Bajaj finance
ranaji34
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Feb 09, 2022
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About This Presentation
research report on bajaj finance
Slide Content
INTRODUCTION
The two wheeler industry has been going steadily over the
years all over the world. India is not an exception for that.
Today India is the second largest manufactures of two wheelers
in the world. It stands next only to Japan and China in terms of
number of two wheelers produced and sold. Until 1990 geared
scooters dominated the two wheelers market so much so that
their sales equalled the combined sales of Motor cycles and
Mopeds. Today the customer preferences have shifted from
geared scooters to motorcycles and also to an extent to the
premium end scooters. With rising fuel cost and more recently
stringent emission norms imposed by the government, there is
a distinct consumer preference for high efficiency. The Honda
story is the story of one man, Soichiro Honda, and his
unparalleled achievement of bringing motor cycles to the
masses. Soichiro Honda was a racer, a businessman, and a
manufacturer. But most of all he was a dreamer. He dreamed
of a better way of making piston rings, founded a small
company, and began production. He dreamed of giving people
everywhere an economical form of transportation, and began
producing small motorcycles, including one built in 1949
The two wheeler industry has been going steadily over the
years all over the world. India is not an exception for that.
Today India is the second largest manufactures of two wheelers
in the world. It stands next only to Japan and China in terms of
number of two wheelers produced and sold. Until 1990 geared
scooters dominated the two wheelers market so much so that
their sales equalled the combined sales of Motor cycles and
Mopeds. Today the customer preferences have shifted from
geared scooters to motorcycles and also to an extent to the
premium end scooters. With rising fuel cost and more recently
stringent emission norms imposed by the government, there is
a distinct consumer preference for high efficiency. The Honda
story is the story of one man, Soichiro Honda, and his
unparalleled achievement of bringing motor cycles to the
masses. Soichiro Honda was a racer, a businessman, and a
manufacturer. But most of all he was a dreamer. He dreamed
of a better way of making piston rings, founded a small
company, and began production. He dreamed of giving people
everywhere an economical form of transportation, and began
producing small motorcycles, including one built in 1949
called the D-Type Dream. He also loved racing too. So his
company built bigger and faster machines, two, four, five and
six-cylinder race bikes and won the Isle of Man. Honda Motor
Company is by far the world's biggest motorcycle maker.
Honda's first motorcycle was born out of necessity in
immediate post World War II Japan, where public
transportation was desperately overcrowded and gasoline
severely restricted. Unique practices create unique
organizations. Honda was established upon the fundamental
belief in the value of each individual. Based on our philosophy,
we respect independent spirit and freedom, equality and mutual
trust of human beings who work for or come in contact with
our company. As such our management policies focus on
developing and enhancing the essential characteristics that
every individual possesses - capacity to think, reason, and most
importantly - the ability to dream. Being the largest producer
of 2-wheelers and one of the most admired companies in the
world definitely thrills us. But what thrills our associates most
is the 'Joy of Creating', one of our missions at Honda, which
promotes working for our own happiness. If you have a passion
for 2-wheelers and possess a challenging spirit, your abilities
company built bigger and faster machines, two, four, five and
six-cylinder race bikes and won the Isle of Man. Honda Motor
Company is by far the world's biggest motorcycle maker.
Honda's first motorcycle was born out of necessity in
immediate post World War II Japan, where public
transportation was desperately overcrowded and gasoline
severely restricted. Unique practices create unique
organizations. Honda was established upon the fundamental
belief in the value of each individual. Based on our philosophy,
we respect independent spirit and freedom, equality and mutual
trust of human beings who work for or come in contact with
our company. As such our management policies focus on
developing and enhancing the essential characteristics that
every individual possesses - capacity to think, reason, and most
importantly - the ability to dream. Being the largest producer
of 2-wheelers and one of the most admired companies in the
world definitely thrills us. But what thrills our associates most
is the 'Joy of Creating', one of our missions at Honda, which
promotes working for our own happiness. If you have a passion
for 2-wheelers and possess a challenging spirit, your abilities
are more important to us rather than which university you
passed from. India will be the biggest global market for
Honda's two-wheeler business by 2015 before eventually
accounting for 30 per cent of its overall market share. At
present, this is 13 per cent but the company is going flat out
with new product launches as part of an aggressive growth
strategy. The 110cc Dream Yuga motorcycle, unveiled at the
Auto Expo here on Thursday, will roll out this year for the mass
market, a segment in which Honda's former partner, the Hero
group, rules the roost with the Splendor and Passion brands.
Honda has been the world's largest motorcycle manufacturer
since 1959, as well as the world's largest manufacturer
of internal combustion engines measured by volume,
producing more than 14 million internal combustion engines
each year. Honda surpassed Nissan in 2001 to become the
second-largest Japanese automobile manufacturer. As of
August 2008, Honda surpassed Chrysler as the fourth largest
automobile manufacturer in the United States. Honda is the
sixth largest automobile manufacturer in the world.
passed from. India will be the biggest global market for
Honda's two-wheeler business by 2015 before eventually
accounting for 30 per cent of its overall market share. At
present, this is 13 per cent but the company is going flat out
with new product launches as part of an aggressive growth
strategy. The 110cc Dream Yuga motorcycle, unveiled at the
Auto Expo here on Thursday, will roll out this year for the mass
market, a segment in which Honda's former partner, the Hero
group, rules the roost with the Splendor and Passion brands.
Honda has been the world's largest motorcycle manufacturer
since 1959, as well as the world's largest manufacturer
of internal combustion engines measured by volume,
producing more than 14 million internal combustion engines
each year. Honda surpassed Nissan in 2001 to become the
second-largest Japanese automobile manufacturer. As of
August 2008, Honda surpassed Chrysler as the fourth largest
automobile manufacturer in the United States. Honda is the
sixth largest automobile manufacturer in the world.
HISTORY OF BAJAJ
In 1769 the first steam-powered automobile capable of human
transportation was built by Nicolas-Joseph Cugnot.
In 1803, Hayden Wischett designed the first car powered by
the de Rivaz engine, an early internal combustion engine that
was fueled by hydrogen.
In 1823 English engineer Samuel Brown invented the first
industrially applied internal combustion engine.
In 1870 Siegfried Marcus built his first combustion engine
powered pushcart, followed by four progressively more
sophisticated combustion-engine cars over a 10-to-15-year
span that influenced later cars. Marcus created the two-
cycle combustion engine.
[citation needed]
The car's second
incarnation in 1880 introduced a four-cycle, gasoline-powered
engine, an ingenious carburetor design and magneto ignition.
He created an additional two models further refining his
design with steering, a clutch and a brake.
The four-stroke petrol internal combustion engine that still
constitutes the most prevalent form of modern automotive
propulsion was patented by Nicolaus Otto. The similar four-
stroke diesel engine was invented by Rudolf Diesel. The
hydrogen fuel cell, one of the technologies hailed as a
replacement for gasoline as an energy source for cars, was
discovered in principle by Christian Friedrich Schönbein in
1838. The battery electric car owes its beginnings to Ányos
Jedlik, one of the inventors of the electric motor, and Gaston
Planté, who invented the lead–acid battery in 1859.
[citation needed]
In 1882 the Italian Enrico Bernardi created the first petrol-
powered vehicle, a tricycle for his son Louis. He drove it
through the street of a village near the Italian city
of Verona.
[citation needed]
In 1769 the first steam-powered automobile capable of human
transportation was built by Nicolas-Joseph Cugnot.
In 1803, Hayden Wischett designed the first car powered by
the de Rivaz engine, an early internal combustion engine that
was fueled by hydrogen.
In 1823 English engineer Samuel Brown invented the first
industrially applied internal combustion engine.
In 1870 Siegfried Marcus built his first combustion engine
powered pushcart, followed by four progressively more
sophisticated combustion-engine cars over a 10-to-15-year
span that influenced later cars. Marcus created the two-
cycle combustion engine.
[citation needed]
The car's second
incarnation in 1880 introduced a four-cycle, gasoline-powered
engine, an ingenious carburetor design and magneto ignition.
He created an additional two models further refining his
design with steering, a clutch and a brake.
The four-stroke petrol internal combustion engine that still
constitutes the most prevalent form of modern automotive
propulsion was patented by Nicolaus Otto. The similar four-
stroke diesel engine was invented by Rudolf Diesel. The
hydrogen fuel cell, one of the technologies hailed as a
replacement for gasoline as an energy source for cars, was
discovered in principle by Christian Friedrich Schönbein in
1838. The battery electric car owes its beginnings to Ányos
Jedlik, one of the inventors of the electric motor, and Gaston
Planté, who invented the lead–acid battery in 1859.
[citation needed]
In 1882 the Italian Enrico Bernardi created the first petrol-
powered vehicle, a tricycle for his son Louis. He drove it
through the street of a village near the Italian city
of Verona.
[citation needed]
In 1885, Karl Benz developed a petrol or gasoline-powered
automobile.
[3]
This is also considered to be the first
"production" vehicle as Benz made several identical copies.
The automobile was powered by a single cylinder four-stroke
engine
[citation needed]
.
The first four-wheeled petrol-driven automobile in Britain
was built in Walthamstow by Frederick Bremer in 1892.
Another was made in Birmingham in 1895 by Frederick
William Lanchester, who also patented the disc brake.
In 1908, the Ford Model T, created by the Ford Motor
Company, began production and would become the first
automobile to be mass-produced on a moving assembly
line.
[4]
From 1913 to 1927, Ford produced over 15,000,000
Model T automobiles.
[4]
automobile.
[3]
This is also considered to be the first
"production" vehicle as Benz made several identical copies.
The automobile was powered by a single cylinder four-stroke
engine
[citation needed]
.
The first four-wheeled petrol-driven automobile in Britain
was built in Walthamstow by Frederick Bremer in 1892.
Another was made in Birmingham in 1895 by Frederick
William Lanchester, who also patented the disc brake.
In 1908, the Ford Model T, created by the Ford Motor
Company, began production and would become the first
automobile to be mass-produced on a moving assembly
line.
[4]
From 1913 to 1927, Ford produced over 15,000,000
Model T automobiles.
[4]
COMPANY PROFILE
The Bajaj Group is amongst the top 10 business houses in
India. Its footprint stretches over a wide range of industries,
spanning automobiles (two wheelers manufacturer and three
wheelers manufacturer), home appliances, lighting, iron and
steel, insurance, travel and finance. The group's flagship
company, Bajaj Auto, is ranked as the world's fourth largest
three and two wheeler manufacturer and the Bajaj brand is
well-known across several countries in Latin America, Africa,
Middle East, South and South East Asia. Founded in 1926, at
the height of India's movement for independence from the
British, the group has an illustrious history. The integrity,
dedication, resourcefulness and determination to succeed
which are characteristic of the group today, are often traced
back to its birth during those days of relentless devotion to a
common cause. Jamnalal Bajaj, founder of the group, was a
close confidant and disciple of Mahatma Gandhi. In fact,
Gandhiji had adopted him as his son.
This close relationship and his deep involvement in the
independence movement did not leave Jamnalal Bajaj with
much time to spend on his newly launched business venture.
We are celebrating 125th Birth anniversary of Shri. Jamnalal
Bajaj on 4th of November 2014.
His son, Kamalnayan Bajaj, then 27, took over the reigns of
business in 1942. He too was close to Gandhiji and it was
only after Independence in 1947, that he was able to give his
full attention to the business. Kamalnayan Bajaj not only
consolidated the group, but also diversified into various
manufacturing activities.
The present Chairman of the group, Rahul Bajaj, took charge
of the business in 1965. Under his leadership, the turnover of
the Bajaj Auto the flagship company has gone up from
The Bajaj Group is amongst the top 10 business houses in
India. Its footprint stretches over a wide range of industries,
spanning automobiles (two wheelers manufacturer and three
wheelers manufacturer), home appliances, lighting, iron and
steel, insurance, travel and finance. The group's flagship
company, Bajaj Auto, is ranked as the world's fourth largest
three and two wheeler manufacturer and the Bajaj brand is
well-known across several countries in Latin America, Africa,
Middle East, South and South East Asia. Founded in 1926, at
the height of India's movement for independence from the
British, the group has an illustrious history. The integrity,
dedication, resourcefulness and determination to succeed
which are characteristic of the group today, are often traced
back to its birth during those days of relentless devotion to a
common cause. Jamnalal Bajaj, founder of the group, was a
close confidant and disciple of Mahatma Gandhi. In fact,
Gandhiji had adopted him as his son.
This close relationship and his deep involvement in the
independence movement did not leave Jamnalal Bajaj with
much time to spend on his newly launched business venture.
We are celebrating 125th Birth anniversary of Shri. Jamnalal
Bajaj on 4th of November 2014.
His son, Kamalnayan Bajaj, then 27, took over the reigns of
business in 1942. He too was close to Gandhiji and it was
only after Independence in 1947, that he was able to give his
full attention to the business. Kamalnayan Bajaj not only
consolidated the group, but also diversified into various
manufacturing activities.
The present Chairman of the group, Rahul Bajaj, took charge
of the business in 1965. Under his leadership, the turnover of
the Bajaj Auto the flagship company has gone up from
INR.72 million to INR. 120 billion, its product portfolio has
expanded and the brand has found a global market. He is one
of India’s most distinguished business leaders, bike
manufacturer india and internationally respected for his
business acumen and entrepreneurial spirit.
In 2005, Rahul Bajaj's son Rajiv Bajaj stepped into the shoes
of Managing Director of Bajaj Auto and steered the
organization to becoming a global automobile behemoth. He
introduced the Pulsar range of bikes, that revolutionised the
two wheeler market in India. The legacy of our Auto
Rickshaws have been soaring heights and display unparalleled
market dominance across any automobile segment.
