...Introduction Bajaj Motors is one of the largest and most competitive two wheeler manufacturing company of the world. It is present in over 50 countries all over the globe. The company is dominantly present in Africa and Latin America with increasing market share every year. Although Bajaj already exporting their product in Nigeria, but we think that they should plan to establish a manufacturing plant in that country. Pro’s and Con’s of entering the market ➢ The two wheeler market runs on high economies of scale. So it is very essential to capture the mass target market. Else, huge loss may occur. ➢ The need for technical expertise is high. ➢ Owning a strong distribution network is important and is very costly. ➢ Suppliers of auto components are fragmented and are extremely critical for this industry since most of the component work will be outsourced. Proper supply chain management is a costly yet a critical need. ➢ The industry rivalry is extremely high with any product being matched in a few months by competitor. This instinct of the industry is primarily driven by the technical capabilities acquired over years of gestation under the technical collaboration with international players. As Bajaj, along with its competitors, such as Hero Honda, TVS, Yamaha, are active at multipoint competitions; it is likely for the competitors to enter if Bajaj is successful at Nigeria. ➢ Petrol prices are always fluctuating in Nigeria. But...
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... ON BAJAJ AUTO PVT LTD. PREPARED BY Pankaj Sankharva (M.B.A. 1st Year) Chirag Manek (M.B.A. 1st Year) R.K. COLLEGE OF BUISNESS MANAGEMENT RAJKOT. (GUJARAT) MAY – JUNE 2006. I Pankaj Sankharva undersigned the student of M.B.A 1st Year. Of R.K. college of Business Management here by declares that the project work presented in this reports is my own work & has been carried out under supervision of Mr. Kumara Anjaria, Sales Manager of “Automotive Manufacturers Pvt Ltd” at Rajkot. It is a authorize showroom and service station of Bajaj Auto. Date:- Place :- Mr. Pankaj Sankharva I n today’s competitive world the practical study forms an important part in each and every professional course. The MBA is a course in which the theoretical knowledge is backed by the practical study. That study is in the form of project. The Summer Training Project is one of the important parts of the curriculum. And each and every student has to work for the project. The summer project enables the students to know more about the application of theoretical knowledge. The current situation of the market is made known to the students when they undertake the project. The project gives better insides into the application part of the theory. The companies in an industry and their operations can be better known by the students when they analyze the data, and prepare the grand project. This project is on the analysis of Two Wheeler market of Bajaj, Services...
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...these sub-brands are endorsed by the parent and yet maintain their own distinguished persona and value proposition in the consumer’s mind. A complete break away from the parent that is the creation of an individual brand would not be possible for Marriott in this case. Primarily because here the consumer is looking for her needs to be met within the universe of Marriott-backed service guarantee. The “endorsement” is necessary. In effect, branding strategies must be guided by, as well as geared towards, achieving a larger goal. Let us consider the examples of telecommunications player Tata DoCoMo and two-wheeler major Bajaj Auto, two brands that have chosen to take completely opposite routes around the same time to illustrate the dos and don’ts of the branding journey. And yet, each has valuable lessons in store for future managers. One versus many The Strategist looks at the recent experiences of TataDoCoMo and Bajaj Auto to check if the textbook assumptions about umbrella versus multiple branding stand true on the ground MASOOM GUPTE he standard view of business growth is that growth is always good, bigger is always better and that companies must grow or die. While every company aspires to grow its business, an expanding business brings with it a host of new risks: too many people, too many locations, too many products and at times, too many brands T to contend with. At least for marketing managers the choice is clear: they have to decide whether they prefer the simplicity...
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...A REPORT ON MARKETING & BRANDING OF BAJAJ PULSAR DTSi SUBMITTED BY: Krishna Prasad Sheena Bansal BAJAJ ‘Hamara Naya Bajaj’ 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 vehicle and produced and sold 1 million vehicles in a year. Bajaj Auto is a major Indian automobile manufacturer. It is India's largest and the world's 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 makes and exports motorscooters, motorcycles and the auto rickshaw. It is widely believed that Bajaj is headed for a de-merger into 2 separate companies: Bajaj Auto and Bajaj Finance. The Forbes Global 2000 list for the year 2005 ranked Bajaj Auto at 1946. [pic] Key Highlights • The total...
