ACKNOWLEDGEMENT

I owe a great many thanks to a great many people who helped and supported me doing the
writing of this book.

My deepest thanks to lecturer, Prof. Mr. Jaideep Sowni guide of the project for guiding &
correcting various documents of mine with attention care. He has taken pains to go through
my project and make necessary corrections as and when needed.

I extended my thanks to the principal of Ramanand Arya D.A.V.College of Commerce&

Science for extending her support.

My deep sense of gratitude to Principal Dr. Ajay Bhamare Ramanand Arya D.A.V.College of
Commerce & Science for support & guidance. Thanks and appreciation to the helpful people
at Ramanand Arya D.A.V.College of Commerce& Science, for their support.

I would also thank my institution and faculty members without whom this project has been a
distant reality. I also extended my heartfelt thanks to my family and well-wishers.
 EXECUTIVE SUMMARY

The project was carried out for understanding the marketing strategies of Bajaj automobiles.
Bajaj automobile was established in November 29, 1945, they are old player in automobile
sector. They follow values such as Integrity, teamwork, respect, professionalism, &
Mission. The segment of automobiles we are considering here is two wheelers. The product
out of which have chosen for research is bikes. This research helps us in finding out the
customers view regarding the product, Services and awareness by promotion and also
identifying the market potential of the product offered by the Bajaj automobiles.

TABLE OF CONTENTS

Name Of Topics Page No.

Chapter 1 9-19
 Organisational Details
Mission, Vision, Believe
Core Values And Address
Objective
Our services
About the company
History of the company
Swot Analysis

Chapter 2 20-21
Learning Objective

Chapter 3 27-37
Products Of The Company
Marketing Strategy

Chapter 4 38-51

. Suggestion
Analysis Of Study

Conclusion 52-53

Recommandation 53-54

Bibliography 55-56
 Chapter 1
ORGANISATIONAL DETAILS

Kanchan Bajaj, an authorized sales and service dealership forBajaj India for Thane, is one of
the premium divisions of Kanchan Group. Started in 2010, Kanchan Bajaj is strategically
located in Thane and showcases the entire Bajaj range of bikes. Dedication, commitment and
the desire to attain perfection are the priceless attributes which has kept Kanchan Bajaj ahead
in the never ending marathon of achievements.

At Kanchan Bajaj, we present to you one of the best sales staff to cater all your bike buying
needs and answer all your questions regarding the Bajaj products. Kanchan Bajaj has always
sought to improvise in all their area of work to give customer the best result.

We not only sell Bajaj bikes but also deal in Used bikes, Accessories, and Insurance &
Finance facilities to our valued customers.

We have three well equipped workshops at the prime locations in Thane to offer quick,
efficient & personalized customer service. Our dedication to provide quality service and
maintenance to our customers has made us the No.1 dealership in the West Region
VISION

Kanchan visualize to be one of the leading dealership of Bajaj with modem operations in
sales and services. we announced "innovation for customers" as out mid to long term vision
with five core strategies. Global orientation, respect for human values, customer satisfaction,
technology innovation, and cultural creation.To attain world class excellence by
demonstrating value added products to customer

MISSION

Focus on value based manufacturing

Continual improvement

Total elimination of waste

Pollution free & safe environment

BELIEVE
Our believes is governed by character, attitude and values.

Our skills are developed within tentions which are pure and simple.

We are energizes by our desire and passion towards an objective.

That is why we care and we share our knowledge.

BAJAJ BELIEVES IN

Transparency:-A commitment tha tthe business is manage long transparent line

Fairness:-To all stake holders in company,but especially to minority share holders.

Disclosure:-Of all relevant financial importance in an easily unders too the manner.

CORE VALUES

Customer First: Total commitment too ur customers.

Innovation:To be a leader and always strive for new advances.

Honesty and Fairness:Commitment toward stransparency of all process and at alll evels.

TeamWork:Value all and work as a team to achieve the best.

Excellence: Going beyond simply getting the task or job done and achieving exceptional

results.

ADDRESS

16,Ambika Nagar,Wagle Industrial Estate, Thane West, maharashtra 400604

OUR SERVICES
Kanchan Bajaj services are well equipped with ultra modern facilities to take care of your
vehicles.We also undertake to maintenance plan for all vehicles to give hassle free
relationship.

Service quality is never compromise than doursole mode of advertisement remains the
references given by our satisfied customers to friends and associates.This was possible only
because of treating every customer like a king and giving him added value for his time
,money and trust.You get all your bike requirements under one roof, beneath which,Customer
Care is not an option,but away of life.

Key highlights of our services

No prior Appointments required

Free Pickup & Delivery Services

Trained Supervisors & Technicians

Dedicated work force of 300 plus staffs

Mechanical Deputations for Emergency Break Downprovided 24x7.

