MINOR PROJECT REPORT

ON

A STUDY OF THE MARKETING STRATEGIES OF

BAJAJ AUTOMOBILE

UNDER THE GUIDANCE OF:

SUBMITTED BY

DR. HERAMB NAYAK

SAHIL .C. KUMAR

ASSISSTANT PROFESSOR

09214901713

(Department of Business Administration)

BBA (Gen)

MAHARAJA SURAJMAL INSTITUTE OF MANAGEMENT

Affiliated to Guru Gobind Singh Indraprastha University, Delhi
C-4, Janak Puri, New Delhi-110058
2013-2016

DECLARATION

I hereby declare that the project work on Comparative and MARKETING

STRATEGY BAJAJ AUTOMOBILES Submitted to the Guru Gobind Singh
Indraprastha University is a record of an original work done by me under the
guidance of DR. HERAMB NAYAK, Faculty Member, Maharaja Surajmal Institute.

ACKNOWLEDGEMENT
I SAHIL .C. KUMAR record my sincere thanks and deep sense of gratitude to
my respected mentor and guide, DR. HERAMB NAYAK for the valuable
guidance , interest and constant encouragement . I also thank him for the
valuable ideas and concepts he delivered and shared with me for fulfillment
of the project.

SAHIL .C. KUMAR

ROLL NO. 09214901713
BBA (GEN)

CERTIFICATE

This is to certify that SAHIL .C. KUMAR student of MAHARAJA SURAJMAL

INSTITUTE , Affiliated TO GURU GOBIND SINGH UNIVERSITY has
completed his project MARKETING STRATEGY OF BAJAJ AUTOMOBILES
under my supervision . He has taken interest and shown almost sincerity in
completion of the project. And completed this project under my guidance and
this his original work and has also submitted the project report on same
time.

Dr. HERAMB NAYAK

ASSISTANT PROFESSOR
(DEPARTMENT OF BUSINES ADMINISTRATION)

TABLE OF CONTENTS
PAGE NO.
4-10

Chapter 1 Introduction of the

project

Introduction
Objectives
Research methodology
Limitations

Chapter 2 Profile of the

organization

11-47

Current scenario
Global presence
International strategy
Product
Conceptual discussion

Chapter 3

Analysis and
interpretation of data

48-58

Chapter 4

59-62

Conclusion and
recommendation

Bibliography

63-64

Chapter 1
INTRODUCTION

OVERVIEW OF THE INDUSTRY

Motorcycles have made their debut around the 1950s; this section looks at
the two wheelers which have over the years caught the imagination of
country. It was in the year 1954 that the Indian government ordered for total
number of 800 motorcycles to man the Pakistani borders. In came the Bullets
which were initially launched in England as a 350cc bike and it was upgraded
to 500cc a year or so later. These bikes have remained unaltered, barring
some cosmetic changes which have undergone over the years. Thus one can
say without much of a doubt that the 1955 Bullet was one of the initial hits of
the Indian two-wheeler industry and till today it continues to be a darling of
the motorcycle enthusiasts.
Enfield Bullet had a close competition with another sturdy bike named
Rajdoot; as the bike was strong enough to handle the rough Indian roads.
The company had roped in Indian He-man Dharmendra for the promotion of
the bike. With more than 1.6 million vehicles on the road the Rajdoot
motorcycle was one of the initial hits of the earlier years of two-wheeler
history in the country.
When heavy motorcycles were the order of the day, a relatively lighter bike
had caught on the imagination of the Indian two wheeler user. Ind- Suzukia
bike launched by the then TVS Suzuki group was an instant hit; however the
bike could not sustain its initial success due to the high import content in the
vehicle and less of localization.
In scooters Bajaj Chetak has been hugely responsible for adding momentum
to the transport system of the country, till today it remains one of the most
successful brands to have come out of the Bajaj stable.
The scooter is named after the horse of legendary Rana Pratap Singh. These
sets of two wheels have become a part of the Indian milieu and are often
7

considered a representative of the Indian middle class aspiration. Very few

two-wheelers have been able to emulate the success, which Bajaj Chetak has
achieved over the years.
Similarly LML Motors enjoyed a reasonable success with the launch of LML
Select which came with new age technology and improved performance.
Today newer models of two-wheeler are entering the market everyday,
slowly pushing these names down the memory lane. However names like
Chetak, Rajdoot and Bullet will always find a mention in the history of twowheelers in the country.
The Indian two-wheeler industry is dominated by three players, Bajaj, Hero Honda and TVS
Suzuki, who account for 80 percent of the total two-wheeler market. The other players including
Kinetic Engineering, LML and others account for the remaining 20 percent of the market. The
industry can be divided into three broad segments: Scooters, motorcycles and mopeds. In the
scooters segment Bajaj is the market leader, Hero Honda is the market leader in the motorcycles
segment and in the segment of mopeds, TVS controls the major chunk of the market.
Most Indian players in the two-wheeler industry had been into some kind of strategic alliance,
technical collaboration or joint venture with foreign players, mainly Japanese firms. HeroHonda, is a joint venture between the Munjal-promoted Hero Group and Honda Motor Co. of
Japan; TVS-Suzuki was an alliance with TVS and Suzuki Motors (till September 2001); BajajKawasaki a joint venture between Bajaj Motors and Kawasaki; and Yamaha-Escorts, a joint
venture between Escorts and Yamaha Motor Corp. (till June 2001).
Indian automobile market, be it the two-wheeler segment, the three-wheeler segment or the car
segment, is yet to come to a stage where all the models are developed indigenously. For years
now, Indian companies have been dependent on their foreign joint venture partners or
collaborators to provide them with the technical know-how. This trend too is in for a change.
Leading the pack in this arena is Bajaj, which has been Successful at designing models in-house.
Bajaj's Saffire and Spirit, have been able to bag the scooter of the year award for 2003 and 2004