In 2007, Bajaj Auto acquired a 14% stake in KTM that has
since grown to 48%. This partnership catalysed Bajaj Auto’s
endeavour to democratise motorcycle racing in India. Bajaj
Auto today exclusively manufactures Duke range of KTM
bikes and exports them worldwide. In FY2018, KTM was the
fastest growing motorcycle brand in the country
Bajaj Auto has also led the pioneering introduction of India’s
first ever Quadricycle – Qute.
Bajaj Auto exports to 70+ countries and a significant share of
revenues come from Exports. This stands as a testament to the
new brand image – The World’s Favourite Indian.
expanded and the brand has found a global market. He is one
of India’s most distinguished business leaders, bike
manufacturer india and internationally respected for his
business acumen and entrepreneurial spirit.
In 2005, Rahul Bajaj's son Rajiv Bajaj stepped into the shoes
of Managing Director of Bajaj Auto and steered the
organization to becoming a global automobile behemoth. He
introduced the Pulsar range of bikes, that revolutionised the
two wheeler market in India. The legacy of our Auto
Rickshaws have been soaring heights and display unparalleled
market dominance across any automobile segment.
In 2007, Bajaj Auto acquired a 14% stake in KTM that has
since grown to 48%. This partnership catalysed Bajaj Auto’s
endeavour to democratise motorcycle racing in India. Bajaj
Auto today exclusively manufactures Duke range of KTM
bikes and exports them worldwide. In FY2018, KTM was the
fastest growing motorcycle brand in the country
Bajaj Auto has also led the pioneering introduction of India’s
first ever Quadricycle – Qute.
Bajaj Auto exports to 70+ countries and a significant share of
revenues come from Exports. This stands as a testament to the
new brand image – The World’s Favourite Indian.
Products
Bajaj manufactures and sells motorcycles, scooters, auto-
rickshaws and cars. As of 2004, Bajaj Auto was India's largest
exporter of motorcycles.
Bajaj is the first Indian two-wheeler manufacturer to deliver
4-stroke commuter motorcycles with sporty performance for
the Indian market. Bajaj achieved this with the 150cc and
180cc Pulsar.
Motorcycles produced by Bajaj include
the Platina, Discover, Pulsar, Avenger, Dominar 400 and CT
100. In FY 2012–13, it sold approximately
37.6 lakh (3.76 million) motorcycles which accounted for
31% of the market share in India. Of these, approximately
24.6 lakh (2.46 million) motorcycles (66%) were sold
in India and remaining 34% were exported.
Auto rickshaw (three wheeler)
Bajaj is the world's largest manufacturer of auto
rickshaws and accounts for almost 84% of India's three-
wheeler exports. During the FY 2012–13, it sold approx.
4,80,000 three-wheelers which was 57% of the total market
share in India. Out of these 4,80,000 three-wheelers, 53%
were exported and remaining 47% were sold in India.
In Indonesia, Bajaj three-wheelers are "iconic" and
"ubiquitous" to the point that the
word bajaj (pronounced bajay) is used to refer to auto
rickshaws of any kind.
Bajaj manufactures and sells motorcycles, scooters, auto-
rickshaws and cars. As of 2004, Bajaj Auto was India's largest
exporter of motorcycles.
Bajaj is the first Indian two-wheeler manufacturer to deliver
4-stroke commuter motorcycles with sporty performance for
the Indian market. Bajaj achieved this with the 150cc and
180cc Pulsar.
Motorcycles produced by Bajaj include
the Platina, Discover, Pulsar, Avenger, Dominar 400 and CT
100. In FY 2012–13, it sold approximately
37.6 lakh (3.76 million) motorcycles which accounted for
31% of the market share in India. Of these, approximately
24.6 lakh (2.46 million) motorcycles (66%) were sold
in India and remaining 34% were exported.
Auto rickshaw (three wheeler)
Bajaj is the world's largest manufacturer of auto
rickshaws and accounts for almost 84% of India's three-
wheeler exports. During the FY 2012–13, it sold approx.
4,80,000 three-wheelers which was 57% of the total market
share in India. Out of these 4,80,000 three-wheelers, 53%
were exported and remaining 47% were sold in India.
In Indonesia, Bajaj three-wheelers are "iconic" and
"ubiquitous" to the point that the
word bajaj (pronounced bajay) is used to refer to auto
rickshaws of any kind.
Low cost cars
In 2010, Bajaj Auto announced cooperation
with Renault and Nissan Motor to develop a US$2,500 car,
aiming at a fuel efficiency of 30 kilometres per litre
(85 mpg-imp; 71 mpg-US) (3.3 L/100 km), or twice an average
small car, and carbon dioxide emissions of 100 g/km.
On 3 January 2012, Bajaj auto unveiled the Bajaj
Qute (formerly Bajaj RE60), a mini car for intra-city urban
transportation, which is legally classified as a quadricycle.
The target customer group was Bajaj's three-wheeler
customers.
According to its Managing Director Rajiv Bajaj, the RE60
powered by a new 200 cc rear mounted petrol engine will
have a top speed of 70 kilometres per hour (43 mph), a
mileage of 35 kilometres per litre (99 mpg-imp; 82 mpg-US) and
carbon dioxide emissions of 60 g/km.
Acquisitions
Bajaj Auto bought a controlling stake in the Tempo Firodia
company, renaming it "Bajaj Tempo". Germany's Daimler-
Benz owned 16% of Bajaj Tempo, but Daimler sold their
stake back to the Firodia group in 2001. It was agreed that
Bajaj Tempo would gradually phase out the use of the
"Tempo" brand name, as it still belonged to Mercedes-
Benz.
[20][21]
The name of the company was changed to Force
Motors in 2005, dropping "Bajaj" as well as "Tempo", over
the objections of Bajaj Auto with whom the company shares a
long history as well as a compound wall.
[22]
Demerger in 2008[edit]
The demerger of Bajaj Auto Ltd into three corporate entities
— Bajaj Finserv Limited (BFL), Bajaj Auto Ltd (BAL),
In 2010, Bajaj Auto announced cooperation
with Renault and Nissan Motor to develop a US$2,500 car,
aiming at a fuel efficiency of 30 kilometres per litre
(85 mpg-imp; 71 mpg-US) (3.3 L/100 km), or twice an average
small car, and carbon dioxide emissions of 100 g/km.
On 3 January 2012, Bajaj auto unveiled the Bajaj
Qute (formerly Bajaj RE60), a mini car for intra-city urban
transportation, which is legally classified as a quadricycle.
The target customer group was Bajaj's three-wheeler
customers.
According to its Managing Director Rajiv Bajaj, the RE60
powered by a new 200 cc rear mounted petrol engine will
have a top speed of 70 kilometres per hour (43 mph), a
mileage of 35 kilometres per litre (99 mpg-imp; 82 mpg-US) and
carbon dioxide emissions of 60 g/km.
Acquisitions
Bajaj Auto bought a controlling stake in the Tempo Firodia
company, renaming it "Bajaj Tempo". Germany's Daimler-
Benz owned 16% of Bajaj Tempo, but Daimler sold their
stake back to the Firodia group in 2001. It was agreed that
Bajaj Tempo would gradually phase out the use of the
"Tempo" brand name, as it still belonged to Mercedes-
Benz.
[20][21]
The name of the company was changed to Force
Motors in 2005, dropping "Bajaj" as well as "Tempo", over
the objections of Bajaj Auto with whom the company shares a
long history as well as a compound wall.
[22]
Demerger in 2008[edit]
The demerger of Bajaj Auto Ltd into three corporate entities
— Bajaj Finserv Limited (BFL), Bajaj Auto Ltd (BAL),
and Bajaj Holdings and Investment Ltd (BHIL)—was
completed with the shares listing on 26 May 2008.
[23][24]
Bajaj-Kawasaki end partnership in 2017[edit]
In 2017, Bajaj and Kawasaki ended their 8-year sales &
services partnership in India, for the sale and after sales
service of Kawasaki motorcycles, which had been established
in 2009. These Probiking dealerships were later converted
to KTM dealerships. However Bajaj and Kawasaki continue
with their relationship in the rest of the world.
[25]
Bajaj Auto Ltd. made a technical assistance agreement with
Kawasaki Japan in 1984, and since then it had cooperated to
expand production and sales of motorcycles in India.
[26]
Listing and shareholding[edit]
Listing[edit]
Bajaj Auto's equity shares are listed on Bombay Stock
Exchange where it is a constituent of the BSE
SENSEX index,
[27]
and the National Stock Exchange of
India where it is a constituent of the CNX Nifty.
[28]
Shareholding[edit]
On 30 September 2015, 49.29% of the equity shares of the
company were owned by the promoters Bajaj Group and the
remaining were owned by others.
Shareholders (as on 30 September
2015)
Shareholding %
Promoters: Bajaj Group 49.29%
completed with the shares listing on 26 May 2008.
[23][24]
Bajaj-Kawasaki end partnership in 2017[edit]
In 2017, Bajaj and Kawasaki ended their 8-year sales &
services partnership in India, for the sale and after sales
service of Kawasaki motorcycles, which had been established
in 2009. These Probiking dealerships were later converted
to KTM dealerships. However Bajaj and Kawasaki continue
with their relationship in the rest of the world.
[25]
Bajaj Auto Ltd. made a technical assistance agreement with
Kawasaki Japan in 1984, and since then it had cooperated to
expand production and sales of motorcycles in India.
[26]
Listing and shareholding[edit]
Listing[edit]
Bajaj Auto's equity shares are listed on Bombay Stock
Exchange where it is a constituent of the BSE
SENSEX index,
[27]
and the National Stock Exchange of
India where it is a constituent of the CNX Nifty.
[28]
Shareholding[edit]
On 30 September 2015, 49.29% of the equity shares of the
company were owned by the promoters Bajaj Group and the
remaining were owned by others.
Shareholders (as on 30 September
2015)
Shareholding %
Promoters: Bajaj Group 49.29%
Mutual funds, FIs and insurance
companies
08.13%
Foreign institutional investors 14.25%
Individual shareholders 15.12%
Bodies corporate 08.25%
Foreign portfolio investments
corporations
03.51%
GDRs 00.02%
Others 01.43%
Total 100.0%
[29]
As of 31 March 2020, there were 100 funds that had
disclosed positions in the company, including funds by The
Vanguard Group, Dimensional Fund Advisors and Fidelity
Investments.
[30]
Employees[edit]
Bajaj Auto had a total of 10,000 employees as of 2019, of
which 51 were women (0.63%) and 25 were differently-abled
(0.31%).
[31]
It spent ₹650 crore (equivalent to ₹986 crore or
US$140 million in 2019) on employee benefit expenses
during the FY 2012–13. The company is headed by Rahul
companies
08.13%
Foreign institutional investors 14.25%
Individual shareholders 15.12%
Bodies corporate 08.25%
Foreign portfolio investments
corporations
03.51%
GDRs 00.02%
Others 01.43%
Total 100.0%
[29]
As of 31 March 2020, there were 100 funds that had
disclosed positions in the company, including funds by The
Vanguard Group, Dimensional Fund Advisors and Fidelity
Investments.
[30]
Employees[edit]
Bajaj Auto had a total of 10,000 employees as of 2019, of
which 51 were women (0.63%) and 25 were differently-abled
(0.31%).
[31]
It spent ₹650 crore (equivalent to ₹986 crore or
US$140 million in 2019) on employee benefit expenses
during the FY 2012–13. The company is headed by Rahul
Bajaj, whose net worth was around US$2 billion in March
2013.
[32]
Awards and recognitions[edit]
Bajaj Pulsar 135 LS received Bike of the Year 2010
award from BBC TopGear and Bike India.
[33]
Pulsar 220 DTS-Fi received the Bike of the Year 2008
award by all major Indian automobile magazines
like Overdrive, Autocar, Business Standard Motoring
and Bike Top Gear.
[34]
In 2006, Bajaj Auto won the Frost & Sullivan Super
Platinum Award for manufacturing excellence in
its Chakan Plant.
[35]
It received award for The Most Customer Responsive
Company in Automobiles category in a survey
conducted by Economic Times for the years 2004,
2006 and 2008.
[36]
Bajaj Auto received the Bike Maker of the Year award
in ICICI Bank Overdrive Awards 2004.
[37]
Bajaj Pulsar 180 DTS-i won the BBC World Wheels
Viewers Choice Two Wheeler of the Year 2003
award.
[38]
2013.
[32]
Awards and recognitions[edit]
Bajaj Pulsar 135 LS received Bike of the Year 2010
award from BBC TopGear and Bike India.
[33]
Pulsar 220 DTS-Fi received the Bike of the Year 2008
award by all major Indian automobile magazines
like Overdrive, Autocar, Business Standard Motoring
and Bike Top Gear.
[34]
In 2006, Bajaj Auto won the Frost & Sullivan Super
Platinum Award for manufacturing excellence in
its Chakan Plant.
[35]
It received award for The Most Customer Responsive
Company in Automobiles category in a survey
conducted by Economic Times for the years 2004,
2006 and 2008.
[36]
Bajaj Auto received the Bike Maker of the Year award
in ICICI Bank Overdrive Awards 2004.
[37]
Bajaj Pulsar 180 DTS-i won the BBC World Wheels
Viewers Choice Two Wheeler of the Year 2003
award.
[38]
About the Founders
Jamnalal Bajaj (1889–1942)
Founded by the freedom fighter, philanthropist and close
confidante of Mahatma Gandhi Jamanalal Bajaj, the Bajaj
Group is one of the most respected and renowned business
houses of India. Started around eighty years back with a
sugar factory in Lakhimpur Kheri of Uttar Pradesh, the
group has since diversified into a wide variety of business
areas. The group's first sugar plant was one among only
30 sugar mills that pioneered the establishment of the
sugar industry in India. Today, Bajaj Hindusthan Sugar
Ltd is Asia's Number One Sugar company and among the
top four globally. In addition, the Group includes Bajaj
Corp Ltd, a recently setup, Bajaj Energy Limited, Lalitpur
Power Generation Company Ltd. and Bajaj Infrastructure
Development Co. Ltd.
