MARKETING

STRATEGY OF BAJAJ
AUTOMOBILES

1
ACKNOWLEDGEMENT

I acknowledge that I have been able to successfully

submit this report under the supervision & support
of Ms.RIDHI BAJAJ, without whose guidance this
project would not have been possible.

MRINAL MUDGAL

2
 CERTIFICATE
This is to certify that MRINAL MUDGAL of
TRINITY INSTITUTE OF PROFESSIONAL
STUDIES (BBA General, G.G.S.I.P University)
has successfully completed his project under the
guidance of Ms. RIDHI BAJAJ

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 EXECUTIVE SUMMARY

In view of the increasing competition due to globalization and the expansion of the
economy .All industries need to constantly add more attributes and features which
consumer wants in two wheelers of their company .In context company had to adopt
more innovative and consumer friendly attributes so that there product should be more
popular among the customers.

Today in this present world the Bajaj Automobiles in two wheeler segment of India
and are leading as the world number one two wheeler company from the past three
consecutive years.

The research assigned to was to study the parameter and the features that effect most
of the customer satisfaction in the Bajaj motors limited & Bajaj Automobiles .There
are many features which effect the two wheeler company but important among all of
them are the following :-
(1) Fuel efficiency
(2) Maintenance
(3) Availability of the product
(4) Resale value
(5) Look and style
(6) Image and brand

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 OBJECTIVES OF THE PROJECT

 To study the marketing mix of Bajaj Auto.

 To study the life cycle of Bajaj Auto, its initial stages, growth n maturity.

 To study various promotional strategies and know about the current startegies
keeping in mind the cut throat competition and arrival of Honda in India.

 To focus on comparative study of different products of The Bajaj Auto Group.

 Different range of products, their success n failure.

 To study the overall financial performance of The Bajaj Auto Group.

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 TABLE OF CONTENTS

S.no Topic Pg.no.

1 Introduction 7-12

2 Research methodology 13-14

3 Company profile 15-47

4 Data analysis 48-54

5 Conclusion 55

6 Recommendation 56

7 Bibliography 57

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 INTRODUCTION
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. Hero-Honda, 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 2006); Bajaj-Kawasaki a joint venture between Bajaj Motors and
Kawasaki; and Yamaha-Escorts, a joint venture between Escorts and Yamaha Motor
Corp.

 Bajaj Brand is the visual expression of our thoughts and actions.

 It conveys to everyone our intention to constantly inspire confidence.
 Our customers are the primary audience for our brand.

Indeed, our Brand Identity is shaped as much by their belief in Bajaj as it is by our
own vision. Everything we do is always reinforce the distinctiveness and the power of
our brand. We do this by living our brand essence and by continuously seeking to
enhance our customers’ experience.

In doing so, we ensure a special place for ourselves in the hearts and the minds of our
customers.

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 ABOUT THE INDUSTRY

INDIAN TWO-WHEELER INDUSTRY: A PERSPECTIVE

Automobile is one of the largest industries in global market. Being the leader in
product and process technologies in the manufacturing sector, it has been recognized
as one of the drivers of economic growth. During the last decade, well-directed efforts
have been made to provide a new look to the automobile policy for realizing the
sector's full potential for the economy. Steps like abolition of licensing, removal of
quantitative restrictions and initiatives to bring the policy framework in consonance
with WTO requirements have set the industry in a progressive track. Removal of the
restrictive environment has helped restructuring, and enabled industry to absorb new
technologies, aligning itself with the global development and also to realize its
potential in the country. The liberalization policies have led to continuous increase in
competition which has ultimately resulted in modernization in line with the global
standards as well as in substantial cut in prices. Aggressive marketing by the auto
finance companies have also played a significant role in boosting automobile demand,
especially from the population in the middle income group.

EVOLUTION OF TWO-WHEELER INDUSTRY IN INDIA

Two-wheeler segment is one of the most important components of the automobile
sector that has undergone significant changes due to shift in policy environment. The
two-wheeler industry has been in existence in the country since 1955. It consists of
three segments viz. scooters, motorcycles and mopeds. According to the figures
published by SIAM, the share of two-wheelers in automobile sector in terms of units
sold was about 80 per cent during 2006-¬07. This high figure itself is suggestive of
the importance of the sector. In the initial years, entry of firms, capacity expansion,
choice of products including capacity mix and technology, all critical areas of
functioning of an industry, were effectively controlled by the State machinery. The
lapses in the system had invited fresh policy options that came into being in late
sixties. Amongst these policies, Monopolies and Restrictive Trade Practices (MRTP)
and Foreign Exchange Regulation Act (FERA) were aimed at regulating monopoly

8
and foreign investment respectively. This controlling mechanism over the industry
resulted in:
(a) Several firms operating below minimum scale of efficiency
(b) Under-utilization of capacity; and
(c) Usage of outdated technology.
Recognition of the damaging effects of licensing and fettering policies led to initiation
of reforms, which ultimately took a more prominent shape with the introduction of the
New Economic Policy (NEP) in 1985.

However, the major set of reforms was launched in the year 1991 in response to the
major macroeconomic crisis faced by the economy. The industrial policies shifted
from a regime of regulation and tight control to a more liberalized and competitive
era. Two major results of policy changes during these years in two-wheeler industry
were that the, weaker players died out giving way to the new entrants and superior
products and a sizeable increase in number of brands entered the market that
compelled the firms to compete on the basis of product attributes. Finally, the two-
¬wheeler industry in the country has been able to witness a proliferation of brands
with introduction of new technology as well as increase in number of players.
However, with various policy measures undertaken in order to increase the
competition, though the degree of concentration has been lessened over time,
deregulation of the industry has not really resulted in higher level of competition.

A GROWTH PERSPECTIVE
The composition of the two-wheeler industry has witnessed sea changes in the post-
reform period. In 1991, the share of scooters was about 50 per cent of the total 2-
wheeler demand in the Indian market. Motorcycle and moped had been experiencing
almost equal level of shares in the total number of two-wheelers. In 2003-04, the
share of motorcycles increased to 78 per cent of the total two-wheelers while the
shares of scooters and mopeds declined to the level of 16 and 6 per cent respectively.
A clear picture of the motorcycle segment's gaining importance during this period is
exhibited by the Figures 1, 2 and 3 depicting total sales, share and annual growth
during the period 1993-94 through 2006-07.