respectively. In fact, its Spirit was adjudged the "Indigenous product design of the year" for the
year 2000. The recently launched Pulsar from the Bajaj stable is yet another home-grown
product, albeit in tandem with Japanese design house, Tokyo R&D. Bajaj has been laying
increased emphasis on its R&D so as to be able to launch new products to tap the markets at all
possible price points. Other companies too are adapting the strategy of designing and developing
products indigenously. TVS's Victor is yet another development in this direction and this
indigenously built model has been a success in the markets.
A two-wheeler is used as a personal/family vehicle or a goods carrier in the developing
countries, whereas it is confined to sports/racing (heavy motorcycles) or short distance
shopping (mopeds) in developed countries.
The world two-wheeler market is dominated by Japan. Japanese manufacturers account for
around 65% of the total two-wheeler production in the world. However, production within Japan
has been declining due to lower domestic demand and shift in manufacturing base outside the
country. Japan is also the world's largest exporter of two-wheelers in the world controlling
around 75% of the world trade. Its major markets are China, USA and Europe. In terms of player
positions, Honda Motors Corporation, Yamaha Motors and Suzuki Motors Corporation share the
top three slots in the world two-wheeler market. The table below shows the production and sales
figures of motorcycles and scooters in Japan during the past decade More than 50% of the
production in Japan is exported out of the country. This scenario contrasts directly with the
Indian scenario. In India, only about 2% of the production in FY99 was exported
The Asian continent is the largest user of two-wheelers in the world. This is due to poor road
infrastructure and low per capita income, restrictive policy on car industry.
The technology for two-wheelers is not as well developed as for car industry. This is
due to oligopoly between top five players in the segment, compared to thirty
manufacturers in the car industry

OBJECTIVES

But to capture the major amount of BIKES segment Bajaj would have to make a huge
dent in the EXECUTIVE LEVEL segment of bikes (which is the biggest segment and has
a market share of 65 percent) which till now Bajaj has been unable to do.

Will Bajaj be able to capture the EXECUTIVE LEVEL segment?

What are the roadblocks Bajaj is facing in capturing the EXECUTIVE LEVEL segment?

To do a comparative market study of Bajaj Bikes and other major market players and to
come up with reasons why Bajaj has been unable to break into the EXECUTIVE LEVEL
segment.

METHODOLOGY
Marketing research is the process collecting and analyzing marketing
information and ultimately arrived at certain conclusion Management in any
organization need information about potential marketing plans and to
change in the market place. Marketing research includes all the activities
that enable an organization to obtain the information. This research is very
important in strategy formation and feed back of any organizational plan.

10

RESEARCH DESIGN
1) Study of Secondary Data: The quickest and the most economical
way from researchers is to find possible hypothesis is to take the
advantage of the work done earlier and thus utilize their efforts.
2) Primary Data: It is a first hand data collected from original sources. It
was not possible to collect first hand data thus project is not based on
primary data.

TYPES OF RESEARCH
Exploratory research: In well-established fields of study, hypotheses
usually are drawn from the ideas developed in previous research studies or
are derived from theory. Hypotheses are tentative answers to questions that
serve as guides for most of the research.

DATA SOURCES
SECONDARY DATA
PRIMARY
PRIMARY DATA

DATA
:-

It is a first hand data collected from original sources . it was not possible to collect
first hand data thus project is not based on primary data.

SECONDARY DATA:When an investigator uses the data that has been already collected by
others is called secondary data. The secondary data could be collected from
11

Journals, Reports and Various Publications. The advantages of secondary data

can be economical, both in the term of money and time spent. The
researcher of the reporter also did the same and collected secondary from
various Internet sites like Google.com.altavista.com and many more. The
researchers of the reporter also visited various libraries for collection of the
introduction part.

Basic methods of collecting secondary data:

1) Magazines
2) Books
3) Brochure
4) Web Sites

LIMITATIONS
The study could not be made that comprehensive due to time constraints
and due to small sample size because this study is only on the basis of Bajaj
Auto Ltd.

Time constraints
12

Geographical selectivity in study limiting to Delhi city only

Sample is limited to Delhi and NCR

Sample is only from metro so generalizations may be misleading

Biases and non cooperation of the respondents

Chapter 2
Profile of the
organization

13

PROFILE OF THE ORGANIZATION

Established on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited 1945
BAJAJ AUTO has come a long way to make its presence felt. In 1948 it began its selling
activities in India by importing two- and three-wheelers. In 1959 Bajaj Auto obtained license
from the Government of India to manufacture two- and three-wheelers and in 1960 Bajaj Auto
became a public limited company. The company achieved the landmark of 1,00,000th vehicle in
1970. 1972 and 1976 are the landmark years for Bajaj as these are the years when the company
introduced its Bajaj Chetak and Bajaj Super models respectively, which are the two major
success stories of the company. 1977 is the year of pride for Bajaj as it achieves production and
sales of 100,000 vehicles in one financial year for the first time; with 1986 raising the figure to 5,
00,000 vehicles.
November 29, 1995 brought with it four celebrations for Bajaj Auto:
Bajaj Auto completes 50 years.
14

It signed agreements with Kubota of Japan for the development of diesel engines for threewheelers and with Tokyo R&D for ungeared Scooter and moped development.
The Bajaj Super Excel is introduced.
One million vehicles were produced and sold in this financial year.
In 1997 The Kawasaki Bajaj Boxer was launched. In January, 2001 The Eliminator is launched
and in November Bajaj Auto launched its latest offering in the premium bike segment Pulsar.
In 2003 Bajaj launched three new bikes
1. February Caliber115 "Hoodibabaa!"
2. July Bajaj Wind 125
3. October Pulsar DTS-i is launched.
4. May 2004 Bajaj CT100 was launched and in
5. September 2004 the company launched the Bajaj Discover DTS-i, its latest offering in
bike segment.

CURRENT SCENARIO
Riding on the back of growing motorcycle sales and a resurgent scooter market, two-wheeler
sales surged by a robust 13.2 per cent during the first five months of this year.
Two-wheeler sales in the domestic market, second-biggest in the world after China, reached 23.3
lakh units during April-August 2004 over 20.6 lakh units during the year ago period, data
compiled by the Society of Indian Automobile Manufacturers (SIAM) showed.
Motorcycle and step-thru sales, which constituted over 75 per cent of the total two-wheeler sales,
rose by 14 per cent at 18.1 lakh units

15

Scooter and scooterettee sales rode northward by 11.4 per cent at 3.86 lakh units while its
sibling, mopeds, posted an 8.55 per cent rise at 1.32 lakh units.