The Bajaj Group is a leading presence with diversified
interest in the sugar and growing Infrastructure sector
including Power, Coal mining and Real Estate; FMCG,
and Ethanol. Bajaj Hindusthan Sugar Limited, the
Group’s flagship company, was set up in November 1931.
Kamalnayan Bajaj (1915–1972)
Kamalnayan Bajaj the eldest son of Jamanalal Bajaj, after
completing his education from University of Cambridge,
England, returned to India to assist his father both in
business and in social service. Kamalnayan Bajaj also a
Jamnalal Bajaj (1889–1942)
Founded by the freedom fighter, philanthropist and close
confidante of Mahatma Gandhi Jamanalal Bajaj, the Bajaj
Group is one of the most respected and renowned business
houses of India. Started around eighty years back with a
sugar factory in Lakhimpur Kheri of Uttar Pradesh, the
group has since diversified into a wide variety of business
areas. The group's first sugar plant was one among only
30 sugar mills that pioneered the establishment of the
sugar industry in India. Today, Bajaj Hindusthan Sugar
Ltd is Asia's Number One Sugar company and among the
top four globally. In addition, the Group includes Bajaj
Corp Ltd, a recently setup, Bajaj Energy Limited, Lalitpur
Power Generation Company Ltd. and Bajaj Infrastructure
Development Co. Ltd.
The Bajaj Group is a leading presence with diversified
interest in the sugar and growing Infrastructure sector
including Power, Coal mining and Real Estate; FMCG,
and Ethanol. Bajaj Hindusthan Sugar Limited, the
Group’s flagship company, was set up in November 1931.
Kamalnayan Bajaj (1915–1972)
Kamalnayan Bajaj the eldest son of Jamanalal Bajaj, after
completing his education from University of Cambridge,
England, returned to India to assist his father both in
business and in social service. Kamalnayan Bajaj also a
man of strict principles, earmarked a large portion of the
income from his family business for public causes and
social service programs. He always had a sense of a larger
social mission, transcending the dictates of business and
the bottom line.
Every new business venture that Kamalnayan got into,
testified to his business acumen. With foresight and a
spirit of zestful enterprise, Kamalnayan acquired ailing
industrial units and then turned them around. He went on
to expand the business by branching into manufacture of
scooter, three-wheeler, cement, alloy casting and
electricals. In 1954, Kamalnayan took over active
management of the Bajaj Group companies.
Ramkrishna Bajaj (1924–1994)
Ramkrishna Bajaj, the younger son of Jamanalal, took
over after the death of his elder brother Kamalnayan Bajaj
in 1972. In addition to shouldering business
responsibilities, Ramkrishna’s energies were largely
directed towards the social service and social welfare
programs of the Bajaj Group. He was of the firm
conviction that he could make an impactful and
meaningful contribution to the community through social
work.
Ramkrishna had a flair and panache for working with
youth. He was elected as the Chairman of World
Assembly for Youth (India) in 1961. He also held the
office of the Managing Trustee of the Indian Youth
Centres Trust, which conceived and created the Vishwa
income from his family business for public causes and
social service programs. He always had a sense of a larger
social mission, transcending the dictates of business and
the bottom line.
Every new business venture that Kamalnayan got into,
testified to his business acumen. With foresight and a
spirit of zestful enterprise, Kamalnayan acquired ailing
industrial units and then turned them around. He went on
to expand the business by branching into manufacture of
scooter, three-wheeler, cement, alloy casting and
electricals. In 1954, Kamalnayan took over active
management of the Bajaj Group companies.
Ramkrishna Bajaj (1924–1994)
Ramkrishna Bajaj, the younger son of Jamanalal, took
over after the death of his elder brother Kamalnayan Bajaj
in 1972. In addition to shouldering business
responsibilities, Ramkrishna’s energies were largely
directed towards the social service and social welfare
programs of the Bajaj Group. He was of the firm
conviction that he could make an impactful and
meaningful contribution to the community through social
work.
Ramkrishna had a flair and panache for working with
youth. He was elected as the Chairman of World
Assembly for Youth (India) in 1961. He also held the
office of the Managing Trustee of the Indian Youth
Centres Trust, which conceived and created the Vishwa
Yuvak Kendra in 1968, a youth development
organization.
Rahul Bajaj(1938 - Present)
Rahul Bajaj, the chairman and managing director of the
Bajaj group is the grandson of Jamnalal Bajaj. He
completed his schooling from Cathedral, a school in
Bombay. Then he further pursued his studies from St
Stephen's College, Delhi, Government Law College,
Mumbai and Harvard University, USA. He took over
control of the Bajaj Group in 1965 and successfully
established one of India's largest conglomerates.
organization.
Rahul Bajaj(1938 - Present)
Rahul Bajaj, the chairman and managing director of the
Bajaj group is the grandson of Jamnalal Bajaj. He
completed his schooling from Cathedral, a school in
Bombay. Then he further pursued his studies from St
Stephen's College, Delhi, Government Law College,
Mumbai and Harvard University, USA. He took over
control of the Bajaj Group in 1965 and successfully
established one of India's largest conglomerates.
The growth
Exit from scooters
Let us take bit of a flashback into the 70's and imagine a
world in B&W. Bajaj introduced its first indigenous
scooter brand - Chetak. Its practicality and reasonable
price made it a blockbuster product for the company.
Bajaj's name became synonymous with scooters, just like
Colgate stood for toothpaste. In the 80's the company
spawned few more brands like Priya, Super etc. and the
brand slogan 'Humara Bajaj' was ubiquitous. In the
absence of a formidable competition, the company had a
near monopoly in two -wheelers.
HeroHonda's-entry-in-1984
HH started offering motorcycles to the Indian customers.
Share of motorcycles among two wheelers increased
gradually. Bajaj kept its fingers crossed on the scooter
segment.
Entry of Honda Motorcycles and Scooters India in
2001
HMSI launched Activa gearless scooter which quickly
became a success because of its easy handling, electric
start, refined engine and distinct looks. Customers started
migrating towards Honda and Bajaj's geared scooters
began to appear ancient. Undisputed leadership often
Exit from scooters
Let us take bit of a flashback into the 70's and imagine a
world in B&W. Bajaj introduced its first indigenous
scooter brand - Chetak. Its practicality and reasonable
price made it a blockbuster product for the company.
Bajaj's name became synonymous with scooters, just like
Colgate stood for toothpaste. In the 80's the company
spawned few more brands like Priya, Super etc. and the
brand slogan 'Humara Bajaj' was ubiquitous. In the
absence of a formidable competition, the company had a
near monopoly in two -wheelers.
HeroHonda's-entry-in-1984
HH started offering motorcycles to the Indian customers.
Share of motorcycles among two wheelers increased
gradually. Bajaj kept its fingers crossed on the scooter
segment.
Entry of Honda Motorcycles and Scooters India in
2001
HMSI launched Activa gearless scooter which quickly
became a success because of its easy handling, electric
start, refined engine and distinct looks. Customers started
migrating towards Honda and Bajaj's geared scooters
began to appear ancient. Undisputed leadership often
leads to indifference and ignorance (remember Kodak?).
Bajaj went into a dormant state and failed to wake up to
changing market dynamics until it was too late. It tied up
with Kawasaki to enter into motorcycles in 1986 but found
itself lagging behind. The iconic Chetak ran on ventilator
support and was killed in 2005.
In a last minute attempt to salvage volumes, Bajaj came
up with its gearless scooter 'Kristal' in 2006 which failed
miserably. Once a dominating force, their market share
fell significantly by 2009. MD Rajiv Bajaj decided to
vacate the scooter segment citing focus on motorcycles.
This is where we feel the company left the mine just before
striking gold. Increased acceptance of modern gearless
scooters among all age groups led to a phenomenal growth
of this segment. Share of scooters has increased from 14
per cent in FY08 to about 25 per cent in FY14 and the
absence of Bajaj served the growth pie in a platter to
Honda, that too for free!
The idea to completely back off from scooters was not the
ideal one because Bajaj had an extremely strong image of
a scooter manufacturer with a high brand recall. 'Humara
Bajaj' jingle still resonated with people. That image had to
be shed and converted to Bajaj as a motorcycle maker,
which was extremely tough even after spending
truckloads of money on promotion. A new manufacturing
plant along with R&D and product development facilities
had to be established, which meant spending of more
money.
Bajaj's dealers which were used to sell scooters now had
to be re-trained to sell motorcycles. Also, the distribution
network had to be modified. Add few more truckloads of
Bajaj went into a dormant state and failed to wake up to
changing market dynamics until it was too late. It tied up
with Kawasaki to enter into motorcycles in 1986 but found
itself lagging behind. The iconic Chetak ran on ventilator
support and was killed in 2005.
In a last minute attempt to salvage volumes, Bajaj came
up with its gearless scooter 'Kristal' in 2006 which failed
miserably. Once a dominating force, their market share
fell significantly by 2009. MD Rajiv Bajaj decided to
vacate the scooter segment citing focus on motorcycles.
This is where we feel the company left the mine just before
striking gold. Increased acceptance of modern gearless
scooters among all age groups led to a phenomenal growth
of this segment. Share of scooters has increased from 14
per cent in FY08 to about 25 per cent in FY14 and the
absence of Bajaj served the growth pie in a platter to
Honda, that too for free!
The idea to completely back off from scooters was not the
ideal one because Bajaj had an extremely strong image of
a scooter manufacturer with a high brand recall. 'Humara
Bajaj' jingle still resonated with people. That image had to
be shed and converted to Bajaj as a motorcycle maker,
which was extremely tough even after spending
truckloads of money on promotion. A new manufacturing
plant along with R&D and product development facilities
had to be established, which meant spending of more
money.
Bajaj's dealers which were used to sell scooters now had
to be re-trained to sell motorcycles. Also, the distribution
network had to be modified. Add few more truckloads of
money. Cost of lost opportunity. Probably worth more
truckloads of money than the above three combined. If
Bajaj stayed and captured even 15 per cent of the market,
it would have earned more volumes than it currently gets
from Platina.
Absence from scooter segment will continue to hurt Bajaj
as scooters are likely to grow faster than motorcycles in
the years to come.
Entry-into-Motorcycles
Bajaj's motorcycle journey began in 1986 with economy
bike KB100 in collaboration with Kawasaki of Japan. The
bike stayed in production for 10 years and spawned
several variants. It was replaced with Boxer in 1997 which
was further succeeded by CT100 in 2004.
Executive commuter bike Caliber was launched in 1998
and managed 1 lakh units within 12 months. It got
succeeded by Wind 125 standard street bike in in 2003.
This bike was rebadged within a year as Discover for the
125cc segment and the 100cc version was launched as
Platina in 2006.
Bajaj entered the Premium bike segment with Pulsar and
Eliminator in 2001. The Pulsar brand turned out to be a
huge success for the company. Tens of design changes and
hundreds of variants later it still continues. Eliminator was
eliminated in 2005 and replaced with Avenger in 2005.
truckloads of money than the above three combined. If
Bajaj stayed and captured even 15 per cent of the market,
it would have earned more volumes than it currently gets
from Platina.
Absence from scooter segment will continue to hurt Bajaj
as scooters are likely to grow faster than motorcycles in
the years to come.
Entry-into-Motorcycles
Bajaj's motorcycle journey began in 1986 with economy
bike KB100 in collaboration with Kawasaki of Japan. The
bike stayed in production for 10 years and spawned
several variants. It was replaced with Boxer in 1997 which
was further succeeded by CT100 in 2004.
Executive commuter bike Caliber was launched in 1998
and managed 1 lakh units within 12 months. It got
succeeded by Wind 125 standard street bike in in 2003.
This bike was rebadged within a year as Discover for the
125cc segment and the 100cc version was launched as
Platina in 2006.
Bajaj entered the Premium bike segment with Pulsar and
Eliminator in 2001. The Pulsar brand turned out to be a
huge success for the company. Tens of design changes and
hundreds of variants later it still continues. Eliminator was
eliminated in 2005 and replaced with Avenger in 2005.
Bajaj also has a partnership with Austrian manufacturer
KTM in which it also holds a 48 per cent stake. The KTM
models available in India are Duke 200, Duke 390, RC200
and RC390. Next we break down Bajaj's performance in
each segment and check if there is a devil in the details.
Motorcycles-(75-110cc)
This is the segment which brings the highest volumes to
the motorcycle market. Even a few percentage points of
market share would translate into numbers in 5 digits.
Keeping that in mind, Bajaj lost 1.87 per cent of its market
share in 2014, even though the segment witnessed a decent
growth of 4.44 per cent.
The company's range of Discover 100/100 M and Platina
100/ 100 ES finds itself hammered by market leader Hero
Motocorp's onslaught through Splendor/ Passion/ HF
Deluxe/ HF Dawn range of motorcycles, which sell almost
4 times in volumes. Clearly Bajaj falls short of offerings
here and needs to introduce fresh products if it wants to
capture a larger pie of this segment.
The exports however show a complete role reversal. Bajaj
effectively dominates the market more or less holding on
to its share of almost 74 per cent over the past three years.
The Boxer and CT 100 brands of motorcycles, which are
exclusively made for exports have been well received in
the foreign markets. In fact, Boxer is the leading brand in
Africa among all competitors. The company's exports
grew 3.26 per cent in FY14 while the total exports in the
segment grew by 4.43 per cent.
KTM in which it also holds a 48 per cent stake. The KTM
models available in India are Duke 200, Duke 390, RC200
and RC390. Next we break down Bajaj's performance in
each segment and check if there is a devil in the details.
Motorcycles-(75-110cc)
This is the segment which brings the highest volumes to
the motorcycle market. Even a few percentage points of
market share would translate into numbers in 5 digits.
