ISSN

2321-5763 (Online)
0976-495X (Print)


Author(s): Meeravali Shaik, K. V Ramesh, G.Vasu, N. V. Raghubabu

Email(s): meeravalimba@gmail.com , rameshr9000@gmail.com , vasuhr01@gmail.com , nvragmba@gmail.com

DOI: 10.5958/2321-5763.2017.00123.8   

Address: Dr. Meeravali Shaik1, Mr. K. V Ramesh2, Mr. G.Vasu3, Mr. N. V. Raghubabu3
1Professor, Department of Business Administration, Rise Krishna Sai Prakasm Group of Institutions, Ongole
2Research scholar & Assistant Professor, Department of Business Administration, Rise Krishna Sai Prakasm Group of Institutions, Ongole
3Research Scholar (ANU) & Asst. Prof., Department of Business Administration, Rise Krishna Sai Prakasm Group of Institutions, Ongole
*Corresponding Author

Published In:   Volume - 8,      Issue - 3,     Year - 2017


ABSTRACT:
Consumer of our life we are buying and consuming an incredible variety of goods and services. The seller’s market has disappeared and buyers market has come up. This led to paradigm shift of the manufacturer’s attention from product to consumer and specially focused on the consumer behavior. However, we all have different tastes, likes and dislikes and adopt different behavior patterns while making purchase decisions. Motorcycle is usually a luxury good in the developed world, where it is used mostly for recreation, as a lifestyle accessory or a symbol of personal identity many factors affect how we, as individuals and as societies, live, buy, and consume. There are three major types of motorcycles: street, off-road, and dual purpose. India is the 2nd largest two wheeler market in the world. It stands next only to China and Japan in terms of the number of two-wheelers produced and the sales of two-wheelers. Product predilection plays a crucial role for purchasing two wheelers, customers are some identical features regarding their two wheelers like mileage, comfort and stylish.


Cite this article:
Meeravali Shaik, K. V Ramesh, G.Vasu, N. V. Raghubabu. Product Predilection on Motor Cycle Industry in Prakasam District. Asian J. Management; 2017; 8(3):781-784. doi: 10.5958/2321-5763.2017.00123.8


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