Insurance renewal with Cashless facilities.

OBJECTIVES

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

Will Bajaj be able to capture the EXECUTIVE LEVEL segment

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

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

The precursor toBajaj Autohadbeen formed on November 29, 1945 as M/s Bachraj Trading
Ltd. It began sellingimported two- and three-wheeled vehicles in 1948 and obtained a
manufacturinglicense from the government 11 years later. The next year, 1960, Bajaj
Autobecame a public limited company.

Rahul Bajaj reportedly adored the famous Vespa scooters made by Piaggio of Italy.In 1960,
at the age of 22, he became the Indian licensee for the make; Bajaj Autobegan producing its
first two-wheelers the next year

Rahul Bajaj became the group's chief executive officer in 1968 after first pickingup an MBA
at Harvard. He lived next to the factory inPune, an industrial citythree hours' drive from
Bombay. The company had an annual turnover of Rs 72million at the time. By 1970, the
company had produced 100,000 vehicles. The oilcrisis soon drove cars off the roads in favor
of two-wheelers, much cheaper to buyand many times more fuel-efficient.A number of new
models were introduced in the 1970s, including the three-wheeler goods carrier and Bajaj
Chetak early in the decade and the Bajaj Super andthree-wheeled, rear engine Autorickshaw
in 1976 and 1977. Bajaj Auto produced100,000 vehicles in the 1976-77 fiscal year alone.

HISTORY OF THE COMPANY

1945:

On November 29 Bajaj Auto came into existence as Bachraj Trading Corporation Private
Limited

1948:

Commenced sales of imported two & three wheelers from Vespa

1958:

Bachraj Trading Corporation Pvt Ltd. applied to Government of India for manufacture of
Motor scooters and auto rickshaws

1959:
Obtained licence to manufacture two & three wheelers. Changed company name to Bajaj
Auto Private Ltd

1960:

Became a public company

1969:

Produced its 1,00,000th scooter

1971:

Introduced threewheeled goods carrier

Started independent production under Bajaj brand

1972:

Introduced Bajaj Chetak scooter

1973:

Began exports in of scooters & 3 wheelers to Nigeria, Bangladesh, Australia, Sudan, Bahrain,
Hong Kong and Yemen

1974:

Collaborated with PT. Tunas Bekasi Motor Co. Jakarta for technical knowhow for
manufacture of scooters and 3-wheelers in Indonesia

Collaborated with Paijifa Industrial Co. in Taiwan for scooters

1977:

Introduced rear engine auto ricksh7caw. Sold 100,000 vehicles in one financial year
 SWOT ANALYSIS

Strengths in the SWOT analysis of Bajaj Auto

Strong market share As per Wikipedia, Bajaj is the worlds sixth largest motorcycle
manufacturer and the fourth largest in India. Moreover, it is the worlds largest three
wheeler manufacturer for Rickshaws in various countries.

International three wheeler market The three wheeler market has very few
competitors globally and most of the competition is small local players. Bajaj is
increasing its presence in the auto rickshaw market.

Good products Bajaj Pulsar, Bajaj Avenger and Bajaj Discover are some of the
strongest products in the market. Consumers love the variants of Bajaj Pulsar and
Bajaj has redone the design several times to make it comfortable for users as well as
to give it the trendy sports design.

Brand is reputed Bajaj has a rich history and presence in India, being founded in
1930s and having multiple plants across the country. The company is the 23rd
highest publicly traded company in India. The brand is known far and wide in this
country.
 Strong distribution As the brand is renowned, the push is lesser then the pull.
Dealers themselves demand Bajaj motorcycles, and hence the brand has a strong
presence across India. It doesnt have only sales presence. Its service centers are far
and wide too.

Multiple bike of the year awards The recognition for the brand comes when it wins
awards. All through the last decade, Bajaj has won multiple bike of the year awards
for Bajaj pulsar. It has also won an award for its best manufacturing practices in 2006
& various awards for customer responsiveness.

Rich history The tagline of Bajaj Hamara Bajaj is famous since ages. Bajaj chetak
is featured in most movies and was the scooter of choice for decades. Furthermore, it
is an Indian origins brand which has made its mark in India. Hence, for the people of
India, the brand Bajaj comes with a lot of heritage.

Weaknesses in the SWOT analysis of Bajaj Auto

Weak presence internationally A major chink in the armour for Bajaj is that its
motorcycles and scooters have a very weak presence internationally.

Scooters were the strength Bajaj Chetak was the strength of Bajaj, but Bajaj
concentrated on Pulsar and lost the scooter category market share to Honda activa. It
has recently launched Bajaj vespa and is in the plans to relaunch Bajaj chetak. But
overall, the market share of scooters is lost to Hero moto corp and Honda.

