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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.



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


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



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.

-5- Topic 1 2 3 4 5 6 7 Introduction Research methodology Company profile Data analysis Conclusion Recommendation Bibliography 7-12 13-14 15-47 48-54 55 56 57


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.



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.


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


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 twowheeler 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.

The composition of the two-wheeler industry has witnessed sea changes in the postreform period. In 1991, the share of scooters was about 50 per cent of the total 2wheeler 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. -9-

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 Motorcycle 2835 4327 North-Central East & North-East All India 2624 883 (11.1) 99 (2.0) 10669 (14.0) 1124 (2.08)

(12.9) (16.8) (12.5) 203 (2.6) 219 (3.5) 602 (2.8)


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

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promoting exports and setting up of institutional mechanism such as Automobile 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 Commercial Vehicles Three Wheelers Two Wheelers 15.96% 3.95% 3.6% 76.49%

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There are two types of data.

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

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

1. Research Design 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. 2. Data collection Method 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.


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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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.


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

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 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. - 15 -

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 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 waterlogging. Promoting non-conventional sources of energy by providing a 50 per cent subsidy on biogas plants. - 16 -


Product Award Bike of the Year Bajaj XCD

Bike of the Year Bajaj Pulsar 220 DTSFi

Year 2009 2009 2008 2008 2007

Business Motoring Standard

Overdrive Awards

Bike of the Year Bajaj XCD Bike of the Year Bajaj XCD
Motorcycle Total Customer Satisfaction Study 2007- DISCOVER 135 DTSi

ND TV PROFIT, CAR India & Bike India

TNS Automotive




for 2007

Frost and Sullivan

Manufacturing Excellence Audit Passed for TPM Excellence 2007 Award Category I Bike maker of the Year Bike of the year TPM

2007 2007 2007 2007

Overdrive Awards 07
CNBC-TV18 Auto car Auto Awards

100cc Bike of the Year Bike Manufacturer of the Year 2007

NDTV Profit Bike India NDTV Profit Bike India

Mr. Rajiv Bajaj - Man of the year 2005 2005 Mr. Rajiv Bajaj - Automotive Man of 2005 the year 2005 Bajaj CT 100 - Motorcycle Total 2005 Customer Satisfaction Study 2005 Bajaj Discover DTS-i - Bike of the 2005 Year 2005 Bajaj Discover DTS-i - Indigenous 2005 Design of the Year 2005

Auto car Professional

Bike India & NDTV India TNS Automotive




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BAJAJ AUTO - Bike Maker of the 2004 Year 2004


Bank Awards

DTS-i Technology - Auto Tech of the 2004 Year 2004


Bank Awards

Bajaj Pulsar DTS-i Bike of the Year 2004 2004


Bank Awards

Wind 125 Two Wheeler of the Year 2004 2004 Wind 125 Bike of the Year 2004 2004



Awards 2004 Business Motoring Standard

Bajaj Pulsar 180 DTS-i BBC World 2003 Wheels Viewers Choice Two Wheeler of Year 2003 Bajaj Pulsar 180 DTS-i BBC World 2003 Wheels Award for Best Two Wheeler between Rs 55,000 to Rs 70,000 Bajaj Pulsar 150 DTS-i BBC World 2003 Wheels Award for Best Two Wheeler between Rs 45,000 to Rs 55,000 Bajaj Boxer AT KTEC BBC World 2003 Wheels Award for Best Two Wheeler under Rs 30,000 Bajaj Pulsar - Motorcycle Total 2003 Customer Satisfaction Study Bajaj Pulsar - Bike of the year 2003




Award 2003




Award 2003




Award 2003




Award 2003

NFO Automotive


Bank Awards

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Bajaj Pulsar - Most exciting bike of 2002 the year Bajaj Eliminator - Bike of the year 2002



Bajaj Eliminator - Most exciting bike 2001 of the year Award Year

By EEPC India Trade Promotion Organization

All India Trophy for Highest Exporter 1998-99 Focus LAC Award for Outstanding 1998-99 Performance Export Excellence Certificate of Merit 1998-99 1998-99

EEPC India Trade Promotion Organization

Award for Export Excellence Export Excellence

1997-98 1997-98


All India Trophy for Highest Exporter 1997-98 Top Exporter Shield - Western Region 1996-97 Export Excellence 1996-97

Regional Top Exporter - Large Scale 1995-96 Manufacturer Highest Export Performance Outstanding Export Performance 1995-96 1995-96

