Final Bajaj by Mohammed Saqib Tamburi

DEDICATED TO MY BELOVED PARENTS FAMILY MEMBERS AND FRIENDS

Anjuman Institute Of Management

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A STUDY ON COMPANY IMAGE AND SURVEY RESEARCH TO MEASURE CUSTOMER SATISFACTION TOWARDS BAJAJ PULSAR IN BHATKAL

With special reference to Mahamaya Motors Bhatkal Submitted in partial fulfillment of the requirement for the

BACHELOR OF BUSINESS ADMINISTRATION COURSE Degree course of

KARNATAKA UNIVERSITY DHARWAD Submitted by

MOHAMMED SAQIB TAMBURI REG.NO:05426020 Project guide

MS.SHABNAM SAVANUR (Faculty member)

MR.VINOD BHAT

(Proprietor of Mahamaya Motors, Bhatkal)

A.H.M’S

ANJUMAN INSTITUTE OF MANAGEMENT (Anjumanabad,Bhatkal) 2007-2008


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ANJUMAN INSTITUTE OF MANAGEMENT

CERTIFICATE Certified that Mr. Mohammed Saqib Tamburi of BBA third year had successfully undergone inplant training of 30 days in Mahamaya Motors and submitted this report entitled “A study on company image and survey research to measure customer satisfaction towards Bajaj Pulsar in Bhatkal” for the year 2007-2008 under the guidance of Ms. Shabnam Savanur.

PRINCIPAL Prof. Zafarulla Kokatnur


Signature and name of internal guide Ms. Shabnam Savanur

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CERTIFICATE This is to certify that Mr. Mohammed Saqib Tamburi of BBA third year of Anjuman Institute of Management, Bhatkal had successfully undergone in plant training of 30 days on his project “A study on company image and survey research to measure customer satisfaction towards Bajaj Pulsar in Bhatkal” during the period of Dec-Jan 2007-08. His conduct during the project was found excellent and we found him enthusiastic and hardworking. We wish him success in his future endeavors.

Signature

Mr. Vinod Bhat (Proprietor, Mahamaya Motors)


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DECLARATION I hereby declare that this project report entitled “A study on company image and survey research to measure customer satisfaction towards Bajaj in Bhatkal” has been prepared by me towards the partial requirements of Bachelor of Business Administration course of Karnataka University, Dharwad Under the guidance of Ms .Shabnam Savanur. I also declare that this discretion is the result of my own efforts and not been submitted at anytime to any university. REG NO.05426020 PLACE: BHATKAL DATE:12/01/2008


MOHAMMED SAQIB TAMBURI

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ACKNOWLEDGEMENT “Success is the fulfillment of your desire. It is the attainment of your cherished goal. Therefore, to start with, you must have a well defined and attainable goal or objective. Make up your resources like manpower, money, materials, efforts, know-how, time etc. in a planned manner. ” I wish to acknowledge this report which I had prepared on “Company image and Survey research to measure Customer satisfaction towards Bajaj in Bhatkal”. First of all I thank Almighty Allah, due to whose grace I was able to prepare this report. For the development and production of this study itself I feel a deep sense of gratitude: • I extend my heartfelt thanks to my beloved parents and my dear friends and colleagues for blessing me to complete my project. • To the concerned authorities of Mahamaya Motors, Bhatkal for providing an opportunity to make this project. • To Mr. Vinod Bhat (Proprietor, Mahamaya Motors), for his kind cooperation and support and also I like to thank Mr. Laxman Mahali (Manager) and all those people of the firm -the mechanics, the helpers and others who directly and indirectly helped me during this period. • I express my sincere thanks to our beloved Principal Prof. Zafarulla Kokatnur and Ms. Shabnam Savanur for their valuable support and cooperation. MOHAMMED SAQIB TAMBURI Anjuman Institute Of Management

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Contents 1. Title Page 2. Certificate of college 3. Certificate of dealer 4. Declaration 5. Acknowledgement 6. Contents 7. Project Contents 8. Bajaj Contents 9. List of Tables 10.List of Charts 11. List of Abbreviations 12. Bajaj Pulsar


Page no 2 3 4 5 6 7 8 9 10 12 14 16

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CONTENTS CHAPTER NO.