Keeping that in mind, Bajaj lost 1.87 per cent of its market
share in 2014, even though the segment witnessed a decent
growth of 4.44 per cent.
The company's range of Discover 100/100 M and Platina
100/ 100 ES finds itself hammered by market leader Hero
Motocorp's onslaught through Splendor/ Passion/ HF
Deluxe/ HF Dawn range of motorcycles, which sell almost
4 times in volumes. Clearly Bajaj falls short of offerings
here and needs to introduce fresh products if it wants to
capture a larger pie of this segment.
The exports however show a complete role reversal. Bajaj
effectively dominates the market more or less holding on
to its share of almost 74 per cent over the past three years.
The Boxer and CT 100 brands of motorcycles, which are
exclusively made for exports have been well received in
the foreign markets. In fact, Boxer is the leading brand in
Africa among all competitors. The company's exports
grew 3.26 per cent in FY14 while the total exports in the
segment grew by 4.43 per cent.
Motorcycles-(110-125cc)
The fall in Bajaj's market share in this segment can be
compared to the fall in crude oil prices over the past one
year, both have nearly halved. Bajaj lost 12.35 per cent of
its market share in 2014, while the segment grew a
miniscule 0.39 per cent over the previous year. Whatever
share of pie was lost by Bajaj seems to have been equally
distributed between Hero and Honda. This drastic
performance of the company in a segment where it held
one-third of the market needs to be probed deeper. The
Discover brand has been losing its significance despite
having given several product updates. What Bajaj has
done is that they have extended the brand in both the upper
150cc segment and the lower 100c segment along with
tens of variants. Two things could have happened here:
Brand Dilution - presence in three different segments
confused customers what Discover actually stands for, so
they migrate to the competitors.
Cannibalization - A price sensitive buyer goes for the
lower segment for more value for money and a
performance seeking buyer opts for the upper segment
rendering the middle segment of no consequence. The
picture was not that bad in the exports where Bajaj lost
2.63 per cent market share over FY13 though there was an
increase in the absolute numbers by 12.11 per cent over
the previous year. The company holds 56.49 per cent of
the exports in this segment. TVS and Suzuki, though
exporting much lower numbers are steadily increasing
their share.
The fall in Bajaj's market share in this segment can be
compared to the fall in crude oil prices over the past one
year, both have nearly halved. Bajaj lost 12.35 per cent of
its market share in 2014, while the segment grew a
miniscule 0.39 per cent over the previous year. Whatever
share of pie was lost by Bajaj seems to have been equally
distributed between Hero and Honda. This drastic
performance of the company in a segment where it held
one-third of the market needs to be probed deeper. The
Discover brand has been losing its significance despite
having given several product updates. What Bajaj has
done is that they have extended the brand in both the upper
150cc segment and the lower 100c segment along with
tens of variants. Two things could have happened here:
Brand Dilution - presence in three different segments
confused customers what Discover actually stands for, so
they migrate to the competitors.
Cannibalization - A price sensitive buyer goes for the
lower segment for more value for money and a
performance seeking buyer opts for the upper segment
rendering the middle segment of no consequence. The
picture was not that bad in the exports where Bajaj lost
2.63 per cent market share over FY13 though there was an
increase in the absolute numbers by 12.11 per cent over
the previous year. The company holds 56.49 per cent of
the exports in this segment. TVS and Suzuki, though
exporting much lower numbers are steadily increasing
their share.
Motorcycles (125-150cc)
This segment is yet another headache for Bajaj and for the
industry as a whole. The segment volumes have shrunk by
20.67 per cent over the past two years while that for Bajaj
have declined even faster at 36.76 per cent. As a result,
Bajaj's market share has dwindled by a significant 10.42
per cent to land at 40.94 per cent.
A sigh of relief for Bajaj is that they still hold the
leadership position in this segment and are fairly ahead of
their closest competitor Honda which holds 26.67 per cent
share. However, if this downward trend continues for
another year their leadership position may be well within
arm's reach of Honda.
The Pulsar 150 has been Bajaj's star product since its
inception and its 'performance' bike image has clicked
with the Indian customers. However, the company has
given it the same treatment as the Discover. Pulsar now
comes in 5 different engine options -
135/150/180/200/220 cc.
Bajaj has historically followed the strategy of putting
more focus on the higher engine size segments. The
company has also launched the Discover 150cc in 2014 to
reinforce their market presence. Though these segments
contribute a lower volume as compared to executive bikes,
they are expected to grow significantly in the long term as
This segment is yet another headache for Bajaj and for the
industry as a whole. The segment volumes have shrunk by
20.67 per cent over the past two years while that for Bajaj
have declined even faster at 36.76 per cent. As a result,
Bajaj's market share has dwindled by a significant 10.42
per cent to land at 40.94 per cent.
A sigh of relief for Bajaj is that they still hold the
leadership position in this segment and are fairly ahead of
their closest competitor Honda which holds 26.67 per cent
share. However, if this downward trend continues for
another year their leadership position may be well within
arm's reach of Honda.
The Pulsar 150 has been Bajaj's star product since its
inception and its 'performance' bike image has clicked
with the Indian customers. However, the company has
given it the same treatment as the Discover. Pulsar now
comes in 5 different engine options -
135/150/180/200/220 cc.
Bajaj has historically followed the strategy of putting
more focus on the higher engine size segments. The
company has also launched the Discover 150cc in 2014 to
reinforce their market presence. Though these segments
contribute a lower volume as compared to executive bikes,
they are expected to grow significantly in the long term as
the customers move upmarket. If that happens, Bajaj
might have a competitive edge by having a stronger brand
and a wider product portfolio.
The situation on the export side looks much worse than
the domestic. The segment returnedto almost the same
volumes in 2014 as it had in 2012 but sadly Bajaj's did not.
Their volumes got eroded by 22.32 per cent. As a result,
the share of exports dwindled from 65.51 per cent in FY12
to 51.05 per cent at the end of FY14. The volume eater for
the company here is Bajaj Motors whose share increased
from 20.79 per cent to 33.98 per cent over the two years.
Here too, Bajaj's leadership position is under grave danger
and the panic button should have been pressed by now.
Motorcycles (150-200cc)
This segment has only two players fighting with each
other. Bajaj offers the Pulsar 180 and 200NS along with
KTM Duke 200 and RC 200 while TVS's Apache RTR is
their lone fighter. Contrary to expection, this lone fighter
completely demolishes the comparatively fresh opposition
single handedly. In FY14, TVS snatched away 10.20 per
cent market share from Bajaj despite the product
onslaught by the latter. This being a more premium
segment with major customers being the urban youth, the
importance of brand is significant. Keeping that in mind,
having a strong domestic brand like Pulsar and a global
brand like KTM has not helped Bajaj salvage its volumes.
might have a competitive edge by having a stronger brand
and a wider product portfolio.
The situation on the export side looks much worse than
the domestic. The segment returnedto almost the same
volumes in 2014 as it had in 2012 but sadly Bajaj's did not.
Their volumes got eroded by 22.32 per cent. As a result,
the share of exports dwindled from 65.51 per cent in FY12
to 51.05 per cent at the end of FY14. The volume eater for
the company here is Bajaj Motors whose share increased
from 20.79 per cent to 33.98 per cent over the two years.
Here too, Bajaj's leadership position is under grave danger
and the panic button should have been pressed by now.
Motorcycles (150-200cc)
This segment has only two players fighting with each
other. Bajaj offers the Pulsar 180 and 200NS along with
KTM Duke 200 and RC 200 while TVS's Apache RTR is
their lone fighter. Contrary to expection, this lone fighter
completely demolishes the comparatively fresh opposition
single handedly. In FY14, TVS snatched away 10.20 per
cent market share from Bajaj despite the product
onslaught by the latter. This being a more premium
segment with major customers being the urban youth, the
importance of brand is significant. Keeping that in mind,
having a strong domestic brand like Pulsar and a global
brand like KTM has not helped Bajaj salvage its volumes.
On the other hand, exports in this segment have seen
stellar growth for the company. Over the past two years
Bajaj's volumes have grown by 171%, much faster than
the overall export growth of 72 per cent. Much of this
success is credited to new model launches namely Pulsar
200NS and KTM RC200.
Motorcycles (200-250cc)
This segment is a three sided battle among Pulsar &
Avenger 220 from Bajaj, Karizma from Hero and CBR
250R from Honda, all of which are strong and popular
brands. However, it's Bajaj which scores a convincing win
over the others. Despite the segment volumes declining by
6.34 per cent since FY12, Bajaj has increased its market
share from 57.29 to 67.87 percent. In absolute terms, out
of 137454 units sold in 2014, 93290 units belonged to
Bajaj. Once a marginal entity, the Avenger has now caught
the fancy of urban Indians who want to ride cruisers. In
FY14, the company sold about 41,000 Avengers and its
demand has been increasing within a niche section of
customers. Bajaj commands a major share of the exports
in this segment and represented 78.63 per cent of the
volumes in FY14. However, being an upper segment the
volumes are comparatively low. On top of that, export
volumes of the segment have declined by 56.12 per cent
and that of Bajaj have gone down by 64.09 per cent in the
span of two years.
stellar growth for the company. Over the past two years
Bajaj's volumes have grown by 171%, much faster than
the overall export growth of 72 per cent. Much of this
success is credited to new model launches namely Pulsar
200NS and KTM RC200.
Motorcycles (200-250cc)
This segment is a three sided battle among Pulsar &
Avenger 220 from Bajaj, Karizma from Hero and CBR
250R from Honda, all of which are strong and popular
brands. However, it's Bajaj which scores a convincing win
over the others. Despite the segment volumes declining by
6.34 per cent since FY12, Bajaj has increased its market
share from 57.29 to 67.87 percent. In absolute terms, out
of 137454 units sold in 2014, 93290 units belonged to
Bajaj. Once a marginal entity, the Avenger has now caught
the fancy of urban Indians who want to ride cruisers. In
FY14, the company sold about 41,000 Avengers and its
demand has been increasing within a niche section of
customers. Bajaj commands a major share of the exports
in this segment and represented 78.63 per cent of the
volumes in FY14. However, being an upper segment the
volumes are comparatively low. On top of that, export
volumes of the segment have declined by 56.12 per cent
and that of Bajaj have gone down by 64.09 per cent in the
span of two years.
Motorcycles (350-500cc)
Bajaj is a recent entrant in this segment with the KTM
RC390 launch in 2014. The good news here is that in the
first year itself the bike has managed to capture 15.85% of
the market and it is expected to increase more by this year
end. With its trademark orange frame and alloy wheels,
the KTM's have become quite a rage among the youth in
urban India. The rest of the segment belongs to the Royal
Enfield heavyweights. RC390 provides a sports bike body
style in this segment which otherwise has only street and
cruiser bikes, hence offering a new proposition to attract
buyers. Bajaj has exported more KTM's than it has sold in
the domestic market and it has led to more than four-fold
increase in the export volumes of this segment.
Commercial vehicles - three wheelers
Bajaj is the world's largest producer and India's largest
exporter of three wheelers. The company's brand RE
(which stand for Rear Engine) range has three wheelers
running on diesel, alternative and hybrid power. In FY14,
Bajaj held 39 per cent share in the domestic market but
sales numbers declined. The drop can be attributed to
sluggish economy and lower issue of permits by transport
authorities. The competition from Piaggio and Mahindra
is also increasing in this space. Numbers did grow in
exports but slower than the overall market.
Bajaj is a recent entrant in this segment with the KTM
RC390 launch in 2014. The good news here is that in the
first year itself the bike has managed to capture 15.85% of
the market and it is expected to increase more by this year
end. With its trademark orange frame and alloy wheels,
the KTM's have become quite a rage among the youth in
urban India. The rest of the segment belongs to the Royal
Enfield heavyweights. RC390 provides a sports bike body
style in this segment which otherwise has only street and
cruiser bikes, hence offering a new proposition to attract
buyers. Bajaj has exported more KTM's than it has sold in
the domestic market and it has led to more than four-fold
increase in the export volumes of this segment.
Commercial vehicles - three wheelers
Bajaj is the world's largest producer and India's largest
exporter of three wheelers. The company's brand RE
(which stand for Rear Engine) range has three wheelers
running on diesel, alternative and hybrid power. In FY14,
Bajaj held 39 per cent share in the domestic market but
sales numbers declined. The drop can be attributed to
sluggish economy and lower issue of permits by transport
authorities. The competition from Piaggio and Mahindra
is also increasing in this space. Numbers did grow in
exports but slower than the overall market.
The Business group and the Industry
Bajaj Group companies:
Bajaj Auto Ltd. – Manufacturers of Scooters, Motorcycles
and Three-wheeler vehicles and spare parts.
Bajaj Finance Ltd. – Deals in financial services including
hire purchase, financing & leasing.
Bajaj Finserv Ltd – Financial Services.
Bajaj Holdings & Investment Ltd. – Investment Company
focusing on new business opportunities.
Mukand Ltd. – Manufacturers of stainless, alloy and
special steels including carbon and alloy steels.
Bajaj Electricals Ltd. - Manufacturers of electric fans,
high masts, lattice closed towers and poles.
Bajaj Ventures Ltd. – involved in manufacturing and
trading of power tools and manufacturing of housewares
and parts.
Maharashtra Scooters Ltd. k- Manufacturers of Scooters.
Bajaj Allianz General Insurance Company Ltd. – General
insurance business.
Bajaj Allianz Life Insurance Co Ltd. – Life insurance
business.
Bajaj Financial Solutions Ltd. – Distribution of financial
products and services.
Bajaj Allianz Financial Distributors]] Ltd. – Distribution
of financial products.
Bajaj Auto Holdings Ltd. – Investment Company.
Bajaj Group companies:
Bajaj Auto Ltd. – Manufacturers of Scooters, Motorcycles
and Three-wheeler vehicles and spare parts.
