...PLANNING Learning Objectives – module 2 At the end of the session the student should be able to understand the decision making process, the various types of decision making and the planning process in an organisation. They are also expected to comprehend the outcomes of a planning process like vision, mission, objectives & strategy. The module has 4 sessions Topics – Module 2 (4 sessions) Decision making Types of planning The planning process/ framework Strategic planning in an organisation Outcomes of planning process Hierarchy of strategy MBO – Peter Drucker Decision Making ‘the process of identifying & selecting a course of action to solve a problem / take advantage of an opportunity’ Problem – the discrepancy between ideal & actual situation ‘Problem – something that that endangers the organisations ability to reach its objective Opportunity – some thing that offers a chance to exceed objectives’ Peter F Drucker Problem finding process Deviation from the past experience Deviation from set plan Other people Performance of competitors intuition Problem finding - errors False association of events False expectation False self perception & social image Other factors Threshold of problem recognition Setting priorities Selecting the right ones – leave the easy ones Allow self solutions Types of DM STRUCTURED Made under established situation i.e. definable, predictable & analysable Called programmed DM Routine problems Application of rules/ procedures/...
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...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 of unified or umbrella branding or the frenetic juggling of a multi brand portfolio. The choice appears simple but it is not one that can be settled by the flip of a coin, or the roll of a dice. In The New Strategic Brand Management, author Jean-Noel Kapferer writes that the decision regarding the number of brands to be retained is closely linked to an analysis of the brand’s...
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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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...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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...Project Report on A STUDY OF FUNCTIONING & STRATEGY OF FIELD FORCES IN INSURANCE BAJAJ ALLIANZ IN PARTIAL FULLFILMENT OF REQUIREMENT OF THE AWARD OF DEGREE OF BACHELOR OF COMMERCE [PROF.] (III) SESSION (2009-10) TABLE OF CONTENTS Sr.No CONTENTS 1. ACKNOWLEDGEMENT 2. INTRODUCTION 3. SECTOR PROFILE 4. COMPANY PROFILE 5. OBJECTIVES OF STUDY 6. RESEARCH METHODOLOGY 7. DATA ANALYSIS & INTERPRETATION 8. CONCLUSION & SUGGESTIONS 9. PROBLEMS IN THE EXECUTIVE TRAINING 10. LEARNING THE EXECUTIVE TRAINING 11. BIBLIOGRAPHY ANNEXURE INTRODUCTION A marketing strategy is a process that can allow an organization to concentrate its (always limited) resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. Marketing strategy as a key part of the general corporate strategy marketing strategy is most effective when it is an integral component of corporate strategy, defining how the organization will engage customers, prospects and competitors in the market arena for success. It is partially derived from broader corporate strategies, corporate missions, and corporate goals. They should flow from the firm's mission statement. They are also influenced by a range of micro environmental factors. Marketing strategy and sectarian tactics and actions A marketing strategy also serves as the foundation of a marketing plan. A marketing plan contains a set of specific actions required to successfully...
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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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...Business Economics Contributors: Prof. Dr. S.S Haridas Prof. Bidhan Datta Prof. Kavita Ingale Prof. Neelkanth Athalye Prof. Dr. Manasi Gore Session Plan SR. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Business Economics (102) Topic Thinking like an Economist & Ten Principles of Economics Circular Flow, National Income, Measurement Identities Business cycle, Indian & Global Experience Types of Inflation (Demand Pull & Cost Push) Inflation & Unemployment Fiscal Policy and Monetary Policy Role of govt. in regulating economy and Recent experiences BOT, BOP & Foreign Exchange Mechanism Overall linkage in economy & Indian Experiences Demand/Supply/Market Equilibrium Elasticity Concept Application of Elasticity Consumer Choice, Utility, Indifference Curves Price, Income & Substitution Effect Law of Variable Proportion & Return to Scale Types of costs and Short Run costs and choosing optimum size of firm Cost Analysis, Long Run cost and cost minimization Perfect Competition Monopoly and Profit maximization Monopolistic Competition 21 Price Discrimination 22 23 24 Oligopoly & its applications Game Theory Revision Assignment 1: The implications of WTO membership for Indian economy in the last 10 years. Hints: Students are to think from the following angles: i) ii) iii) iv) v) vi) vii) Protection of Domestic industries Trade in agricultural products EX-IM policy Stability of currency ...
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...INDIAN TWO-WHEELER INDUSTRY Industry volume growth expected to gear down to 8-9% in 2012-13 ICRA RATING FEATURE MAY 2012 Overview The Indian two-wheeler (2W) industry recorded sales volumes of 13.4 million units in 2011-121, a growth of 14.0% over the previous year. In a year wherein growth in other automobile segments particularly, passenger vehicle (PV) and medium & heavy commercial vehicle (M&HCV), slowed down to single digits - marred by demand slowdown due to northward movement of inflation, fuel prices and interest rates - the 14% growth recorded by the 2W industry remained steady. However, the momentum in the 2W industry’s volume growth too has been losing steam lately as evident from the relatively lower volume growth of 11.0% recorded in H2, 2011-12 (YoY) against a growth of 17.1% recorded in H1, 2011-12 (YoY). The deceleration in growth is largely attributable to the motorcycles segment which grew at a much lower rate of 7.8% (YoY) in H2, 2011-12 vis-à-vis 16.4% in H1, 2011-12; even as the scooters segment continued to post 20%+ (YoY) expansion during both halves of the last fiscal. With this, the share of the scooters segment in the domestic 2W industry volumes increased to 19.1% in 2011-12 from 17.6% in 2010-11. Overall, ICRA expects the domestic 2W industry to report a volume growth of 8-9% in 2012-13 as base effect catches up with the industry that has demonstrated a strong volume expansion over the last three years at cumulative annual growth rate...