TITLE

PAGE NO.

1.

EXECUTIVE SUMMARY 17 2. BAJAJ Distinctly Ahead 19 3. MAHAMAYA MOTORS 59 4. OBJECTIVES 71 5. METHODOLOGY 74 6. ANALYSIS AND INTERPRETATION 77 7. LIMITATIONS 98 8. FINDINGS & CONCLUSIONS 100 9. SUGGESTIONS & RECOMMENDATIONS 103 10. APPENDICES 105 11. BIBLIOGRAPHY 108


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CHAPTER NO.

TITLE

PAGE NO.

1. INTRODUCTION TO BAJAJ 2. KEY MILESTONES OF BAJAJ 3. PROMINENT AWARDS TO THE COMPANY 4. STOCK HISTORY 5. FINANCIALS AT GLANCE 6. SALES OF BAJAJ 7. GROWTH OF BAJAJ 8. PROMOTIONAL ACTIVITIES 9. PRODUCT MIX OF BAJAJ MOTORCYCLES 10. RATE CHART OF BAJAJ MOTORCYCLES 11. PRODUCTION PLANTS OF BAJAJ AUTO


19 39 41 45 47 48 50 51 52 57 58

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List of Tables Sl.no 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31.

Number Table.1 Table.2.1 Table.2.2 Table.2.3 Table.3.1 Table.3.2 Table.4 Table.5.1 Table.5.2 Table.6.1 Table.6.2 Table.6.3 Table.6.4 Table.7 Table.8 Table.9 Table.10 Table.11 Table.12 Table.13 Table.14 Table.15 Table.16 Table.17 Table.18 Table.19 Table.20 Table.21 Table.22 Table.23 Table.24

32.

Table.25

33.

Table.26

34.

Table.27

35.

Table.28

36.

Table.29

Title of table Key milestones Product awards Other awards Safety awards Stock history Listing of stock exchanges Balance sheet Sales of Bajaj Exports of Bajaj Technical specifications Bajaj Pulsar 220 Technical specifications Bajaj Pulsar 200 Technical specifications Bajaj Pulsar 180 Technical specifications Bajaj Pulsar 150 Rate chart of Bajaj motorcycles Investments of Mahamaya motors Services offered by showroom Performance of Mahamaya Motors Motorcycle ownership Company wise ownership Customer rating of Bajaj auto Brand wise ownership of Bajaj auto Series wise ownership of Bajaj Pulsar Reasons for selecting Bajaj Pulsar Source of information for selecting Bajaj Pulsar Satisfaction level of Bajaj Pulsar owners Feelings of customers riding Bajaj Pulsar Willingness to buy Pulsar or other motorcycles Age wise classification of respondents Occupation wise classification of respondents Income wise classification of respondents Rating of Bajaj by Pulsar motorcycle and other Bajaj motorcycle owners. Willingness to buy Bajaj Pulsar of those not owning Pulsar Willingness to buy Bajaj those owning other company’s motorcycle Age of those respondents owning and not owning motorcycle. Age of those respondents owning motorcycles of various companies including Bajaj’s. Age of those respondents owning only Pulsar and other motorcycles of Bajaj.


Page no 39 41 42 44 45 46 47 48 49 53 54 55 56 57 63 64

69 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 94 95 95 95

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37.

Table.30

38.

Table.31

39.

Table.32

40.

Table.33

41.

Table.34

Occupation of all respondents owning motorcycles of various companies. Occupation of those respondents owning only Pulsar and other brands of Bajaj company How much respondents fall in which income group and how many are owning the motorcycles. Income of respondents and how many of them own motorcycles of which company. Income of respondents owning only Pulsar and other motorcycles.


96 96 96 97 97

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List of Charts Sl.no 1. 2. 3.

Number Chart 1 Chart 2 Chart 3

4.

Chart 4

5 6. 7. 8.

Chart5 Chart 6 Chart 7 Chart 8.1

9.

Chart8.2

10.

Chart 9.1

11.