Bajaj Finance Ltd. – Deals in financial services including
hire purchase, financing & leasing.
Bajaj Finserv Ltd – Financial Services.
Bajaj Holdings & Investment Ltd. – Investment Company
focusing on new business opportunities.
Mukand Ltd. – Manufacturers of stainless, alloy and
special steels including carbon and alloy steels.
Bajaj Electricals Ltd. - Manufacturers of electric fans,
high masts, lattice closed towers and poles.
Bajaj Ventures Ltd. – involved in manufacturing and
trading of power tools and manufacturing of housewares
and parts.
Maharashtra Scooters Ltd. k- Manufacturers of Scooters.
Bajaj Allianz General Insurance Company Ltd. – General
insurance business.
Bajaj Allianz Life Insurance Co Ltd. – Life insurance
business.
Bajaj Financial Solutions Ltd. – Distribution of financial
products and services.
Bajaj Allianz Financial Distributors]] Ltd. – Distribution
of financial products.
Bajaj Auto Holdings Ltd. – Investment Company.
PT Bajaj Auto Indonesia (PTBAI) - Bajaj Auto venture in
Indonesia.
Bajaj Auto International Holdings BV – Bajaj Auto
venture in Netherlands.
Hind Lamps Ltd. – Manufactures GLS, fluorescent,
miniature lamps and major components, such as glass
shells, miniature and aluminum caps, lead glass.
Mukand Engineers Ltd. – Construction, fabrication and
erection of industrial and infrastructural projects and
infotech business.
Mukand International Ltd. – Trading in metals, steel and
ferro alloys.
Bajaj Sevashram Pvt. Ltd. – Investment activities.
Jamnalal Sons Pvt. Ltd. – Investment and finance
company.
Rahul Securities Pvt. Ltd.
Shekhar Holdings Pvt. Ltd.
Madhur Securities Pvt. Ltd.
Niraj Holdings Pvt. Ltd.
Rupa Equities Pvt. Ltd.
Kamalnayan Investments & Trading Pvt. Ltd.
Sanraj Nayan Investments Pvt. Ltd.
Hercules Hoists Ltd. – Manufactures ‘INDEF’ brand
materials handling equipment such as triple spur gear
chain pulley blocks, chain electric hoists and wire rope.
Hind Musafir Agency Ltd. – Travel agency.
Bajaj International Pvt. Ltd. – Export electric fans, GLS
lamps, fluorescent tubes, light fittings, etc.
Bachhraj Factories Pvt. Ltd. – Ginning and pressing of
cotton bales.
Baroda Industries Pvt. Ltd. – Investment Company.
Indonesia.
Bajaj Auto International Holdings BV – Bajaj Auto
venture in Netherlands.
Hind Lamps Ltd. – Manufactures GLS, fluorescent,
miniature lamps and major components, such as glass
shells, miniature and aluminum caps, lead glass.
Mukand Engineers Ltd. – Construction, fabrication and
erection of industrial and infrastructural projects and
infotech business.
Mukand International Ltd. – Trading in metals, steel and
ferro alloys.
Bajaj Sevashram Pvt. Ltd. – Investment activities.
Jamnalal Sons Pvt. Ltd. – Investment and finance
company.
Rahul Securities Pvt. Ltd.
Shekhar Holdings Pvt. Ltd.
Madhur Securities Pvt. Ltd.
Niraj Holdings Pvt. Ltd.
Rupa Equities Pvt. Ltd.
Kamalnayan Investments & Trading Pvt. Ltd.
Sanraj Nayan Investments Pvt. Ltd.
Hercules Hoists Ltd. – Manufactures ‘INDEF’ brand
materials handling equipment such as triple spur gear
chain pulley blocks, chain electric hoists and wire rope.
Hind Musafir Agency Ltd. – Travel agency.
Bajaj International Pvt. Ltd. – Export electric fans, GLS
lamps, fluorescent tubes, light fittings, etc.
Bachhraj Factories Pvt. Ltd. – Ginning and pressing of
cotton bales.
Baroda Industries Pvt. Ltd. – Investment Company.
Jeewan Ltd. – Investment company
Bachhraj & Co. Pvt. Ltd. – Investment Company.
The Hindusthan Housing Co. Ltd. – Services Company.
Hospet Steels Ltd. – Steel plant consisting of Iron Making
Division, Steel Making Division and Rolling Mill
Division.
Bachhraj & Co. Pvt. Ltd. – Investment Company.
The Hindusthan Housing Co. Ltd. – Services Company.
Hospet Steels Ltd. – Steel plant consisting of Iron Making
Division, Steel Making Division and Rolling Mill
Division.
MARKETING STRATEGIES OF BAJAJ AUTO
From the last decade the Bajaj has changed its image,
earlier it was known for producing scooter now Bajaj is
focusing on manufacturing a two wheeler bike. Its number
has increased in last decade after targeting the motorcycle
segment. In 1959 Bajaj obtain license from the Govt. of
India to manufacture 2 –wheeler and 3- wheeler and in
1960 in went public. In the year 1977 Bajaj managed to
produce and sell 100000 vehicles globally during that
financial year. In the year 1986 Bajaj managed to produce
and sell 500000 vehicles globally.
MARKET SEGMENTATION, TARGETING AND
POSITIONING
SEGMENTATION
Before the Bajaj pulsar came to the Indian market Bajaj
was known for manufacturing scooter, various attempt
was failed because of hero Honda legacy.
It was strategic move by Bajaj when it introduced the
Bajaj pulsar 150cc against CBZ 150 cc.
Pulsar proved to be one of the most successful two
wheeler bike and became the threat for the hero Honda
rule in the Indian market
Bajaj has segmented its bike category
From 100 CC To 125 CC bike – Lower And Lower Middle
Class family.
From the last decade the Bajaj has changed its image,
earlier it was known for producing scooter now Bajaj is
focusing on manufacturing a two wheeler bike. Its number
has increased in last decade after targeting the motorcycle
segment. In 1959 Bajaj obtain license from the Govt. of
India to manufacture 2 –wheeler and 3- wheeler and in
1960 in went public. In the year 1977 Bajaj managed to
produce and sell 100000 vehicles globally during that
financial year. In the year 1986 Bajaj managed to produce
and sell 500000 vehicles globally.
MARKET SEGMENTATION, TARGETING AND
POSITIONING
SEGMENTATION
Before the Bajaj pulsar came to the Indian market Bajaj
was known for manufacturing scooter, various attempt
was failed because of hero Honda legacy.
It was strategic move by Bajaj when it introduced the
Bajaj pulsar 150cc against CBZ 150 cc.
Pulsar proved to be one of the most successful two
wheeler bike and became the threat for the hero Honda
rule in the Indian market
Bajaj has segmented its bike category
From 100 CC To 125 CC bike – Lower And Lower Middle
Class family.
From 125 CC To 150 CC bike – Middle and Upper Middle
Class family.
From 150 CC To 220 CC bike – Upper Middle and Upper
Class family.
TARGETING
Bajaj did the right move by targeting the youth of the India
as in India 65 % of the population is from 18-35.
Pulsar was the Bajaj first bike without Kawasaki label on
it.
The bike was mainly targeting the male segment and
known for its macho look.
POSITIONING
Bajaj has positioned Pulsar in the “high style and high
price “category along with the hero Honda Karizma, hero
Honda CBZ, Royal Enfield.
Bajaj also positioned CT 100 in the “low style and low price
“category along with Herohonda Splender , TVS star city.
Class family.
From 150 CC To 220 CC bike – Upper Middle and Upper
Class family.
TARGETING
Bajaj did the right move by targeting the youth of the India
as in India 65 % of the population is from 18-35.
Pulsar was the Bajaj first bike without Kawasaki label on
it.
The bike was mainly targeting the male segment and
known for its macho look.
POSITIONING
Bajaj has positioned Pulsar in the “high style and high
price “category along with the hero Honda Karizma, hero
Honda CBZ, Royal Enfield.
Bajaj also positioned CT 100 in the “low style and low price
“category along with Herohonda Splender , TVS star city.
BRANDING
BRAND POSITIONING
Pulsar
Discover
Pulsar
Discover
Rebranding from Hamara Bajaj to Distinctly Ahead
Earlier Bajaj used “B” logo in a hexagon that was known for”
Hamara Bajaj” was replaced with a
more attracting, stylish, vibrant,
dynamic look moving from the lower
caps to upper caps which symbolize the
rejuvenated Bajaj auto ltd.
The change in the logo was the
ongoing change Bajaj has transformed
its facilities like manufacturing
process, service and distribution
network, created its benchmark in
research and development activities.
When customer has changed in terms
of quality and style then change in the identity became the
necessary change for the Bajaj to invite the paradigm shift in
the consumer’s perception regarding the company.
Bajaj pulsar joined hands with MTV India in the year 2009 in
order to launch pulsar MTV stunt mania which was India’s
first ever bike stunt reality show. The main intention of the
Bajaj to target the youth of the India and MTV being the youth
centric for the excellent choice.
Hamara
Bajaj
Inspiring
Confidence
Distinctly
Ahead
Earlier Bajaj used “B” logo in a hexagon that was known for”
Hamara Bajaj” was replaced with a
more attracting, stylish, vibrant,
dynamic look moving from the lower
caps to upper caps which symbolize the
rejuvenated Bajaj auto ltd.
The change in the logo was the
ongoing change Bajaj has transformed
its facilities like manufacturing
process, service and distribution
network, created its benchmark in
research and development activities.
When customer has changed in terms
of quality and style then change in the identity became the
necessary change for the Bajaj to invite the paradigm shift in
the consumer’s perception regarding the company.
Bajaj pulsar joined hands with MTV India in the year 2009 in
order to launch pulsar MTV stunt mania which was India’s
first ever bike stunt reality show. The main intention of the
Bajaj to target the youth of the India and MTV being the youth
centric for the excellent choice.
Hamara
Bajaj
Inspiring
Confidence
Distinctly
Ahead
ADVERTISING STRATEGY
Bajaj is known for its outstanding ads because they don’t use
the brand ambassadors in their ads which help the company to
save lots of cost. Bajaj used punch line like “Naye Bharat kin
aye Tasveer “ added great value to its two – wheeler product.
Recently ,Bajaj changed its logo and also changed its punch
line “Hamara Bajaj” which got converted to “inspiring
confidence” the reason for the change as told by the company
officials was to keep pace with the new technologies in the fast
moving world to match with other competitor. Even though
Bajaj has changed its punch line which doesn’t created much
impact on the brand image of the company. .
The Business group and the Society
Bajaj Group believes that the true and full measure of growth,
success and progress lies beyond balance sheets or
conventional economic indices. It is best reflected in the
difference that business and industry make to the lives of
people.
Through its social investments, Bajaj Group addresses the
needs of communities residing in the vicinity of its facilities,
taking sustainable initiatives in the areas of health, education,
environment conservation, infrastructure and community
development, and response to natural calamities. For society,
however, Bajaj is more than a corporate identity. It is a catalyst
for social empowerment. It is the reason behind the smiles that
light up a million faces.Its goodwill resonates in the two simple
Bajaj is known for its outstanding ads because they don’t use
the brand ambassadors in their ads which help the company to
save lots of cost. Bajaj used punch line like “Naye Bharat kin
aye Tasveer “ added great value to its two – wheeler product.
Recently ,Bajaj changed its logo and also changed its punch
line “Hamara Bajaj” which got converted to “inspiring
confidence” the reason for the change as told by the company
officials was to keep pace with the new technologies in the fast
moving world to match with other competitor. Even though
Bajaj has changed its punch line which doesn’t created much
impact on the brand image of the company. .
The Business group and the Society
Bajaj Group believes that the true and full measure of growth,
success and progress lies beyond balance sheets or
conventional economic indices. It is best reflected in the
difference that business and industry make to the lives of
people.
Through its social investments, Bajaj Group addresses the
needs of communities residing in the vicinity of its facilities,
taking sustainable initiatives in the areas of health, education,
environment conservation, infrastructure and community
development, and response to natural calamities. For society,
however, Bajaj is more than a corporate identity. It is a catalyst
for social empowerment. It is the reason behind the smiles that
light up a million faces.Its goodwill resonates in the two simple
words that live in the collective consciousness of
Indians Hamara Bajaj.
The Corporate Social Responsibility (CSR) activities of Bajaj
Group are guided by the vision and philosophy of its Founder,
late Shri Jamnalal Bajaj, who embodied the concept of
Trusteeship in business and common good, and laid the
foundation for ethical, value-based and transparent functioning.
EDUCATION:
The two flagship projects for Bajaj Auto have been the Bajaj
Education Initiative (BEI) and the e-Learning Project. The
BEI covers 76 low cost schools (a mix of private and
government schools) in Pimpri-Chinchwad area of Pune, and
supports them with infrastructure development and capacity
building. The e-Learning project has reached more than 1550
schools till date- covering Maharashtra and Rajasthan. Both of
these are implemented by Jankidevi Bajaj Gram Vikas Sanstha,
our own NGO.
In addition Bajaj Auto has supported school infrastructure
development, vocational training for entrepreneurship, teach-
to-lead as well as scholarships for meritorious students.
Bajaj Auto is also supporting Bhartiya Yuva Shakti Trust
(BYST) in training 25000 young persons in Aurangabad and
Wardha to create 1000 entrepreneurs in 5 years. Over 177
entrepreneurs have been created in first 2 years of the project.
Indians Hamara Bajaj.
The Corporate Social Responsibility (CSR) activities of Bajaj
Group are guided by the vision and philosophy of its Founder,
late Shri Jamnalal Bajaj, who embodied the concept of
Trusteeship in business and common good, and laid the
foundation for ethical, value-based and transparent functioning.
