Wednesday, May 27, 2020
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Sunday, May 10, 2020
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Tuesday, May 5, 2020
Assessment 5: Group Observation Introduction This essay will analyse and observe the group of my family household. Through reflective questions the essay will answer what the goals of the group are, communication within the group, the different roles, the cohesion of the group, the differences, and the leadership within the group. We interact and communicate either in groups or with groups in all area of our lives, whether it is at work or in a household. This usually means you are communicating with a broad range of people, and donÃ¢â¬â¢t always interact with these groups in a conscious manner. Some group aspects will be outlined beneath the topic headings and these not only relate to my family household group, but they relate to all groups. 1. Group goals Note the goals and agendas of each of the group members (why they are a member of the group Ã¢â¬â what they would like to achieve). I chose to observe and analyse my family household group. The relationships of the group members are as follows: Marion is the mother, and Andrew is the father. Ben is the younger brother Ã¢â¬â 17 years, I am the middle child (Philippa) Ã¢â¬â 19 years, and Joseph is the older brother Ã¢â¬â 21 years. Joseph has moved out to university in Canberra, but comes home most holidays. The family lives together on the family farm. The underlying goal of the household group is to live in harmony with each other, with minimum conflicts, and positive emotional connections between one-another (Peterson Green, 2009). There are extra goals held by the members such as Marion and Andrew who are to provide income for the family to eat healthy food, prepare this food for meals, provide a comfortable house to live in, clothe the family, and provide enough income for day-to-day expenses. AndrewÃ¢â¬â¢s goal is to run the family farming business as a successful enterprise. He also may hope that the future generation might like to pursue a farming career. JosephÃ¢â¬â¢s goal is to enjoy home-life when he visits the family. PhilippaÃ¢â¬â¢s goal is to achieve at University and BenÃ¢â¬â¢s goals are to achieve at school and in his football at a State level. All members are part of the group because they are part of the family and live together (although Joseph is not always present in the household). The members of the group did not get a choice whether or not to join, because they are automatically part of the family once they are born into it. What impact do these different goals have on the way the group functions? Often there are farm jobs that need doing that requires family members to help and this impacts on achieving their own goals if it takes up time. BenÃ¢â¬â¢s football playing and training impacts on Marion and Andrew not having any spare time as they are always driving Ben to and from football events during the week, and on weekends. Some members of the group care about the group goals more than others. As the parents, Marion and Andrew are the main instigators when it comes to how positive the household is, and they also are the ones that are focused on the goals to provide income for the family to live. Related to building a harmonious household, Marion and Andrew make it known to the house when they are unhappy and why they feel this way. Usually they figure out how they can solve the problem that is making them feel negative. The emotional state of one person can impact on the emotions of the people around them. This is called emotional leakage. Emotional leakage is an occurrence where an individual transmits signals that can alter hormone levels, sleep rhythms and cardiovascular functions, of another person. The transmitting of signals is done through nonverbal communication and the individual cannot control it. Signs of an individualÃ¢â¬â¢s emotions can be noticed through their body language, and this is also what transfers the emotional signal from one person to another (Boone Buck, 2003). If Marion and Andrew remain in negative moods, it highly impacts the rest of the family by making the whole household feel irritated and angry. As parents, Marion and Andrew have the most influence on the rest of the household (Peterson Green, 2009). If they are unaware of their emotions it can have a negative impact on the rest of the family. To stop any negative impacts they need to monitor their emotions and make corrections to these emotions when needed (Goleman, 1996). 2. Communication What patterns of communication do you see operating within this group? (who is talking to who? Who does most of the talking? What mediums get used? Are both formal and informal channels used? ) Ben communicates mostly with Philippa, and Joseph when heÃ¢â¬â¢s home. This is because Ben relates to his siblings more than he relates to his parents. He has more in common with his siblings and there is more interesting things he can talk about with his siblings. Joseph and Philippa communicate with all members of the group on a fairly equal level. Marion and Andrew mostly communicate with each other, Philippa, and Joseph when he is home. Marion and Andrew try to communicate with Ben, and he usually communicates back, but when asked a question he rarely elaborates on his answers to make for a good conversation. Not communicating with parents is common in many teenagers (Nelson Lott, 1994). When communicating, 60-70% of the message is communicated through body language (Davidson, 2011). This is through facial expressions, body movements, gestures, eye contact, touch, voice, and the physical space between individuals. For successful nonverbal communication, an individual needs to be emotionally self-aware and understand the cues youÃ¢â¬â¢re sending, along with having the ability to accurately pick up on any cues others are sending you (Segal, 2010). For example in this household group, if a member is not saying much, it is usually easy to tell how they are feeling through their body language. If someone is happy or excited then they may be singing for dancing around the house, but if they were stressed they might not be talking very much and Ã¢â¬ËsnapÃ¢â¬â¢ at someone when asked a question. All communication channels are Ã¢â¬ËinformalÃ¢â¬â¢ in the household group. Informal channels are based on social connections and do not follow lines of authority, for example in a workplace group (formal channels). Informal connections depend on individual needs of the group members (Johnson, Donohue, Atkin, Johnson, 1994). Informal communication is verbal and may be expressed even by a simple glance, small indication, or even silence. Informal communication is an unstructured channel, with various ways of expression, and the individual communicating usually communicates at impulsively on their own will (Johnson, Donohue, Atkin, Johnson, 1994). The family group communicates informally because they donÃ¢â¬â¢t have delegated positions in the group and are free to say what they want, when they want, and how they want. What one thing might be done to improve communication in this group? The only main communication difficulty in the group is that Ben doesnÃ¢â¬â¢t usually start a conversation with his parents or offer them much information about the events of his day; although he will do this with his siblings. To improve this, Ben needs to become self aware of how he expresses himself, through gaining emotional intelligence (Goleman, 1996). Ben also needs to realise the importance of communication in not only a family relationship, but how it is vital in any personal relationship. But this will happen over time as he grows out of his teenage years (Nelson Lott, 1994) and becomes more mature. 