Janajati and Dalit
are as respectively. (i. e. Bramhin 63 percent, Chhetri 23.1 percent, Janajati 9.3
percent and Dalit 4.6 percent)
 The sample respondents have a majority of Hindu religion 99 percent and except
Hindu only one religion was found from other religion among the respondents. (i.
e. Christian 1 %)
 The majority sample respondents are as on '26 to 40 year' age group and behind
the 'below 25year', '41 to 55 year' and 'above 55 year' are as respectively. (i. e.
65.7%, 16.7%, 15.7% and 1.9%)
 From the sample data found that the maximum respondents are married. (i. e.
married 84.3% and unmarried 15.7%)
 From the sample respondents, 36.4 percent have an education is 'above bachelor',
24.3 percent have a 'bachelor', 20.6 percent have a '+2' and 18.7 percent have a 'up
to SLC'.
 From the total respondents, 65.7 percent are employee, 13.9 percent are
businessman, 10.2 percent are student, 8.3 percent are farmer and and remaining
1.9 percent respondents are involved in other occupations.
 From the total sample respondents except missing 12, maximum 35.4 percent
earns Rs. 20,000 to 30,000 monthly and 32.3 Percent, 21.9 percent, 10.4 percent
earns in a month up to Rs 20,000, Rs. 30,000 to Rs 40,000, above Rs 40,000
respectively.
 Among the total respondents, 35.2 percent uses the BAJAJ motorcycles, 31.5
percent uses the HONDA, 11 percent uses the YAMAHA, 9.3 percent uses the
HERO, 5.6 percent uses the TVS and remaining 7.4 percent respondents uses the
other brands of motorcycles.

Finding related to after sales service variables:-

 According to finding of this study, as percent and frequency analysis found that,
the most of the respondents feels the very good, good and neutral on repair and
96
 maintenance service components. Likewise, the results of mean and standard
deviation shows the customers are satisfied with repair and maintenance service
components. Another, the regression analysis shows the repair and maintenance
service have a positive relationship with customer satisfaction. And pre-
established null hypothesis 'there is no significant impact of repair and
maintenance service on customer satisfaction' was rejectedand proved that repair
and maintenance service significantly impacts on customer satisfaction.
 The analysis of frequency percent, mean and standard deviation shows that, the
customers are more satisfied with spare parts supply components than other
variables of after sales service. Likewise, regression analysis shows the lower
relationship with customer satisfaction. And pre-established null hypothesis 'there
is no significant impact of spare parts supply on customer satisfaction' was
accepted and proved that spare parts supply does not impacts on customer
satisfaction.
 The analysis of frequency percent, mean and standard deviation shows that, the
customers are dissatisfied with warranty service components. Likewise,
regression analysis shows the moderate positive relationship with customer
satisfaction. And pre-established null hypothesis 'there is no significant impact of
warranty service on customer satisfaction' was rejected and proved that spare
parts supply has impacts significantly on customer satisfaction.
 The analysis of frequency percent, mean and standard deviation shows that, the
customers are satisfied with exchange offers components. Likewise, regression
analysis shows the moderate positive relationship with customer satisfaction. And
pre-established null hypothesis 'there is no significant impact of exchange offer on
customer satisfaction' was rejected and proved that exchange offerhas impacts
significantly on customer satisfaction.
 The regression analysis on relationship between overall after sales services and
customer satisfaction found that, the good relationship between after sales service
and customer satisfaction.

97
5.3. Conclusions
In this competing world, it is really important to retain old customers because it is more
expensive to attract new customers. To retain old and attract new customers, it is
important for the companies to have good after sales service. Good after sales service
helps companies to build strong relationship with their customers. It is important to focus
on the actual needs and demands of customers before designing an after sales service.
Good after sales Service management is vital to cope with changing perceptions of the
customers.

From the research author think that a good after sales service can help the companies to
fill the gap between customer expectations and actual experience. A good after
salesservice is tool to strong bonds and loyalty among the customers which help
companies to create positive word of mouth for companies.

5.4. Recommendations
The researchers will present recommendations to different service providers based on the
findings from the research.According to the finding of the research companies should
more focus on the actual needs of the customers and they should follow the customer
dominate logic approach. Whenever customer approaches to the after sales service, he or
she has many past experiences which influence on the behavior.

Finally, the researcher wants to recommends to those researchers who have an interest on
after sale service to conduct a study on after sale and its impact on customer satisfaction.
Because after sale service is essential for customer to get service after they purchase the
product as well as for the sellers as one means of customer loyalty, repeat purchase and
profitability.

5.5. Direction for Further Research

In this changing environment where the perception and demands of the customers are
changing rapidly, finding of the current research can help other to get deeper information
about the after sales service and it connection with customer satisfaction.It will be very

98
interesting to investigate more deeply to know about the customer perceptions regarding
after sales service and how this after sales service can be improved.

This research measures the customer satisfaction depending only impact of after sales
services of Motorcycles Company. Thus, the result and the suggestions of this study may
not be applicable for other product, companies, other different services and other
different purposes. The further researcher may study on this topic depends on other
products after sales services by taking more large sample, more variables and using
different analysis tolls and different places.The further study also can be conducted other
aspects of motorcycle companies' services considering the different variables with
different tools and methodology and on same or different places.

99
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