EDUCATION:
The two flagship projects for Bajaj Auto have been the Bajaj
Education Initiative (BEI) and the e-Learning Project. The
BEI covers 76 low cost schools (a mix of private and
government schools) in Pimpri-Chinchwad area of Pune, and
supports them with infrastructure development and capacity
building. The e-Learning project has reached more than 1550
schools till date- covering Maharashtra and Rajasthan. Both of
these are implemented by Jankidevi Bajaj Gram Vikas Sanstha,
our own NGO.
In addition Bajaj Auto has supported school infrastructure
development, vocational training for entrepreneurship, teach-
to-lead as well as scholarships for meritorious students.
Bajaj Auto is also supporting Bhartiya Yuva Shakti Trust
(BYST) in training 25000 young persons in Aurangabad and
Wardha to create 1000 entrepreneurs in 5 years. Over 177
entrepreneurs have been created in first 2 years of the project.
WOMEN’S EMPOWERMENT & SELF RELIANCE:
Bajaj Auto has supported IISER, one of India’s leading
research institutes, in constructing a dedicated Hall of residence
for Women Research Scholars. Bajaj Auto has continued to
support the Banasthali Vidyapeeth (a women’s university) in
setting up a Hostel and a Bajaj center for Automation and Bajaj
Law School.
Bajaj Auto also supports the Kailash Satyarthi Children’s
Foundation in its work on holistic development and
empowerment of children.
SUPPORTING ARMED FOR CES & VETERANS:
Bajaj Auto has contributed Rs 1 Crore to the Armed Forces
Flag Day Fund.
RURAL DEVELOPMENT & OTHER PROJECTS:
Bajaj Auto has supported Sevagram Pratishthan at Wardha for
renovation of Bapu Kutir and associated buildings. Bajaj Auto
has also initiated a partnership with Raja Dinker Kelkar
Museum at Pune for renovation of the museum.
Other supported organisations include Social Work Research
Center - Barefoot College(Tilonia), Development Initiative for
Self-Help and Awakening – DISHA (Pune), Chinmaya
Organization for Rural Development (New Delhi), Prafulla
Dahanukar Arts Foundation (Mumbai) etc.
Bajaj Auto Has also supported Paraplegic Rehabilitation
Center at Khadaki, Pune, with 20 State of the Art wheelchairs.
Bajaj Auto has supported IISER, one of India’s leading
research institutes, in constructing a dedicated Hall of residence
for Women Research Scholars. Bajaj Auto has continued to
support the Banasthali Vidyapeeth (a women’s university) in
setting up a Hostel and a Bajaj center for Automation and Bajaj
Law School.
Bajaj Auto also supports the Kailash Satyarthi Children’s
Foundation in its work on holistic development and
empowerment of children.
SUPPORTING ARMED FOR CES & VETERANS:
Bajaj Auto has contributed Rs 1 Crore to the Armed Forces
Flag Day Fund.
RURAL DEVELOPMENT & OTHER PROJECTS:
Bajaj Auto has supported Sevagram Pratishthan at Wardha for
renovation of Bapu Kutir and associated buildings. Bajaj Auto
has also initiated a partnership with Raja Dinker Kelkar
Museum at Pune for renovation of the museum.
Other supported organisations include Social Work Research
Center - Barefoot College(Tilonia), Development Initiative for
Self-Help and Awakening – DISHA (Pune), Chinmaya
Organization for Rural Development (New Delhi), Prafulla
Dahanukar Arts Foundation (Mumbai) etc.
Bajaj Auto Has also supported Paraplegic Rehabilitation
Center at Khadaki, Pune, with 20 State of the Art wheelchairs.
Coping with Changes
Bajaj Auto is the flagship company of the Bajaj Group of
Companies. Bajaj Auto Limited (BAL) is currently India's
second largest two wheeler and three wheeler manufacturer.
The core competency of Bajaj Auto Ltd is its technology and
innovation. Both DTS-i (Digital Twin Spark Ignition) and
DTS-Fi (Digital Twin Spark Fuel Ignition) are technological
breakthroughs by Bajaj. BAL is also a pioneer in product
innovation having introduced technologies such as ExhausTEC
(Exhaust Torque Expansion Chamber), LED Tail Lamps, LCD
Display, SNS, Spare parts (Tubeless tyres, rear disc brakes),
Black colour scheme etc.
Thus we observe that BAL which used to be a Defender in
1970-1990 through Bajaj Chetak radically moved towards
becoming an Analyzer (1990-1997) by focussing on bike
segments and has now become a Prospector (1997-date) with
several patents in its kitty and new bike launches every year.
Therefore, for a follower to move on and become a market
leader it is essential that it focus on innovation and consumer
demand.
The re-branding exercise gone haywire
In the beginning of 2011, Bajaj decided to withdraw its family
name from its products and develop individual brands having
their own identity. The rationale behind this was since Bajaj
group diversified into areas like electrical, finance etc, having
the family name would confuse the buyer what they actually
stand for. So basically, Bajaj had restructured itself from a
branded house (many products under an umbrella brand) to a
house of brands (separate brands owned by a parent). For
exampleVolkswagen is a house of brands - Audi, Bentley,
Bajaj Auto is the flagship company of the Bajaj Group of
Companies. Bajaj Auto Limited (BAL) is currently India's
second largest two wheeler and three wheeler manufacturer.
The core competency of Bajaj Auto Ltd is its technology and
innovation. Both DTS-i (Digital Twin Spark Ignition) and
DTS-Fi (Digital Twin Spark Fuel Ignition) are technological
breakthroughs by Bajaj. BAL is also a pioneer in product
innovation having introduced technologies such as ExhausTEC
(Exhaust Torque Expansion Chamber), LED Tail Lamps, LCD
Display, SNS, Spare parts (Tubeless tyres, rear disc brakes),
Black colour scheme etc.
Thus we observe that BAL which used to be a Defender in
1970-1990 through Bajaj Chetak radically moved towards
becoming an Analyzer (1990-1997) by focussing on bike
segments and has now become a Prospector (1997-date) with
several patents in its kitty and new bike launches every year.
Therefore, for a follower to move on and become a market
leader it is essential that it focus on innovation and consumer
demand.
The re-branding exercise gone haywire
In the beginning of 2011, Bajaj decided to withdraw its family
name from its products and develop individual brands having
their own identity. The rationale behind this was since Bajaj
group diversified into areas like electrical, finance etc, having
the family name would confuse the buyer what they actually
stand for. So basically, Bajaj had restructured itself from a
branded house (many products under an umbrella brand) to a
house of brands (separate brands owned by a parent). For
exampleVolkswagen is a house of brands - Audi, Bentley,
Lamborghini function separately and do not carry VW badge
anywhere. Though aimed at reducing confusion the exercise
seems to have created just that. The brands now functioning
independently are poaching into each other's territory. Discover
has stepped into Platina's segment, Pulsar has model in KTM's
space etc. These overlaps create misunderstandings in terms of
positioning resulting in diluted brands and cannibalization of
sales. Bajaj has seen its market share decline since then.
Bajaj Auto has partnered iconic British motorcycle
brand Triumph to produce mid-capacity bikes for the Indian
and overseas markets.
Engineers from Bajaj Auto and Triumph Motorcycles have
been working on the new motorcycles at the former’s Chakan
plant for some months. The no-equity partnership will develop
a range of mid -capacity 250-750cc motorcycles.
Focus on Gearless Scooters
The market share of gearless scooters is increasing at a healthy
rate. Bajaj is virtually absent in this range that caters to the
needs of women and families. Presently Honda, Hero Honda
and TVS are big players in this segment.
Entry into Four Wheeler Segment
Bajaj has entered into a joint venture with Renault-Nissan in
the development of a small car priced at $3000
4
. This is a
significant move because it directly competes with Tata
NANO. Bajaj has also displayed its small car prototype in the
recently held auto expo. It promises double the mileage as
compared to any car in the economy segment and is also
considering the option of introducing Diesel and LPG variants.
The four wheeler segment will also be able to hedge any risk
anywhere. Though aimed at reducing confusion the exercise
seems to have created just that. The brands now functioning
independently are poaching into each other's territory. Discover
has stepped into Platina's segment, Pulsar has model in KTM's
space etc. These overlaps create misunderstandings in terms of
positioning resulting in diluted brands and cannibalization of
sales. Bajaj has seen its market share decline since then.
Bajaj Auto has partnered iconic British motorcycle
brand Triumph to produce mid-capacity bikes for the Indian
and overseas markets.
Engineers from Bajaj Auto and Triumph Motorcycles have
been working on the new motorcycles at the former’s Chakan
plant for some months. The no-equity partnership will develop
a range of mid -capacity 250-750cc motorcycles.
Focus on Gearless Scooters
The market share of gearless scooters is increasing at a healthy
rate. Bajaj is virtually absent in this range that caters to the
needs of women and families. Presently Honda, Hero Honda
and TVS are big players in this segment.
Entry into Four Wheeler Segment
Bajaj has entered into a joint venture with Renault-Nissan in
the development of a small car priced at $3000
4
. This is a
significant move because it directly competes with Tata
NANO. Bajaj has also displayed its small car prototype in the
recently held auto expo. It promises double the mileage as
compared to any car in the economy segment and is also
considering the option of introducing Diesel and LPG variants.
The four wheeler segment will also be able to hedge any risk
that might arise because of the two wheeler industry and would
profit from retaining consumers switching from two wheelers.
Scaling Up Service Centers
BAL needs to scale up its service centers both in numbers and
in capacity. Keeping in line with its growth target for the next
5 years, its service centers should not only cater to two wheelers
but should also be upgraded to cater to the needs of four
wheelers that Bajaj plans to launch.
Focus on Easy Credit Lending
In the present economical crisis, Bajaj can utilize its subsidiary,
Bajaj insurance in coming up with schemes that will help
consumers buy two wheelers on friendly terms.
Investment in Research and Development
We have already identified that the core competency of Bajaj
is its R&D and investment in technology. In order to increase
market share and become the market leader, Bajaj needs to
invest heavily in R&D. They have to introduce efficient and
powerful bikes as well as develop alternate energy vehicles.
Focus on Exports and Global Market
Bajaj Electricals has already setup a manufacturing unit in
China. As set up cost and export costs are extremely cheap in
China, we recommend the same strategy for BAL. By doing
so, Bajaj can utilize low cost exports.
Bajaj is not yet a global name. Considering the fact that it is
one of the oldest two wheeler companies and is doing very
well in India, it should definitely target global markets. A
movement is seen in this direction since it is focusing on the
British cult bike company, Triumph as its target takeover.
profit from retaining consumers switching from two wheelers.
Scaling Up Service Centers
BAL needs to scale up its service centers both in numbers and
in capacity. Keeping in line with its growth target for the next
5 years, its service centers should not only cater to two wheelers
but should also be upgraded to cater to the needs of four
wheelers that Bajaj plans to launch.
Focus on Easy Credit Lending
In the present economical crisis, Bajaj can utilize its subsidiary,
Bajaj insurance in coming up with schemes that will help
consumers buy two wheelers on friendly terms.
Investment in Research and Development
We have already identified that the core competency of Bajaj
is its R&D and investment in technology. In order to increase
market share and become the market leader, Bajaj needs to
invest heavily in R&D. They have to introduce efficient and
powerful bikes as well as develop alternate energy vehicles.
Focus on Exports and Global Market
Bajaj Electricals has already setup a manufacturing unit in
China. As set up cost and export costs are extremely cheap in
China, we recommend the same strategy for BAL. By doing
so, Bajaj can utilize low cost exports.
Bajaj is not yet a global name. Considering the fact that it is
one of the oldest two wheeler companies and is doing very
well in India, it should definitely target global markets. A
movement is seen in this direction since it is focusing on the
British cult bike company, Triumph as its target takeover.
Triumph, given its niche positioning, cult brand image and
strong product line-up, is an attractive target for the Pune
based firm.
Disbanding of Dedicated Sales Force for each Product
Because of the differentiation in the products that Bajaj
currently possesses and is expected to launch in the near
future we recommend Bajaj to discontinue its current strategy
of dedicated sales force for each product line. This would
eventually achieve synergies in selling thereby leading to a
reduction in costs.
strong product line-up, is an attractive target for the Pune
based firm.
Disbanding of Dedicated Sales Force for each Product
Because of the differentiation in the products that Bajaj
currently possesses and is expected to launch in the near
future we recommend Bajaj to discontinue its current strategy
of dedicated sales force for each product line. This would
eventually achieve synergies in selling thereby leading to a
reduction in costs.
BAJAJ PRODUCTS
Bajaj Pulsar
Product line
Description
3.6/5 · CarAndBike
Description
The Bajaj Pulsar is a motorcycle manufactured by Bajaj Auto
in India. It was developed by the product
engineering division of Bajaj Auto in association with Tokyo
R&D, and later with motorcycle designer Glynn Kerr. A
variant of the bike, the Pulsar 200NS was launched in 2012,
but it was suspended for some time. Wikipedia
Ex-Showroom Price: ₹70,618 - ₹1.57 lakhs
Fuel economy: 35 to 55 km/l
Fuel tank capacity: 11.5 to 15 L
Curb weight: 140 to 166 kg
Seat height: 785 to 810 mm
Model version: Bajaj Pulsar RS200, Bajaj Pulsar 150 Neon,
Bajaj Pulsar
Product line
Description
3.6/5 · CarAndBike
Description
The Bajaj Pulsar is a motorcycle manufactured by Bajaj Auto
in India. It was developed by the product
engineering division of Bajaj Auto in association with Tokyo
R&D, and later with motorcycle designer Glynn Kerr. A
variant of the bike, the Pulsar 200NS was launched in 2012,
but it was suspended for some time. Wikipedia
Ex-Showroom Price: ₹70,618 - ₹1.57 lakhs
Fuel economy: 35 to 55 km/l
Fuel tank capacity: 11.5 to 15 L
Curb weight: 140 to 166 kg
Seat height: 785 to 810 mm
Model version: Bajaj Pulsar RS200, Bajaj Pulsar 150 Neon,
Bajaj Discover
Product line
Description
3.9/5ZigWheels 4/5BikeDekho4.