3. Group roles What formal or informal roles have been adopted in the group? Formal, task-oriented roles and informal social roles both play a part in the family household group. The roles and definitions used for this question were found in the research of Benne Sheats (1948) about functional roles of group members. Task-oriented roles relate to the completion of the groupÃ¢â¬â¢s task. Each person in this household was found to have one or more task-orientated roles. The roles in the household are as follows: The Ã¢â¬Ëinformation-seekerÃ¢â¬â¢ asks for information. Marion holds this role. The Ã¢â¬Ëopinion-giverÃ¢â¬â¢ states their beliefs about a group issue. Marion and Andrew both hold this role. The Ã¢â¬Ëopinion-seekerÃ¢â¬â¢ asks for input from the group about its values. Marion is the main one who plays this role. The Ã¢â¬ËorienterÃ¢â¬â¢ shifts the direction of the groups discussion. Ben holds this role. The Ã¢â¬ËenergizerÃ¢â¬â¢ stimulates the group to a higher level of activity. Joseph plays this role. The Ã¢â¬Ëinitiator-contributorÃ¢â¬â¢ generates new ideas. This is PhilippaÃ¢â¬â¢s role. Although the task-oriented roles are a type of formal role, the roles of each household member wasnÃ¢â¬â¢t Ã¢â¬ËassignedÃ¢â¬â¢ to them, as if they were in a formal workplace, but each member has acquired these roles over time as they often relate to their personality type. Informal social roles play a part in the emotional connection of the household group (Benne Sheats, 1948). The roles found in the household are as follows: The Ã¢â¬ËencouragerÃ¢â¬â¢ praises the ideas of others. Andrew and Marion are the main ones who do this. The Ã¢â¬Ëgroup observerÃ¢â¬â¢ keeps records of group activities and uses this information to give feedback to the group. Ben and Philippa hold this role. The Ã¢â¬ËfollowerÃ¢â¬â¢ goes along with the group and accepts the groups ideas. Joseph plays this role as he is not always home. Other roles within the family are practical roles, which mostly Marion and Andrew complete such as cooking, cleaning the house, washing clothes, and chopping wood. Ben, Philippa, and Joseph when heÃ¢â¬â¢s home also help out and do these jobs during the week, but the majority is done by the parents. What impact do these roles have on the groupÃ¢â¬â¢s effectiveness? Because all members have different roles, this enables a balance to be achieved within the family unit. It is important to have stability within the family with all members contributing different roles to minimise conflict and build a positive family atmosphere. 4. Cohesion Would you describe this group as cohesive? Explain and explore the impact on the groupÃ¢â¬â¢s functioning. Getting along well with one another, being comfortable around each other, and resolving any conflicts or issues by talking openly are some of the factors that lead to a highly cohesive group (Johnson Johnson, 2006). The household group in this essay is a cohesive one. They may have some arguments from time to time, but this doesnÃ¢â¬â¢t affect their relationship with one another as they are a family and have grown up with together. For example an issue that arises in the group is the fact that there is often work to be done on the farm that needs all family members to help out. This may impact on family members giving up their leisure time, however they understand that contributing to the farm work is an important aspect of living on an agricultural property. The impact on the group being cohesive is that it makes everyday living a lot easier, than if the group wasnÃ¢â¬â¢t cohesive. There are two aspects of group cohesiveness which are the Ã¢â¬ËemotionalÃ¢â¬â¢ aspect and Ã¢â¬Ëtask-relatedÃ¢â¬â¢ aspect (Barsade Gibson, 1998). The emotional aspect is the more researched side of cohesion and is based on the connection group members feel towards the other group members and the group as a whole. Also included is how much time they want to spend with other group members as this shows how much they like the other members and whether they enjoy each otherÃ¢â¬â¢s company. For example Philippa and Marion enjoy spending time together gardening and this builds a more cohesive group as they enjoy spending time together. The task-related aspect is based on the scale in which group members share the same goals and how well they work together to meet these goals (Barsade Gibson, 1998). This household group is more cohesive in the emotional aspect, compared to the task-related aspect. Group members donÃ¢â¬â¢t always have the same amount of focus on the group goals as one another. But on an emotional level the group is generally connected and enjoy each otherÃ¢â¬â¢s company. 5. Difference Assess whether your group is homogenous (same) or heterogeneous (different) across these characteristics: Ã¢â¬ ¢ Gender Age Ã¢â¬ ¢ Marital status Ã¢â¬ ¢ Ethnicity Ã¢â¬ ¢ Goals Ã¢â¬ ¢ Values Ã¢â¬ ¢ Personality Ã¢â¬ ¢ Skills The family group is both homogenous and heterogeneous. The ways in which the group is homogenous is that we are genetically related (apart from Marion and Andrew), and live in the same environment which impacts on how we act and react to different situations. For example if there was a sna ke heading for a small child, we would all know how to kill it to save the childÃ¢â¬â¢s life, but if someone had grown up in the city they may not know what to do in that situation. The group is also partly homogenous in the fact that the three males are of the same gender, and the two females are of the same gender. They are all of Anglo-Saxon ethnicity. Their values are all fairly similar as the parents have taught the children what they value, and the children have learnt from them through their years of growing up together. The family is also heterogeneous. All members are different ages (apart from the parents) and therefore at a different life stage. There is one main goal of having a harmonious household, but all members have different personal