Chart9.2

12.

Chart 10.1

13.

Chart10.2

14.

Chart11.1

15.

Chart11.2

16.

Chart12.1

17.

Chart12.2

18.

Chart 13.1

19

Chart13.2

20.

Chart 14.1

21.

Chart14.2

22.

Chart15.1

Title of table Sales of Bajaj Exports in volumes Organisational Structure of Mahamaya Motors Total Sales of Mahamaya Motors Pulsar sales of Mahamaya motors Survey administration process SWOT Analysis: Classification as per ownership of motorcycle Classification as per ownership of motorcycle in percentage Classification as per company-wise ownership Classification as per company-wise ownership in percentage Classification based brand-wise ownership of Bajaj Auto Classification based brand-wise ownership of Bajaj Auto in percentage Classification based on series-wise ownership of Bajaj Pulsar motorcycle Classification based on series-wise ownership of Bajaj Pulsar motorcycle in percentage Classification based on main reasons for purchasing Bajaj Pulsar motorcycles Classification based on main reasons for purchasing Bajaj Pulsar motorcycles in percentage Classification based on source of information for the purchase of Bajaj Pulsar motorcycle Classification based on source of information for the purchase of Bajaj Pulsar motorcycle in percentage Classification based on satisfaction level of Bajaj Pulsar motorcycle customers Classification based on satisfaction level of Bajaj Pulsar motorcycle customers in percentage Classification based on feelings when the Bajaj Pulsar motorcycle owners ride the bike


Page no 48 49 65 69 70 76 79 80 80 81 81 82 82 83 83

84 84

85

85

86 86

87

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23.

Chart15.2

24.

Chart 16.1

25.

Chart16.2

26.

Chart17.1

27.

Chart17.2

28. 29.

Chart 18.1 Chart18.2

30.

Chart 19.1

31.

Chart19.2

32.

Chart 20.1

33.

Chart20.2

Classification based on feelings when the Bajaj Pulsar motorcycle owners ride the bike in percentage Classification based on overall rating of Bajaj Auto Classification based on overall rating of Bajaj Auto in percentage Classification based on willingnessto buy Bajaj Pulsar or any of the Bajaj Auto’s motorcycle Classification based on willingness to buy Bajaj Pulsar or any of the Bajaj Auto’s motorcycle in percentage Classification based on age of respondent Classification based on age of respondent in percentage Classification based on occupation of respondent Classification based on occupation of respondent Classification based on total monthly family income of respondents Classification based on total monthly family income of respondents


87

88 88 89

89

90 90 91 91 92 92

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List of Abbreviations Sl no 1.

Abbreviation RNCOS

2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

CAGR FY SWOT USD DGM CF R&D Engg. CEO VP KB cc NGOs CAPART

16. 17. 18. 19. 20. 21. 22. 23. 24.

CRHP GE ECG DTSi 4S CNBC NDTV TNS ICICI

25. 26. 27. 28. 29.

BBC NFO TPM EEPC MCCIIA

30.

FICCI

31. 32. 33. 34.

CII BSE NSE EBITDA

Full form Research and Consultancy Outsourcing Services Compound Annual Growth Rate Fiscal Year Strengths, Weakness, Opportunities, Threats United States’ Dollar Deputy General Manager Corporate Finance Research and Development Engineering Chief Executive Officer Vice President Kawasaki Bajaj Cubic centimeters Non-Governmental Organisation Council for Advancement of People’s Action and Rural Technology Comprehensive Rural Health Project General Electric Electrocardiogram Digital Twin Spark - Ignition 4 Stroke Consumer News and Business Channel New Delhi Television Taylor, Nelson and Sofres Industrial Credit and Investment Corporation of India British Broadcasting Company New Fund Offers Total Productive Maintenance Engineering Export Promotion Council Mahratta Chamber of Commerce, Industries and Agriculture Federation of Indian Chambers of Commerce and Industry Confederation of Indian Industries Bombay Stock Exchange National Stock Exchange Earning Before Interest,Taxes,Depreciation &


Page no 17 17 17 18 20 21 22 23 23 23 23 27 27 30 32 33 37 37 39 40 41 41 41 41 41 41 42 42 42 43 44 45 45 50 Page 14

35. 36. 37. 38. 39. 40. 41. 42. 43. 44.