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The forecasts had been made using econometric technique along with inputs obtained
from a primary survey conducted at 14 prime cities in the country. Estimations were
based on Panel Regression, which takes into account both time series and cross
section variation in data. A panel data of 16 major states over a period of 5 years
ending 1999 was used for the estimation of parameters. The models considered a large

10
number of macro-economic, demographic and socio-economic variables to arrive at
the best estimations for different two-wheeler segments. The projections have been
made at all India and regional levels. Different scenarios have been presented based
on different assumptions regarding the demand drivers of the two-wheeler industry.

The demand for scooters will be the maximum in the northern region, which will
account for more than 50 per cent of the demand for scooters in 2011-12.

Table 1: Demand Forecast for Motorcycles and Scooters for 2011-12

2-Wheeler Segment Regions

South West North-Central East & North-East All India
2835 4327 2624 883 10669
Motorcycle
(12.9) (16.8) (12.5) (11.1) (14.0)
203 219 602 99 1124
Scooter
(2.6) (3.5) (2.8) (2.0) (2.08)

Both industry and the service sectors have shown high growth during this period at
the rates of 8.0 and 9.5 per cent respectively. There is a large untapped market in
semi-urban and rural areas of the country. Any strategic planning for the two-wheeler
industry needs to identify these markets with the help of available statistical
techniques. Potential markets can be identified as well as prioritized using these
techniques with the help of secondary data on socio-economic parameters. For the
two-wheeler industry, it is also important to identify the target groups for various
categories of motorcycles and scooters. With the formal introduction of second hand
car market by the reputed car manufacturers and easy loan availability for new as well
as used cars, the two-wheeler industry needs to upgrade its market information system
to capture the new market and to maintain its already existing markets. Availability of
easy credit for two-wheelers in rural and smaller urban areas also requires more
focused attention. It is also imperative to initiate measures to make the presence of
Indian two-wheeler industry felt in the global market. Adequate incentives for
promoting exports and setting up of institutional mechanism such as Automobile

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Export Promotion Council would be of great help for further surge in demand for the
Indian two-wheeler industry.

Domestic Market Share for 2008-09

Passenger Vehicles 15.96%
Commercial Vehicles 3.95%
Three Wheelers 3.6%
Two Wheelers 76.49%

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 RESEARCH METHODOLOGY

DATA SOURCES
There are two types of data.

PRIMARY DATA
The data that is collected first hand by someone specifically for the purpose of
facilitating the study is known as primary data.

SECONDARY DATA
For the company information I have used secondary data like brochures, web site of
the company etc.

METHODOLOGY USED
1. Research Design
2. Data collection
Method
- The project was designed to be a Descriptive
Research, because the study required an in depth.
Look into the Motorcycle market, it's structure and
Status.
- The basis of this project is the information collected
through Secondary data. In order to get the view of
those related in this market, some dealers and
showrooms were informally visited.

3. Data Source - All the information was secondarily collected

through questionnaire survey, Business Magazines,
Newspaper cuttings and Internet sites.

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The structure of this research was decided while keeping readers in mind. It is an
attempt to put forward my study in easy and simple language.

RESEARCH DESIGN

TYPE OF RESEARCH: - DESCRIPTIVE RESEARCH

Descriptive research includes Surveys and fact-finding enquiries of different kinds.
The main characteristic of this method is that the researcher has no control over the
variables; he can only report what has happened or what is happening.

For completion of this project report only secondary data from

websites ,magazines ,etc. is utilized.

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 COMPANY PROFILE
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.
45,840crore), 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. Kawasaki
has given the world its legendary series of 600-1200cc Ninja and1600 Vulcan bikes.
Straight from Kawasaki design boards, the Kawasaki Bajaj Eliminator redefines the
pleasure of "biking" in looks as well as performance.

ABOUT THE BAJAJ AUTOMOBILE COMPANY

 Brand values: Learning, Innovation, Perfection, Speed and Transparency.
 Bajaj constantly inspires confidence through excitement engineering.

LEARNING
 Learning is how we ensure pro-activity.
 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.

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SPEED:
Speed is how we convey clear conviction.
It is a value that keeps us sharply responsive, mirroring our commitment towards our
goals and processes.

TRANSPARENCY:
Transparency is how we characterize ourselves.
It is a value that makes us worthy of credibility through integrity, of trust through
sensitivity and of loyalty through interdependence

BAJAJ Motors takes considerable pride in its stakeholder relationships, especially

ones developed at the grassroots. The Company believes it has managed to bring an
economically and socially backward region in Dharuhera, Haryana, into the national
economic mainstream.

An Integrated Rural Development Centre has been set up on 40 acres of land along
the Delhi-Jaipur Highway. The Centre-complete with wide approach roads, clean
water, and education facilities for both adults and children-now nurtures a vibrant,
educated and healthy community

The Foundation has adopted various villages located within vicinity of the BAJAJ
factory at Dharuhera for integrated rural development. This includes:

 Installation of deep bore hand pumps to provide clean drinking water.

 Constructing metallic roads and connecting these villages to the National
Highway (NH -8).
 Renovating primary school buildings and providing hygienic water and toilet
facilities.
 Ensuring a proper drainage system at each of these villages to prevent water-
logging.
 Promoting non-conventional sources of energy by providing a 50 per cent subsidy
on biogas plants.

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 AWARDS

Product Award Year By

Bike of the Year Bajaj XCD 2009 Business Standard
Motoring
Bike of the Year Bajaj Pulsar 220 DTSFi 2009 Overdrive Awards
Bike of the Year Bajaj XCD 2008 CNBC-TV18, AUTOCAR
INDIA
Bike of the Year Bajaj XCD 2008 ND TV PROFIT, CAR India
& Bike India
Motorcycle Total Customer Satisfaction 2007 TNS Automotive
Study 2007- DISCOVER 135 DTSi
Super Platinum Award for 2007 Frost and Sullivan
Manufacturing Excellence
Audit Passed for TPM Excellence 2007 TPM
Award Category I

Bike maker of the Year 2007 Overdrive Awards 07

Bike of the year 2007 CNBC-TV18 Auto car Auto
Awards
100cc Bike of the Year 2007 NDTV Profit Bike India
Bike Manufacturer of the Year 2007 2007 NDTV Profit Bike India
Mr. Rajiv Bajaj - Man of the year 2005 2005 Auto car Professional
Mr. Rajiv Bajaj - Automotive Man of 2005 Bike India & NDTV
the year 2005 India
Bajaj CT 100 - Motorcycle Total 2005 TNS Automotive
Customer Satisfaction Study 2005
Bajaj Discover DTS-i - Bike of the 2005 OVERDRIVE Awards
Year 2005 2005
Bajaj Discover DTS-i - Indigenous 2005 OVERDRIVE Awards
Design of the Year 2005 2005
BAJAJ AUTO - Bike Maker of the 2004 ICICI Bank
Year 2004 OVERDRIVE Awards
2004
DTS-i Technology - Auto Tech of the 2004 ICICI Bank
Year 2004 OVERDRIVE Awards
2004
Bajaj Pulsar DTS-i Bike of the Year 2004 ICICI Bank