goals. All personalities are different. Everyone has some skills that other members have, but each member has a main area of skills they are good at. For example Marion is good at caring for people and cooking, Andrew has very good practical and mechanical skills for the farm, Joseph has a large knowledge of the natural environment, Philippa is very creative and good with animals, and Ben is very skilful in any sport he is involved with. Identify a strategy that the group might employ to better acknowledge and value the diversity within it? Diversity in any group is important as there is a large range of skills available to contribute to the group. If a group has a diverse range of skills, a wide range of views, is cohesive, and values each otherÃ¢â¬â¢s views is great when making decisions or trying to solve a problem. Because of the high cohesion in the group each member does not always think their idea is the only option as they want to know what the other group members have to contribute. (Knippenberg, Carsten, Homan, 2004) Luckily this household group already listens to the other memberÃ¢â¬â¢s ideas and acknowledge that some people have better skills in different areas. 6. Leadership Observe the leaderÃ¢â¬â¢s application of the behaviours/ attributes below. Based on these observations and notes (and any others you might have) evaluate the leaderÃ¢â¬â¢s effectiveness in this group. Leadership attributes: Ã¢â¬ ¢ Clarifies the goal, roles and tasks for the group / team Ã¢â¬ ¢ Ability to motivate and inspire the group / team members Ã¢â¬ ¢ Pays attention to the concerns and development needs of group / team members Ã¢â¬ ¢ Approach to decision making (participative / autocratic) Ã¢â¬ ¢ Provides fair feedback Leadership is the process where leaders apply influence on others to help the group achieve its goals and maintain a successful relationship. A good leader is someone who can adapt their behaviour depending on the followerÃ¢â¬â¢s competence, confidence and motivation to the task (Davidson, 2011). The group members who lead the most are the parents, Marion and Andrew. They make it known to the other group members what is expected of them in terms of helping out around the house or the farm. For example the children have to contribute by making one meal per week for the family. Marion and Andrew do ask the children to do specific jobs such as feeding the dogs, or hanging out the washing, but they also expect the children to be responsible nd remember that there are jobs needing to be completed all the time, and do the jobs without being told. It is very important to encourage group members to achieve as much as they physically and mentally can (Russell, 2001). Marion and Andrew are very motivating especially relating to sport and school or university work. They encourage the children when they are achieving good results, a nd motivate and suggest alternate ways of success if the children are not achieving the sought-after results. Marion and Andrew pay attention to the needs of the group. Most of the time the needs of the group are not major issues, but small matters such as needing their clothes washed for the next day, having nice food to take to university or work the next day, or writing a cheque for a child to take to school for paying their sports registration. Marion and Andrew also make sure there are no concerns in the group, and if there is an issue, they try to solve it as soon as possible. The decision-making style of Marion and Andrew is mostly participative style, although sometimes if they feel strongly about something they will use an autocratic style of decision-making. Participative decision-making involves the thoughts and ideas of what the whole group wants to decide on, and autocratic decision-making means the leader/s has the responsibility of making the final decision, without any input from other group members (Vroom Yetton, 1973). For example if Ben who is 17 years old wanted to drink alcohol under-age at a party, Marion and Andrew would use an autocratic method of decision-making and end up settling on the fact that Ben would not be allowed to drink alcohol at the party. If Marion and Andrew feel they need to give feedback or suggest something to any family members they always do. They feel that it is their duty to take care of the family and try to guide their children in any decision they are making. Tyson, (1998) believed that if a leader cannot keep their group safe, this is seen as weakness, resulting in group members becoming stressed and it is likely they will also develop lack of confidence. This makes it hard for the leader to motivate the team members towards accomplishing their goals. Tyson outlines here the importance of being able to look up to someone as a leader and how much of an impact that leader has on the rest of the group if something were to go wrong. According to the above attributes this shows that Marion and Andrew are good at leading their family. They show support, encourage others, provide feedback to the children, and make sure everyone is doing their part at helping out in the household. Conclusion In conclusion the family group that was studied is an effective group. They may have individual goals, but they still achieve the goal of maintaining a harmonious family household. They communicate with one another (although Ben will learn to as he grows older), each member has a different role which makes the family diverse, and the family is cohesive which enables a happy household. The family is homogenous in some aspects, but also heterogeneous in their skills which come in handy for everyone to be able to contribute in different aspects, and the parents show good leadership for the children in their goals, and also leading the family as a whole. It is interesting to analyse the range of group processes that occur in a group such as my family household, and investigating these groups processes has made me more aware of their occurrence in everyday life. References| Segal, J. (2010, November). The Power of Nonverbal communication and Body Language.
A Comparative Study of Professional and Traditional College Students Perception Towards Two Wheeler Brands free essay sample