Needs in depth products The product portfolio of Bajaj is comprised of strong

products, but the product line and depth is poor. It needs more, possibly premium,
range of motorcycles in its range to drive the brand.

Opportunities in the SWOT analysis of Bajaj Auto

The eco friendly cars it is going to launch Bajaj has planned to launch eco friendly
cars and is increasing its presence in the four wheeler segment. The market is small
right now but is expected to grow a lot in the coming years. So it is a smart move by
Bajaj to make a presence in this market with its Bajaj RE60.

Better accessories We can take example of Royal Enfield or Harley Davidson which
are making huge inroads because they allow customization of bikes. Such a thing
should be introduced by Bajaj which will increase their sale to a great extent. Indians
are known for their love of bikes.
 Possible relaunch and success of Bajaj Chetak Bajaj chetak not only carries
heritage, it was also an excellent scooter with great mileage and with good space to
keep material. The same are the advantages of Honda Activa. Overall, Bajaj chetak
can win back some market share for Bajaj in the scooter market.

More models Bajaj needs to keep reinventing but needs another Brand like Bajaj
Pulsar in its sports bike category. Hero moto corp has the Karizma, Hunk and other
such brands in its portfolio. Similarly, when compared to Bajaj Discover, Hero moto
corp has strong brands like Splendor, Passion and others.

Further expansion into the three wheeler market The three wheeler market has a
great potential, and even though it is leading the market, the product can become a
strong cash cow for Bajaj over the years.

Brand building concentrated towards youth The brand values of Bajaj are older and
mature. However, as we know, the auto brands are gaining market share by
concentrating towards the youth as once they grow in their career, people start buying
cars. So they use bike only when they are young. Hence, Bajaj should concentrate its
branding efforts for the youth and should increase its advertising and branding
exposure.

Threats in the SWOT analysis of Bajaj auto

Competition The only major threat we can see for Bajaj Auto right now is the
presence of strong competitors like Honda. When Honda split, a major chunk of the
models was left with Hero in India. But Honda is planning its expansion in India
soon, and therefore Bajaj has to be ready for these new models.

Less diversification Honda has put its majority share of Motorcycles in India. As we
know, we should never keep all eggs in one basket. So Honda needs to expand to
other areas quickly, lest it lose the market share in the one country it is relying on.

Chapter 2
LEARNING OBJECTIVES
A learning objective is a statement of one of several specific performances, the achievement
of which contributes to the attainment of the goal. A single GOAL may have many specific
subordinate learning objectives. The objectives of an employee should be clear and easy to
understand. Every objective should an answer of a particular question. Learning objectives
focus your learning on specific areas and can help you to maximize your time spent in an
internship.

To identify ethical issues involved.

To identify methods for promoting an ecommerce business.
To analyze how prices, output levels, and profits are determined.
To identify and define the common or unique business terminology used at the
worksite.
To apply marketing concepts to problems and issues within industry.
To analyze any legal obligations, principles, and rules associated with the
organization.
To produce advertising messages and place in the chosen media.
To analyze the customer service practices and attitudes in the organizational culture.
To identify and analyze a target market.
To develop and maintain an customer relationships.
To determine the goals of an advertising effort.
To identify and report on issues affecting diversity in the workplace.
To apply personal selling philosophy and report on the results and insights gained
 CHAPTER 4

PRODUCTS OF THE COMPANY

Bajaj pulsar 220

Bajaj launched a carbureted version of Pulsar 220 on June 2009, tagging it as "the fastest bike
in India".

Born as the Fastest Indian, the all new 2017 edition Pulsar 220F is a performance machine for
the true enthusiast. Its powerful 4 stroke, BSIV compliant, 220 cc DTS-i engine delivers
20.93 Ps power and a healthy 18.55 Nm torque, making it the most powerful bike in its
category. Designed for speed and performance, the Pulsar 220 F is perfect for dragging in a
straight dash or handling corners with panache.

The Pulsar 220F has a stylish semi-fairing that is good looking and aerodynamic. An ultra-
stylish LED tail lamp, sporty split seats, split rear grab rails, laser edged graphics, deep
carbon black silencer and color coded alloy wheel decals of the 2017 edition all add to the
style statement. complete with pass switch, electric start, engine kill switch and self-
cancelling indicators.

Pulsar RS 200
The most advanced Pulsar yet, the new Bajaj Pulsar 200 RS is nothing less than a super-bike
in terms of design. The complicated looking front of RS200 houses projector lamps for
increased visibility and style with an addition of LED eyebrows, which boosts its
aggressiveness to a new level. Small yet attractive exhaust adds to its racing appeal. Body
cuts and curves are marvellous and they definitely will leave all of your side thoughts behind.
The bikes is 1999mm in length, 765mm in width, 1114mm in height and the bike weighs 165
kg (kerb weight). The ground clearance of the fastest Pulsar is 157mm and the fuel tank
capacity stands at 13 litres.