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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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... B-Tech (h) - MBA (IT) Table of contents Abstract introduction objectives and scope of the study RESEARCH methodology literature review tata’s nano conclusion recommendations bibliography abstract A strong car brand can create significant value in the automotive industry. The price consumers expect to pay for otherwise identical luxury vehicles can vary as much as $4,000, depending on the car's brand. For mass-market cars, brand helps determine which products a consumer considers buying. Furthermore, superior brands extend their halo across every model of vehicle within the brand. It's no surprise that most auto manufacturers make brand positioning and development a key item on their marketing agenda. Because of the prominent role that brand positioning and development play in many auto manufacturers' business strategies, this research has been conducted under extensive research and analysis to better understand how consumers think about car brands. The study analyzes the set of factors which provide valuable insights into consumer brand perceptions. The consumers have a simple yet sophisticated understanding of what differentiates car brands. Notwithstanding automakers' attempts to distinguish their brands on the basis of lifestyle or emotional imagery, consumers evaluate brands in terms of their earned reputation for product excellence relative to their total ownership cost. Consumers' perceptions are based on their accumulated...
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...2011 Strategic Management Project Report Submitted to: Rajesh S Upadhyayula Submitted By: PGP/14/260 NITESH KUMAR GUPTA PGP/14/280 MAHTAAB KAJLA PGP/14/287 PRACHI CHAWLA PGP/14/290 RAHUL MITTAL PGP/14/313 VINNY ARYA PGP/14/315 VISHAD DUBEY India Yamaha Motors Limited Table of Contents EXECUTIVE SUMMARY .......................................................................................................................... 2 INTRODUCTION ........................................................................................................................................ 3 OUR FOCUS ................................................................................................................................................ 3 YAMAHA INDIA- A BACKGROUND AND NEED FOR CHANGE IN STRATEGY ....................... 3 YAMAHA‟S CHANGING STRATEGY ..................................................................................................... 4 EXTERNAL ENVIRONMENTAL ANALYSIS ......................................................................................... 5 INDUSTRY ANALYSIS - Two Wheeler Geared Bikes .............................................................................. 8 INDUSTRY ATTRACTIVENESS......................................................................................................... 10 COMPETITIOR‟S ANALYSIS ................................................................................................................. 11 INTERNAL ENVIRONMENT...
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...strategy and strategic decisions – characteristics of strategic decisions – levels of strategy – vocabulary of strategy. Strategic Management – the strategic position – strategic choices – strategy into action. 1. What is strategy? 2. Strategic Management 1. War 2.Banking Industry 1. The Great Escape 2. Yes Bank: Competitive Strategy of a Late Entrant Chapter 1 (Text Book) 4 1 & 2 2. Understanding Strategy Development: Strategy Development Process in organizations, Intended & Emergent Strategies, Strategic planning systems –logical incrementalism – the learning organization, multiple processes of strategy development., Multiple processes for strategy development, Strategic leadership, Strategic drift – strategic management in uncertain and complex conditions. 2. Context of Strategy formulation 3. Strategic Leadership 3. Diversified 4. Diversified 3. Jack Welch and Jeffrey Immelt - Continuity and Change in Strategy, Style and Culture at GE 4. Ratan Tata: Leading the Tata Group into the 21st Century Chapter 11 (Text Book) 4 3&4 3. The Strategic Position: The environment – the Macro environment – the PESTEL framework – structural drivers of change – differential impact of environmental influences – scenario building. Industries and sectors – sources of competition – the five forces framework – the dynamics of competition – strategic groups. Organizational fields. Markets – market segments, Critical success factors. Opportunities and threats – strategic gaps – SWOT....
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...Submitted in the partial fulfillment of requirement for theaward of degree in Master of Business Administration (MBA)(2009-20011) Supervised by Submitted By Narender tanwar Rahul GandhiFaculty 09/MBA/040B.S.A.I.T.MFARIDABAD Submitted toController of ExaminationMaharishi Dayanand University, Rohtak PREFACE Marketing should not be looked upon in a vacuum or in isolation. It is an essence taking aview of the whole business organization and its ultimate objective concern for marketingmust penetrate all areas of the enterprise. Market survey in today’s competitive world is amust for every organization.This project is a study of marketing strategy of Hero Honda. The rational behind this particular study is to find out the present market scenario of various brands & to find outthe corporate need and perception. It was a pleasurable experience to conduct a researchon behalf of Hero Honda pertaining to the study of the Automobile Sector.Conclusion and there by recommendation has been arrived at by proper and justifiedinterpretation of the result derived from the above said analytical tools and techniques. DECLARATION I Rahul Gandhi, Class MBA –IV Semester of B.S.A.I.T.M Faridabad hereby declarethat the project entitled “ MARKETING STRATEGY ” HERO HONDA PVT. 2 [pic] [pic][pic]LTD . is an original work and the same has not been submitted to any other institutions for the award of any other degree. The feasible suggestion has been dulyincorporated...
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...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. The oil companies (which represented one of his main examples in the paper) redefined their business as energy rather than just petroleum; although Shell, which embarked upon an investment programme in nuclear power, subsequently regretted this course of action --even good ideas can sometimes lead to unforeseen, and costly, problems. ...
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