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...Report On “Customer based Brand Equity in Motor Bike Sector (Focusing on Bajaj Pulsar)” [pic] Report On “Customer based Brand Equity in Motor Bike Sector (Focusing on Bajaj Pulsar)” SUBMITTED TO Abdullah Mohammed Ibrahim Assistant Professor Department of Business administration Northern Bangladesh University SUBMITTED BY |Name |ID |Section |Semester | |Subrata Karmakar |BBA 080202759 |B |Spring 2011 | |Nazmul Hasan Zubran |BBA 060101625 |B |Spring 2011 | |Kaniz Fatema Sharmin |BBA 080160685 |B |Spring 2011 | |Tanvir Ahmed Masud |BBA 110104010 |B |Spring 2011 | |Saifur Rahman Abir |BBA 110104013 |B |Spring 2011 | Date of submission: 07th April, 2011 Acknowledgement This report is prepared on the basis of the assignment given by Abdullah Mohammed Ibrahim assistant professor of Northern University Bangladesh. It was a...
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...Thoughts of Management Gurus Case Analysis On MARKETING MYOPIA By Theodore Levitt Introduction Marketing myopia is a term used in marketing as well as the title of an important marketing paper written by Theodore Levitt. This paper was first published in 1960 in the Harvard Business Review; a journal of which he was an editor. One of the most important marketing papers ever written was that on ‘Marketing Myopia’ by Theodore Levitt. Some commentators have even gone as far as to suggest that its publication marked the beginning of the modern marketing movement in general. Its theme was that the vision of most organizations was constricted in terms of what they, too narrowly, saw as the business they were in. It exhorted CEOs to re-examine their corporate vision; and redefine their markets in terms of wider perspectives. Myopia means short-sightedness and Levitt claims most failures of firms are due to short-sighted lack of vision in top management. His view of marketing is long-range vision, anticipation of change, and planning for the future. There are numbers of companies and whole industries that went bankrupt or nearly failed due to lack of vision. It was successful in its impact because it was, as with all of Levitt's work, essentially practical and pragmatic. Organizations found that they had been missing opportunities which were plain to see once they adopted the wider view. The impact of the paper was indeed dramatic...
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...Report Auditor’s Report Balance sheet and Profit & Loss Account Bajaj Auto Ltd. and its subsidiaries, consolidated Balance sheet and Profit and Loss Account 4 5 0 24 36 42 52 56 99 2 3 Board of Directors Rahul Bajaj chairman Madhur Bajaj Vice chairman Rajiv Bajaj Managing Director Sanjiv Bajaj executive Director D S Mehta Kantikumar R Podar Shekhar Bajaj D J Balaji Rao J N Godrej S H Khan Ms Suman Kirloskar Naresh Chandra Nanoo Pamnani Manish Kejriwal P Murari Niraj Bajaj Management Rahul Bajaj chairman Madhur Bajaj Vice chairman Rajiv Bajaj Managing Director Sanjiv Bajaj executive Director Pradeep Shrivastava President (engineering) Rakesh Sharma ceo (International Business) R C Maheshwari ceo (commercial Vehicles) S Sridhar ceo (two Wheelers) Abraham Joseph Vice President (Research & Development) C P Tripathi Vice President (corporate) Kevin D’sa Vice President (Finance) K Srinivas Vice President (Human Resources) N H Hingorani Vice President (commercial) S Ravikumar Vice President (Business Development) Auditors Dalal & Shah chartered Accountants cost Auditor A P Raman cost Accountant Bankers Central Bank of India State Bank of India Citibank N A Standard Chartered Bank Bank of America ICICI Bank HDFC Bank Registered under the Indian Companies Act, 1956 Registered office Mumbai-Pune Road Akurdi, Pune 4 035 Works • • • • Mumbai-Pune Road Akurdi, Pune 4 035 Bajaj nagar, Waluj Aurangabad 43 36 chakan Industrial Area chakan, Pune...
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...A RESEARCH REPORT ON “A COMPARATIVE STUDY OF CUSTOMER SATISFACTION TOWARD PERFORMANCE OF HERO HONDA, TVS AND BAJAJ BIKES” (A CASE OF BAREILLY CITY) SUBMITTED FOR APPROVAL FOR CONDUCT OF FIELD RESEARCH FOR PARTIAL FULLFILLMENT OF THE MASTER IN BUSINESS ADMINISTRATION DEGREE FROM U.P. TECHNICAL UNIVERSITY, LUCKNOW Under the Kind Guidance of: Mr. PANKAJ DIXIT Co-ordinator Management R.B.M.I. Bareilly Submitted By: DESH RAJ SINGH M.B.A. IV - Sem Roll No. :-0701670033 SUBMITTED TO: DEPARTMENT OF BUSINESS ADMINISTRATION RAKSHPAL BAHADUR MANAGEMENT INSTITUTE, BAREILLY (U.P.) DECLERATION I, Desh Raj Singh, student of M.B.A IV sem (university roll no.0701670033) at RBMI; hereby declare that I have completed my research report on the topic titled “A COMPARATIVE STUDY OF CUSTOMER SATISFACTION TOWARD PERFORMANCE OF HERO HONDA, TVS AND BAJAJ BIKES” as a compulsory part of my course curriculum. The information provided in the report is original and has not been copied from anywhere. This report is not submitted to any other university/institute for the award of any other degree/diploma. DESH RAJ SINGH MBA IV Sem. Roll No. 0701670033 ACKNOWLEDGEMENT “NO MAN IS COMPLETE IN KNOWLEDGE BUT SINGLE RAY OF KNOWLEDGE CAN BE HELPFUL TO MAN”. The research on “A COMPARATIVE STUDY OF CUSTOMER SATISFACTION TOWARD PERFORMANCE OF HERO HONDA, TVS AND BAJAJ BIKES” has been given to me as part of the curriculum in Two-Years Masters Degree in Business Administration. I...