Overall Market Composition of Two-Wheeler

Currently the Bajaj Auto is in the safe hands of Rahul Bajaj with Madhur Bajaj assisting him.
The current managerial positions at Bajaj are:

Board of Directors
Rahul Bajaj

Chairman & Managing Director

Madhur Bajaj

Vice Chairman & Whole-Time Director

Kantikumar R. Podar

Director

Shekhar Bajaj

Director

D.J. Balaji Rao

Director

D.S. Mehta

Whole-Time Director

J.N. Godrej

Director

S.H. Khan

Director
16

Rajiv Bajaj

Joint Managing Director

Mrs. Suman Kirloskar

Director

Naresh Chandra

Director

Nanoo Pamnani

Director

Tarun Das

Director

Manish Kejriwal

Director

Sanjiv Bajaj Executive

Director

Registered under the Indian Companies Act, VII of 1913

REGISTERED OFFICE: Akurdi, Pune

PLANTS: 1. Akurdi, Pune

2. Bajaj Nagar, Waluj, Aurangabad
3. Chakan Industrial Area, Chakan, Pune

Kawasaki
Bajaj Auto has a technical tie-up with Kawasaki Heavy Industries of Japan to produce a range of
the latest, state-of-art two-wheelers in India. Since the tie-up in 1986, Bajaj Auto has launched
KB100, KB RTZ, KB125, 4S, 4S Champion, Boxer, Caliber, Caliber115, Wind125 and India's
first real cruiser bike, the Kawasaki Bajaj Eliminator.
A Fortune 500 company with a turnover of USD 10 billion (Rs. 45,840 crore), Kawasaki Heavy
Industries has crafted new technologies for over a hundred years. These technologies have
redefined space systems, aircrafts, jet engines, ships, locomotive, energy plants, construction
machinery, automation systems, apart from a range of high quality, high reliability two-wheelers.
17

Kawasaki has given the world its legendary series of 600-1200cc Ninja and 1600 Vulcan bikes.
Straight from Kawasaki design boards, the Kawasaki Bajaj Eliminator redefines the pleasure of
"biking" in looks as well as performance.

18

Product

Award

Award Body

General

Best Two-wheeler
Company

NDTV Profit Business

Leadership Awards

Pulsar

Ranked First in 'TOP 30

AUTOMOBILE BRANDS
OF INDIA'

4Ps Power Brand

Awards

Bajaj Auto, First prize for category

Waluj
"Productivity Thru
Quality"

IMTMA-SIEMENS
Productivity
Championship Award
2007

Mr. Rajiv
Bajaj

Rashtrabhusan Award

FIE (Fuel Instruments

and Engineering)

Mr. Rahul
Bajaj

Lakshya Business
Visionary Award

NITIE

Bajaj
Discover
135 DTS-i

Highest customer
satisfaction in Upper
Executive Mc Segment

TNS Voice of
Customer Awards

XCD 125
DTS-Si

Bike of the Year 2008

CNBC-TV18 Autocar
Auto Awards

19

XCD 125
DTS-Si

Award for motorcyle

upto 125cc - 2008

NDTV Profit Car India

and Bike India Awards

XCD 125
DTS-Si

Bike of the Year 2008

Business Standard
Motoring

Pulsar 220
DTS-Fi

Bike of the Year 2008

Overdrive

Pulsar 220
DTS-Fi

Bike of the Year 2008

NDTV Profit Car India

and Bike India Awards

Rural
Financing

Customer Responsive
Business Practice

Avaya Global ConnectEconomic Times

HR

HR Initiative of the Year Automonitor

General

Bike Manufacturer of
the Year 2007

Automonitor

Pulsar 220
DTS-Fi

IMOTY Award-Indian
Motorcycle of the Year

All Auto MagsOverdrive, AutoCar,

BS, Bike Top Gear

20

GLOBAL PRESENCE
To add to the above-mentioned aspects of Bajaj Auto, it has also established itself in the world
arena. Bajaj Global has distribution network which covers over 50 countries like Sri Lanka,
Mexico, Bangladesh, Columbia, Guatemala, Peru, Egypt, Iran and Indonesia. To its credit, the
company exported 156,007 units in 2003-04. It is also one of the largest exporters of threewheelers with over 65,797 units exported in 2003-04, showing a 66 per cent growth in total
exports in 2003-04. In its global market all products customized as per market needs.

COMPANY BEFORE INDEPENDENCE:

The Bajaj group came into existence during the turmoil and the heady
euphoria of Indias freedom struggle. Jamnalal Bajaj, founder of the bajaj
group, was a Confident and disciple of Mahatma Gandhi, and was deeply
involved in the effort for freedom. He had all the qualities of great
entrepreneur, which are visible by he characteristics on which he laid the
foundation of the company. The integrity, dedication, resourcefulness and
determination to succeed which are characteristic of the company today, are
often traced back to its birth during those long days of relentless devotion to
a common cause.

COMPANY AFTER INDEPENDENCE:

Kamalnayan, the eldest son of Jamnalal Bajaj, succeeded his father in 1942,
at the age of twenty-seven. Putting the nation before business, he devoted
himself to the latter only after India achieved independence in 1947. But
when he did so, He put his heart and soul into it. Within a sort while, he not

21

only consolidated the group but also diversified into various manufacturing
activities, elevating the group up to the status it enjoys till this day.

COMPANY IN PRESENT TIME:

Rahul Bajaj today heads the group. He has been the chief executive officer of
Bajaj since 1968 and is recognized as one of the most outstanding business
leader in India. As dynamic and ambitious as his illustrious predecessors, he
has

been

recognized

for

his

achievement

at

various

national

and

international forums.
Bajaj is currently Indias largest two wheeler manufacturers and one of the
biggest in the world. Bajaj has long left behind its annual turnover of Rs. 72
Million (1968), to currently register an impressive figure of Rs. 42.16 billion
(US$ 936 million).
Bajaj Auto Ltd. (BAL) has clocked a 19 per cent growth in two wheeler sales
in April 2004 at 1,05,247 units as compared to 88,749 units in April 2003. It
recorded a 22 per cent rise in two and three wheelers at 1, 21,399 for April
as against 99,430 units in the same period last year

COMPANIES INTERNATIONAL STRATEGY:

The company manufactures world acclaimed products under license or in
collaboration with other manufacturers and in 1995 produced more that one
million vehicles for markets in 70 countries in Asia, Europe, the Americas
22

and Africa. Continents where Bajaj Auto vehicles have already logged billions
of kilometers. Bajaj Auto goes to extremes to ensure quality assurance. Most
components are manufactured on state of the art, automated machines and
a typical scooter and its component parts go through some 4000-quality
checks before the unit is finally tested on a dynamometer. Japanese type
quality circles standards are maintained. This has resulted in the World
Bank recognizing Bajaj Auto products as
Some of the finest products in the motor industry. Bajaj Auto Ltd. of India
has recently entered into agreements with Kawasaki Industries of Japan and
Chrysler Motor Corporation of America for future joint manufacture of
products.
TWO and three wheeler manufacturer Bajaj Auto Ltd. (BAL) has set its sights
firmly on the overseas market and is firming up a comprehensive market
development strategy for which it is placing teams in strategic markets such
as South America and Indonesia for a global strategy.