EEPC Government of India, Ministry of Commerce

Export Excellence Award


MCCIA EEPC Government of India, Ministry of Commerce

Top Exporter Shield - Western Region 1995-96 Certificate of Merit 1995-96

Award for Export Excellence



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Regional Top Exporter - Large Scale 1994-95 Manufacturer All India Special Shield - Consumer 1994-95 Durables Exporter National Export award for 1994-95



Government of India, Ministry of Commerce

Outstanding Performance Western Region Top Export Award 1994-95


All India Special Shield - Consumer 1994-95 Durables Regional Special Shield - Capital 1993-94 Goods Category Award for Export Excellence Capital Goods Export 1993-94 1992-93



Regional Special Shield - Capital 1990-91 Goods Category Certificate of Export Excellence Certificate of Export Recognition Certificate of Export Recognition Award for Export Excellence Certificate of Merit 1986-87 1980-81 1979-80 1979-80 1978-79

EEPC EEPC EEPC EEPC Government of India, Ministry of Commerce

Certificate of Export Recognition Award for Export Excellence Certificate of Export Recognition Export Promotion Golden Jubilee Export Year Award Export Excellence

1978-79 1977-78 1977-78 1976 1976 1975-76


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2009 April January 2008 September Bajaj Platina 125 DTS-Si launched August July June 2007 December RE GDi auto rickshaw launched September XCD 125 DTS-Si launched August July June April February January 2006 April 2005 December Bajaj Discover launched June February Bajaj Avenger launched Bajaj Wave launched Bajaj Platina launched DTS-Si engine launched Revamping of Organizational structure Pulsar 220 DTS-Fi launched Bajaj Auto Commissions New Plant at Pantnagar, Uttarakhand 200 cc Pulsar DTS-i launched Bajaj Kristal DTS-i launched XCD 125 DTS-Si is largest selling 125cc motorcycle Bajaj Discover 135 DTS-i Upgrade Launched. Pulsar 220 bags IMOTY award PRODUCT Bajaj Pulsar 150 & 180 upgrade launched Bajaj XCD 135 DTS-Si launched

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2004 Sept/Oct August May January 2003 October October July February 2001 November Bajaj Auto launches its latest offering in the premium bike segment Pulsar. January 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 July 25th October Kawasaki Bajaj Caliber rolls out of Waluj. Legend, Indias first four-stroke scooter rolls out of Akurdi. Spirit launched. The Eliminator is launched. Pulsar DTS-i is launched. 107,115 Motorcycles sold in a month. Bajaj Wind 125, The World Bike, is launched in India. Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive motorcycle segment. Bajaj Discover DTS-i launched New Bajaj Chetak 4 stroke with Wonder Gear launched Bajaj CT100 Launched Bajaj unveils new brand identity, dons new symbol, logo and brand line

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1997 1995 November 29

The Kawasaki Bajaj Boxer and the RE diesel Auto rickshaw are introduced.

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 1991

The Bajaj Classic is introduced.

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 November The Waluj plant inaugurated by the erstwhile President of India, Shri Giani 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.

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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. 1972 The Bajaj Chetak is introduced. 1971 The three-wheeler goods carrier is introduced. 1970 Bajaj Auto rolls out its 100,000th vehicle. 1960 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 November 29 Bajaj Auto comes into existence as M/s Bachraj Trading Corporation Private Limited. Bajaj Auto becomes a public limited company. Bhoomi Poojan of Akurdi Plant.

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

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Committees of the Board Audit Committee S.H. Khan J.N. Godrej Nanoo Pamnani D.J. Balaji Rao Naresh Chandra Shareholders & Investors Grievance committee D.J. Balaji Rao J.N. Godrej Naresh Chandra Remuneration committee D.J. Balaji Rao S.H. Khan Naresh Chandra Chairman Chairman Chairman

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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.

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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.


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.

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PRODUCTS STRATEGY Bajaj Pulsar 220 dts-fi

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

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

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

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Bajaj New Pulsar 220

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

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

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

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Bajaj New Pulsar 180

Name: Model: Type: Top Speed: Fuel

New Pulsar 180 DTSi Sports 118kph Consumption:43.00 Consumption:51.00


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

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

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Name: Model: Type: Top Speed: Fuel

New Pulsar 150 DTSi Commuter 113kph Consumption:51.00 Consumption:62.00


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

Length: Width: Height:

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Bajaj XCD 135 DBES

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


Displacement: Engine: Maximum Power: Maximum Torque: Gears: Clutch: Chassis Type: Cooling Type: 134.6cc 4 Stroke, Air Cooled, DTS-Si 10 Bhp @ 7500 rpm 11.58 Nm @ 5000 rpm 5 Manual 0 Box Type Diamong Type Air Cooling