A RESEARCH REPORT ON Ã¢â¬Å"A COMPARATIVE STUDY OF PROFESSIONAL AND TRADITIONAL COLLEGE STUDENTS PERCEPTION TOWARDS TWO WHEELER BRANDSÃ¢â¬ CONTENTS 1. HISTORY OF BAJAJ ? Profile ? Key Person ? Bajaj Introduction ? Company History ? Timeline Of New Release 2. HISTORY OF HERO HONDA ? Board Of Directors ? Company Profile 3. HISTORY OF TVS 4. OBJECTIVES OF THE RESEARCH 5. RESEARCH METHODOLOGY ? Data Source ? Research Approach ? Sampling Unit ? Data Completion And Analysis ? Scope 6. LIMITATION OF RESEARCH STUDY 7. ANALYSIS AND INTERPRETATION 8. FINDINGS 9. CONCLUSION 10. RECOMMENDATION 11. BIBLIOGRAPHY 12. QUETIONNAIRE Bajaj Auto limited is one of the largest two wheeler manufacturing company in India apart from producing two wheelers they also manufacture three wheelers. The company had started way back in 1945. Initially it used to import the two wheelers from outside, but from 1959 it started manufacturing of two wheelers in the country. By the year 1970 Bajaj Auto had rolled out their 100,000th vehicle. Bajaj scooters and motor cycles have become an integral part of the Indian milieu and over the years have come to represent the aspirations of modern India. Bajaj Auto also has a technical tie up with Kawasaki heavy industries of Japan to produce the latest motorcycles in India which are of world class quality The Bajaj Kawasaki eliminator has emerged straight out of the drawing board of Kawasaki heavy industries. The core brand values of Bajaj Auto limited includes Learning, Innovation, Perfection, Speed and Transparency. Bajaj Auto has three manufacturing units in the country at Akurdi, Waluj and Chakan in Maharashtra, western India, which produced 2,314,787 vehicles in 2005-06. The sales are backed by a network of after sales service and maintenance work Shops all over the country. Bajaj Auto has products which cater to every segment of the Indian two wheeler market Bajaj CT 100 Dlx offers a great value for money at the entry level. Similarly Bajaj Discover 125 offers the consumer a great performance without making a big hole in the pocket. Bajaj Auto is a major Indian automobile manufacturer. It is Indias largest and the worlds 4th largest two- and three-wheeler maker. It is based in Pune, Maharashtra, with plants in Waluj near Aurangabad, Akurdi and Chakan, near Pune. Bajaj Auto makers motor scooters, motorcycles and the auto rickshaw. COMPANYS HISTORY Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. It started off by selling imported two- and three-wheelers in India. In 1959, it obtained license from the Government of India to manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a single financial year. In 1985, it started producing at Waluj in Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicles and produced and sold 1 million vehicles in a year. Timeline of new releases ? 1971 three-wheeler goods carrier ? 1972 Bajaj Chetak ? 1976 Bajaj Super ? 1977 Rear engine Autorickshaw ? 1981 Bajaj M-50 ? 1986 Bajaj M-80, Kawasaki Bajaj KB100 ? 1990 Bajaj Sunny ? 1994 Bajaj Classic ? 1995 Bajaj Super Excel ? 1997 Kawasaki Bajaj Boxer, Rear Engine Diesel Autorickshaw ? 1998 Kawasaki Bajaj Caliber, Legend(Indias first four-stroke scooter) ? 2000 Bajaj Saffire ? 2001 Eliminator, Pulsar 2003 Caliber115, Bajaj Wind 125, Bajaj Pulsar ? 2004 Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder Gear, Bajaj Discover DTS-i ? 2005 Bajaj Wave, Bajaj Avenger, Bajaj Discover ? 2006 Bajaj Platina ? 2007 Bajaj Pulsar-200 Scooters ? Bajaj Sunny ? Bajaj Chetak ? Bajaj Cub ? Bajaj Super ? Bajaj Wave ? Bajaj Legend Motorcycles ? Kawasaki Eliminator ? Bajaj Pulsar ? Bajaj Kawasaki Wind 125 ? Bajaj Boxer ? Bajaj CT 100 ? Bajaj Platina ? Baja j Caliber ? Bajaj Discover ? Bajaj Avenger ? Bajaj Pulsar 220 DTS-Fi Upcoming Models Bajaj Krystal ? Bajaj Blade ? Bajaj Sonic ? Bajaj XCD String New Image The company, over the last decade has successfully changed its image from a scooter manufacturer to a two wheeler manufacturer, product range ranging from Scooterettes to Scooters to Motorcycle. Its real growth in numbers has come in the last 4 years after successful introduction of a few models in the motorcycle segment. The company is headed by Rahul Bajaj who is worth more than US$1. 5 billion. India has the largest number of two wheelers in the world with 41. 6 million vehicles. India has a mix of 30 percent automobiles and 70 percent two wheelers in the country. India was the second largest two wheeler manufacturer in the world starting in the 1950Ã¢â¬â¢s with the birth of Automobile Products of India (API) that manufactured scooters. API manufactured the Lambrettas but, another company, Bajaj Auto Ltd. surpassed API and remained through the turn of the century from its association with Piaggio of Italy (manufacturer of Vespa). The license raj that existed between the1940s to1980s in India, did not allow foreign companies to enter the market and imports were tightly controlled. This regulatory maze, before the economic liberalization, made business easier for local players to have a sellerÃ¢â¬â¢s market. Customers in India were forced to wait 12 years to buy a scooter from Bajaj. The CEO of Bajaj commented that he did not need a marketing department, only a dispatch department. By the year 1990, Bajaj had a waiting list that was twenty-six times its annual output for scooters. The motorcycle segment had the same long wait times with three manufacturers; Royal Enfield, Ideal Jawa, and Escorts. Royal Enfield made a 350cc Bullet with the only four-stroke engine at that time and took the higher end of the market but, there was little competition for their customers. Ideal Jawa and Escorts took the middle and lower end of the market respectively. In the mid-1980s, the Indian government regulations changed and permitted foreign companies to enter the Indian market through minority joint ventures. The two-wheeler market changed with four Indo-Japanese joint ventures: Hero Honda, TVS Suzuki, Bajaj Kawasaki and Kinetic Honda. The entry of these foreign companies changed the Indian arket dynamics from the supply side to the demand side. With a larger selection of two-wheelers on the Indian market, consumers started to gain influence over the products they bought and raised higher customer expectations. The industry produced more models, styling options, prices, and different fuel efficiencies. The foreign companies new technologies helped make the products more reliable and with be tter quality. Indian companies had to change to keep up with their global counterparts. Hero Honda Motorcycles Limited is an Indian manufacturer of motorcycles and scooters. Hero Honda is a joint venture that began in 1984 between the Hero group of India and Honda from Japan. It has been the worlds biggest manufacturer of 2-wheeled motorized vehicles since 2001, when it produced 1. 