PHILOSOPHY OF BAJAJ
1. We approach our responsibilities with ambition & resourcefulness.
2. We organize ourselves for a transparent & harmonious flow of work.
3. We respect sound theory & encourage creative experimentation.
4. And we make our workplace a source of pride.

BAJAJ BELIEVES IN

TRANSPARENCY:- A commitment that the business is managed

along transparent line

23

FAIRNESS:- To all stakeholders in company, but especially to

minority shareholders.

DISCLOSURE:- Of all relevant financial importance in an easily

understood manner.

SUPERVISION:- Of the company activities by a professionally

competent and independent board of directors.

QUALITY POLICY OF BAJAJ

Everybody at Bajaj auto continues to finally believe in providing the
customer VALUE FOR MONEY FOR YEARS through products and services.
Thus Bajaj Auto shares maintain & improve.
In their decision making, quality, safety & service will be given as much
consideration as productivity, cost & delivery. Quality should be built into
every respect of their work life & business operation. Quality improvements
& customer satisfaction shall be the responsibility of every employee.

ENVIRONMENTAL POLICY OF BAJAJ AUTO LTD

BAL manufacturer of two and three wheeler vehicle is committed to
prevention of pollution, continual improvement of our environmental
performance & compliance with all the applicable environmental legislation
& re9ulations. Towards this, Bajaj auto shall strive to.

Create a proactive environment management system that addresses

all environmentally significant aspects related to their products &
processes.

Minimize the generation of waste & conserve resources through better

technology & practices.

24

Promote

environmental

awareness

amongst

their

employees

&

motivate them to fulfill our commitments.

Thus everybody as Bajaj auto limited pledge himself towards creating &
preserving a cleaner environment.

OUR BRAND VALUES

Bajaj live our brand by its values of Learning, Innovation, Perfection, Speed
and Transparency.Bajaj will constantly inspire confidence through excitement
engineering.

Learning
Learning is how we ensure proactively. It is a value that embraces knowledge
as the platform for building well Informed, reasoned, and decisive actions.

Innovation
Innovation is how we create the future. It is a value that provokes us to reach
beyond the obvious in pursuit of that which exceeds the ordinary.

Perfection
Perfection is how we set new standards. It is a value that exhibits our
determination to excel by endeavoring to establish new benchmarks all the
time.

Speed

25

Speed is how we convey clear conviction. It is a value that keeps us sharply

responsive, mirroring our commitment towards our goals and processes.

26

PRODUCT
The product is the physical product or service offered to the consumer. In the case of physical, it
also refers to any services or conveniences that are part of the offering.
Product decisions include aspects such as function, appearance, packaging, service, warranty etc.

Bajaj Stable in Executive Segment

As explained earlier executive segment of bikes holds 65% market share in India. It this
segment, which is much, talked about among the companies because of its huge size.
Bajaj entered this segment much later, which was Bajajs biggest mistake till now when Hero
Honda has already captured the market with its bread and butter bike Splendor and Passion.
Still Bajaj has entered the market and has taken the competition head-on with slew of launches
and builds a bouquet of offerings. The bouquet offer it three bike through which Bajaj is eager to
take a lead in the executive segment as well, which will also help Bajaj to become the leader in
whole of the bike sector in India.

PLATINA 100

27

Engine
Type

4 stroke

Cooling Type

Air Cooled

Displacement

111.6 cc

Max Power

9.5bhp@8000rpm

Ignition Type

C.D.I

Carburettor

Keihin Fie

Transmission Type

4 speed gear box

Electrical System
System

12 V, AC+DC

Head Light

35/35 W

Horn

12 V, DC

Chassis Type

Tubular construction

Suspension
Front Suspension

Telescopic

Rear Suspension

Hydraulic; Double acting, Swing arm type

Tyers
Front Tyre Size

2.50 - 18, 4/6 PR

28

Rear Tyre Size

2.75-18, 6 PR

Brakes
Front Brakes

Mechanical expanding shoe, Friction type

Rear Brakes

Mechanical expanding shoe, Friction type

Fuel Tank
Fuel Tank Capacity

14 litres

Reserve Capacity

2.5 litres

Dimensions
Overall length

1995 mm

Overall width

775 mm

Overall height

1060 mm

Wheel Base

1245 mm

Kerb Weight

118 kg

Platina 100 is a revamp version of Caliber launched on 3 rd March 2007. Caliber that was
launched in June 1998 & was Bajaj first major initiative towards the leadership in executive bike
segment got a good response in its initial period but was unable to meet the competition with
Splendor & Passion of Hero Honda.
The launch of platina 100 is aimed at strengthening its position in the executive motorcycle
market after having dominated in the premium bike segment with Pulsar and Bajaj Boxer in the
economy end.

29

DISCOVER 135

Engine
Type

4 stroke

Cooling Type

Air Cooled

Displacement

124.6 cc

Max Power

10.8bhp@8500rpm

Carburettor

Keihin Fie

Transmission Type

5 speed gear box

Electrical System
System

12 V, AC+DC

Head Light

35/35 W

30

Horn

12 V, DC

Chassis Type

Tubular construction

Suspension
Front Suspension

Telescopic

Rear Suspension

Hydraulic; Double acting, Swing arm type

Tyres
Front Tyre Size

2.75 - 18, 4/6 PR

Rear Tyre Size

2.75-18, 6 PR

Brakes
Front Brakes

Mechanical expanding shoe, Friction type

Rear Brakes

Mechanical expanding shoe, Friction type

Fuel Tank
Fuel Tank Capacity

13 litres

Reserve Capacity

2.3 liters

Dimensions
Overall length

1920 mm

Overall width

755 mm

Overall height

1060 mm
31

Wheel Base

1260 mm

Kerb Weight

121 kg

The Bajaj Wind 125 India's first bike designed with the export market in mind. The Wind 125
is a benchmark amongst executive commuters. It's easily the best motorcycle in this exploding,
tightly crammed segment of Indian market and is the Business Standard Motoring Bike Of The
Year 2004. This bike is also known as world bike, as Kawasaki with whos collaboration the bike
is made intends to market the bike globally. The bike is doing very well in the market and is
giving stiff competition to competitors Hero Honda against there bike passion & ambition.