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...Bajaj Auto operates in all the segments of the two wheelers industry. As a percentage breakup of revenues in FY 2000, 39% was earned through sale of scooters, 22% through motorcycles, 7% via step-thrus, 23% from three wheelers and 3.4% from mopeds. The company is a major player in the 3-wheeler market with almost 81% market share in the year 2000. Traditionally the focus of Bajaj Auto was in the scooters segment in the two wheelers market. But, of late, due to decline in the scooters volume due to shift in consumer preferences, the company has been shifting its focus towards the other high growth segments in the two wheelers. The business mix of Bajaj is constantly changing in line with the changing trends in the two-wheeler market. Now it is is looking towards the motorcycles segment which is expected to witness high growth rates in the future. It is trying hard to cope with the new trends. The unfavorable sales mix due to shift in the consumer preferences from scooters to motorcycles and from step-thrus to scooterettes was instrumental in lowering the margins for Bajaj Auto. To tackle the growing competition and shift in the consumer preferences, Bajaj is entering aggressively into the motorcycles segment to improve its topline growth. In a bid to sustain and expand market share, Bajaj has been increasing its adspend in the recent years apart from offering attractive discounts and incentive schemes to boost sales. The business environment in the two wheelers market has...
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...Since 1945 Bajaj Auto Limited 3rd Annual Report 2009-10 Bajaj Auto Limited 3rd Annual Report 2009-10 Pulsar- AME 2010 Most E cient Use of Branded Content Discover DTS-i Kawasaki Ninja 250R CNBC Overdrive 2010 Bike of the Year CNBC Overdrive 2010 Storyboard Auto Commercial of the Year (Bike) Kawasaki Ninja 250R ET NOW Zigwheels Award 2009 250cc Bike of the Year Kawasaki Ninja 250R Business Standard Motoring 2010 Motoring Bike of the Year Kawasaki Ninja 250R IMOTY 2010 Indian Motorcycle of the Year Pulsar Mania E e Awards 2009 Category: Consumer Durables Recent awards for our products Kawasaki Ninja 250R NDTV Pro t Car & Bike Awards 2010 Two Wheeler of the Year Bajaj Auto NDTV Pro t Car & Bike Awards 2010 Best Integrated Campaign 2 Wheeler Kawasaki Ninja 250R NDTV Pro t Car & Bike Awards 2010 Motorcycle of the Year up to 250cc CONTENTS Management Team ............................................................................................................................................... 3 Chairman’s Letter ................................................................................................................................................... 4 Management Discussion and Analysis .......................................................................................................... 7 Corporate Governance ...................................................................................................................
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...The Company Bajaj Auto is the flagship of the Bajaj Group of Companies. Bajaj is currently India's largest two- and three-wheeler manufacturer and one of the biggest in the world. Bajaj has long left behind its annual turnover of Rs. 72 million (1968), to currently register an impressive figure of Rs. 81.06 billion. Current Situation & Current Performance In FY2013, Bajaj Auto sold over 3.76 million motorcycles in India and abroad. This represented a decline of 2% over FY2012. Sales growth was flat for the industry as a whole. The Company’s share of total motorcycles sale fell marginally to 31.4%. Given extremely muted demand in India, the Company sold 2,463,874 motorcycles in the domestic market during FY2013, which was 4% lower than in the previous year. Share in the domestic market was 24.4% as against 25.4% in FY2012. Urban as well as rural markets were affected by relatively high interest rates on consumer loans, high inflation and a deep sense of uncertainty. Consumer durable purchase decisions were pushed back, and motorcycles were no exception. This was particularly true of models belonging to the upper end Performance segment, which represents a substantial proportion of Bajaj Auto’s motorcycle business. Even so, Bajaj Auto continues to lead at the upper end. It sold a total of ~925,000motorcycles in the upper end Performance segment in FY2013. Share in domestic market was47.4%. The Company’s key brand in this segment, Pulsar, is in its 11th year. To create excitement...