Ps Kw rpm mm V AC DC HP Kms. TVS


Amortization Pistons Kilowatt Revolutions per minute millimetres volts Alternating current Direct current Horse power Kilometres TV Sundaram

53 53 53 53 53 53 53 61 64 66

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1.Executive Summary:

Indian Automobile Sector - A Booming Market: "Indian Automobile Sector - A Booming Market", a market research report by RNCOS1, focuses on the growing Indian auto market. This report helps clients to analyze the leading-edge opportunities and the driving factors that are critical for the success of auto industry in India. Detailed market analysis helps the potential investors to plot a route through the evolving Indian auto industry. Indian 2-wheeler industry is the second largest in Asia after China. The production of 2-wheelers grew at a CAGR2 of 14.6% from FY3 2001 to FY 2006. Most of the Indians still prefer fuel-economic motorcycles, but rise in disposable incomes has opened the roads for sporty motorcycles in India. Despite impressive growth, automobile penetration rate is still low in India. As India is an economically growing country, there exists a huge untapped growth potential for the automobile manufacturers. Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. The Groups' principal activity is to manufacture two and three wheeler vehicles. The Group operates in three segments, which are Automotive, Insurance and Investment and Others. The Bajaj Group is amongst the top 10 business houses in India. Bajaj Auto, is ranked as the world’s fourth largest two- and three- wheeler manufacturer and the Bajaj brand is well-known in over a dozen countries in Europe, Latin America, the US and Asia. Jamnalal Bajaj, founder of the group. His son, Kamalnayan Bajaj, then 27, took over the reins of business in 1942. The present Chairman and Managing Director of the group, Rahul Bajaj, took charge of the business in 1965. Most know Bajaj Auto is India's second-most popular two-wheeler brand and the top three-wheeler brand. But what's less known is that it enjoys a similar position in most countries it exports to - in some, it's even the top brand. In November 2001 Bajaj Auto launched in the premium bike segment ‘Pulsar’.


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Key Findings ¾ ¾ ¾ ¾ ¾

Market presence of Bajaj Customer perception of quality and style Market share of Bajaj Customer perception of quality and style towards Bajaj Most effective factor for influencing the customers to buy Bajaj Pulsar

Key Issues and Facts: ¾ To determine the effects of the company image on the sales. ¾ To understand customer attitude towards Bajaj motorcycles and Bajaj auto. ¾ To measure customer satisfaction of Bajaj pulsar motorcycle owners. ¾ To know the market share of Bajaj auto in Bhatkal . ¾ To predict the boom of automobile industry. ¾ To know the tastes and preferences of people of Bhatkal when it comes to motorcycles. ¾ To find the reasons for buying Pulsar motorcycle. ¾ What opportunities and challenges are there for Bajaj.

Key Players: The key players in the Indian auto industry are Bajaj Auto Limited, Hero Honda Motor Limited, TVS , Honda, Kinetic and Motor Company Limited.

Research Methodology Used: Information Sources: The information has been collected from two source i.e. primary data and secondary data. Primary data was collected from the dealer and through questionnaire and personal interview. The secondary information has been compiled from various authentic and reliable sources like Books, Newspapers, Trade Journals ,Industry portals, Government Agencies, Trade associations etc. Analysis Method: Methods like SWOT4 Analysis and Simple random sampling have been used in the report for a prudent analysis.


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2.BAJAJ Distinctly Ahead

COMPANY’S HISTORY:

Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. It started off by selling imported two- and threewheelers 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 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a single financial year. In 1985, it started producing at Waluj in Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicle and produced and sold 1 million vehicles in a year. Company Profile: Bajaj Auto Limited. The Groups' principal activity is to manufacture two and three wheeler vehicles. Other activities of the group include insurance and investment business. The Group operates in three segments, which are Automotive, Insurance and Investment and Others. It has a network of 498 dealers and over 1,500 service dealers and 162 exclusive three-wheeler dealers spread across the country.