Discover

Bajaj has recently launched the 125cc Discover (formerly codenamed the K-60) in September
2004. Like Pulsor, Discover is a totally indigenous Bajaj offering from its Chakan Plant. The
bike will be having a 125cc engine but will be priced against 100cc bike.
According to the company the bike is having a great potential and will surely make a dent in the
executive segment out of which Hero Honda will be the biggest looser. The company
spokesperson also said that the Caliber would be its first casualty as Discover is going to be very
aggressively priced.

32

CONCEPTUAL DISCUSSION
MARKETING RESEARCH
Marketing research has become an icon in business world. It includes all
those activities that enable an organization to obtain information it needs to
make decision about its end. Market mix & its present & potential customer.
The main aim of the research is to find about the truth which is hidden &
which has not discovered at yet.

OBJECTIVE OF MARKETING RESEARCH

1.

To gain familiarly with phenomenon or to achieve new.

2.

To test a hypothesis of a casual insight into it.

To

portray

accurately

the

characteristics

of

particular

relationship between variables.

4

To determine the frequency with which something occurs.

NEED OF MARKETING RESEARCH

Product positioning

Consumer behavior

Competitor presser

Expanding market

Own weakness

Growing customer expectation

33

project

Future prospective

As suppliers of product & services needs to have information about final

consumers in order to make their product & services more effective Today
marketing has become a very important feature of market and every firm
goes for marketing research in launching a new product or forecasting
feature trends.

USAGE OF MARKETING RESEARCH

Setting a goal or establishing strategies

Developing a marketing plan

Puthng a plan forward

Evaluating plan effectiveness

Marketing information system helps the marketing plan & research works &
gives regular information to manager. Marketing research has evolved out as
a tool to avoid risk & uncertainties & forecast feature. It links the consumer
to market through information

INFORMATION USED IN MARKETING ARE OF TWO

TYPES
1.

INTERNAL INFORMATION
Internal information is within the firm.

2.

EXTERNAL INFORMATION

34

External information consists of primary source &

secondary source.

35

MARKETING RESEARCH PROCESS

Specifies research objectives.

Prepare list of needed information.

Designing data collection.

Selecting sample type.

Organizing & carrying out field work.

Analyzing data & reporting project.

Thus marketing research has become very important in business world it has
become a guiding mark for business world & is definitely going to play a vital
role in future. As business involve risk. Research is used as a tool to minimize
risk. But how true the research depends upon the researcher & is ability to
avoid errors & increase knowledge.

Marketing
Marketing is the process of planning and executing the conception, pricing, promotion, and
distribution of goods and service to create exchanges (with customers) that satisfy individual and
organizational objectives.
The major marketing management decisions can be classified in one of the following four
categories:

Product

Price

Place (distribution)
36

Promotion

These variables are known as the marketing mix or the 4 Ps of marketing.

These 4 Ps are the four parameters that the manager can control, subject to internal and external
constraints of the marketing environment. The goal is to make decisions that center the 4 Ps on
the customers in the target market in order to create perceived value and generate a positive
response.

The marketing mix is portrayed in the following diagram:

Bajajs Story
Bajaj auto, which was the undisputed king for decades, woke up one fine
morning to find that scooter were no, no and motorcycles were in. this
misjudgment of the market allowed Hero Honda to race ahead to become
number one in 2001.
But there were lessons Hamara Bajaj learnt that it will never forget. In fact,
the you just cant beat a Bajaj , slogan was staring it on the face.
37

Given this situation the company chalked up a strategy plan and decided to
do three things:
1. The first part of the strategy was do whats do-able. Having
realised that it couldnt change overnight, the only way to kick-start
action was to get into the dogfight. For this it enlisted the support of
Kawasaki Heavy Industries, its technical collaborator for 16 years. The
result was an aggressively priced Boxer, a 100cc motorcycle, in 1997.
The bike got a lackluster response in the initial year but sales zoomed
to 58000 in may 2002. Over the period visibility went up. People who
came to buy bajaj scooter shifted to boxer. The is a clear success and
Bajaj is the market leader in this entry/economy-level segment.
2. The second strategy of Bajaj was: do what is not expected. The
target was to produce Pulsor, an in house bike & Eliminator cruiser in
collaboration with Kawasaki. Pulsor the masculine-looking bike was a
run-away success beginning with 596 bikes in the first month it now
sells around 18000 every month. Through this Bajaj became the
market leader in the premium segment of the market.
3. The third strategy of Bajaj was: do the obvious. Take the competition
head on with a slew of launches and build a bouquet of offerings
against Hero Honda bread & butter bike Splendor and passion in the
executive segment.

38

The Summary Table of the Marketing Mix

The following table summarizes the marketing mix decisions, including a list of some of the
aspects of each of the 4Ps:

39

MARKET SEGMENTATION & TARGET MARKET

Introduction
A market segment consists of a group of customers who share a similar set of wants. The
marketer does not create the segments; the marketers task is to identify the segments and decide
which one(s) to target. Segment marketing offers several benefits over mass marketing. The
company can create a more fined-tuned product or service offering and price it appropriately for
the target segment. The company can more easily select the best distribution and
communications channels, and it will also have a clearer picture of its competitors, which are the
companies going after the same segment.
Marketing targeting is the process of fixing ones target market. It should not be considered
synonymous with market segmentation. Market segmentation is actually the prelude to target
market selection. It's important to remember that the focus of marketing is people.
It's important to remember that the focus of marketing is people. If you're concentrating your
efforts on your product or profit only, you'll miss the mark. The term target market is used
because that market- that group of people-is the "bull's eye" at which you aim all your marketing
efforts.
So, don't forget that a market is people . . . People with common characteristics that set them
apart as a group. The more statistics a person is having about a target market, the more precisely
he/she can develop a marketing strategy.
India is the world's biggest market for motorcycles after China with sales of more than 4.0
million units a year. Currently the bike sector of India is divided into three segments i.e.
1.

Entry-level/Economy Segment: This segment was created by Bajaj in year 1997

by launching it bike BOXER priced at Rs. 32000. This segment comprises of bikes
ranging with the tag price between Rs. 30000 - Rs. 40000.