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......................................................................................... 8 Consumer Survey and Results............................................................................................................... 10 Porter’s Five Forces Analysis ................................................................................................................. 13 Positioning ............................................................................................................................................ 15 Future Strategies for Bajaj Pulsar ......................................................................................................... 17 Page 2 Executive Summary The Bajaj Pulsar launched in India in 2001 creating a revolution and a market for itself in motorcycle market. Pulsar targeted males from age 18-20 with a tagline ‘Definitely Male’ which was a huge successful campaign. The first big launch of Bajaj after disassociating from Kawasaki, currently Pulsar has 5 variants in the market with varying engine capacity. Analysis...
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...VS GOLIATH - Situation Synopsis When India opened its automotive sector in the mid-1980s, the country’s largest maker of motor scooters, Bajaj Auto, confronted a predicament similar to what many “emerging-market” companies face. Honda, which sold its scooters, motorcycles, and cars worldwide on the strength of its superior technology, quality, and brand appeal, was planning to enter the Indian market. Its remarkable success selling motorcycles in Western markets and in such nearby countries as Thailand and Malaysia was well known. For the independent-minded Bajaj family, a joint venture with Honda was not an option. But faced with Honda’s superior resources, what else could the company do? Here in this situation David is BAJAJ Auto and Goliath would be HONDA Motors. Why David succeeded? A closer look at the situation convinced Bajaj’s managers that Honda’s advantages were not as formidable as they first appeared. The scooter industry was based on mature and relatively stable technology. While Honda would enjoy some advantages in product development, Bajaj would not have to spend heavily to keep up. The makeup of the Indian scooter market, moreover, differed in many ways from Honda’s established customer base. Consumers looked for low-cost, durable machines, and they wanted easy access to maintenance facilities in the countryside. Bajaj, which sold cheap, rugged scooters through an extensive distribution system and a ubiquitous service network of roadside-mechanic stalls, fit...
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...Contents Board of Directors 02 Management Team 04 Chairman’s Letter 06 Management Discussion and Analysis 09 Corporate Governance 27 General Shareholder Information 46 Directors’ Report (including Annual Report on CSR activities) 55 Standalone Financial Statements 93 Consolidated Financial Statements 147 Board of Directors Management Auditors Rahul Bajaj Chairman Madhur Bajaj Vice Chairman Rajiv Bajaj Managing Director Sanjiv Bajaj Kantikumar R Podar Shekhar Bajaj D J Balaji Rao D S Mehta J N Godrej S H Khan Ms. Suman Kirloskar (Upto 31.03.2015) Naresh Chandra Nanoo Pamnani Manish Kejriwal P Murari Niraj Bajaj Dr. Gita Piramal (From 01.04.2015) Rahul Bajaj Chairman Dalal & Shah Chartered Accountants Madhur Bajaj Vice Chairman Secretarial Auditor Rajiv Bajaj Managing Director Bankers Pradeep Shrivastava Chief Operating Officer R C Maheshwari President (Commercial Vehicle Business) Central Bank of India State Bank of India Citibank N A Standard Chartered Bank Bank of America ICICI Bank HDFC Bank Rakesh Sharma President (International Business) Registered under the Companies Act, 1956 Eric Vas President (Motorcycle Business) Registered Office Abraham Joseph Chief Technology Officer Audit Committee Nanoo Pamnani, Chairman S H Khan D J Balaji Rao Naresh Chandra Stakeholders Relationship Committee D J Balaji Rao, Chairman ...
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...How to improve sales of Bajaj Pulsar: A consumer insight Submitted By Ravi Shekhar Kumar Table of Contents 1. Introduction 4 1.1 Background 4 2. Research Framework 5 2.1 Research Proposal 5 2.2 Research Objectives 6 3. Research Methodology 7 3.1 Literature Survey 7 3.2 Qualitative Research 9 3.4 Research Hypothesis Development 10 3.5 Measure Development 14 3.6 Data Analysis Plan 15 4. Conclusion 18 Annexure-A (Details of Indepth Interview) 19 Annexure-B (Hypothesis) 20 Annexure-C (Sample Instrument) 21 References: 29 Executive Summary Objectives: The growth of Indian Motorcycle market has plummeted in 2008-09 and this has affected Pulsar, a flagship brand of Bajaj Auto Limited. The market share of Pulsar in the premium segment of motorcycle has declined by around 8% in the last two years. Therefore, in this project work our aim to develop strategy for improving sales of Bajaj Pulsar. Research Methodology: To understand the consumers’ expectation and satisfaction from the purchases of motorcycle, we have done qualitative research to identify the underlying motives for the purchase of Motorcycle. We have formulated a set of research problem to address our management decision problem. These research problems have helped us in identification variables relevant to our study. Using these variables we proposed a set hypothesis. Finally to test these hypotheses, we have developed an instrument and also proposed a tentative data Analysis plan...
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