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About Bajaj The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches over a wide range of industries, spanning automobiles (two-wheelers and three-wheelers), home appliances, lighting, iron and steel, insurance, travel and finance. The group’s flagship company, Bajaj Auto, is ranked as the world’s fourth largest two- and three- wheeler manufacturer and the Bajaj brand is well-known in over a dozen countries in Europe, Latin America, the US and Asia. Founded in 1926, at the height of India's movement for independence from the British, the group has an illustrious history. The integrity, dedication, resourcefulness and determination to succeed which are characteristic of the group today, are often traced back to its birth during those days of relentless devotion to a common cause. Jamnalal Bajaj, founder of the group, was a close confidant and disciple of Mahatma Gandhi. In fact, Gandhiji had adopted him as his son. This close relationship and his deep involvement in the independence movement did not leave Jamnalal Bajaj with much time to spend on his newly launched business venture. His son, Kamalnayan Bajaj, then 27, took over the reins of business in 1942. He too was close to Gandhiji and it was only after Independence in 1947, that he was able to give his full attention to the business. Kamalnayan Bajaj not only consolidated the group, but also diversified into various manufacturing activities. The present Chairman and Managing Director of the group, Rahul Bajaj, took charge of the business in 1965. Under his leadership, the turnover of the Bajaj Auto the flagship company has gone up from Rs.72 million to Rs.46.16 billion (USD5 936 million), its product portfolio has expanded from one to and the brand has found a global market. He is one of India’s most distinguished business leaders and internationally respected for his business acumen and entrepreneurial spirit.


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Management Profile:

Rahul Bajaj Chairman Rahul Bajaj is an honours Graduate in Economics and Law and a Business Graduate from the Harvard Business School. He was appointed Chief Executive Officer of Bajaj Auto in 1968 and took over later as Head of the Bajaj Group of companies.

Madhur Bajaj Vice Chairman. After graduating in Commerce, Mr. Bajaj did his MBA from Lausanne, Switzerland. Joined as DGM6 in March 1983, took over as General Manager Aurangabad Division in June 1986, as its Chief Executive in October 1988, became President of Bajaj Auto in September 1994, Executive Director in May 2000 and is Vice Chairman since July 2001.

Rajiv Bajaj Managing Director Rajiv Bajaj, who took charge as Managing Director on 1st April 2005, is a Mechanical Engineer from Pune University. He later did his Masters in Manufacturing Systems Engineering from the University of Warwick. He Joined as Officer on Special Duty in 1990, took over as General Manager (Products) in February 1993, Vice President (Products) in June 1995, President in May 2000, President & Whole Time Director in March 2002 and as Joint Anjuman Institute Of Management

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Managing Director in March 2003.

Sanjiv Bajaj Executive Director Mr. Sanjiv Bajaj, who took charge as the Executive Director in April 2004, is a Mechanical Engineer from Pune University. He obtained a Masters Degree in Manufacturing Systems from the University of Warwick and an MBA degree from Harvard Business School. Mr. Sanjiv Bajaj joined as an Officer on Special Duty in 1994, took over as the General Manager (CF7) in 1997 and Vice President (Finance) in April 2001.


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Abraham Joseph Pradeep Shrivastava VP (R&D8)

President(Engg9)

R C Maheshwari

S Sridhar

C P Tripathi

CEO10(2 Wheeler) VP11 (Corporate)

Rakesh Sharma

Ranjit Gupta

CEO(Commercial Vehicles) CEO(International Business) VP(Insurance)

N H Hingorani

Kevin P D'sa

VP(Commercial) V P (Finance)

S Ravikumar VP (Business Development)


V S Raghavan

K Srinivas

VP (Corporate Finance)

VP (HR12)