40

The target market of this segment comprises of people from lower & lower-middle class.
This segment attracts/compel people to shift to bike from scooters & scooterettee. People
in this segment look for cheap (price wise) as well as economical (mileage wise) product.
2.

Executive Segment: Executive segment is the biggest segment comprising of 65%

of market share of bike sector. It is this segment where the actual war is taking place
among the companies. This segment comprises of bikes ranging with the tag price
between Rs. 40000 Rs. 50000.
The target market of this segment caters to those people who are looking for both power
and mileage. The target comprises of people from middle-middle class to lower-higher
class.

3.

Premium Segment: This segment comprises of bikes whos price is more than Rs.
50000. Although this segment doesnt target much market in India but it this segment that
help companies showcase its technology prowess, which in terms help to further
strengthen the brand.
The target market of this segment is the people who ride bike for fun and pleasure. The
people who want to make a style statement. They generally belong to people from uppermiddle class to middle-higher class. Age category of such people is generally below 25.

OVERALL MARKET SEGMENTATION OF BIKES

21%
14%

Executive Segment

Premium Segment

41

65%

Entry/Economy Segment

PRICING
It is one of the most important elements of the marketing mix, as it is the only mix, which
generates a turnover for the organisation. The remaining 3ps are the variable cost for the
organisation. It costs to produce and design a product, it costs to distribute a product and costs to
promote it. Price must support these elements of the mix. Pricing is difficult and must reflect
supply and demand relationship. Pricing a product too high or too low could mean a loss of
sales for the organisation. Pricing should take into account the following factors:

Fixed and variable costs.

Competition

Company objectives

Proposed positioning strategies.

Target group and willingness to pay.

42

BAJAJ PRICING STRATEGY

Bajaj has always played upon price and reduced bike prices, and this has
become a two edged sword for bajaj . as in the case of bajaj Discover which
has been aggressively placed at Rs

39,500 (in delhi) Though Discover

belongs to 125 cc segment, Bajaj has positioned it against its 100 cc and 110
cc rivals in the executive segment including Splendor and Passion.
But exceptions are also there because reducing the price of the bike
diminishes its resale value. Bajaj did it with Caliber so there is no resale
value of the product which in turn creates confusion in the market and a
consumer who upgrades its bike every couple of years then goes for the rival
Hero Hondas Splendor!
Though Bajaj has kept a higher level of pricing at its Premium Level Segment
Bike (Pulsar) where the competition is fought on the basis of better
Technology and Quality of the Product.
According to Mr R.L. Ravichandran Vice President (Business Development &
Marketing) Bajaj, more than 50 percent of all bikes are sold on hire purchases
that is Executive Level Segment and Premium Level Segment. That means
theirs is only a Rs. 50 to Rs. 100 difference on the monthly installments
between some Entry Level bikes and Executive Category Vehicles. Thus Bajaj
has kept the prices of its executive segment bikes competitively low to
attract the customer who come to showroom for purchasing entry segment
bikes.
The prices of the executive segment bikes of Bajaj are:
PLATINA
DISCOVER 150

Rs. 44150
Rs. 46535

43

Discover 135

Rs. 41250

PLACE
Introduction
A crucial decision in any marketing mix is to correctly identify the distribution channels. The
question how to reach the customer" must always be considered.
Definition: The place is where you can expect to find your customer and consequently, where the
sale is realized. Knowing this place, you have to look for a distribution channel in order to reach
your customer.
Channels
It exists today, with the Internet, more channels than in the past but basically, you have to
consider three main distribution channels:
1.

Selling to the customers: Whether you sell by yourself (as retailer) whether you
employ a sales force, you are in these cases in front of the final customer. There are not
intermediaries between you and him. Unfortunately, except for the retailer business, this
situation is far to be the general case.

2.

Selling to the retailers: In this practice you manufacture a product or a service and
then it is distributed to final customers through various intermediaries between producer
and consumers.

3.

Selling to the wholesalers: In this practice you manufacture a product or a service

and then pass it on to the wholesalers, who then pass it on to the retailers, who then sell it
to customers. This practice usually involves high prices for the products because the
profit margins of wholesalers and retailers have to be taken care of.

44

PLACING OF BAJAJ
In the two-wheeler industry, the Munjals of Hero Honda are known to be the best when it comes
to managing relationships with dealers. But even as the auto manufacturers are fine-tuning their
e-commerce strategies, Bajaj Auto is all set to drive into d-commerce. The company has set up a
network to provide real-time information to its dealers. In order to provide efficient services to
its customers at an affordable price at a location convenient to them, Bajaj Auto has appointed
well-trained Dealers across the country.
Bajaj has been following a very simple, but effective placing strategy. To ensure the deep-down
penetration, what it has done is that, it has established its regional offices in various cities like
Delhi and Mumbai. Under these regional offices come the exclusive showrooms of Bajaj
offering all of the product range of Bajaj. This strategy could best be described in the following
chart

REGIONAL
BAJAJ

SHOWROOMS

OFFICES

Bajaj is operating on the policy that in the cities in which it has expanded it should have
somewhere about 12-15 showrooms, which should be geographically dispersed. Bajaj is also
considering to increase its share in the market by tying-up with major Banks like State Bank of
India through which it hopes to leverage the latter's nine thousand strong branch network to offer
two wheeler loans at affordable rates to consumers.
Bajaj is following a very strict policy regarding the granting of dealership status. It only
considers the genuine applications, which are suitable to its guidelines. Bajaj maintains that all
the showrooms should have proper space with proper facilities. It also guides the showrooms to

45

have set pattern of interior. Hero Honda is matching this guideline of Bajaj and it also follows a
set pattern of interior though its quality is far better than that of Bajaj.
Bajaj also stresses that the showrooms should have proper display space so that all the models of
Bajaj (scooters as well as bikes) can be properly displayed with no look of over-crowding. Bajaj
is also taking care that all its showrooms should be located near to the customers.
Bajaj Auto gives the flexibility of hiring the required personnel to its showrooms, though the
company itself deals there training and orientation part. The biggest advantage in favor of Bajaj
is its personnel, the staff that is quite appreciated by its customers. The staff at various
showrooms is well educated, courteous and cooperative. They are capable of understanding the
customer needs and mould accordingly.
Bajaj Auto also provides intensive training to its dealers both on the job and off the job to make
them competent in their jobs. The dealers are well trained in technical aspects as well as public
relations & customer care. The dealers are appointed taking into consideration the market
potential in a particular area. When the dealers achieve a certain standard they are awarded the
corporate identity, which is another unique feature in identifying and appraising its dealers.
A general pattern has been found that the showrooms of major players in the bike industry are
located very-very close to each other. The rationale behind this is that whenever a customer
comes to purchase a bike, he sees and tries all the competitors and then chooses the best one.
Someone going to a particular area will be able to see all the showrooms of all the competitors,
visits all of them and then make his choice.
Bajaj dealers are also very cooperative in offering a test drive to a prospect. At Bajaj showrooms,
the customer is not required to undergo certain formalities like submission of driving license,
which he is required at other showrooms.
All and all Bajaj offers convenience of shopping with its geographically
dispersed showrooms and its customer-oriented policies.