3 million motorbikes in a single year. Hero Hondas Splendor is the worlds largest selling motorcycle. Its 2 plants are in Dharuhera and Gurgaon, both in Haryana, India. It specializes in dual use motorcycles that are low powered but very fuel efficient. [Models] Bikes ? Hero Honda Splendor Plus ? Hero Honda Passion Plus ? Hero Honda Karizma ? Hero Honda CBZ ? Hero Honda Super Splendor Hero Honda CD Dawn ? Hero Honda CD Deluxe ? Hero Honda Achiever ? Hero Honda Glamour ? Hero Honda Ambition Hero Honda Splendor Model COMPANY PROFILE Ã¢â¬Å"HeroÃ¢â¬ , is the brand name used by the Munjal brothers in the year 1956 with the flagship company Hero Cycles. The two-wheeler manufacturing business of bicycle components had originally started in the 1940Ã¢â¬â¢s and turned into the wor ldÃ¢â¬â¢s largest bicycle manufacturer today. Hero, is a name synonymous with two-wheelers in India today. The Munjals roll their own steel, make free wheel bicycle critical components and have diversified into different ventures like product design. The Hero Group philosophy is: Ã¢â¬Å"To provide excellent transportation to the common man at easily affordable prices and to provide total satisfaction in all its spheres of activityÃ¢â¬ . The Hero group vision is to build long lasting relationships with everyone (customers, workers, dealers and vendors). The Hero Group has a passion for setting higher standards and Ã¢â¬Å"Engineering SatisfactionÃ¢â¬ is the prime motivation, way of life and work culture of the Group. In the year 1984, Mr. Brijmohan Lal Munjal, the Chairman and Managing Director of Hero Honda Motors (HHM), headed an alliance between the Munjal family and Honda Motor Company Ltd. HMC). HHM Mission Statement is: Ã¢â¬Å"We, at Hero Honda, are continuously striving for synergy between technology, systems, and human resources to provide products and services that meet the quality, performance, and price aspirations of our customers. While doing so, we maintain the highest standards of ethics and societal responsibil ities, constantly innovate products and processes, and develop teams that keep the momentum going to take the company to excellence in the new millenniumÃ¢â¬ . This alliance became one of the most successful joint ventures in India, until the year 1999 when HMC had announced a 100% subsidiary, Honda Motorcycle Scooter India (HMSI). This announcement caused the HHM stock price to decrease by 30 percent that same day. Munjal had to come up with some new strategic decisions as, HMSI and other foreign new entry companies were causing increased intensity of rivalry for HHM. GROWTH The business growth of Hero Honda has been phenomenal throughout its early days. The Munjal family started a modest business of bicycle components. Hero Group expanded so big that by 2002 they had sold 86 million bicycles producing 16000 bicycles a day. Today Hero Honda has an assembly line of 9 different models of motorcycles available. It holds the record for most popular bike in the world by sales for Its Splendor model. Hero Honda Motors Limited was established in joint venture with Honda Motors of Japan in 1984, to manufacture motorcycles. It is currently the largest producer of Two Wheelers in the world. It sold 3 million bikes in the year 2005-2006. Recently it has also entered in scooter manufacturing, with its model PLEASURE mainly aimed at girls. The Hero Group has done business differently right from the start and that is what has helped them to achieve break-through in the competitive two-wheeler market. The Groups low key, but focused, style of management has earned the company plaudits amidst investors, employees, vendors and dealers, as also worldwide recognition. The growth of the Group through the years has been influenced by a number of factors: Just-in-Time The Hero Group through the Hero Cycles Division was the first to introduce the concept of just-in-time inventory. The Group boasts of superb operational efficiencies. Every assembly line worker operates two machines simultaneously to save time and improve productivity. The fact that most of the machines are either developed or fabricated in-house, has resulted in low inventory levels. In Hero Cycles Limited, the just-in-time inventory principle has been working since the beginning of production in the unit and is functional even till date.. This is the Japanese style of production and in India; Hero is probably the only company to have mastered the art of the just-in-time inventory principle. Ancillarisation An integral part of the Group strategy of doing business differently was providing support to ancillary units. There are over 300 ancillary units today, whose production is dedicated to Heros requirements and also a large number of other vendors, which include some of the better known companies in the automotive segment. Employee Policy: Another Striking feature within the Hero Group is the commitment and dedication of its workers. There is no organized labor union and family members of employees find ready employment within Hero. The philosophy with regard to labor management is Hero is growing, grow with Hero. When it comes to workers benefits, the Hero Group is known for providing facilities, further ahead of the industry norms. Long before other companies did so, Hero was giving its employees a uniform allowance, as well as House Rent Allowance (HRA) and Leave Travel Allowance (LTA). Extra benefits took the form of medical check-ups, not just for workers, but also for the immediate family members. Dealer Network The relationship of Hero Group with their dealers is unique in its closeness. The dealers are considered a part of the Hero family. A nation-wide dealer network comprising of over 5,000 outlets, and have a formidable distribution system in place. Sales agents from Hero travels to all the corners of the country, visiting dealers and send back daily postcards with information on the stock position that day, turnover, fresh purchases, anticipated demand and also competitor action in the region. The manufacturing units have a separate department to handle dealer complaints and problems and the first response is always given in 24 hours. Financial Planning The Hero Group benefits from the Group Chairmans financial acumen and his grasp on technology, manufacturing and marketing. Group Company, Hero Cycles Limited has one of the highest labor productivity rates in the world. In Hero Honda Motors Limited, the focus is on financial and raw material management and a low employee turnover. Quality Quality at Hero is attained not just by modern plants and equipment and through latest technology, but by enforcing a strict discipline. At the Group factories, attaining quality standards is an everyday practice a strictly pursued discipline. It comes from an amalgamation of the latest technology with deep-rooted experience derived from nearly four decades of hard labor. It is an attitude that masters the challenge of growth and change change in consumers perceptions about products and new aspirations arising from a new generation of buyers. Constant technology up gradation ensures that the Group stays in the global mainstream and maintains its competitive edge. With each of its foreign collaborations, the Group goes onto strengthen its quality measures as per the book. The Group also employs the services of independent experts from around the world to assist in new design and production processes. Diversification Throughout the years of enormous growth, the Group Chairman, Mr. Lall has actively