Bajaj Pulsar is a born performer and evolution took it to a new milestone, 'an unmatched race
machine'. The top speed of the bike is 140.8 KMPH and it should cross the 100 KMPH mark
under 10 seconds! The company claimed mileage of RS200 is 54 KMPL (@ constant speed
of 58 KMPH) and you can expect it to return real-world figure of around 30-35 KMPL in city
and 40-45 KMPL on highways.

Pulsar ns 200

The motorcycle was informally discontinued in 2015 and brought back due to customer
demand and increase in production. It now comes with all new dual tone shades and uses the
same engine with BS4 compliant emission properties on the 2017 version. Apart from its
belly pan, no other component has been further added to the motorcycle. Here is a detailed
review for the naked street fighter.

The Pulsar NS200s engine feels strong and punchy, and when moving through traffic it feels
smooth and refined. Its certainly quieter than any Pulsar model seen before, except when
pushed toward the top end of its acceleration the resulting metallic grind as you approach it
is redline is unpleasant. In dense traffic, the Pulsar 200 is a quick, quiet ride that can twist and
turn almost effortlessly. Leaning doesnt feel too demanding, despite the bikes bulk, thanks
to its reduced weight and more spare chassis.

Bajaj avenger 150

The Avenger brand has been among the most affordable cruiser on sale in the Indian market
for a long time. But with the Avenger 150, Bajaj made its cruiser motorcycle even more
affordable for the masses. The 150cc offers decent performance and much better mileage than
its 220cc sibling and is also easy to ride in city due to its lighter weight.

Bajaj ct 100

Bajaj CT 100 had an impressive, mind blowing mileage of 89.5 kmpl and the same trend is
carried with the new version over the time.

The CT 100 replaced the Bajaj Boxer. The new CT 100 sports the same four-stroke, 99.27 cc
engine as the Boxer. It also comes with a "Ride Control" switch which enables the rider to
select between the economy and power mode. Used to give up to 104 km/litre mileage.
Discontinued in 2006 from Indian market, relaunched in Indian market in 2015 with all new
graphics and alloy wheels.
MARKETING STRATEGY

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

COMPETITION: The competitors namely TVS SUZUKI, HERO, KINETIC HONDA

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

DEMOGRAPHIC: Consumer had become more demanding and was no longer satisfied
with a single low cost value proposition

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

MARKET FRAGMENTATION: Intense competition had fragmented the two wheeler

market into many any segments. It was no longer neatly divided into scooters, mopeds
and motorcycles.

STRIFE IN THE FAST LANE

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

Says R L Ravichandran, vice president marketing of Bajaj Auto: "Our aim is to strengthen
our position in the executive segment where we have till now been only a small player."

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

PROMOTIONAL STRATEGIES OF BAJAJ

Bajaj Auto Brand Image Set for Overhaul

The ubiquitous, familiar, hexagonal blue and white logo of Bajaj Auto is set to fade away into
history. With ambitions of becoming an Indian multinational company and after discovering
in-house talent at developing new technology for its new motorcycles, Bajaj Auto (BAL) is
now all set to overhaul its brand image and corporate identity.

The 59-year old institution, which is the one of the country's largest two-wheeler and three-
wheeler manufacturers, is set to go through a complete image makeover, including a new
brand logo and corporate brand identity to disseminate a more modern outlook for the
company.

Bajaj seems to have had compelling reasons to plan a revamp of its branding strategy. Some
of these are the rapid rise of the company's motorcycle sales, its plans to go global with
proposed assembly plants in one or two South Asian countries, the increasingly lower age
profile of its average customer and the need to pithily showcase its in-house design and
technological capability.

Bajaj's current logo, which is more than 40 years old, is being replaced by a new, more
dynamic insignia, to better reflect these attributes. The new identity is expected to be very
dynamic and represent style and technology. Company sources said that the new logo, which
will continue to sport the blue colour, will however, continues the lineage of Bajaj from the
hexagonal form.

The new blue colour is said to represent precision and stability.

The job of revamping and redesigning the company's brand image, corporate identity and the
logo's various manifestations has been done by Elephant Design, a Pune-based,
multidisciplinary design office that has created, redefined and repositioned several brands
across a wide range of industry segments. The new logo and repositioning was preceded by a
nationwide market research to ascertain the new identity's acceptance among customers and
others.

Elephant Design has been associated with Bajaj for a few years now and had successfully
designed and implemented the `Planet Bajaj' interim identity. They had also designed and
implemented BAL's retail identity project across the company's showrooms, service centres
and product manuals.