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2004 OVERDRIVE Awards
2004
Wind 125 Two Wheeler of the Year 2004 CNBC AUTOCAR
2004 Awards 2004
Wind 125 Bike of the Year 2004 2004 Business Standard
Motoring
Bajaj Pulsar 180 DTS-i BBC World 2003 BBC World Wheels
Wheels Viewers Choice Two Wheeler Award 2003
of Year 2003
Bajaj Pulsar 180 DTS-i BBC World 2003 BBC World Wheels
Wheels Award for Best Two Wheeler Award 2003
between Rs 55,000 to Rs 70,000
Bajaj Pulsar 150 DTS-i BBC World 2003 BBC World Wheels
Wheels Award for Best Two Wheeler Award 2003
between Rs 45,000 to Rs 55,000
Bajaj Boxer AT KTEC BBC World 2003 BBC World Wheels
Wheels Award for Best Two Wheeler Award 2003
under Rs 30,000
Bajaj Pulsar - Motorcycle Total 2003 NFO Automotive
Customer Satisfaction Study
Bajaj Pulsar - Bike of the year 2003 ICICI Bank
OVERDRIVE Awards
2003
Bajaj Pulsar - Most exciting bike of the 2002 OVERDRIVE Awards
year
Bajaj Eliminator - Bike of the year 2002 OVERDRIVE Awards
Bajaj Eliminator - Most exciting bike 2001 OVERDRIVE Awards
of the year
Award Year By
All India Trophy for Highest Exporter 1998-99 EEPC
Focus LAC Award for Outstanding 1998-99 India Trade Promotion
Performance Organization
Export Excellence 1998-99 EEPC
Certificate of Merit 1998-99 India Trade Promotion
Organization

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Award for Export Excellence 1997-98 EEPC
Export Excellence 1997-98 MCCIIA
All India Trophy for Highest Exporter 1997-98 EEPC
Top Exporter Shield - Western Region 1996-97 EEPC
Export Excellence 1996-97 MCCIA
Regional Top Exporter - Large Scale 1995-96 EEPC
Manufacturer
Highest Export Performance 1995-96 EEPC
Outstanding Export Performance 1995-96 Government of India,
Ministry of Commerce
Export Excellence Award 1995-96 MCCIA
Top Exporter Shield - Western Region 1995-96 EEPC
Certificate of Merit 1995-96 Government of India,
Ministry of Commerce
Award for Export Excellence 1994-95 EEPC
Regional Top Exporter - Large Scale 1994-95 EEPC
Manufacturer
All India Special Shield - Consumer 1994-95 EEPC
Durables Exporter
National Export award for Outstanding 1994-95 Government of India,
Performance Ministry of Commerce
Western Region Top Export Award 1994-95 EEPC
All India Special Shield - Consumer 1994-95 EEPC
Durables
Regional Special Shield - Capital 1993-94 EEPC
Goods Category
Award for Export Excellence 1993-94 EEPC
Capital Goods Export 1992-93 EEPC
Regional Special Shield - Capital 1990-91 EEPC
Goods Category
Certificate of Export Excellence 1986-87 EEPC
Certificate of Export Recognition 1980-81 EEPC
Certificate of Export Recognition 1979-80 EEPC
Award for Export Excellence 1979-80 EEPC
Certificate of Merit 1978-79 Government of India,
Ministry of Commerce
Certificate of Export Recognition 1978-79 EEPC

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Award for Export Excellence 1977-78 EEPC
Certificate of Export Recognition 1977-78 EEPC
Export Promotion 1976 FICCI
Golden Jubilee Export Year Award 1976 FICCI
Export Excellence 1975-76 EEPC

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 HISTORICAL BACKGROUND

2009 PRODUCT
April Bajaj Pulsar 150 & 180 upgrade launched
January Bajaj XCD 135 DTS-Si launched
2008
September Bajaj Platina 125 DTS-Si launched
August XCD 125 DTS-Si is largest selling 125cc motorcycle
July Bajaj Discover 135 DTS-i Upgrade Launched.
June Pulsar 220 bags IMOTY award
2007
December RE GDi auto rickshaw launched
September XCD 125 DTS-Si launched
August DTS-Si engine launched
July Revamping of Organizational structure
June Pulsar 220 DTS-Fi launched
April Bajaj Auto Commissions New Plant at Pantnagar, Uttarakhand
February 200 cc Pulsar DTS-i launched
January Bajaj Kristal DTS-i launched
2006
April Bajaj Platina launched
2005
December Bajaj Discover launched
June Bajaj Avenger launched
February Bajaj Wave launched
2004
Sept/Oct Bajaj Discover DTS-i launched
August New Bajaj Chetak 4 stroke with Wonder Gear launched
May Bajaj CT100 Launched
January Bajaj unveils new brand identity, dons new symbol, logo and brand line
2003
October Pulsar DTS-i is launched.
October 107,115 Motorcycles sold in a month.
July Bajaj Wind 125, The World Bike, is launched in India.
Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive motorcycle
February
segment.
2001
November Bajaj Auto launches its latest offering in the premium bike segment ‘Pulsar’.

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January The Eliminator is launched.
2000
The Bajaj Saffire is introduced.
1999
Caliber motorcycle notches up 100,000 sales in record time of 12 months.
Production commences at Chakan plant.
1998
June 7th Kawasaki Bajaj Caliber rolls out of Waluj.
July 25th Legend, India’s first four-stroke scooter rolls out of Akurdi.
October Spirit launched.

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 The Kawasaki Bajaj Boxer and the RE diesel Auto rickshaw are
1997
introduced.
1995
November 29 Bajaj Auto is 50.
Agreements signed with Kubota of Japan for the development of diesel
engines for three-wheelers and with Tokyo R&D for ungeared Scooter and
moped development.
The Bajaj Super Excel is introduced while Bajaj celebrates its ten millionth
vehicle.
One million vehicles were produced and sold in this financial year.
1994 The Bajaj Classic is introduced.
1991
The Kawasaki Bajaj 4S Champion is introduced.
1990
The Bajaj Sunny is introduced.
1986
The Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles are
introduced.
500,000 vehicles produced and sold in a single financial year.
1985
The Waluj plant inaugurated by the erstwhile President of India, Shri Giani
November
Zail Singh.
Production commences at Waluj, Aurangabad in a record time of 16
months.
1984
January 19 Foundation stone laid for the new Plant at Waluj, Aurangabad.
1981
The Bajaj M-50 is introduced.
1977
The Rear Engine Auto rickshaw is introduced.
Bajaj Auto achieves production and sales of 100,000 vehicles in a single
financial year.
1976
The Bajaj Super is introduced.
1975
BAL & Maharashtra Scooters Ltd. joint venture.