looked at diversification. A considerable level of backward integration in its manufacturing activities has been ample in the Groups growth and led to the establishment of the Hero Cycles Cold Rolling Division, Munjal and Sunbeam Castings, Munjal Auto Components and Munjal Showa Limited amongst other component-manufacturing units. Then there were the expansion into the automotive segment with the setting up of Majestic Auto Limited, where the first indigenously designed moped, Hero Majestic, went into commercial production in 1978. Then came Hero Motors which introduced Hero Puch, in collaboration with global technology leader Steyr Daimler Puch of Austria. Hero Honda Motors was established in 1984 to manufacture 100 cc motorcycles. The Hero Group also took a venture into other segments like exports, financial services, information technology, which includes customer response services and software development. Further expansion is expected in the areas of Insurance and Telecommunication. The Hero Groups phenomenal growth is the result of constant innovations, a close watch on costs and the dynamic leadership of the Group Chairman, characterized by a culture of entrepreneurship, of right attitudes and building stronger relationships with investors, partners, vendors and dealers and customers TVS MOTOR COMPANY The TVS group was established in 1911 by Shri. T. V. Sundaram Iyengar. As one of IndiaÃ¢â¬â¢s largest industrial entities it epitomizes Trust, Value and Service. It all began way back in 1984 when Sundaram Clayton Limited (A TVS Group company) introduced its 50 CC mopeds in the arena of road racing, notching up unbelievable speeds of 105 kmph. Since then, there has been no looking back for TVS Motor Company. TVS Racing was established in 1987 with the objective of improving the performance of its bikes. Over the years it has provided valuable data, design inputs, development of reliable motorcycle models, excellent vehicle dynamics handling etc. The true evidence of it is seen in todays TVS Victor and TVS Fiero. Today, there are over thirty companies in the TVS Group, employing more than 40,000 people worldwide and with a turnover in excess of USD 2. 2 billion. With steady growth, expansion and diversification, TVS commands a strong presence in manufacturing of two-wheelers, auto components and computer peripherals. We also have vibrant businesses in the distribution of heavy commercial vehicles passenger cars, finance and insurance. TVS Motor Company Limited, the flagship company of the USD 2. billion TVS Group, is the third largest two-wheeler manufacturer in India and among the top ten in the world, with an annual turnover of over USD 650 million. The year 1980 is one to be remembered for the Indian two-wheeler industry, with the roll out of TVS 50, Indias first two-seater moped that ushered in an era of affordable personal transportation. For the Indian Automobile sector, it was a breakthrough to be etched in history. TV S Motor Company is the first two-wheeler manufacturer in the world to be honoured with the hallmark of Japanese Quality Ã¢â¬â The Deming Prize for Total Quality Management. OBJECTIVES OF THE RESEARCH 1. To analyze the customer satisfaction. 2. To analyze the customer preference. 3. To know which manufacturer is providing better services. 4. To analyze after sales services of bikes. 5. To study the behavioral factors of consumers in motor bikes. 6. To suggest various factors to improve sales. RESEARCH METHODOLOGY It is well known fact that the most important step in marketing research process is to define the problem. Choose for investigation because a problem well defined is half solved. That was the reason that at most care was taken while defining various parameters of the problem. After giving through brain storming session, objectives were selected and the set on the base of these objectives. A questionnaire was designed major emphasis of which was gathering new ideas or insight so as to determine and bind out solution to the problems. DATA SOURCE Research included gathering both Primary and Secondary data. Primary data is the first hand data, which are selected a fresh and thus happen to be original in character. Primary Data was crucial to know various customers and past consumer views about bikes and to calculate the market share of this brand in regards to other brands. Secondary data are those which has been collected by some one else and which already have been passed through statistical process. Secondary data has been taken from internet, newspaper, magazines and companies web sites. RESEARCH APPROACH The research approach was used survey method which is a widely used method for data collection and best suited for descriptive type of research survey includes research instrument like questionnaire which can be structured and unstructured. Target population is well identified and various methods like personal interviews and telephone interviews are employed. SAMPLING UNIT It gives the target population that will be sampled. This research was carried in Indore (Distt. Indore). These were 90 respondents. DATA COMPLETION AND ANALYSIS After the data has been collected, it was tabulated and findings of the project were presented followed by analysis and interpretation to reach certain conclusions. SCOPE My project was based on the A COMPARATIVE STUDY OF PROFESSIONAL AND TRADITIONAL COLLEGE STUDENTS PERCEPTION TOWARDS TWO WHEELER BRANDS and data was taken in the City Indore only. LIMITATION 1. Research work was carried out in one Distt of U. P. (INDORE) only the finding may not be applicable to the other parts of the country because of social and cultural differences. 2. The sample was collected using connivance-sampling techniques. As such result may not give an exact representation of the population. 3. Shortage of time is also reason for incomprehensiveness. 