46

MARKETING STRATEGY
With the advent of fierce competition Bajaj has started to follow an
aggressive marketing policy and this is evident from its hiring of Jackie Chan
as its Brand Ambassador. The aggressive marketing policy was required due
to the following reasons:

COMPETITION: The competitors namely TVS SUZUKI, HERO

HONDA, KINETIC HONDA had forged strategic alliances and were now
equipped with better technology.

DEMOGRAPHIC: Consumer had become more demanding and was

no longer satisfied with a single low cost value proposition

LIBERALISATION: It had brought foreign companies eyeing the

lucrative and vast Indian two wheeler market. These companies had
forged alliances with BAJAJ AUTO competitors like hero Honda kinetic
Honda and TVS Suzuki .This had been a troublesome preposition for
the company.

MARKET

FRAGMENTATION:

Intense

competition

had

fragmented the two wheeler market into many any segments.it was no
longer neatly divided into scooteers , mopeds and motorcycles .

STRIFE IN THE FAST LANE

On a test track in Pune, Rajiv Bajaj, the new joint managing director, Bajaj
Auto, is plotting a comeback. Bajaj Auto currently has a measly 8 per cent of
the key executive segment in the motorbike market. But it is about to
unleash a slew of new models and it aims to capture an ambitious 25 per
cent of the executive category in one year's time.

47

Says R L Ravichandran, vice president marketing of Bajaj Auto: "Our aim is to

strengthen our position in the executive segment where we have till now
been only a small player."
For years, Hero Honda has been the unstoppable champ of the motorcycle
industry. With a giant 50 per cent share of the market, it has lapped its
nearest rivals several times. Now, as a clutch of rivals move into higher gear,
it's facing a real battle for the first time.
That supercharged challenge will come from about 12 new bikes that are
scheduled to hit Indian roads in the next six months. Bajaj, for instance, is at
the start line with three new bikes that will be launched in swift succession.

48

PROMOTIONAL STRATEGIES OF BAJAJ

Bajaj Auto Brand Image Set for Overhaul
The ubiquitous, familiar, hexagonal blue and white logo of Bajaj Auto is set to fade away into
history. With ambitions of becoming an Indian multinational company and after discovering inhouse talent at developing new technology for its new motorcycles, Bajaj Auto (BAL) is now all
set to overhaul its brand image and corporate identity.
The 59-year old institution, which is the one of the country's largest two-wheeler and threewheeler manufacturers, is set to go through a complete image makeover, including a new brand
logo and corporate brand identity to disseminate a more modern outlook for the company.
Bajaj seems to have had compelling reasons to plan a revamp of its branding strategy. Some of
these are the rapid rise of the company's motorcycle sales, its plans to go global with proposed
assembly plants in one or two South Asian countries, the increasingly lower age profile of its
average customer and the need to pithily showcase its in-house design and technological
capability.
Bajaj's current logo, which is more than 40 years old, is being replaced by a new, more dynamic
insignia, to better reflect these attributes. The new identity is expected to be very dynamic and
represent style and technology. Company sources said that the new logo, which will continue to
sport the blue colour, will however, continues the lineage of Bajaj from the hexagonal form.
The new blue colour is said to represent precision and stability.
The job of revamping and redesigning the company's brand image, corporate identity and the
logo's various manifestations has been done by Elephant Design, a Pune-based, multidisciplinary
design office that has created, redefined and repositioned several brands across a wide range of
industry segments. The new logo and repositioning was preceded by a nationwide market
research to ascertain the new identity's acceptance among customers and others.

49

Elephant Design has been associated with Bajaj for a few years now and had successfully
designed and implemented the `Planet Bajaj' interim identity. They had also designed and
implemented BAL's retail identity project across the company's showrooms, service centres and
product manuals.
Now, with the induction of modern manufacturing technology and infrastructure, high-tech,
aggressively styled products in its portfolio, sustained research and development and younger
consumers, the change in identity is expected to recognise all these changing values and present
an easier interface for the world to understand the new Bajaj.

50

HAMARA BAJAJ
Earlier Bajaj Auto retained a certain brand following - its ad line 'Hamara Bajaj' which created an
instant rapport with its customers. It boosted up the worth of scooters of Bajaj. There are
innumerable human emotions. The Brand name HAMARA BAJAJ developed an emotional
feeling among customers, a feeling of being proud Indian. It created a sense of patriotism. The
punch line highlighted the core abilities and usefulness of its products. It gave a feeling of
APNAPAN.

The company has now shifted its focus to bike segment with catchy punch
lines like Hoodibabaa and Definitely Male.

HOODIBABAA
HOODIBABAA! That catchy, funky, seemingly clichd and yet addictive
watchword that Bajaj Auto has chosen for its bike, the Caliber 115, has been
drawing curious buyers, non-buyers and even people from the competition
into Bajaj's showrooms.

51

According to the company, Hoodibabaa is an expression of freedom, of

liberation and power. Mr. R. L. Ravichandran, Vice-President (Business
Development & Marketing), Bajaj Auto, says the company wanted a fresh
new perspective for the Caliber 115 to distinguish the bike from its previous
lower-powered avatar. It is also a strategy to rope in not the youth, but kids,
into the decision-making process when a family considers buying a bike.
Bajaj gave the mandate for the ad campaign to Lowe, picking them from the
clique of three agencies that do promos for the company (the other two
being Leo Burnett and O&M). Going by the market response, the campaign is
clearly a hit in the 5-10 years age bracket. So, the teaser campaign and the
emphasis on the Caliber 115 being a `Hoodibabaa' bike is aimed at the son
driving the purchase decision for the father.
This is also the underlying theme for the set of four TV ads highlighting the
relationship between the father and the son. The company is now extending
its advertising campaign to channels such as Cartoon Network.