Now, with the induction of modern manufacturing technology and infrastructure, high-tech,
aggressively styled products in its portfolio, sustained research and development and younger
consumers, the change in identity is expected to recognize all these changing values and
present an easier interface for the world to understand the new Bajaj.

Marketing Mix

Product in the Marketing mix of Bajaj

Bajaj has managed to deal successfully in various industries like Insurance, Iron and steel,
electrical, home appliances, automobile and finance. All its products are designed with
the help of science and use of latest technology. Under the automobile sector, it deals in
the manufacturing and selling of scooters, cars and motorcycle models of 150 cc, 125 cc
and 100 cc like Platina, Discover, Pulsar, Avenger and XCD. The company is a trader and
exporter of construction equipment like scaffolding, jacks, stair case tower clamps and
special parts of machinery.

Marketing mix of Bajaj

Bajajs home appliances products include food-processing items like mixer grinder, food
processor, blenders, cooking products like pressure cookers, microwave, ovens, toaster,
cook tops, pop-up toasters, electrical kettles for making tea and coffee, water heaters,
iron, fan lighting, inverters, water heaters and domestic pumps. The groups consumer
goods section includes hair care items like almond oil, jasmine hair oil, skin care items
like face wash, , face scrub, face pack, soap, anti-marks cream etc. The Bajaj Group also
has an interest in sugar industry along with real estate, power generation and
infrastructure development.

Place in the Marketing mix of Bajaj

Bajaj has a distribution policy that is very organized and efficient. As the company deals
in various types of products, it has an extensive distribution network. It has set up various
manufacturing plants in various localities that help in the easy and low cost manufacture
of their products in terms of labor and raw materials. Bajaj group started its first steps in a
place called Lakhimpur Kheri in Uttar Pradesh with a Sugar factory.

Today it has numerous manufacturing plants for various products. Taking the legacy of
Bajaj brand name forward, the companywith an extended financial support has
established a highly experienced management team. For distribution purposes, the
company relies heavily on its dealership network. It consists of depots and the various
other C & F agents. Various depots are at various strategic points for the transfer of some
of its heavy products.

The company also has a network of far-reaching dealers and service centers to distribute
the goods at an easy and regular pace. In order to distribute various and genuine parts of
its products, the company has set up various outlets where genuine parts are easily
available to the consumer. The company has a network of showrooms owned by the
dealers as well as by the owners.

For its consumer goods category including home appliances, the company has various
warehouses where it stores its products safely and at a convenient distance. All the
products are easily dispatched to the showrooms where the consumers can purchase them.
Online purchase facility is also available for most of its products.

Price in the Marketing mix of Bajaj

Bajaj has a wide variety of products under its belt and hence its pricing policies for every
category differ from the other. For its consumer goods and home appliances category it
has kept a competitive pricing strategy in order to counter the effect of its rival
companies.

Promotions in the Marketing mix of Bajaj

Bajaj has always relied heavily on its promotional activities. It has created some very
creative ads that have improved the visibility of the Bajaj Group and its products. Its logo
has changed with the times. The logo Hamara Bajaj with a capital B inside a hexagon
shape was later interchanged with another logo of flying B that was a symbol of the
company moving forward from lower to upper and high caps. The essence and core
values of the brand name remained the same.

Since the formation of the company, Bajaj has believed that the way forward is with
beautiful and informative advertisement. In all its ads, it has emphasized on the happy
Indian family and hence all its ad campaigns have been very popular. In order to target
the youth, Bajaj has come up with ads that are dynamic, trendy, stylist and vibrant.
Famous actor Kangana Ranaut has acted in the Bajaj Almond hair oil advertisement.

The advertisements for most of the Bajaj products are in the print media like various
magazines and newspapers. The company has utilized the medium of television and radio
to its full capacity airing and showing trendy and attractive commercials at regular
periods. Online medium has also been in use as all the relevant information can be
gathered from there.

Subsequently, the consumers can easily log on to the various shopping sites as well as the
Bajaj official site and place their orders for their desired purchases. It has also announced
schemes and periodic discounts on some of its products to create awareness about its
products and to increase its sales. Bajaj has become a famous household brand linking
families together because of its qualitative products and its superior promotional
activities.
 CHAPTER 5

Conclusion & suggestion

FINDINGS, CONCLUSIONS AND SUGGESTIONS

This being the concluding chapter of the research design, is packed with the summary
of major findings emerged from data analysis, followed by a set of useful suggestions
made for improving marketing health of the case units viz Bajaj Auto Ltd and TVS
Motor Co Ltd in particular and of two-wheeler industry ,in general.
During late seventies and early eighties, situation led to several firms to
Operate below the Minimum Scale of Efficiency (MSE),
Under-utilized capacity
Use of out dated technology.
With the onset of innovations in technology, collaborations, major shift in buying
behavior, liberalization of Government policies and modem marketing tools, a need
for a comparative study arose.