4. The views of the people are biased therefore it doesnÃ¢â¬â¢t reflect true picture. Q1) Which bike do you have? Hero Honda |30 | | | | |Bajaj |30 | | | | |Any other |30 | | | | INTERPRETATION: Out of the sample size of 90 customers, 30 customers are of Hero Honda, 30 are of Bajaj and 30 customers of TVS bikes are taken into consideration. |Q2) Which Model do you Have? | | | | | | | | | | |Hero Honda | |Bajaj | |TVS | | | | | | | | | |Splender |13 |CT 100 |5 |Flame |4 | | | | | | | | |Passion |5 |Discover |11 |Star City |9 | | | | | | | | |Karizma |2 |Pulsar |10 |Apache |7 | | | | | | | | |Any othe r |10 |Any other |4 |Any other |10 | | | | | | | | HERO HONDA INTERPRETATION: In Hero Honda mostly the customers are having splendor while the ratio of the customers using Passion, Karizma and other bikes are comparatively low. BAJAJ INTERPRETATION: In Bajaj the customers are giving more preference to Discover and Pulsar models. TVS INTERPRETATION:- In TVS Bikes the customers are givig more preference to the other models rather than Flame,Starcityand Apache. |Q3) In which family Income level do you Fall? | | | |100000-200000 |22 | | | | |200000-300000 |45 | | | | |300000-400000 |23 | | | | |above 400000 |10 | | | | INTERPRETATION: The maximum numbers of customers that are using these bikes fall in the income group of 200000-300000. While this ratio is minimum in case of customers whose income level fall between 300000-400000. |Q4) For how long do you own a bike? | | | | | |0-1 year |34 | | | | | |1-2 year | |29 | | | | | |2-3 year | |26 | | | | | |above 3 year | |11 | | | | | INTERPRETATION: It is observed that mostly the customers are having new bikes. | |Q5) For what purpose do you use your Motor Bike? | | | | | | | | | | | | |Hero Honda | |Bajaj |TVS | | | | | | | | | | |Office Purpose |13 | |42 |38 | | | | | | | | | | | |Personal purpose |17 | |15 |27 | | | | | | | | | | | |Joy Purpose |10 | |18 |10 | | | | | | | | | | | |Other |40 | |15 |15 | | | | | | | | | | | | | | | | | | INTERPRETATION:- The customers are using their bikes mostly for official and personal purpose. | |Q6) How do you come to know about this Motor Bike? | | | | | | | | | | | |Hero Honda |Bajaj |TVS | | | | | | | | | | |Newspaper |28 |33 |22 | | | | | | | | | | |Television |22 |28 |18 | | | | | | | | | | |Magazine |8 |16 |28 | | | | | | | | | | |Friends Relative |37 |13 |22 | | | | | | | | | | | | | | | | INTERPRETATION: It is observed that the awareness of Hero Honda bikes mostly comes from friends while of Bajaj and TVS the awareness comes from newspapers and televisions. Q7) Does Advertisement Influence your decision in choosing a Motor Bike? Yes |65 | | | | |No |15 | | | | |CanÃ¢â¬â¢t say |10 | | | | INTERPRETATION: Out of the sample size of 90 customers, 65 customers agrees with the fact that advertisements play a very significant role in influencing their behavior to choose the bike. On the other hand 15 customers do not agree to this fact. While remaining 10 customers are not sure about it. Q8 Are you satisfied with the performance of the bike that you are currently havin? Yes |55 | | | | |No |28 | | | | |CanÃ¢â¬â¢t say |7 | | | | INTERPRETATION:- Out of the sample size of 90 customers, 55 customers says that they are satisfied with the performance of their bikes. On the other hand 28 customers are not satisfied with the performance of the bikes that they are having. While the remaining 10 customers are unable to say anything. |Q9) Do you have full knowledge about Bikes before buying? | | | | | | | |Hero Honda |Bajaj |TVS | | | | | | |Yes | 42 |34 |37 | | | | | | |No |37 |27 |22 | | | | | | |CanÃ¢â¬â¢t Say |11 |29 |31 | | | | | | INTERPRETATION:- It is observed that most of the customers are having full knowledge of the bike before purchasing. |Q10) Which Factor below Influence your decision? | | | | | | | | |Hero Honda | |Bajaj |TVS | | | | | | | |Price |17 | |22 |28 | | | | | | | |Mileage |28 | |15 |15 | | | | | | |Quality |11 | |20 |16 | | | | | | | |Resale Value |12 | |14 |17 | | | | | | | |Status symbol |32 | |19 |14 | | | | | | | HERO HONDA INTERPRETATION:- In Hero Honda bikes the mileage of the bike and the value that it adds to the status symbol of the customers influences the decision criteria of most of the customers. BAJAJ INTERPRETATION:- In Bajaj bikes customers gets more influenced by the price and quality of the bike and also they think that it adds value to their prestige. TVS INTERPRETATION: In TVS bike the economic price of the bikes influences the buying behavior of the customers. |Q11) How would you rate the following factors of Bikes with respect to different | |company? | | | | | | | | | | |Hero Honda |Bajaj TVS | | | | | | |Mileage |74% |72% |68% | | | | | | |Price |68% |65% |47% | | | | | | |Pick up |70% |80% |62% | | | | | | |Maintenance |58% |62% |74% | | | | | | |Look Shape |85% |80% |72% | | | | | | |Brand Image |53% |55% |69% | | | | | | INTERPRETATION: It is observed that in rating of different features of different bikes people give maximum rating to the look and shape of the bike. At the second level they give their rating to the pick up. At the third level they rate mileage. And at the fourth level they give points to maintenance. At last they rate price and brand image. |Q12) If new Bike with good features comes in, then would you like to change your bike? | | | | | | | |Hero Honda |Bajaj |TVS | | | | | | | |Yes |10 |16 |14 | | | | | | | | |No |16 |11 |11 | | | | | | | | |CanÃ¢â¬â¢t say |4 |3 |5 | | | | | | | | | | | | | | INTERPRETATION:- It is observed that the customers of Hero Honda bikes are not ready to change their bikes even if a new bike comes in with good features. While majority of the customers of Bajaj and TVS are ready to change their bikes if new bike provides some good features to them. FINDINGS During this research project I came in to contact with many customers who are having bikes. It has been found that in Hero Honda mostly the customers are having splendor while the ratio of the customers using Passion, Karizma and other bikes are comparatively low. In Bajaj the customers are giving more preference to Discover and Pulsar models and in case of TVS Bikes the customers are givig more preference to the other models rather than Flame,Starcityand Apache. The maximum numbers of customers that are using these bikes fall in the income group of 200000-300000. It has been observed that the customers are using their bikes mostly for official and personal purpose. It is observed that the awareness of Hero Honda bikes mostly comes from friends while of Bajaj and TVS the awareness comes from newspapers and televisions. Out of the sample size of 90 customers, 65 customers agree with the fact that advertisements play a very significant role in influencing their behavior to choose the bike. On the other hand 15 customers do not agree to this fact. While remaining 10 customers are not sure about it. When the customers are asked that are they satisfied with the performance of their bikes then most of them agrees to the fact. Out of the sample size of 90 customers, 55 customers says that they are satisfied with the performance of their bikes. On the other hand 28 customers are not satisfied with the performance of the bikes that they are having. While the remaining 10 customers are unable to say anything. It is observed that most of the customers are having full knowledge of the bike before purchasing. It has been seen that In Hero Honda bikes the mileage of the bike and the value that it adds to the status symbol of the customers influences the decision criteria of most of the customers. In Bajaj bikes customers gets more influenced by the price and quality of the bike and also they think that it adds value to their prestige. While in case of TVS bike the economic price of the bikes influences the buying behavior of the customers. It is observed that in rating of different features of different bikes people give maximum rating to the look and shape of the bike. At the second level they give their rating to the pick up. At the third level they rate mileage. And at the fourth level they give points to maintenance. At last they rate price and brand image. It is observed that the customers of Hero Honda bikes are not ready to change their bikes even if a new bike comes in with good features. While majority of the customers of Bajaj and TVS are ready to change their bikes if new bike provides some good features to them. Conclusion 1. Most of the Flame, Apache, Pulsar, CBZ Karizma are purchased by young generation 18 to 30 years because they prefer stylish looks and rest of the models of Hero Honda, TVS and Bajaj are purchased more by daily users who needs more average of bikes than looks. 