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1972
The Bajaj Chetak is introduced.
1971
The three-wheeler goods carrier is introduced.
1970
Bajaj Auto rolls out its 100,000th vehicle.
Bajaj Auto becomes a public limited company. Bhoomi Poojan of Akurdi
1960
Plant.
1959
Bajaj Auto obtains license from the Government of India to manufacture
two- and three-wheelers.
1948
Sales in India commence by importing two- and three-wheelers.
1945
Bajaj Auto comes into existence as M/s Bachraj Trading Corporation
November 29
Private Limited.

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 ORGANIZATIONAL CHART

Board of Directors
Rahul Bajaj Chairman
Madhur Bajaj Vice Chairman & Whole-Time Director
Rajiv Bajaj Managing Director
Sanjiv Bajaj Executive Director
D.S. Mehta Whole-Time Director
Kantikumar R. Podar Director
Shekhar Bajaj Director
D.J. Balaji Rao Director
J.N. Godrej Director
S.H. Khan Director
Mrs. Suman Kirloskar Director
Naresh Chandra Director
Nanoo Pamnani Director
Manish Kejriwal Director

Committees of the Board

Audit Committee
S.H. Khan Chairman
J.N. Godrej
Nanoo Pamnani
D.J. Balaji Rao
Naresh Chandra
Shareholders’ & Investors’ Grievance committee
D.J. Balaji Rao Chairman

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J.N. Godrej
Naresh Chandra

Remuneration committee
D.J. Balaji Rao Chairman
S.H. Khan
Naresh Chandra

26
IDEOLOGY OF THE COMPANY

At BAJAJ, our goal is not only to sell you a bike, but also to help you at every step in
making your world a better place to live in. Besides its will to provide a high-quality
service to all of its customers, BAJAJ takes a stand as a socially responsible enterprise
respectful of its environment and respectful of the important issues. Bajaj is strongly
committed not only to environmental conservation programs but also expresses the
increasingly inseparable balance between the economic concerns and the
environmental and social issues faced by a business. A business must not grow at the
expense of mankind and man's future but rather must serve mankind.

"We must do something for the community from whose land we generate our
wealth."

We at BAJAJ are committed to demonstrate excellence in our environmental

performance on a continual basis, as an intrinsic element of our corporate philosophy.
To achieve this we commit ourselves to:
 Integrate environmental attributes and cleaner production in all our business
processes and practices with specific consideration to substitution of hazardous
chemicals to strengthen the greening of supply chain.

 Continue product innovations to improve environmental compatibility. Comply

with all applicable environmental legislation and also controlling our
environmental discharges through the principles of "alara" (as low as reasonably
achiever).
 Institutionalize resource conservation, in particular, in the areas of oil, water,
electrical energy, paints and chemicals.
 Enhance environmental awareness of our employees and dealers / vendors, while
promoting their involvement in ensuring sound environmental management.

27
MARKETING STRATEGIES OF
BAJAJ AUTOMOBILES
MARKETING

Marketing is challenging and exciting. The solving of marketing problems required

insight, experience and analytical ability. Take the case of a company faced with the
problem of increasing its sales. Increase in the sales at the expense of profits may not
be a desirable objective. Again there are many ways in which sales can be increased,
e.g. by finding new customers or selling more to existing customers, by increasing
advertising and by reducing the price. The marketing manger must decide which
strategy or combination of methods he should adopt for increasing his sales profitably.
He must also keep in touch with the changing needs and desires of the consuming
public as well as his competitors’ activities. Thus marketing is interesting, as it
required the marketing manger to be dynamic and not complacent for continuous
prosperity of his organization.

THE MARKETING FUNCTION

However the meaning of marketing is not often clear to people who use the word. To
a salesman it means selling whereas to an advertising manger it means advertising.
High-sounding definitions have also been advanced. For example, Paul Mazur defined
it as “the delivery of a standard of living of society”. Thus was expanded by Prof.
Malcolm McNair to “the creation and delivery of a standard of living.

“Marketing is the primary management function which organizes and directs the
aggregate of business activities involved in converting customer purchasing power
into effective demand for a specific product or service and in moving the product or
service to the final consumer or user so as to achieve the company-set or other
objectives”.

28
PRODUCTS STRATEGY

Bajaj Pulsar 220 dts-fi

VEHICLE SUMMARY
Name: Pulsar 220
Model: DTS-Fi
Type: Sports
Top Speed: 135kph

ENGINE SPECIFICATIONS
Displacement: 220cc
Engine: Air Cooled
Maximum Power: 20.06ps@8500rpm
Maximum Torque: 19.12nm@6000rpm
Gears: 5 Speed
Clutch: 177
Bore: 67
Stroke: 62.4
Cylinder Configuration: NA
Engine Block Material: NA
Chassis Type: NA
Carburetor: NA
0 to 60: 4.84 sec.

DIMENSIONS
Length: 2035.00 mm
Width: 750.00 mm
Height: 1140.00 mm

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Bajaj New Pulsar 220

VEHICLE SUMMARY
Name: New Pulsar 220
Model: DTS-i
Type: Sports
Top Speed: 144kph
Fuel Consumption:
30.00
City
Fuel Consumption:
41.00
Highway

ENGINE SPECIFICATIONS
Displacement: 220cc
Engine: Single Cylinder, 4 Stroke
Maximum Power: 21 Bhp @ 8500 rpm
Maximum Torque: 19.12 Nm @ 7000 rpm
Gears: 5 Speed
Clutch: Wet Multiplate Type
Bore: 67
Stroke: 62.4
No. of Cylinders: 1
Cylinder Configuration: NA
Valve Per Cylinder: 2
Engine Block Material: NA

DIMENSIONS
Length: 2035.00 mm
Width: 750.00 mm
Height: 1165.00 mm

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Bajaj New Pulsar 180

VEHICLE SUMMARY
Name: New Pulsar 180
Model: DTSi
Type: Sports
Top Speed: 118kph
Fuel Consumption:43.00
City
Fuel Consumption:51.00
Highway