Major findings of the study are as follows:

1> Products Policies:
i) Bajajs Distributors and dealers have rated products and product
development policies as good with North (67%) East (53%), West
(59%) and South (68%) and TVSs Distributors and dealers have
rated just satisfactory- North (50%), West (56%) and South (45%)
with only 52% from north as Good.

ii) TVS Motors consistently increasing (almost 3% of their turnover,

which is the highest by any two wheeler manufacturers in India)
investment on product development and R&D. Variation observed in
case of Bajaj Auto Ltd on R&D spend between 2001-02 and 2004-05,
then on increased .

iii) Inspite of spending so much on R & D by TVS, no revolutionary

product has emerged, whereas on the other hand, Bajaj with a
relatively less spend on R &D has revolutionalised with a fuel efficient
engine-DTSi
iv) Bajaj Autos export of motorcycles has substantially increased by 56
percent during 2007-08 over 2006-07.

v) Bajaj has introduced variants of fuel efficient DTSi engine technology,

fitted on tol25 cc bike Exceed, 135cc, 150 cc series, where as TVS
too with a similar technology, only on a 125 cc bike Flame.

vi) Bajaj has shown , during 2001-02 to 2005-06, a consistent sales

growth of 27.50 percent CAGR as against TVSs of 15.70 percent
during the same period.

vii) On the export front too, Bajaj has posted a 56 percent increase during
2007-08 over previous year, as against TVSs 7 percent increase.

viii) Bajaj have made a substantial penetration into the premium Bike
segment, from 6 percent during 2001-02 to 62 percent during 2005-06.

2> Pricing Policies:

i) Entry level prices of Bajaj are relatively less as compared to T V S.

ii) Deluxe segment prices of T V S are competitive/ comparable to Bajaj

iii) Bajaj pricing very high in Premium segment bikes as compared to

TVS.

iv) Customers from East are not comfortable with both Bajaj and TVS.

v) Pricing policies of both Bajaj and TVS has been received well by
Dealers and Consumers from North and Western India.

3>Promotional policies:
i) Bajaj Auto spends almost 3.5 percent of their net sales on promotional
activities as compared to Bajaj at 2.5 percent.

ii) Bajajs promotional activities have been rated as Good by

distributor/consumers from all over India as compared to just
satisfactory in case of TVS.

iii) Rural and urban spend on promotional activities, found to be more

balanced in case of Bajaj.

iv) Innovative promotional methods such as pro biking by Bajaj is

catching up with urban consumers.

Place / Distribution/ Logistics:

i) Seventy six percent of Bajajs Distributor/dealers in West have rated
deliveries, terms of payment as good, followed by 58 percent in the
North against TVSs 47 percent in the West and just satisfied with 61
percent in the North.

ii) Consumers of Bajaj Auto from North and West have rated deliveries,
terms of payment as good as compared to satisfactory in case of TVS.

iii) Direct marketing to rural markets, by TVS has reflected in substantial

improvement in sales.

iv) TVSs Union Miles Scheme in association with Union Bank, has
had an impact on the improved sales.

Strategy canvas for Bajaj Auto Ltd and TVS Motor Co Ltd.
Graph 8.1.0
Ratings
150
100
50
0
Bajaj
T VS
Bflli New Pdt Style Perform mileage Price Promoti Delivery
100 80 100 100 80 60 100 60 60 80 60 60 100 60
Bajaj TVS

Source: survey
Strategy canvas drawn based on rating scale by Customers, Distributors and dealers:

Ratings: Very bad-20, Bad 40, Satisfactory 60, Good: 80 and Very Good 100.
Bajaj Auto needs to improve at styling the new product /upgraded version, value for
money and definitely on promotional activities.
T VS Motor Co Ltd way behind Bajaj in most of the important parameters- New product
development (particularly frequency in churning out new products), styling the products
improved mileage, pricing and delivery . This could be by opening new plant close to
potential geographical area.

Suggestions:
1> In view of ever increasing Crude oil price, manufacturers to develop,
a> innovate fael efficient bikes,
b> develop engines which can run on alternate fuel
c> keep a tab on environmental issues / the emission norms, for which
World over concern on Global warming

2> Different models / designs for

a> different terrain, such a hilly area, coastal regions
b> different geographical areas which make sense in using the
Bikes power optimally.
c> Premium segment customers look only for style and performance and not
the price.
d> Economy segment look only for mileage and price.

3> Pricing policies to be attractive and competitive

a> Based on the target segment both disposable income of consumers,
attributes customers look at and usage pattern.
b> TVS are focusing more on economy segment. Need to balance across the
segments from a longer perspective of the business
c > Terms of payment particularly Rural and semi-urban areas which are high
potential markets.