2. Hero Honda is considered to be most fuel-efficient bike on Indian roads. 3. Service Spare parts are available throughout India in local markets also. 4. While buying a motorcycle, economy is the main consideration in form of maintenance cost, fuel efficiency. 5. Majority of the respondent had bought their motorcycle more than 3 years. RECOMONDATION 1. Bajaj should introduce some more models having more engine power. 2. Hero Honda should think about fuel efficiency in case of upper segment bikes. 3. More service centers should be opened. 4. Maintenance cost and the availability of the spare parts should also be given due importance. 5. They also introduce some good finance/discount schemes for students. 6. The price should be economic. BIBLIOGRAPHY 1. www. herohonda. com 2. www. google. com 3. www. bajaj. com 4. www. twowheeler. com 5. www. extrememachines. com QUESTIONNAIRE |NAME: Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦ | | | |CONTACT No. .Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦. | | | | | | | |20-25 | | |AGE:- | | |15-20 | | | | | | | | | | |Above 30 | | | | | | |25-30 | | | | | | | | |Employee | | |OCCUPATION:- | | | |Businessman | | | | | | | | | | |Other | | | | | | | | | | | | | | | | | | | |Student | | | | | | | | | | | | | |Q1) |Which Bike do you have? | | | | | | | | | | | | | |TVS | | | | | | | | | | | | | | | | | | | | | | | |Q2) |Which Model do you have? | | | | | | | | | |Passion | | |Hero Honda: | | |Splendor | | | | | | | | | | |Other | | | | | | | | | | |Bajaj: | | |CT 100 | | | | | | | | | | | | |TVS:- | | |Flame | | | | | | | | | | | | | | | |200000-300000 | | | | | | | | | | |1-2 year | | | | | | | | | | | |Personal Purpose | | | | | | | | | | | |Television | | | | | | | | | | | | | | | | | | | | | | | | | | | |Q7) |Are you satisfied with the performance of the bike that you are currently having? | | | | | | | | | |CanÃ¢â¬â¢t say | | | | | | | | | | | | | | |CanÃ¢â¬â¢t say | | | | | |Yes | |No | | | | | |Q9) |Do you have full knowledge about Bikes before buying? | | | | | | | | | |CanÃ¢â¬â¢t say | | | | | |Yes | | |No | | | | | | | | | | | | | | | |Q10). Which factor below influence your decision? | | | | | | | | |Quality | | | | | | | | | |Price | | | | | |Resale Value | | | | | | Q11) How would you rate the following factors of bikes with respect to different companies? 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Saturday, April 11, 2020
Using material from item A and elsewhere, assess the claim that the main aim of education policies in the last 25 years has been to create an education market. (20 marks) In the past 25 years, many sociologists have stated that the main purpose of the educations system was to create an education market. Stated in item A, was stated that many policies such as league tables and open enrolments were introduced to help create the education market. Item A also suggests that others may take a different view believing that other policies such as EMA were not necessarily imposed to create an Ã¢â¬Ëeducational marketÃ¢â¬â¢ but more so to create equality amongst all pupils Ã¢â¬â especially disadvantaged social groups. The Education Reform Act was introduced in 1988 providing an information revolution, this was the introduction of league tables and Ofsted reports being produced, this was to create parentocracy and marketization so schools could then start to be treated like a business. We will write a custom essay sample on History of education or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Another policy in which was produced was the introduction of Ã¢â¬Ëacademy schoolsÃ¢â¬â¢. This educational market is a success for the schools who are doing well as it means they are further up the league tables and receive better reports, this means they will get more and more pupils coming to the school, more and more middle class/well achieving pupils and are able to cream skim and select the best pupils, they are also in a position where they are able to Ã¢â¬Ësilt shiftÃ¢â¬â¢ and turn away pupils. This means the well performing schools will receive more formula funding whilst the poor performing schools are losing out on the money. This will lead to schools closing down, just how business will Ã¢â¬Ëgo out of businesses. Further policies were introduced by the Labour government for example Academies were introduced with schools being sponsored by businesses in order to improve them, and faith schools were also introduced with schools being linked to a religion. This again, creates choice and competition between parents and pupils. How ever there was also many policies introduced to help bring equality such as EMA, sure star nurseries, aim higher programmes and education act zones. Though some may claim that the education policies introduced in the last 25 years has been to create either an educational market or more focused on creating equality, it could be argued that both procedures could be considered unfair or a failure amongst the education system. It is more than fair to say the marketization of schools has gave parents more power and more choice in where they send their child to, however some argue that schools like, private, faith, comprehempsive and same gender can widen the social class gap and therefore reproduce and legitimate inequality amongst pupils. Some may disagree with an educational market because it will only advantage the middle-class who are able to use Ã¢â¬Ëcultural capitalÃ¢â¬â¢ in order to play the education game. Middle-class parents are able to send their children to better schools as they can afford the Ã¢â¬Ëcosts of free schoolingÃ¢â¬â¢ as Bull would argue, for example; the costs of resources, travelling, uniforms and in some cases might actually move into the catchment area of better schools in order to increase the chance of their child attending that school. How ever the working class are at a massive disadvantage as they suffer from both cultural deprivation and material deprivation.