3/5BikeWale
Description
The Bajaj Discover is a motorcycle brand by Bajaj Auto.
Some models were also sold under the Discover line-up:
Discover 100 DTS-Si, Discover 125ST and Discover 150
DTS-i. The bike, initially launched in the year 2004, has been
a success in the Indian two wheeler segment since
then. Wikipedia
Ex-Showroom Price: ₹53,619 - ₹63,533
Fuel economy: 69 to 82.4 km/l
Fuel tank capacity: 8 to 8.5 L
Curb weight: 117 to 121 kg
Seat height: 805 mm
Model version: Bajaj Discover 110, Bajaj Discover 125
Product line
Description
3.9/5ZigWheels 4/5BikeDekho4.
3/5BikeWale
Description
The Bajaj Discover is a motorcycle brand by Bajaj Auto.
Some models were also sold under the Discover line-up:
Discover 100 DTS-Si, Discover 125ST and Discover 150
DTS-i. The bike, initially launched in the year 2004, has been
a success in the Indian two wheeler segment since
then. Wikipedia
Ex-Showroom Price: ₹53,619 - ₹63,533
Fuel economy: 69 to 82.4 km/l
Fuel tank capacity: 8 to 8.5 L
Curb weight: 117 to 121 kg
Seat height: 805 mm
Model version: Bajaj Discover 110, Bajaj Discover 125
Bajaj Avenger
Description
4.1/5ZigWheels2/5Autoportal.com3.6/5CarAndBike
Description
The Bajaj Avenger is a cruiser style motorcycle designed and
manufactured by Bajaj Auto in India. It draws the styling and
other design cues from the Kawasaki Eliminator which had an
air-cooled, single-cylinder Kawasaki engine and was sold at a
premium. Wikipedia
Ex-Showroom Price: ₹86,861 - ₹1.27 lakhs
Fuel economy: 40 to 52.18 km/l
Seat height: 725 to 737 mm
Curb weight: 150 to 163 kg
Fuel tank capacity: 13 L
Model version: Bajaj Avenger Street 160, Bajaj Avenger
Cruise 220, Bajaj Avenger Street 180, Bajaj Avenger Street
220
Description
4.1/5ZigWheels2/5Autoportal.com3.6/5CarAndBike
Description
The Bajaj Avenger is a cruiser style motorcycle designed and
manufactured by Bajaj Auto in India. It draws the styling and
other design cues from the Kawasaki Eliminator which had an
air-cooled, single-cylinder Kawasaki engine and was sold at a
premium. Wikipedia
Ex-Showroom Price: ₹86,861 - ₹1.27 lakhs
Fuel economy: 40 to 52.18 km/l
Seat height: 725 to 737 mm
Curb weight: 150 to 163 kg
Fuel tank capacity: 13 L
Model version: Bajaj Avenger Street 160, Bajaj Avenger
Cruise 220, Bajaj Avenger Street 180, Bajaj Avenger Street
220
Bajaj Platina
Description
4.5/5BikeWale4/5ZigWheels3.5/5CarAndBike
Ex-Showroom Price: ₹39,987 - ₹64,371
Fuel economy: 74 to 100 km/l
Curb weight: 111 to 119 kg
Fuel tank capacity: 11 to 11.5 L
Color options: Cocktail Red, Black, Red
Model version: Bajaj Platina 110 H-Gear, Bajaj Platina
110, Bajaj Platina 100
Description
4.5/5BikeWale4/5ZigWheels3.5/5CarAndBike
Ex-Showroom Price: ₹39,987 - ₹64,371
Fuel economy: 74 to 100 km/l
Curb weight: 111 to 119 kg
Fuel tank capacity: 11 to 11.5 L
Color options: Cocktail Red, Black, Red
Model version: Bajaj Platina 110 H-Gear, Bajaj Platina
110, Bajaj Platina 100
Bajaj CT 100
Description
3.9/5ZigWheels4.4/5BikeWale3.5/5CarAndBike
Description
The Bajaj CT 100 is a 100 cc commuter motorcycle built by
Bajaj Auto. It is the entry level commuter motorcycle offered
by Bajaj Auto. Wikipedia
Ex-Showroom Price: ₹32,000 - ₹53,395
Fuel economy: 90 km/l
Fuel tank capacity: 10 L
Curb weight: 108 to 115 kg
Seat height: 678 mm
Color options: Ebony Black (Blue Decals),
Description
3.9/5ZigWheels4.4/5BikeWale3.5/5CarAndBike
Description
The Bajaj CT 100 is a 100 cc commuter motorcycle built by
Bajaj Auto. It is the entry level commuter motorcycle offered
by Bajaj Auto. Wikipedia
Ex-Showroom Price: ₹32,000 - ₹53,395
Fuel economy: 90 km/l
Fuel tank capacity: 10 L
Curb weight: 108 to 115 kg
Seat height: 678 mm
Color options: Ebony Black (Blue Decals),
Bajaj Dominar 400
Bajaj Dominar 400 is a sports bike available at a price of Rs.
1.97 Lakh in India. It is available in only one variant and 2
colours. The Dominar 400 is a powered by 373cc BS6 engine
mated to a 6 is speed gearbox . This engine of Dominar
400 develops a power of 40 ps and a torque of 35 nm .
Bajaj Dominar 400 BS6 Price, Top Speed, Mileage, Reviews
...
www.zigwheels.com › New Bikes › Bajaj Bikes
Description
4.3/5ZigWheels4.6/5BikeWale4.5/5BikeDekho
Ex-Showroom Price: ₹1.92 lakhs - ₹1.98 lakhs
Fuel economy: 27 km/l
Curb weight: 184 kg
Max speed: 148 km/h
Seat height: 800 mm
Color options: Vine Black, Aurora Green
Bajaj Dominar 400 is a sports bike available at a price of Rs.
1.97 Lakh in India. It is available in only one variant and 2
colours. The Dominar 400 is a powered by 373cc BS6 engine
mated to a 6 is speed gearbox . This engine of Dominar
400 develops a power of 40 ps and a torque of 35 nm .
Bajaj Dominar 400 BS6 Price, Top Speed, Mileage, Reviews
...
www.zigwheels.com › New Bikes › Bajaj Bikes
Description
4.3/5ZigWheels4.6/5BikeWale4.5/5BikeDekho
Ex-Showroom Price: ₹1.92 lakhs - ₹1.98 lakhs
Fuel economy: 27 km/l
Curb weight: 184 kg
Max speed: 148 km/h
Seat height: 800 mm
Color options: Vine Black, Aurora Green
Bajaj V15
Description
Ex-Showroom Price: ₹66,739 - ₹69,171
Fuel economy: 57 km/l
Max speed: 109 km/h
Fuel tank capacity: 13 L
Curb weight: 137 kg
Color options: Stylish Backrest, Heroic Red, Ocean
Blue, Ebony Black
Description
Ex-Showroom Price: ₹66,739 - ₹69,171
Fuel economy: 57 km/l
Max speed: 109 km/h
Fuel tank capacity: 13 L
Curb weight: 137 kg
Color options: Stylish Backrest, Heroic Red, Ocean
Blue, Ebony Black
SCOOTERS
Bajaj Chetak
Description
The Bajaj Chetak was a popular Indian-made motor scooter
produced by the Bajaj Auto company. The Chetak is named
after Chetak, the legendary horse of Indian warrior Maharana
Pratap. Wikipedia
Engine: Before 2002, 150 cc two-stroke 2002 - 2005, 150 cc
four-stroke
Power: 7.5 BHP@ 5500 rpm
Top speed: 90 km/h
Fuel consumption: 62 km/L (180 mpg-imp; 150 mpg-US)
Transmission: 1972 - 2005, 4 speed, manual with shifter in
the left hand grip
Dimensions: L: 1770 mm; W: 670 mm; H: 1080mm
Bajaj Chetak
Description
The Bajaj Chetak was a popular Indian-made motor scooter
produced by the Bajaj Auto company. The Chetak is named
after Chetak, the legendary horse of Indian warrior Maharana
Pratap. Wikipedia
Engine: Before 2002, 150 cc two-stroke 2002 - 2005, 150 cc
four-stroke
Power: 7.5 BHP@ 5500 rpm
Top speed: 90 km/h
Fuel consumption: 62 km/L (180 mpg-imp; 150 mpg-US)
Transmission: 1972 - 2005, 4 speed, manual with shifter in
the left hand grip
Dimensions: L: 1770 mm; W: 670 mm; H: 1080mm
THREE WHEELER
RE Compact
Bajaj Compact RE gets an all-new 236 CC engine for petrol,
CNG, and LPG ... Ape DX, Piaggio Ape City, Piaggio Ape
City Plus Mahindra Alfa and TVS King 4S.
Engine: 236.2
GVW: 672
Fuel Tank: 8
Power: 10
₹2,27,000.00
EMI Calculator · 3-Seater/CNG · Bajaj Compact RE 3-Seater
.
RE Compact
Bajaj Compact RE gets an all-new 236 CC engine for petrol,
CNG, and LPG ... Ape DX, Piaggio Ape City, Piaggio Ape
City Plus Mahindra Alfa and TVS King 4S.
Engine: 236.2
GVW: 672
Fuel Tank: 8
Power: 10
₹2,27,000.00
EMI Calculator · 3-Seater/CNG · Bajaj Compact RE 3-Seater
.
RE Optima
Featured snippet from the web
Displacement (cc) 447. Max Power 6.19 bhp @ 3400 rpm.
Max Torque 19.4 Nm @ 2600 rpm. Transmission Manual.
Clutch Dry, Single Plate.
RE MAXIMA Z
Apart from the popular Compact RE and a bigger
variant Maxima X Wide, a third option for the buyer is
the Maxima Z. It is a versatile auto-rickshaw suitable for ...
Engine: 470.5
Power: 8
Fuel Tank: 8
GVW: 790
Featured snippet from the web
Displacement (cc) 447. Max Power 6.19 bhp @ 3400 rpm.
Max Torque 19.4 Nm @ 2600 rpm. Transmission Manual.
Clutch Dry, Single Plate.
RE MAXIMA Z
Apart from the popular Compact RE and a bigger
variant Maxima X Wide, a third option for the buyer is
the Maxima Z. It is a versatile auto-rickshaw suitable for ...
Engine: 470.5
Power: 8
Fuel Tank: 8
GVW: 790
₹1,90,000.00
FOUR WHEELERS
BAJAJ QUTE
The Bajaj Qute is India's first ever quadricycle. The overall
design and utility lies somewhere between that of a three-
wheeler rickshaw and a proper four-wheeler ...
Mileage: 35 - 43 Kmpl
Fuel: Petrol/ Petrol+CNG
Engine CC: 217 cc
Seating Capacity: 4
364 votes · ₹2,48,000.00 to ₹2,78,000.00
FOUR WHEELERS
BAJAJ QUTE
The Bajaj Qute is India's first ever quadricycle. The overall
design and utility lies somewhere between that of a three-
wheeler rickshaw and a proper four-wheeler ...
Mileage: 35 - 43 Kmpl
Fuel: Petrol/ Petrol+CNG
Engine CC: 217 cc
Seating Capacity: 4
364 votes · ₹2,48,000.00 to ₹2,78,000.00
DATA ANALYSIS
Q1.How long has you been associated with BAJAJ Motors?
No. of Respondents
1. From 1 year 10
2. From 1 – 3 years 40
3. From 3 – 5 years 0
4. From 5 – 7 years 30
5. Above 7 years 20
ASSOCIATED PEOPLE
1
2
3
4
5
Q1.How long has you been associated with BAJAJ Motors?
No. of Respondents
1. From 1 year 10
2. From 1 – 3 years 40
3. From 3 – 5 years 0
4. From 5 – 7 years 30
5. Above 7 years 20
ASSOCIATED PEOPLE
1
2
3
4
5
Q2. (i) Knowledgeable Salesperson
No. of Respondents
1. Strongly Disagree 0
2. Disagree 0
3. Neither Disagree Nor Agree 0
4. Agree 86
5. Strongly Agree 14
86% people agreed that the sales persons are knowledgeable and 14%
strongly disagreed that the sales persons are knowledgeable.
SALESPERSO N KNO WLEDGE
1
2
3
4
5
No. of Respondents
1. Strongly Disagree 0
2. Disagree 0
3. Neither Disagree Nor Agree 0
4. Agree 86
5. Strongly Agree 14
86% people agreed that the sales persons are knowledgeable and 14%
strongly disagreed that the sales persons are knowledgeable.
SALESPERSO N KNO WLEDGE
1
2
3
4
5
Q2 (ii) a Employees spent enough time with you before sales
No. of
Respondents
1. Strongly Disagree 0%
2. Disagree 0%
3. Neither Disagree Nor Agree 0%
4. Agree 64 %
5. Strongly Agree 36%
64% people agreed that the sales persons spent enough time with them before
the sales and 36%strongly agreed with this.
TIME SPENT
1
2
3
4
5
No. of
Respondents
1. Strongly Disagree 0%
2. Disagree 0%
3. Neither Disagree Nor Agree 0%
4. Agree 64 %
5. Strongly Agree 36%
64% people agreed that the sales persons spent enough time with them before
the sales and 36%strongly agreed with this.
TIME SPENT
1
2
3
4
5
Q2 (ii) b Employees spent enough time with you during sales
No. of Respondents
1. Strongly Disagree 0%
2. Disagree 4%
3. Neither Disagree Nor Agree 0%
4. Agree 62 %
5. Strongly Agree 34 %
62% agreed that sales persons spent enough time with them during the sales,
while 34% strongly agreed that the sales persons spent enough time with them
during sales and only 4% disagreed with this.