J. Sridhar Company Secretary

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Group Companies: Bajaj Auto is the flagship of the Bajaj group of companies. The group comprises of 27 companies and was founded in the year 1926. The companies in the group are: Bajaj Auto Ltd. Mukand International Ltd. Mukand Ltd. Mukand Engineers Ltd. Bajaj Electricals Ltd. Mukand Global Finance Ltd. Bajaj Hindustan Ltd. Bachhraj Factories Pvt. Ltd. Maharashtra Scooters Ltd. Bajaj Consumer Care Ltd. Bajaj Auto Finance Ltd. Bajaj Auto Holdings Ltd. Hercules Hoists Ltd. Jamnalal Sons Pvt. Ltd. Bajaj Sevashram Pvt Ltd. Bachhraj & Company Pvt. Ltd. Hind Lamps Ltd. Jeevan Ltd. Bajaj Ventures Ltd. The Hindustan Housing Co Ltd. Bajaj International Pvt Ltd. Baroda Industries Pvt Ltd. Hind Musafir Agency Pvt Ltd. Stainless India Ltd. Bajaj Allianz General Insurance Company Ltd. Bombay Forgings Ltd. Bajaj Allianz Life Insurance Company Ltd. Anjuman Institute Of Management

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Presence

¾ Distribution network covers 50 countries ¾ 250,204 units exported in 2005-06 ¾ Dominant presence in Sri Lanka, Colombia, Bangladesh, Mexico, Central America, Peru and Egypt ¾ Largest exporter of three-wheelers; over 75,297 units exported in 2005-06 ¾ All products customized as per market needs ¾ 27 per cent growth in total exports over 2004-05


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Quality Policy We at Bajaj Auto continue to firmly believe in providing the customer Value for money, for years through our products and services. This we shall maintain and improve. In our decision making, quality, safety and service will be given as much consideration as productivity, cost and delivery. Quality shall be built into every aspect of our work life and business operations. Quality improvements and customer satisfaction shall be the responsibility of every employee. TPM Policy We at Bajaj Auto adopt Total Productivity Maintenance as a means of creating a safe and participative work environment in which all employees target the elimination of losses in order to continuously enhance the capacity, flexibility, reliability and capability of its processes, leading to higher employee morale and greater organizational profitability.

Kawasaki Bajaj Auto has a technical tie-up with Kawasaki Heavy Industries of Japan to produce a range of the latest, state-of-art two-wheelers in India. Since the tie-up in 1986, Bajaj Auto has launched KB12100, KB RTZ, KB125, 4S, 4S Champion, Boxer, Caliber, Caliber115, Wind125 and India's first real cruiser bike, the Kawasaki Bajaj Eliminator. A Fortune 500 company with a turnover of USD 10 billion (Rs. 45,840 crore), Kawasaki Heavy Industries has crafted new technologies for over a hundred years. These technologies have redefined space systems, aircrafts, jet engines, ships, locomotive, energy plants, construction machinery, automation systems, apart from a range of high quality, high reliability two-wheelers. Kawasaki has given the world its legendary series of 600-1200cc13 Ninja and 1600 Vulcan bikes. Straight from Kawasaki design boards, the Kawasaki Bajaj Eliminator redefines the pleasure of "biking" in looks as well as performance.


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HR Recruitment Policy Bajaj Auto is an equal opportunity employer. Selection is based strictly on individual merit. A large number of our recruits are fresh engineers and MBAs. Natural attrition is usually taken care of by promotions and horizontal movements within the organization to provide career opportunities for our employees. Occasionally, specific skill-sets may warrant lateral recruitment. Entry level Recruitment Engineers: We recruit Engineering Graduates from reputed institutes from all over India. Bajaj Auto enjoys an excellent reputation with all National Institutes of Technology ( NITs) and is among the preferred employers for on-campus recruitment. The selection process comprises a written test in technical, analytical and logical reasoning, group discussion and personal interview. Management Graduates: We recruit management graduates from reputed management institutes all over India. The selection procedure comprises a written test in analytical and logical reasoning, group discussion and personal interview. All entry-level selections are made through on-campus recruitment only. After recruitment, new entrants undergo a thorough induction-training programmes before their placement in the company. Departments are allocated on the basis of the individual recruit’s aptitude and our requirements. Usually, after completing two years of service they are provided opportunities for jobrotation. Work Culture Our work culture supports and enhances our brand. The Bajaj brand signifies excitement. Bajaj strives to inspire confidence through excitement engineering. The culture is built on core values of learning, innovation, perfection, speed and transparency. Facilitative leadership style helps in developing leaders at all levels and establishes accountability.