DEFINITELY MALE
Bajaj Auto launched its premium segment bike with the punch line
DEFINITELY MALE. It gives a boost to the fact that biking is a male thing.
Though it may not be a fact because there are many light models available
as well and many girls have also started using it because of ease of use. But
the punch line still gives a macho image to the bike. The power of the bike
and its look conforms the punch line. Targeted at the youth segment, the
Bajaj Pulsar has been designed and styled as a mean masculine robust
machine with dazzling looks and technically advanced mechanism that offers
great performance. Pulsar is the first bike to be marketed solely under the
Bajaj brand.

52

Chapter 3
Analysis and
interpretation of
data

53

DATA ANALYSIS
DATA ANALYSIS AND INTERPRETATION
Main purpose of using a bike?
(A) Business
(C) Leisure

(B) Personal
(D) Status

8%
10%

BUSINESS
PERSNAL

12%

LEISURE
STATUS
70%

Source: this graph is obtained from www.bajajautomobiles.com

54

As given by above source, 70% use for business purpose, 12% for personnal use,
10% leisure use and 8% for status use.

55

People like to change your bike from any other companys bike in the same
Segment?

(A)

Yes

(B)

No

12%
88%

Source: information is collected through bajaj magazines.

As given by above source 88% agrees to change and 12% does not agree to
change.

56

People like to change the segment of their bike?

(A) Yes
(B) No

20%
80%

FIGURE 4
Source: as per the information available on Bajaj websites.

57

People satisfied with the performance of their bike?

(A) Yes

6%

(B) No

94%

Source: as per the annual report of Bajaj automobiles

As given by above source 94% people are satisfied with there performance and 6%
are not satisfied.

58

Facilities which customers need?

(A) Low price

26%

(B) service station

35%

(C) Incentives

29%

(D) Others

10%

10%
26%

Low price
service station

29%

incentives
others

35%

Source: as per the latest report of HERO MOTORCORP

As given by above source 35% need sevice stations, 29% incentines, 26% low price
And 10% others.

59

Spare-parts of Bajaj bikes easily available in the market ?

(A) Yes
(B) No

85%
15%

15%
Yes
No
85%

Source: as per the information available on Bajaj brochure

As given buy above source 85% people says yes and 15% says no.

60

What are main preferences while buying bajaj products?

(A) Brand
(B) Price
(C) Features
(D) Service
(E) Dealers advice
(F) Promotion schemes

Source: as per the information available on the website of Bajaj automobiles

61

As given by above source people prefer price the most as compared to brand,
features,

services, dealears advice etc.

People like to purchase the products of Bajaj Company in future?

(A) Yes 75%
(B) No 25%

25%
75%

Yes
No

Source: as per the annual marketing report of Bajaj automobiles

As given by above source 75% agrees to purchase bajaj products in future

And 25% does not agree to purchase.

62

What Is the Preference Of Bikes In Indian Bike Industry ?

63

Source: as per the information available on hero Honda website.

35
30
25
20
15
10

YAMAHA

5
0

As give by the above source hero Honda is demanded the most then bajaj then TVS
and least demanded us Yamaha.

64

What is the Favourite Status of Bikes among the Two Companies?

60
50
40
30

BAJAJ

20
10
0
HERO HONDA
BAJAJ
Source: as per the annual report(2013) of hero Honda .
As given by the above source hero Honda is favorite amongst the two bikes

65

Chapter 4
Conclusion and
recommendation

66

CONCLUSION
Thus we can say that the Bajaj is one of the biggest two- and three-wheeler manufacturers in
India, which is also conquering the global market. Bajaj Auto has already grown a lot since its
establishment and is still continually growing.
Bajaj fielded Caliber 115 & Wind 125 in executive market segment but till
now has failed to make its presence. They hold very small market share as
depicted in the figure:
Bajaj fielded Caliber 115 & Wind 125 in executive market segment but till now has failed to
make its presence. They hold very small market share as depicted in the figure:

10%

6% 3%

15%
Hero Honda

TVS

Bajaj

67

Yamaha

66%

others(lml,kinetic)

The company history offers a record, which is full of great achievement and
chapter of enormous growth. The history can we divided in to two parts,
which are company before independence & after independence

Recommendations
1.

Establish a strong network of service centre

2.

Make the parts available at economical rate and at all service stations.

3.

Establish a 24 hour helpline in all cities, and help email id to take

recommendations and complaints.

4.

Establish 24 hour onsite service support centre.

5.

Make the service centre staff efficient by training in service and public
dealing.

6.

Also make the service centre automated

7.

Create a space for recreational activities (TV, music jukebox, games,

serve cold drinks or beverages like tea or coffee, etc) which the customer
can use and relax during the service process.

8.

The service and sales staff must be educated, well dressed and polite.

9.

The interior of the showrooms must be clean and leave an impression

on the customers the moment they walk in.

68

II.

Technology: Research and Development

1.

Put more money into R&D

2.

Engage in foreign collaboration to upgrade its technology and tap

foreign market.

3.

R&D must focus more trouble free user rather than speed or power
,etc.

III.

Promotion.

1.

Advertise extensively projecting technological superiority.

2.

Provide economical financing options for all bikes especially executive

segment, as 65-70% people go for finance facility.
3.

To attract customers, Bajaj should give freebies during the purchase

of the bikes.
4.

Demonstration and display of bikes in colleges and universities.

5.

Relationship management for long term benefits and repurchase.

6.

Use brand ambassadors like film stars and sports personalities.

7.

Introduce lottery schemes, scratch cards, etc.

8.

Introduce buy-back and exchange offers. Which is a unanimous opinion

of all the

dealers surveyed.

69

Bibliography

BIBLIOGRAPHY

70

BOOKS
1. RESEARCH METHODOLOGY BY C.R.KOTHARI
2. MARKETING MANAGEMENT BY PHILIP KOTLER
3. ADVERTISING MANAGEMENT BY DAVIS
4. ADVERTISING MANAGEMENT BY GUPTA, MC GRAWHILL

JOURNALS
1.

COMPETITION SUCCESS REVIEW.

2.

HERO HONDA AND BAJAJ OUTLETS.

WEBSITES

www.herohonda.com

www.bajajauto.com

www.rediff.com

www.google.com

www.yahoo.com

71