TIME SPENT DURING SALES
1
2
3
4
5
No. of Respondents
1. Strongly Disagree 0%
2. Disagree 4%
3. Neither Disagree Nor Agree 0%
4. Agree 62 %
5. Strongly Agree 34 %
62% agreed that sales persons spent enough time with them during the sales,
while 34% strongly agreed that the sales persons spent enough time with them
during sales and only 4% disagreed with this.
TIME SPENT DURING SALES
1
2
3
4
5
Q2 (ii) c Employees spent enough time with you after sales
No. of Respondents
1. Strongly Disagree 0 %
2. Disagree 22 %
3. Neither Disagree Nor Agree 0 %
4. Agree 52 %
5. Strongly Agree 26 %
60% agreed that the sales persons spent enough time with them after sales, 26%
strongly agreed with this and 14% disagreed that the sales persons spent enough
time with them after sales.
AFTER SALES
1
2
3
4
5
No. of Respondents
1. Strongly Disagree 0 %
2. Disagree 22 %
3. Neither Disagree Nor Agree 0 %
4. Agree 52 %
5. Strongly Agree 26 %
60% agreed that the sales persons spent enough time with them after sales, 26%
strongly agreed with this and 14% disagreed that the sales persons spent enough
time with them after sales.
AFTER SALES
1
2
3
4
5
Q2 (iii).Display of Merchandize
No. of Respondents
1. Strongly Disagree 0%
2. Disagree 0 %
3. Neither Disagree Nor Agree 0 %
4. Agree 94 %
5. Strongly Agree 6 %
94% agreed that the display of merchandize was attractive and 6% strongly
agreed that the display of merchandize was attractive.
MERCHANDISE DISPLAY
1
2
3
4
5
No. of Respondents
1. Strongly Disagree 0%
2. Disagree 0 %
3. Neither Disagree Nor Agree 0 %
4. Agree 94 %
5. Strongly Agree 6 %
94% agreed that the display of merchandize was attractive and 6% strongly
agreed that the display of merchandize was attractive.
MERCHANDISE DISPLAY
1
2
3
4
5
Q2 (iv).Availability of the Product
No. Of Respondents
1. Strongly Disagree 0 %
2. Disagree 4%
3. Neither Disagree Nor Agree 0 %
4. Agree 91 %
5. Strongly Agree 5 %
91% agreed that the availability of the product was there, 5% strongly agreed
that the availability was there while only 4% said they disagreed with this.
PRO DUCT AVAILABLITY
1
2
3
4
5
No. Of Respondents
1. Strongly Disagree 0 %
2. Disagree 4%
3. Neither Disagree Nor Agree 0 %
4. Agree 91 %
5. Strongly Agree 5 %
91% agreed that the availability of the product was there, 5% strongly agreed
that the availability was there while only 4% said they disagreed with this.
PRO DUCT AVAILABLITY
1
2
3
4
5
Q2 (v). Variety/Selection of Merchandize.
No. of Respondents
1. Strongly Disagree 0%
2. Disagree 6%
3. Neither Disagree Nor Agree 0 %
4. Agree 87 %
5. Strongly Agree 7 %
87% agreed that there was variety/selection of merchandize whereas 7%
strongly agreed that enough variety was there and 6% disagreed with this.
VARIETY O F MERCHANDISE
1
2
3
4
5
No. of Respondents
1. Strongly Disagree 0%
2. Disagree 6%
3. Neither Disagree Nor Agree 0 %
4. Agree 87 %
5. Strongly Agree 7 %
87% agreed that there was variety/selection of merchandize whereas 7%
strongly agreed that enough variety was there and 6% disagreed with this.
VARIETY O F MERCHANDISE
1
2
3
4
5
Q.2 (vi) Vehicle in Good Condition
No. of Respondents
1. Strongly Disagree 0 %
2. Disagree 2 %
3. Neither Disagree Nor Agree 0 %
4. Agree 82 %
5. Strongly Agree 16 %
82% agreed that the vehicle was in good condition when delivered, 16%
strongly agreed with this whereas only 2% disagreed with this.
CO NDITIO N O F VEHICLE
1
2
3
4
5
No. of Respondents
1. Strongly Disagree 0 %
2. Disagree 2 %
3. Neither Disagree Nor Agree 0 %
4. Agree 82 %
5. Strongly Agree 16 %
82% agreed that the vehicle was in good condition when delivered, 16%
strongly agreed with this whereas only 2% disagreed with this.
CO NDITIO N O F VEHICLE
1
2
3
4
5
Q2 (vii).Prices Are Affordable
No. of Respondents
1. Strongly Disagree 0 %
2. Disagree 12 %
3. Neither Disagree Nor Agree 15 %
4. Agree 21 %
5. Strongly Agree 52 %
64% strongly agreed that the prices are affordable, 21% agreed that the prices
are affordable whereas only 15% said that they neither disagreed nor agreed
with this.
PRICE AFFORDABLITY
1
2
3
4
5
No. of Respondents
1. Strongly Disagree 0 %
2. Disagree 12 %
3. Neither Disagree Nor Agree 15 %
4. Agree 21 %
5. Strongly Agree 52 %
64% strongly agreed that the prices are affordable, 21% agreed that the prices
are affordable whereas only 15% said that they neither disagreed nor agreed
with this.
PRICE AFFORDABLITY
1
2
3
4
5
Q2 (viii).Attractive Discounts Offered
No. of
Respondents
1. Strongly Disagree 0%
2. Disagree 26%
3. Neither Disagree Nor Agree 0%
4. Agree 47%
5. Strongly Agree 27%
55% agreed that the discounts offered are attractive, 34% strongly agreed with
this while 11% disagreed and said that the discounts offered were not attractive.
DISCOUNT O FFERED
1
2
3
4
5
No. of
Respondents
1. Strongly Disagree 0%
2. Disagree 26%
3. Neither Disagree Nor Agree 0%
4. Agree 47%
5. Strongly Agree 27%
55% agreed that the discounts offered are attractive, 34% strongly agreed with
this while 11% disagreed and said that the discounts offered were not attractive.
DISCOUNT O FFERED
1
2
3
4
5
Q2 (ix). Décor Of the Waiting Area Is Pleasing
No. of Respondents
1. Strongly Disagree 0%
2. Disagree 0%
3. Neither Disagree Nor Agree 0%
4. Agree 80%
5. Strongly Agree 20%
80%agreed that the décor of the waiting area was pleasing while 20% strongly
agreed that the décor of the waiting area was pleasing
DECOR OF WAITING AREA
1
2
3
4
5
No. of Respondents
1. Strongly Disagree 0%
2. Disagree 0%
3. Neither Disagree Nor Agree 0%
4. Agree 80%
5. Strongly Agree 20%
80%agreed that the décor of the waiting area was pleasing while 20% strongly
agreed that the décor of the waiting area was pleasing
DECOR OF WAITING AREA
1
2
3
4
5
Chapter 4
Finding and conclusion
1. From this survey it is found that the satisfaction level of customers in various
categories like different age group, gender, income levels, and factors
influencing them to buy Bajaj and satisfaction level on various factors.
2. Coming to the satisfaction based on mileage the result was bad towards Bajaj.
3. The performance was good and as well as servicing is also good.
4. Service is not good as almost half gave other than good responses.
5. Friends are the major influencers in buying decision making process.
6. It is observed that in rating of different features of different bikes people give
maximum rating to the look shape. Brand image and pickup of the Bajaj bikes.
At the second level they give their maximum rating to the mileage of hero
bikes. Most of the customers are dissatisfied with their Splender bikes.
Finding and conclusion
1. From this survey it is found that the satisfaction level of customers in various
categories like different age group, gender, income levels, and factors
influencing them to buy Bajaj and satisfaction level on various factors.
2. Coming to the satisfaction based on mileage the result was bad towards Bajaj.
3. The performance was good and as well as servicing is also good.
4. Service is not good as almost half gave other than good responses.
5. Friends are the major influencers in buying decision making process.
6. It is observed that in rating of different features of different bikes people give
maximum rating to the look shape. Brand image and pickup of the Bajaj bikes.
At the second level they give their maximum rating to the mileage of hero
bikes. Most of the customers are dissatisfied with their Splender bikes.
CONCLUSION
On an average more than 73% people feel that the prices are affordable whereas
12% do not agree, 74% believe that attractive discounts are offered whereas 26%
are not satisfied with the discounts offered. 20% said that the test drives are not
offered and 15% said that post sales follow ups are not done regularly whereas
85% said that they were done regularly but people feel that it is the people’s car
as it is satisfactory on all other parameters: knowledgeable sales persons ,
employees spent enough time before and during sales, display of merchandise is
attractive, availability of product, variety of merchandize, vehicle in good
condition, prices are affordable, attractive discounts are offered, décor of the
waiting area is pleasing, responds to complaints quickly, service at BAJAJ
Motors service station is excellent, careful with personal information and is value
for money . The overall opinion about BAJAJ Motors is very good. 86% people
agreed that the sales persons are knowledgeable and 14% strongly disagreed that
the sales persons are knowledgeable. 64% people agreed that the sales persons
spent enough time with them before the sales and 36% strongly agreed with this.
62% agreed that sales persons spent enough time with them during the sales,
while 34% strongly agreed that the sales persons spent enough time with them
during sales and only 4% disagreed with this.
60% agreed that the sales persons spent enough time with them after sales, 26%
strongly agreed with this and 14% disagreed that the sales persons spent enough
time with them after sales. 94% agreed that the display of merchandize was
attractive and 6% strongly agreed that the display of merchandize was attractive.
91% agreed that the availability of the product was there, 5% strongly agreed that
the availability was there while only 4% said they disagreed with this.
On an average more than 73% people feel that the prices are affordable whereas
12% do not agree, 74% believe that attractive discounts are offered whereas 26%
are not satisfied with the discounts offered. 20% said that the test drives are not
offered and 15% said that post sales follow ups are not done regularly whereas
85% said that they were done regularly but people feel that it is the people’s car
as it is satisfactory on all other parameters: knowledgeable sales persons ,
employees spent enough time before and during sales, display of merchandise is
attractive, availability of product, variety of merchandize, vehicle in good
condition, prices are affordable, attractive discounts are offered, décor of the
waiting area is pleasing, responds to complaints quickly, service at BAJAJ
Motors service station is excellent, careful with personal information and is value
for money . The overall opinion about BAJAJ Motors is very good. 86% people
agreed that the sales persons are knowledgeable and 14% strongly disagreed that
the sales persons are knowledgeable. 64% people agreed that the sales persons
spent enough time with them before the sales and 36% strongly agreed with this.
62% agreed that sales persons spent enough time with them during the sales,
while 34% strongly agreed that the sales persons spent enough time with them
during sales and only 4% disagreed with this.
60% agreed that the sales persons spent enough time with them after sales, 26%
strongly agreed with this and 14% disagreed that the sales persons spent enough
time with them after sales. 94% agreed that the display of merchandize was
attractive and 6% strongly agreed that the display of merchandize was attractive.
91% agreed that the availability of the product was there, 5% strongly agreed that
the availability was there while only 4% said they disagreed with this.
87% agreed that there was variety/selection of merchandize whereas 7% strongly
agreed that enough variety was there and 6% disagreed with this. 82% agreed that
the vehicle was in good condition when delivered, 16% strongly agreed with this
whereas only 2% disagreed with this. 64% strongly agreed that the prices are
affordable, 21% agreed that the prices are affordable whereas only 15% said that
they neither disagreed nor agreed with this.
55% agreed that the discounts offered are attractive, 34% strongly agreed with
this while 11% disagreed and said that the discounts offered were not attractive.
80%agreed that the décor of the waiting area was pleasing while 20% strongly
agreed that the décor of the waiting area was pleasing 74% agreed that the test
drive was offered to them, 6% strongly agreed that the test drive was offered
while 20% disagreed with this. 59% agreed that the post sales follow ups are done
regularly, 26% strongly agreed and 15%disagreed with this. 4% agreed that the
response to complaints is quick, 18% strongly agreed, 12% neither agreed nor
disagreed and 6% disagreed with this.
82% said that the service at BAJAJ service station is excellent, 14% strongly
agreed while only 4% disagreed with this. 85% agreed that yes they were careful
with personal information, strongly agreed with this and 8% neither agreed nor
disagreed. 94% strongly agreed that all the commitments were fulfilled and 6%
agreed with this. 98% said yes that they are aware about the Insurance Schemes
of BAJAJ while only 2% said that they were not aware.
agreed that enough variety was there and 6% disagreed with this. 82% agreed that
the vehicle was in good condition when delivered, 16% strongly agreed with this
whereas only 2% disagreed with this. 64% strongly agreed that the prices are
affordable, 21% agreed that the prices are affordable whereas only 15% said that
they neither disagreed nor agreed with this.
55% agreed that the discounts offered are attractive, 34% strongly agreed with
this while 11% disagreed and said that the discounts offered were not attractive.
80%agreed that the décor of the waiting area was pleasing while 20% strongly
agreed that the décor of the waiting area was pleasing 74% agreed that the test
drive was offered to them, 6% strongly agreed that the test drive was offered
while 20% disagreed with this. 59% agreed that the post sales follow ups are done
regularly, 26% strongly agreed and 15%disagreed with this. 4% agreed that the
response to complaints is quick, 18% strongly agreed, 12% neither agreed nor
disagreed and 6% disagreed with this.
82% said that the service at BAJAJ service station is excellent, 14% strongly
agreed while only 4% disagreed with this. 85% agreed that yes they were careful
with personal information, strongly agreed with this and 8% neither agreed nor
disagreed. 94% strongly agreed that all the commitments were fulfilled and 6%
agreed with this. 98% said yes that they are aware about the Insurance Schemes
of BAJAJ while only 2% said that they were not aware.
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