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

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Bajaj Discover 135 Sports

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

Displacement: Engine: Maximum Power: Maximum Torque: Gears: Clutch: Bore: Stroke: Cylinder Configuration: Engine Block Material: Chassis Type: Cooling Type: Carburetor: 134.21cc 4 Stroke, Air Cooled, DTS-i 13 Bhp @ 8500 rpm 11.88 Nm @ 6500 rpm 4 Speed Wet, Multi Plate Type NA NA NA NA Double Cradle Type Air Cooling NA

Length: Width: Height: 2030.00 mm 760.00 mm 1065.00 mm

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Bajaj Platina

Name: Type: Top Speed: Platina Commuter 90kph

Displacement: 99.27cc Engine: Four Stroke, Natural air cooled Maximum Power: 8.30ps@7500rpm Maximum Torque: 8.05nm@4500rpm Gears: 4 Speed Clutch: 165 Bore: NA Stroke: NA No. of Cylinders: 1 Cylinder Configuration: NA Engine Block Material: NA Chassis Type: NA Cooling Type: Air Cooling Carburetor: NA

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

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Engine Type Capacity Compression Ratio Max Power Max Torque Transmission Clutch No. of Gears Chassis Monocoque with Stamped & Welded Members Suspension Front Rear Tyres '4.50-10,8PR for Front & Rear Electrical System Voltage Battary Rating Fuel Tank CNG Cylinder Material Petrol Tank Material 43 lit Water Equivalent Seamless Metallic Cylinder 3 lit [for Limp Home only] 12 lit 12V , DC 12V,32Ah Twin Shock Absorber with Helical Coil Compression Spring & Antidive Link Shock Absorbers with Helical Coil Compression Spring & Trailing Arm Wet , Multidisc Type 4 Forward, 1 Reverse Four Stroke, Forced Air & Oil Cooled, Spark Ignition Engine 200 cc '10:1 7.2Bhp@6200rpm 11Nm@3400rpm

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Engine Type Bore x stroke, mm No. of cylinders Displacement Compression ratio Max. Power, kW @ rpm Max. Torque, Nm @ rpm Air cleaner type Clutch Type Transmission Transmission Chassis Type Electrical system System voltage, V Battery rating, Ah Wiper motor Wiping system (Brief description) Fuel tank Capacity 12 V, AC + DC 12 V, 9 A.h Electrical Single speed electrical wiper motor with wiper arm and blade CNG 4kg (29L or 30L Cyl.), Petrol - 3 liters. Monocoque 4 Forward + 1 Reverse Two stroke, Forced air cooled, S.I. Engine 57 / 57 One 145.45 cc 10.0 1 : 1 4.9 kW @ 5000 rpm 10.8 N.m a@ 3500 Foam element Wet multidisc type

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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.


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.

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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.

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.

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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.

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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 November08. The company doesnt 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.

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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 RenaultNissan 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.

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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 Automobiles 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.

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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.


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/-.

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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 6065kmpl. 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. - 45 -


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.

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.

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.

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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.

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 its 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.

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

TABLE: BAJAJS profit in 2009-10 & 2008-09.

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Product Total two-wheelers Total two-wheelers Total vehicles

2007-08 482,026 136,315 618,341

2008-09 633,463 139,056 772,519

Growth 31 % 2% 25 %

Table: Bajaj Autos exports (in numbers)

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Year ended 31 March

Sales (nos. Millions)

Sales growth

BAL (nos. Millions)

BALs growth

market share

2004 2005 2006 2007 2008 2009

3.757 4.317 5.218 6.201 7.100 6.544 6.806

31.3% 14.9% 20.9% 18.8% 14.5% (7.8%) 4.0%

0.868 1.024 1.450 1.912 2.379 2.140 1.908

32.3% 17.9% 41.6% 31.9% 24.4% (10.1%) (10.8%)

23.1% 23.7% 27.8% 30.8% 33.5% 32.7% 28.0%

TABLE: Motorcycle sales, domestic and exports (in numbers)

2007-08 Passenger vehicle sales Industry sales Bajaj Auto sales Bajaj Auto market share Goods carriers Industry sales Bajaj Auto sales Bajaj Auto market share Total 3-wheelers Industry sales Bajaj Auto sales Bajaj Auto market share 506,006 290,312 57.4% 130,826 26,714 20.4% 375,180 263,598 70.3%


Rate growth 10.7% 0.3% (6.7%)


415,411 264,332 63.6%

82,382 10,197 12.4%

(37.0%) (61.8%) (8.0%)