ENGINE SPECIFICATIONS
Displacement: 178.6cc
Engine: Single Cylinder, 4 Stroke, DTSi
Maximum Power: 17 Bhp @ 8500 rpm
Maximum Torque: 14.2 Nm @ 6500 rpm
Gears: 5 Speed
Clutch: Wet Multiplate Clutch
Bore: 63.5
Stroke: 56.4
No. of Cylinders: 1
Cylinder Configuration: NA
Valve Per Cylinder: 2
Engine Block Material: Aluminum Alloy
Chassis Type: Double Cradle
Cooling Type: Air Cooling

DIMENSIONS
Length: 2035.00 mm
Width: 765.00 mm
Height: 1115.00 mm

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BAJAJ PULSAR 150cc

VEHICLE SUMMARY
Name: New Pulsar 150
Model: DTSi
Type: Commuter
Top Speed: 113kph
Fuel Consumption:51.00
City
Fuel Consumption:62.00
Highway

ENGINE SPECIFICATIONS

32
Displacement: 149.01cc
Engine: 4 Stroke, DTSi
Maximum Power: 14 Bhp @ 8500 rpm
Maximum Torque: 12.7 Nm @ 6500 rpm
Gears: 5 Speed
Clutch: Wet Multiplate Clutch
Bore: NA
Stroke: NA
No. of Cylinders: 1
Cylinder Configuration: NA
Engine Block Material: NA
Chassis Type: Double Cradle
Cooling Type: Air Cooling
DIMENSIONS
Length: 2035.00 mm
Width: 750.00 mm
Height: 1115.00 mm

Bajaj XCD 135 DBES

VEHICLE SUMMARY
Name: XCD 135 DBES
Model: DTS-Si
Type: Commuter
Top Speed: 98kph
Fuel Consumption:55.00
City
Fuel Consumption:75.00
Highway

ENGINE SPECIFICATIONS
Displacement: 134.6cc

33
Engine: 4 Stroke, Air Cooled, DTS-Si
Maximum Power: 10 Bhp @ 7500 rpm
Maximum Torque: 11.58 Nm @ 5000 rpm
Gears: 5 Manual
Clutch: 0
Chassis Type: Box Type Diamong Type
Cooling Type: Air Cooling

DIMENSIONS
Length: 1990.00 mm
Width: 760.00 mm
Height: 1080.00 mm

Bajaj Discover 135 Sports

VEHICLE SUMMARY

Name:
Discover 135 SportsModel: DTS-i
Type: Commuter
Top Speed: 103kph

ENGINE SPECIFICATIONS
Displacement:
134.21ccEngine: 4 Stroke, Air Cooled, DTS-i
Maximum Power: 13 Bhp @ 8500 rpm

34
Maximum Torque: 11.88 Nm @ 6500 rpm
Gears: 4 Speed
Clutch: Wet, Multi Plate Type
Bore: NA
Stroke: NA
Cylinder Configuration: NA
Engine Block Material: NA
Chassis Type: Double Cradle Type
Cooling Type: Air Cooling
Carburetor: NA

DIMENSIONS
Length:
2030.00 mmWidth: 760.00 mm
Height: 1065.00 mm

Bajaj Platina

VEHICLE SUMMARY
Name: Platina
Type: Commuter
Top Speed: 90kph

ENGINE SPECIFICATIONS
Displacement: 99.27cc
Engine: Four Stroke, Natural air cooled
Maximum Power: 8.30ps@7500rpm
Maximum Torque: 8.05nm@4500rpm
Gears: 4 Speed
Clutch: 165

35
Bore: NA
Stroke: NA
No. of Cylinders: 1
Cylinder Configuration: NA
Engine Block Material: NA
Chassis Type: NA
Cooling Type: Air Cooling
Carburetor: NA

DIMENSIONS
Length: 1990.00 mm
Width: 770.00 mm
Height: 1090.00 mm

Engine
Type Four Stroke, Forced Air & Oil Cooled, Spark Ignition Engine
Capacity 200 cc
Compression Ratio '10:1
Max Power 7.2Bhp@6200rpm
Max Torque 11Nm@3400rpm
Transmission
Clutch Wet , Multidisc Type
No. of Gears 4 Forward, 1 Reverse
Chassis
Monocoque with Stamped & Welded Members
Suspension
Front Twin Shock Absorber with Helical Coil Compression Spring
& Antidive Link
Rear Shock Absorbers with Helical Coil Compression Spring &
Trailing Arm
Tyres
'4.50-10,8PR for Front & Rear

36
Electrical
System Voltage 12V , DC
Battary Rating 12V,32Ah
Fuel Tank
CNG Cylinder 43 lit Water Equivalent
Material Seamless Metallic Cylinder
Petrol Tank 3 lit [for Limp Home only]
Material 12 lit

Engine
Type Two stroke, Forced air cooled, S.I. Engine
Bore x stroke, mm 57 / 57
No. of cylinders One
Displacement 145.45 cc
Compression ratio 10.0 ± 1 : 1
Max. Power, kW @ rpm 4.9 kW @ 5000 rpm
Max. Torque, Nm @ rpm 10.8 N.m a@ 3500
Air cleaner type Foam element
Clutch Type Wet multidisc type
Transmission
Transmission 4 Forward + 1 Reverse
Chassis
Type Monocoque

37
Electrical system
System voltage, V 12 V, AC + DC
Battery rating, Ah 12 V, 9 A.h
Wiper motor Electrical
Single speed electrical wiper motor with
Wiping system (Brief description)
wiper arm and blade
CNG – 4kg (29L or 30L Cyl.), Petrol - 3
Fuel tank Capacity
liters.

38
It isn't surprising that the company is in no mood to take its hand off the throttle. As,
the Rajiv Bajaj Chairman, BAJAJ Motors succinctly puts it, "We pioneered India's
motorcycle industry, and it's our responsibility now to take the industry to the next
level. We'll do all it takes to reach there.''

At BAJAJ, our goal is not only to sell you a bike, but also to help you every step of
the way in making your world a better place to live in. Besides its will to provide a
high-quality service to all of its customers, BAJAJ takes a stand as a socially
responsible enterprise respectful of its environment and respectful of the important
issues.

BAJAJ is strongly committed not only to environmental conservation programmes but

also expresses the increasingly inseparable balance between the economic concerns
and the environmental and social issues faced by a business. A business must not
grow at the expense of mankind and man's future but rather must serve mankind.

Towards creating and preserving a cleaner environment Bajaj Auto Ltd., manufacturer
of two and three wheeler vehicles is committed to prevention of pollution, continual
improvement of our environmental performance and compliance with all applicable
environmental legislation and regulations.

TOWARDS THIS, WE SHALL STRIVE TO:

Create a proactive environment management system that addresses all environmentally

significant aspects related to our products and processes,

Minimise the generation of waste and conserve resources through better technology
and practices, and Promote environmental awareness amongst our employees and
motivate them to fulfill our commitments.