4> Demonstration and word -of- mouth are more powerful in rural and semi urban
markets than any conventional form of media reach. The money thus saved can be
passed on to the consumer.
a> Regular demos in me las or shandy day.
b> Festival occasions.
c> A door-to-door campaign at potential customers door steps.

5> Post delivery activities:

a> develop robust Service centers
b> ensure prompt timely supply of spares at affordable prices,
c. educate the customers on utilizing the services ofauthorized service center for
optimal use of the bikes.

Over the last decade the two-wheeler industry has been one of the highest value creators,
recording annualized share holders return of over 40 percent. One of the chief drivers of
this value creation has been the strong sales growth, which has sustained at over 15
percent over the last five years.
The threat from the Rupees lakh car appears to be limited. The current substitute in the
form of used cars already exists. The relevant segment that could migrate is the
premium commuter segment which comprises only 5-7 percent of the overall volumes.
Further, it is estimated that the total cost of ownership (TOC) for the 1 lakh car would
be three times that of a two-wheeler (with no signs of decline in crude oil prices) and this
would deter customer migration.
Finally, fundamental demand drivers remain strong-rising income levels, increase in
youth population, absence of quality public transportation, low penetration levels in
particular in smaller towns and rural markets and shorter replacement cycles. For the
industry to realize this demand and sustain the growth momentum, different approach is
required from the past. The focus needs to be on innovation across product-markets and
to redefine their scope of business operations.
In the domestic market, two segments are expected to contribute significantly to growth.
The urban middle class (annual household income between Rs 2-10 lakhs) and the rural
aspirers (annual household income between 1-2 lakhs). Both these segments offer unique
challenges. The growth in the urban middle class will be driven by increasing number of
households and rising income levels. Thus product demand will get created and the focus
will be on delivering affordable financing. Existing financing sources are going to be
challenged given the reach required and the cost of serving these higher credit risk
segments.
The growth in rural aspirers will be primarily driven by an increasing in penetration
levels (current figures are at 15 vehicles per thousand households).The challenge is here
to create a unique product for this market, rather than the adaptation of the existing urban
vehicle, which meets the needs and price expectations of the customer.
Finally Bajaj Auto and TVS Motor Co need to further explore the global market to de
risk local demand cycles. India as a player which has the scale and capabilities to
compete on a global basis and there is a significant opportunity available in developing
markets, in particular in South East Asia and Latin America.
The critical aspect, not to view this as an export option, but as an opportunity to create a
local dominant position in these markets.

The Promotional Tools

The characteristics of various promotional tools are as follows:

Advertising
Advertising is a public mode of communication. Because it is communicated simultaneously
to large number of people and people know that the same communication is going to many
people, they feel their motives for buying are understood by the advertiser.

Advertising messages can be repeated number of times. Buyers also can compare
advertisements of various companies selling the same product. The media offers the facility
to add color, sound etc. to the message and dramatize the message. But advertising cannot
have dialogue with the people. People may not see and pay attention to the advertisement.

Advertising is an efficient way to reach geographically dispersed potential buyers at a low

cost per exposure.

Advertising has two recent variants. Advertorials are offer editorial content and while it is
paid for by the advertiser and it will be difficult for the reader to easily make out that it is an
advertisement. Similarly infomercials are TV programs that are meant for promoting the
products of the company. They discuss the working of the product, benefits of the products,
and user experience etc. and they may beam the message to buy the product and the address
to be contacted.

Sales promotion
Sales promotion tools like coupons, contests, premiums, and the like act as communication
medium and also promote sales.

They gain attention and provide information that may lead the consumer to the product. They
include a distinct invitation to the consumer to do the transaction in a short period of time.

Public relations and publicity

News stories and feature articles are more authentic and credible than advertisements to
readers. The articles act as testimonials. The message gets through to the potential buyers as
news and they may not turn away from it as they turn away from the advertisements.

Personal selling
Personal selling as a communicative channel involves a live, immediate, and interactive
relationship between persons. Personal selling leads to relationships. The listener feels
obligated to respond to the salesman at least with a polite thank you.

Direct Marketing
The alternatives are direct mail, Email, and telemarketing. In these cases the message is
addressed to a specific person. The message can be customized. Even though mailing folders
and email are normally standardized to gain efficiency. The message can be up to date. In
case of telemarketing, message can be altered depending on the response.

Events and Experiences

They include sponsorships of sports, arts, entertainment and cause events as well as activities
that create novel interactions of consumers with product or brand. An example of experience
can be providing air conditioned bus ride to potential consumers to make them excited about
buying an air conditioner. Another example is internet companies providing internet at
airports for free use by travellers
 ANALYSIS & INTERPRETATION

SURVEY RESULTS

Q1.) WHICH BIKE DO U HAVE ?