497,793 274,529 55.1%

(1.6%) (5.4%) (2.3%)

Table: Three-wheeler sales (in numbers)

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PLANT Waluj Chakan Pantnagar

PRODUCTS Boxer, Platina, XCD and all three-wheelers Pulsar, Avenger and Discover Platina, Platina 125 and XCD

TABLE: Plant-wise product profile

Plant 2007-08 Waluj 1,860,000 Chakan 1,200,000 Pantnagar 900,000 Total 3,960,000 Table: Bajaj Autos plant-wise capacities (in units)

2008-09 1,860,000 1,200,000 900,000 3,960,000

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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 b) Reserves & Surplus 2. Loan Funds a) Secured Loans b) Unsecured Loans 3. Deferred Tax Adjustments [See note 14] a) Deferred Tax Liabilities b) Deferred Tax Assets Total II. Application of Funds 1. Fixed Assets a) Gross Block b) Less: Depreciation and write downs c) Net Block d) Capital Work in progress, expenditure to date 2. Technical Know-how 3. Investments 4. Current Assets, Loans and Advances 8 a) Inventories b) Sundry Debtors c) Cash and Bank Balances d) Other Current Assets e) Loans and Advances Less: Current Liabilities and Provisions a) Liabilities b) Provisions Net Current Assets 5. Miscellaneous Expenditure not written-off Voluntary Retirement Compensation [See note 10)a)] Notes forming part of the Financial Statements Total 14

1 2

1,446.8 17,250.1 18,696.9 15,700.0 15,700.0 1,647.9 (1,606.0) 41.9 34,438.8

1,446.8 14,429.1 15,875.9 69.5 13,273.9 13,343.4 1,419.4 (1,309.6) 109.8 29,329.1

3 4

33,339.4 18,079.1 15,260.3 220.6 15,480.9

29,841.5 17,260.7 12,580.8 347.4 12,928.2 105.3 18,571.4 3,496.1 2,753.1 560.7 799.5 8,887.7 16,497.1 10,432.5 8,340.4 18,772.9 (2,275.8) 29,329.1

6 7

162.6 18,085.2 3,388.4 3,586.5 1,368.7 1,256.8 13,652.3 23,252.7

9 12,134.1 12,241.5 24,375.6 (1,122.9)

1,833.0 34,438.8

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Summarized Financials


Q4 FY09 Motorcycles Total 2Whs 3 Whs Total Units 373,704 375,439 64,830 440,269 FY08 479,905 482,912 69,676 552,588 Change -22% -22% -7% -20% Full Year FY09 1,907,853 1,919,625 274,529 2,194,154 FY08 2,139,779 2,161,095 290,312 2,451,407 Change -11% -11% -5% -10%

of which EXPORTS are

Motorcycles Total 2Whs 3 Whs Total Units Rs. In crores Q4 FY09 124,034 124,450 27,189 151,639 492 FY08 123,630 123,890 34,168 158,058 505 Change 0% 0% -20% -4% -3% Full Year FY09 631,383 633.463 139,056 772,519 2,640 FY08 481,549 482,026 136,315 618,341 2,048 Change 31% 31% 2% 25% 29%

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

2007-2008 Q4 224,030 ` 152,364 103,511 479,905 482,912 Total 986,232 686,389 467,158 2,139,779 2,161,095 2006-07 Q4 291,057 104,326 140462 535,845 543,757 Total 1,438,323 450,845 490,331 2,379,499 2,399,996 GROWTH Q4 Total

100cc 125cc 150cc Motorcycles Total 2Whs



3 Whs Total Units

69,676 552,588

290,312 2,451,407

84,630 628,387

321,828 2,721,824

-18% -12%

-10% -10%

Of which EXPORTS are

2007-2008 Q4 70,510 37,408 15,712 123,630 123,890 Total 269,176 138,306 74,067 481,549 482,026 2006-07 Q4 43,964 17,753 15,826 77,543 77,550 Total 174,312 66,363 59,981 300,656 301,766 GROWTH Q4 Total

100cc 125cc 150cc Motorcycles Total 2Whs



3 Whs Total Units Rs. In billion

34,168 158,058 5.05

136,315 618,341 20.48

39,133 116,683 4.49

140,645 442,411 16.94

-13% 35% 12%

-3% 40% 21%

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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 companys 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 companys 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.

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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.

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BOOKS: Marketing Management By Philip Kotler Marketing Management- By C.B.Gupta

MAGAZINES: Auto magazine Over drive magazine

Business today


NEWSPAPERS: Times of India The Indian Express

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