39
QUALITY POLICY

 We at Bajaj Auto continue to firmly believe in providing the customer Value for
money, for years through our products and services. This we shall maintain and
improve.

 In our decision making, quality, safety and service will be given as much
consideration as productivity, cost and delivery.

 Quality shall be built into every aspect of our work life and business operations.
Quality improvements and customer satisfaction shall be the responsibility of
every employee.

TPM POLICY
 We at Bajaj Auto adopt Total Productivity Maintenance as a means of creating a
safe and participative work environment in which all employees target the
elimination of losses in order to continuously enhance the capacity, flexibility,
reliability and capability of its processes, leading to higher employee morale and
greater organizational profitability.

40
PROMOTION STRATEGY
Bajaj Automobile Ltd. shifted its focus from catering to the fuel efficient conscious
consumer to try and occupy other segments of the motorbike market and therefore the
new product launches from Bajaj Automobile in the last three year have been in this
direction. The company has also upgraded some of its bikes to stay in contention and
to meet Euro emission norms. The new underlining theme for the company “One for
everyone” has led to the launching of new products, which are as follows:

1) Pulsar 220 “The Fastest Indian “ : Bajaj has launched the new upgraded
pulsar 220 2009 edition. The new Bajaj Pulsar 220 is fastest Indian bike ever
built with a top speed of 144km/hr.Bajaj experts pushes pulsar to a top speed
of 144 kmph which helps it to reach 0-60 in 3.1 seconds and thus it as the
fastest bike in the country.

The new 2009 Pulsar 220cc is coming with a five speed gearbox with one
down and four up pattern. By placing oil cooler near the fuel tank helps to
improve cooling of engine lubricant and their by keeping this high
performance engine cool. Pulsar 220cc has a much more stronger and stylish
stainless steel and alloy silencer

2009 edition Pulsar 220cc is one of the most stylish bike available in India
after Yamaha R15 & Karizma R. Its stylish mirrors differs the pulsar 220cc
from others. The new Pulsar has a longer wheelbase than its previous versions
with factory-fitted front and rear disc brakes and detailed digital
instrumentation.

The new 2009 Pulsar 220 is powered by a Digital Twin Spark Fuel Injection
(DTS FI) 2 valve engine of displacement 220 cc which can produces a power
of 20 Bhp at 8500rpm with an awesome torque of 19 Nm at 6500rpm.Pulsar
220 can reach from 0-60 in 3.1 sec and 0-100 in 7.59 sec.

41
 Pulsar 220cc has several new features like six spoke alloy wheels, clear lens
indicators and exposed chain. Pulsar 220cc is also coming with features like
tachometer, fuel gauge, speedometer, odo and two trip meters.

2) Bajaj to launch new bike every month till June in 2009 : Bajaj Auto said
that it will launch new bikes in India in 2009. The company would launch one
bike every month for next 6 months starting Jan 2009.

Bajaj has recorded 37 percent fall in motorcycle sales during this

November’08. The company doesn’t predict any increase in Dec 2008 either
as the dealers have rejected to pickup any additional deliveries because of
inventory pile-up.

The expecting bikes include - all new face lifted Pulsar 220cc, new Pulsar 200
FI, XCD sprint and Blade scooter. Bajaj also plans to launch its new low cost
product (christened as Steel).

Bajaj is offering the cheaper finance plans from Bajaj Auto Finance Ltd. They
will finance all vehicles bought from Bajaj dealers and will provide cheaper
loans to its clients.

42
3) Bajaj Lite the "Rs. 1 Lakh car" unveiled by Bajaj : Bajaj Auto Ltd
unveiled the details of its "1-lakh car" called "Lite". The name Lite implies
both lightweight and illumination, the company said.

Measuring by sight, the estimated body size of this five-door tall sedan is
approximately 3.3x1.4x1.5m (LxWxH). The company plans to debut the car in
2010-2012. The price may be slightly higher than Rs. 1 Lakh, according to
company sources.

Bajaj reportedly developed a new platform for Lite. The company intends to
apply the platform to commercial vehicles. The car has an RR (rear-engine,
rear-wheel drive) layout with a 600cc two-cylinder engine. The top speed is
140 Kmph, and the car comes with AC and instrument panel gearshift. The
information on the transmission is yet to be released.

Although the company began establishing a technical tie-up with the Renault-
Nissan Group a few months ago, the latest concept model is reportedly Bajaj's
proprietary development, including the design and engine. The company is
likely to adopt technologies provided by this tie-up for further improvements.

43
4.) PULSAR: Bajaj Automobile introduced the PULSAR in 2001. The bike was
launched as a result of the changing trends amongst the Indian customers from
fuel efficient bikes that were heavier, more powerful, trendy, stylish and
sophisticated. This was done to cater to those customers who wanted to buy
motorbikes for fun, thrill and great driving experience rather than being cost
conscious. PULSAR was also launched to acquire the market share from the
heavy motorbike segments, as the company did not have any heavy motorbike.
It was the first time that Bajaj Automobile had made a shift from 100 cc bikes
to a 156cc bike.

With the launch of these two motorbikes and various other motorbikes in the
pipeline, Bajaj Automobile’s strategy is to get into those segments of the
motorcycle market where they have not made inroads earlier. Bajaj
Automobile continues to have the strategy of parity pricing. They have neither
taken the root of doing heavy discounting nor have they tried to occupy the
premium position. However with the launch of PULSAR the company is
gradually getting into the area of premium positioning. The company keeps on
making changes in the pricing of the bikes, whenever there is an increase in
inputs.

44
PRICE
Price is one of the important elements of the marketing mix, but lately, it has come to
occupy the centre-stage in marketing wars. The amount of money that customers have
to pay for the product is called price.

Price is the amount of value a product a masses in the market. To a manufacturer,

price represents quantity of money received by the firm or seller. To a customer, it
represents sacrifice and hence his perception of the value of the product.

Pricing is the only elements in marketing mix that creates revenue, the other generate
costs.

Every firm has different Pricing objectives. A firm can choose from the following

a) Survival in a competitive market.

b) Maximize current profits and return on investment
c) Balance price over product line
d) Maximize sales growth.

PRICING STRATEGY OF BAJAJ AUTOMOBILE

Bajaj Automobile continues to have the strategy of parity pricing. They have neither
taken the root of doing heavy discounting nor have they tried to occupy the premium
position. However, with the launch of PULSAR 220 DTS-I the company is gradually
getting into the area of premium positioning .The company keeps of making changes
in the pricing of the bikes, whenever there is increase in inputs.

