COMPANY FACT PRESENTATION

BAJAJ AUTO LTD.

 HISTORY
 Bajaj Auto is a part of Bajaj Group
 It was founded by Jamnalal Bajaj at Rajasthan in the 1930
 It started off by selling imported two- and three-wheelers in India.
 In 1959, it obtained license from the government of India to manufacture two-
and three-wheelers and it went public in 1960.
 In 1970, it rolled out its 1,00,000th vehicle.
 In 1977, it managed to produce and sell 1,00,000 vehicles in a single financial
year.
 In 1986, it managed to produce and sell 5,00,000 vehicles in a single financial
year.
 Bajaj entered into a strategic tie-up with Kawasaki in late 1990s to enhance its
product line and knowledge up-gradation.
 HQ-AKRUDI,PUNE
 HIGHLIGHTS
 Bajaj is India's second largest motorcycle maker, smaller than Honda
Motorcycle Scooter India, but larger than TVS Motor Co. Ltd.
 Bajaj Auto, is ranked as the world’s fourth largest two- and three- wheeler
manufacturer.
 The company is well known for their R&D, product development, process
engineering and low-cost manufacturing skills.
BOARD STRUCTURE
BOARD OF DIRECTORS
 RAHUL BAJAJ CHAIRMAN
 RAJIV BAJAJ MANAGING DIRECTOR
 J N GODREJ DIRECTOR
 NANOO PAMNANI DIRECTOR
 P MURARI DIRECTOR
 SANJIV BAJAJ DIRECTOR
 SHEKHAR BAJAJ DIRECTOR
 D S MEHTA DIRECTOR
 S H KHAN DIRECTOR
 NARESH CHANDRA DIRECTOR
 MANISH KEJRIWAL DIRECTOR
 NIRAJ BAJAJ DIRECTOR
 MADHUR BAJAJ VICE CHAIRMAN
 VISION AND MISSION
Bajaj doesn’t have a straight mission or a vision statement. They define it in the terms
of
BRAND IDENTITY

Bajaj’s brand is the visual expression of its thoughts and actions. It conveys to
everyone bajaj’s intention to constantly inspire confidence.
 BRAND ESSENCE
It provides the basis on which we grow profitably in the market.
Blending together youthful creativity and competitive technology to exceed the
spoken and the implicit expectations of customers.
 BRAND VALUES
We live our brand by its values of learning, innovation, perfection, speed and
transparency. Bajaj will constantly inspire confidence through excitement
engineering.
PRODUCTS
 AWARDS

P ro d u c t Aw ar d Aw ar d B o d y
Bajaj Pulsar 135 LS Bike of the Year 2010 BBC – Top Gear

Bajaj Pulsar Hall of Pride Awards CNBC - Overdrive

Bajaj Pulsar 135 LS Bike of the Year Bike India

Bajaj Pulsar 135 LS Bike India upto 150 cc Bike India

Bajaj Avenger 220 2011 Mc of the year upto 250cc NDTV Car & Bike Awards

Bajaj Pulsar 135 LS "Golden Steering Wheel" for Executive Auto Build
Motorcycle
Discover 150 DTS-I Best Value for Money Vehicle of the Year ET Zig Wheels
CSR
COMPETITIORS
MARKET STRATEGY
 MARKET SEGMENTATION BY PROCESS
Segment Price(Rs.) Brands/Models
Standard 30,000 to 40,000 Platina & CT 100

Executive 50,000 to 60,000 Discover (Ba jaj)

Premium 60,000 to 77,000 Pulsar 150

Super Premium Above 80,000 Pulsar 180

Cr uiser Above 85,000 Avenger , Pulsar 220

BCG MATRIX
Pulsar 150
 Launched in 2001
 Pulsar is the leader in the 150 cc + segment in India

 Market share of 43%

 Tag Line : ‘’Definitely Male’’

 Comes in 180 , 200 , 220 variant

 The launch and success of Hero Honda CBZ in 1999 showed t h a t
there was demand for performance bikes.
 Bajaj took the cue from there on and launched the Pulsar twins in
India on 24 November 2001. Since the introduction and success of
Bajaj Pulsar, Indian youth began expecting high power and other
features from affordable motorcycles.
 “DEFi N i TELY M ALE”
b Brand
P o s it io n i n g
Statement

“DEFiNiTELY
MALE”
 Pulsar changed its tagline to "The
F a s t e s t Indian" for its 220cc bike.

 Pulsar
has owned the "Fastest"
superlative, which means another
brand cannot be faster t h a n the fastest.
 SWOT ANALYSIS
Strengths
 Extensive R & D focus.
 Highly experienced management.
 Widespread distribution network.
 High performance products across all categories.

Weakness
 Still
has no established brand to match Hero Honda's Splendor in commuter segment.
 Not a global player in spite of huge volumes.
 Not a globally recognizable brand (unlike the JV partner Kawasaki)
Opportunities
 Untapped market above 180 cc in motorcycles.
 Double-digit growth in two-wheeler market.

 The growing gearless trendy scooters and scooter market.

 Growing world demand for entry-level motorcycles especially in emerging markets

Threat
 Thecompetition catches-up any new innovation in no time.
 Margins getting squeezed from both the directions (Price as well as Cost)

 TATA Ace is a serious competition for the three-wheeler cargo segment.

 PESTLE ANALYSIS
POLITICAL
 In 2002, the Indian government formulated an auto policy that aimed at
promoting integrated, phased, enduring and self-sustained growth of the Indian
automotive industry.
Promoting multi-model transportation and the implementation of mass rapid
transport system.

ECONOMIC
Economic pressures on the industry are causing automobile companies to
reorganize the traditional sales process.
Weighted tax deduction of up to 150% for in-house research and R & D
activities.
 SOCIAL
 Since changed lifestyle of people, leads to increased purchase of automobiles, so automobile
sector have a large customer base to serve.
 The average family size is 4, which makes it favorable to buy a four wheeler.

 Growth in urbanization, 4th largest economy by ppp index.

 Upward migration of household income levels

TECHNOLOGICAL
 More and more emphasis is being laid on R & D activities carried out by companies in India
.
 The Government of India is promoting National Automotive Testing and R&D Infrastructur
e
to support the growth of the auto industry in India
 FUTURE GOALS
 Continuouslylaunching bikes with new
technologies like ‘Digital Twin Spark -
Swirl induction’ (DTS-Si) engine.

 Along
with Renault they are ready to
launch their new concept car ‘Bajaj lite’.
 CONCLUSION
Bajaj is India’s largest automobile manufacturer.
They firmly believe in “PROVIDING THE
CUSTOMER VALUE FOR MONEY, FOR
YEARS” through their products & services.
Quality, safety & service has been given as
much considerations as productivity, cost &
delivery