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Our Brand Values We live our brand by its values of Innovation, Perfection, and Speed. Bajaj will be distinctly ahead through excitement engineering. 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. Speed is how we convey clear conviction. It is a value that keeps us sharply responsive, mirroring our commitment towards our goals and processes. Competency Building Bajaj Auto has a very flat organization structure with three management levels. Each level represents a specific role and hence needs relevant competencies. Competency building at Bajaj Auto is a combination of development for current and future roles. We cater to these needs by using interventions like development centres, needbased training and job-rotation plans. We use different methods of imparting training like lectures, group-discussions, role-plays, seminars, outbound training, assignments and on-the-job tasks. Compensation Philosophy We strive to be amongst the top quartile in our compensation structure. Competence and performance are the key drivers of our compensation policy. A significant part of the compensation is in the form of variable pay linked to the individual’s and the organization’s performance.


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Community Initiatives Bajaj in the community Bajaj Auto is committed to nation-building and contributing to the uplift and development of the weaker sections of society. This is a legacy of our founders, Jamnalal and Kamalnayan Bajaj. Because of their close links with Mahatma Gandhi and the freedom struggle, they sincerely believed that as businessmen they were trustees of the community and the profits they earned must be ploughed back for the development of the community. •

Jankidevi Bajaj Gram Vikas Sanstha (JBGVS)

• Samaj Seva Kendra • Kamalnayan Bajaj Hospital Jankidevi Bajaj Gram Vikas Sanstha (JBGVS) Bajaj Auto’s philanthropic activities among the rural poor are carried out by a trust, the Jankidevi Bajaj Gram Vikas Sanstha (JBGVS). This trust was formed 15 years ago by Ramkrishna Bajaj in memory of his mother, Jankidevi Bajaj. JBGVS acts as a catalyst to development at the grass root level in 32 villages around Bajaj Auto’s Pune and Aurangabad plants. Vision Statement of JBGVS JBGVS is a non-political and secular organisation, which strives to improve the quality of life of the rural poor by creating self employment opportunities at the grass-root level, through the use of appropriate technologies, in harmony with nature. Focus The trust initiates sustainable, integrated development through long term projects in rural health, hygiene and sanitation, education and adult literacy, improving agricultural and livestock yield, watershed development and women’s empowerment. Through its poverty alleviation schemes, the trust provides micro credit and income generation opportunities for the poor. These projects have a positive impact on the quality of rural living standards. Under the auspices of the ‘model village scheme’ of the Maharashtra Government, JBGVS has assisted the development of several villages in the last five years. Under this scheme, NGOs14, public institutions, colleges, hospitals,


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local self-government bodies and state government departments for agriculture and horticulture, work together to bring about a holistic and sustainable improvement in rural living conditions. JBGVS is now expanding its reach to a larger constituency of rural communities to help them improve the quality of their life. The trust is stepping up its projects encompassing agricultural extension services, lift irrigation, environmental sanitation, veterinary services, health and education. The scope of the women’s self help groups is simultaneously being expanded to undertake a larger variety of income generation projects which help in raising and improving standards of living. Implementation strategy (1) To ensure the involvement of our rural constituents, JBGVS relies on a participatory approach in implementing all its projects. (2) In addition, the trust secures the participation of local elected bodies like the gram panchayat (village council), co-operative societies, women’s and youth bodies in decision making. (3) JBGVS will undertake large-scale manpower development projects in agriculture, animal husbandry, dairy, horticulture, health, education and income generation projects to accelerate the pace of development activities. Highlights - 2002-2003

Putting a Smile on the Face of Rural India! JBGVS works at the grassroots level in 21 villages of Khed and Maval Talukas of Pune District and 3 villages of Aurangabad district, Maharashtra. The philanthropic activities under implementation here, aim an integrated development of these villages through women empowerment, income generation, health programmes, agricultural extension, animal husbandry, watershed development, drinking water schemes, sanitation and education. The beneficiaries are 3200 families - comprising a population of about 18,000 villages.