Bajaj Bike Price in Delhi, Mumbai, Chennai, Kolkata, Bangalore, Hyderabad, Pune-

 Bajaj Avenger Price – Bajaj Avengers gives you pleasure of cruiser bike in
Indian Price. New avenger comes with 200cc DTS-i liquid cool engine and
produces a maximum power of 18Ps.It is priced at Rs.69,000/-.

45
  Bajaj Pulsar Price – Still one of the best bikes to buy Bajaj pulsar offers style,
power and decent mileage. 150cc, 180cc and 220cc Bajaj pulsar delivers a
great performance. It is priced at Rs.64,417/-(150cc) , Rs.69,759/-(180cc) and
Rs.74,216/-(220cc).

 Bajaj Discover Price – City Bike for daily commuters decent mileage 60-
65kmpl. Bajaj Discover 135cc is a stylish and sporty bike for new generations
with all the essential features. It is equipped with various highly advanced
technology and exceptional features. It is priced at Rs.54,214/-.

 Bajaj Xcd Price – Bajaj XCD great look quite eye-catching it offers upgrade
from the 100-110cc bikes. Bajaj XCD mileage is around 70kmpl which is very
good. It is priced at Rs.50,300/-.

PLACE

Dealer Network

The company has a network of 498 dealers and over 1,500 authorized service
centers and 162 exclusive three-wheeler dealers spread across the country. Around
1,400 rural outlets have been created in towns with population of 25,000 and below.
The current dealer network is servicing these outlets.

Bajaj is convinced that the real impetus of future two-wheeler growth will come from
up-country rural India. Bajaj Auto has defined specialist dealerships for rural markets,
called 'Rural Dealerships'. During the year 2005-06, four new rural dealers became
operational.

Bajaj has identified a segment of customers 'Probikers', who are knowledgeable,

appreciative of contemporary technology, they are trendsetters and very choosy about
what they ride. Hence, Probikers need to be addressed in a meaningful way that goes
beyond the product. Bajaj Auto is in the process of setting up a chain of retail stores
across the country exclusively for high-end, performance bikes. These stores are
called " Bajaj Probiking". Twenty two such stores have been opened across the
India.

46
 SWOT ANALYSIS OF BAJAJ

SWOT Analysis is a tool used for understanding an organization's strengths,

weaknesses, opportunities and threats.

The SWOT Analysis tool can be used in identifying an organization's strengths (S)
and weaknesses (W), and examining the opportunities (O) and threats (T) it is facing.
The outcome from a SWOT Analysis enables organizations to focus on strengths,
minimize weaknesses, address threats, and take the greatest possible advantage of
opportunities available.

STRENGTHS:

 Our members value the professional designation.

 We have a lower course fee structure than similar programs.

 We provide good customer service.

 Our instructors are highly-regarded in the profession.

 We have a small staff and low overhead.
 The DTS-i technology which helped Bajaj grow to this position.

WEAKNESSES:

 We are slow to make decisions and adapt to changes that affect the profession.
 The professional designation is rarely included as a condition of employment.
 We are overly dependent on key volunteers who developed and teach our
certification courses.
 We do not have the resources to research the market and promote the
designation.
 Not many options other than Pulsar in higher end.

47
OPPORTUNITIES:

 Our business sector is expanding, with many future opportunities for success
 Our local council wants to encourage local businesses with work where
possible
 To increase designing new two and three wheeled vehicles.
 To produce vehicles that are even more better and exporting them to countries
that maintain and strengthen its business relationship with Kawasaki.
 To bolster its focus on exports the Bajaj actively supports building or setting to
a recent press release.
 Our competitors may be slow to adopt new technologies.

THREATS:
 Will developments in technology change this market beyond our ability to

adapt?

 A small change in focus of a large competitor might wipe out any market

position we achieve.

 Bajaj's products have a reputation for quality and reliability, so, a little defect

in them can harm it’s reputation.

 Bajaj has competitors and needs to continue larger share of the high end

performance of India to find ways to discourage foreign companies.

 To emphasize the importance of exporting as a significant source and be able

to extend the life cycle of it.

48
 DATA ANALYSIS
AUTOMOBILE INDUSTRY ANALYSIS & TRENDS

TABLE: Growth in exports of 2-wheelers and 3-wheelers.

TABLE: BAJAJ’S profit in 2009-10 & 2008-09.

49
Product 2007-08 2008-09 Growth
Total two-wheelers 482,026 633,463 31 %
Total two-wheelers 136,315 139,056 2%
Total vehicles 618,341 772,519 25 %
Table: Bajaj Auto’s exports (in numbers)

50
Year ended Sales Sales BAL BAL’s BAL’s
(nos. growth (nos. growth market
31 March Millions) Millions) share

2003 3.757 31.3% 0.868 32.3% 23.1%

2004 4.317 14.9% 1.024 17.9% 23.7%
2005 5.218 20.9% 1.450 41.6% 27.8%
2006 6.201 18.8% 1.912 31.9% 30.8%
2007 7.100 14.5% 2.379 24.4% 33.5%
2008 6.544 (7.8%) 2.140 (10.1% 32.7%
)
2009 6.806 4.0% 1.908 (10.8% 28.0%
)
TABLE: Motorcycle sales, domestic and exports (in numbers)

2007-08 2008-09 Rate of

growth
Passenger vehicle
sales
Industry sales 375,180 415,411 10.7%
Bajaj Auto sales 263,598 264,332 0.3%
Bajaj Auto market share 70.3% 63.6% (6.7%)
Goods carriers
Industry sales 130,826 82,382 (37.0%)
Bajaj Auto sales 26,714 10,197 (61.8%)
Bajaj Auto market share 20.4% 12.4% (8.0%)
Total 3-wheelers
Industry sales 506,006 497,793 (1.6%)
Bajaj Auto sales 290,312 274,529 (5.4%)
Bajaj Auto market share 57.4% 55.1% (2.3%)
Table: Three-wheeler sales (in numbers)

51
PLANT PRODUCTS
Waluj Boxer, Platina, XCD and all three-
wheelers
Chakan Pulsar, Avenger and Discover
Pantnagar Platina, Platina 125 and XCD
TABLE: Plant-wise product profile

Plant 2007-08 2008-09

Waluj 1,860,000 1,860,000
Chakan 1,200,000 1,200,000
Pantnagar 900,000 900,000
Total 3,960,000 3,960,000
Table: Bajaj Auto’s plant-wise capacities (in units)