SALE

16%

BAJAJ
HONDA
24%
60% OTHERS

Q2.)WHICH MODEL DO YOU HAVE ?

 BAJAJ

11%

29%
13% CT 100
DISCOVER
PULSER
ANY OTHER

47%

HONDA

5%
13%
SPLENDER
35%
PASSION
KARIZMA
22% HUNK
ANY OTHER

25%

Q3.) IN WHICH INCOME LEVEL DO YOU FALL ?

 Sales

8%

18% 1LAC TO 2LAC

39%
2LAC TO 3LAC
3LAC TO 4LAC
4LAC & ABOBE

35%

Q4) FOR HOW LONG DO YOU USE A BIKE ?

USE

9%

18% 0-1 YEAR

41%
1-2 YEAR
2-3 YEAR
ABOVE 3 YEAR

32%

Q5.) FOR WHAT PURPOSE DO YOU USE YOUR BIKE?

 Column1

9%

32%
18% OFFICE USE
PERSONAL USE
ENJOY
OTHER USE

41%

Q6.) HOW DO YOU COME TO KNOW ABOUT THIS BIKE ?

Column1

22%

39% NEWSPAPER
TELEVISION
9% MAGZINE
FRIENDS & OTHER

30%

Q7.) DOSE ADVERTISMENT INFLUENCE YOUR BUYING DECISION FOR BIKE ?

 Column1

30%

YES
14% 14% NO
CANT SAY

56%

Q8.) DO YOU HAVE FULL INFORMATION ABOUT BIKE BEFORE BUYING?

Column1

34%

YES
NO

66%
Q9.) WHICH FACTORS BELOW INFLUENCE YOUR BUYING DECISION ?

Column1

11%

16%
45%
PRICE
MILEAGE
QUALITY
28% RESALE VALUE
Q10.) IF NEW BIKE WITH NEW FEATURES COMES IN THEN WOULD
YOU LIKE TO CHANGE YOUR BIKE ?

Column1

15%

52% YES
33% NO
CANT SAY

Conclusion
CONCLUSION

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.
Recommendation
 Recommendations

Establish a strong network of service centre

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

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

Establish 24 hour onsite service support centre.

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

Also make the service centre automated

Create a space for recreational activities (TV, music jukebox, games, serve cold
drinks or beverages like tea or coffee, etc) which the customer can use and relax
during the service process.

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

The interior of the showrooms must be clean and leave an impression on the
customers the moment they walk in.

QUESTIONEER

1.) WHICH BIKE DO YOU HAVE ?

a)Hero Honda b) Bajaj c) Anyother

2.) WHICH MODEL DO YOU HAVE ?

a)Bajaj Pulser b) Honda passion c) Anyother

3.) IN WHICH INCOME LEVEL DO YOU FALL ?

a)1LAC 2LAC b) 2LAC- 3LAC c) 3LAC - & ABOVE

4.) FOR HOW LONG DO YOU USE A BIKE ?

a)0-1 year b) 1-2 year c) 2-3 year d) 3year-ABOVE

5.) FOR WHAT PURPOSE DO YOU USE YOUR BIKE ?

a)Office use b) personal use c) enjoy d) other

6.) HOW DO YOU COME TO KNOW ABOUT THIS BIKE ?

a)Newspaper b) Television c) Friends & relatives

7.)DOSE ADVERTISMENT INFLUENCE YOUR BUYING DECISION FOR BIKES?

a) YES b) NO c) CANT SAY

8.) DO YOU HAVE FULL INFORMATION ABOUT BIKE BEFORE BUYING ?

a) YES b) NO

9.) WHICH FACTORS BELOW INFLUENCE YOUR BUYING DECISION ?

a) Price b) mileage c) quality d) resale value

10.) IF NEW BIKE WITH NEW FEATURES COMES IN THEN WOULD YOU LIKE
TO CHANGE YOUR BIKE ?

a) YES b) NO c) CANT SAY

 Bibliography

WEBSITES

www.netmba.com

www.financialexpress.com HYPERLINK "http://www.financialexpress.com/"

HYPERLINK "file:///C:/Users/Vibhor1/Desktop/MAYANK" HYPERLINK
"http://www.financialexpress.com/"/ HYPERLINK "http://www.financialexpress.com/"
HYPERLINK "http://www.financialexpress.com/" HYPERLINK
"http://www.financialexpress.com/" HY HYPERLINK "http://www.financialexpress.com/"
HYPERLINK "http://www.financialexpress.com/" HYPERLINK
"http://www.financialexpress.com/"PERLINK "http://www.financialexpress.com/" HYPERLINK
"file:///C:/Users/Vibhor1/Desktop/MAYANK" HYPERLINK "http://www.financialexpress.com/"
CT3210127

www.indiainfoline.com