52
 ANNUAL REPORT AND SALES PERFORMANCE

Balance Sheet as at 31 March

2009
2008
Schedule Rs. In Million Rs. In Million
Rs. In Million

I. Sources of Funds
1. Shareholders’ Funds
a) Share Capital 1 1,446.8
1,446.8
b) Reserves & Surplus 2 17,250.1
14,429.1
18,696.9
15,875.9
2. Loan Funds
a) Secured Loans 3 —
69.5
b) Unsecured Loans 4 15,700.0
13,273.9
15,700.0
13,343.4
3. Deferred Tax Adjustments [See note 14]
a) Deferred Tax Liabilities 1,647.9
1,419.4
b) Deferred Tax Assets (1,606.0)
(1,309.6)
41.9
109.8
Total
34,438.8 29,329.1
II. Application of Funds
1. Fixed Assets
a) Gross Block 33,339.4
29,841.5
b) Less: Depreciation and write downs 18,079.1
17,260.7
c) Net Block 5 15,260.3
12,580.8
d) Capital Work in progress,
expenditure to date 220.6
347.4
15,480.9
12,928.2
2. Technical Know-how 6 162.6
105.3
3. Investments 7 18,085.2
18,571.4
4. Current Assets, Loans and Advances 8
a) Inventories 3,388.4
3,496.1
b) Sundry Debtors 3,586.5
2,753.1
c) Cash and Bank Balances 1,368.7
560.7
d) Other Current Assets 1,256.8
799.5
e) Loans and Advances 13,652.3
8,887.7
23,252.7
16,497.1
Less: Current Liabilities and Provisions 9
a) Liabilities 12,134.1
10,432.5
b) Provisions 12,241.5
8,340.4
24,375.6
18,772.9

53
Net Current Assets (1,122.9)
(2,275.8)
5. Miscellaneous Expenditure not written-of
Voluntary Retirement Compensation
[See note 10)a)] 1,833.0
—
Total
34,438.8 29,329.1
Notes forming part of the Financial Statements 14

Summarized Financials

54
SALES IN UNITS FOR 2008 & 2009 : TOTAL
Q4 Full Year
FY09 FY08 Change FY09 FY08 Change

Motorcycles 373,704 479,905 -22% 1,907,853 2,139,779 -11%

Total 2Wh’s 375,439 482,912 -22% 1,919,625 2,161,095 -11%

3 Wh’s 64,830 69,676 -7% 274,529 290,312 -5%

Total Units 440,269 552,588 -20% 2,194,154 2,451,407 -10%

of which EXPORTS are

Q4 Full Year
FY09 FY08 Change FY09 FY08 Change
Motorcycles 124,034 123,630 0% 631,383 481,549 31%

Total 2Wh’s 124,450 123,890 0% 633.463 482,026 31%

3 Wh’s 27,189 34,168 -20% 139,056 136,315 2%

Total Units 151,639 158,058 -4% 772,519 618,341 25%

Rs. In crores 492 505 -3% 2,640 2,048 29%

SALES IN UNITS FOR 2007-08 & 2006-07 : TOTAL

2007-2008 2006-07 GROWTH

Q4 Total Q4 Total Q4 Total

55
100cc 224,030 986,232 291,057 1,438,323
`
125cc 152,364 686,389 104,326 450,845

150cc 103,511 467,158 140462 490,331

Motorcycles 479,905 2,139,779 535,845 2,379,499 -10% -10%

Total 2Wh’s 482,912 2,161,095 543,757 2,399,996

3 Wh’s 69,676 290,312 84,630 321,828 -18% -10%

Total Units 552,588 2,451,407 628,387 2,721,824 -12% -10%

Of which EXPORTS are

2007-2008 2006-07 GROWTH

Q4 Total Q4 Total Q4 Total

100cc 70,510 269,176 43,964 174,312

125cc 37,408 138,306 17,753 66,363

150cc 15,712 74,067 15,826 59,981

Motorcycles 123,630 481,549 77,543 300,656 59% 60%

Total 2Wh’s 123,890 482,026 77,550 301,766

3 Wh’s 34,168 136,315 39,133 140,645 -13% -3%

Total Units 158,058 618,341 116,683 442,411 35% 40%

Rs. In billion 5.05 20.48 4.49 16.94 12% 21%

56
 CONCLUSIONS
The study, which I conducted on the “In-depth Analysis of Bajaj Automobile Ltd” in
the area of Marketing Management has been a very gratifying experience at the
outset, the objectives were to cover the whole marketing strategies policies adopted
by HHML. The entire report has been effort to do just that.

Through out the study I found Hero Honda bikes are very new & use modern
technology in their bikes. As a result they give better performance then other bikes in
the market & required less maintenance. Bajaj Automobile also provides good after
sale service to the customer.

Bajaj Automobile has managed to put in spectacular performance going from strength
to strength despite increase in competition, the company’s sales have witnessed an up
trend, registering an average growth of 42% in the three years under review.

Bajaj Automobile has managed to achieve this because of its strong brand image and
proven product quality underpinned the performance growth in recent years. Apart
from the strong brand “Splendor” the company’s presence across the spectrum of the
motorcycle market helped it exploit the growing demand for 4-stroke motorcycles.

At the lower, end, the company has CT 100 and CT100 SS and at the middle level
splendor, passion & joys. The PULSAR range is targeted, at the premium segment.
Thus one may say that the marketing strategies adopted by Bajaj Automobile have
really paid-off, as the company has constantly managed to increase its market share
and also increase its sales .Which is really amazing for a company which has been a
market leader to maintain its strong position in the wake of growing competition from
its competitors who have been trying to grab a strong share in the market by
launching latest technology products. Bajaj Automobile has been very understanding
to its employees. It treats all its employees as the biggest asset of the company. Its
innovative H.R. policies are made to ensure that the best of talent, which the company
employs, receives the best of talent, which the company employs, receives the best of
remuneration. Also the non-monetary incentives given to the employees are such as to
maintain the motivation to a time high.

57
 RECOMMENDATIONS AND

SUGGESTIONS
[[

 The company should concentrate more on sales and marketing department so that
more and more products can be sold out.

 Advertisements should be the best method to advertise the products and popular
among the public.

 Cheaper products (Motorcycles) should be introduced by the company so that it

can reach the middle class public.

 Transparency should be made in between the product details and the original
product sold to the customers.

 Company –customer ratio should be maintained.

58
 BIBLIOGRAPHY

BOOKS:-

 Marketing Management – By Philip Kotler

 Marketing Management- By C.B.Gupta

MAGAZINES:-

 Auto magazine
 Over drive magazine
 Business today

WEBSITES:-

 www.bajajauto.com

 www.google.com

 www.autos.max.com

NEWSPAPERS:-

 Times of India
 The Indian Express

59
60