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AGRICULTURE Village Pond - Inglun (Andra Maval) This pond has seen the light of day through the coordinated efforts by JBGVS, the Government and the villagers themselves. The approximate capacity of this pond is 16,000 sq.mt and it will irrigate about 8 hectares of land by percolation, thus enabling the farmers to boost their yield. KT Weir Kanhewadi Budruk (Khed) This Kolhapur type bund has been constructed under the 'Adarsh Gaon' scheme. The bund was constructed within three months and will help farmers irrigate 15 hectares land. Farm Bunding - Bokud Jalgaon (Aurangabad) Twenty four hectares of farm land was levelled and bunds raised to prevent erosion of top soil and retain and percolate rain water in the farms for better cultivation. Integrated Pest Control Integrated Pest Control was introduced in villages or Maval Taluka of Pune to minimize the pest menace on paddy crop. Watershed Development - Karla (Maval) CAPART15, New Delhi, has sanctioned a 4 years watershed development project in seven villages in an around Karla. Demonstration Plot JBGVS introduced a new technique for crop yield improvement at Bokud Jalgaon in Aurangabad.


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WOMEN EMPOWERMENT AND INCOME GENERATION Catering Equipment Service - (Kusur village, Andra Maval) A Self Help Group of Kusur village purchased a set of catering equipment out of their savings which is being rented out to villagers during weddings and other functions. This is now an example of entrepreneurship by women for other groups to emulate. Mahila Melava (Gahunje, Maval Taluka) Such Mahila Melavas are held once a year in our villages, which help women to develop their personality. SELF HELP GROUPS • There are 90 Self Help Groups formed with the guidance of JBGVS, who have saved upto Rs. 15 lakhs. • Training programmes for personality development, social awareness, banking, decision making and income generation are also conducted for women by these groups. COMMUNITY HEALTH Health Workers Sixteen health workers have been engaged from amongst the village women to take care of minor illnesses, sanitation, nutrition, medical emergencies, hygiene and family planning. They were put through a training programme conducted by the C.R.H.P.16, Jamkhed. Mobile Clinics Once a fortnight, a mobile clinic visits 13 villages to diagnose minor illnesses and dispense medicines. Serious cases are referred to various hospitals. Health campus too is conducted regularly through these mobile clinics.


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ANIMAL HUSBANDRY JBGVS provides veterinary services to villages to Khed and Maval Taluka. Kapila Dairy This project was successfully completed at Saindane Thakarwadi, Khed Taluka, for fifty beneficiary families with help from CAPART. Aiding Dairy Start-ups Villagers from Kunewadi in Andra Maval were encouraged to procure buffaloes with financial help extended by JBGVS, and start dairy business. Expansion Plans Drinking water To overcome the shortage of drinking water in rural areas, JBGVS has undertaken a new project to deepen and repair village wells, install hand-pumps and simple water purification systems at water supply points and initiate village level rain-water harvesting schemes. Health and medical services The trust is accelerating its pace of medical intervention projects to combat malnutrition, vitamin deficiency, leprosy, tuberculosis and other diseases by increasing the frequency of its village health camps and preventive health and maternity care, family planning camps. Rural sanitation JBGVS is expanding into sanitation awareness projects to motivate villagers to take up construction of low cost toilets, soak-pits and other facilities for hygienic disposal of human and animal waste. Veterinary projects The trust’s emphasis is on improving the health of livestock resources, through vaccination and medical camps along with facilities for artificial insemination to Anjuman Institute Of Management

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raise high yielding crossbreeds. Lift irrigation The trust has helped to bring vast tracts of unproductive land under cultivation by providing expertise to farmers to initiate lift irrigation projects. It also assists them in raising finances for these projects through banks and other agencies. Agriculture extension JBGVS educates farmers on the use of improved, high yielding seeds and modern methods of cultivation. It will soon provide expertise in vermiculture, floriculture, and sericulture techniques and growing nutritious varieties of fodder. Water conservation The trust promotes various techniques of watershed development depending on the local terrain and topography to maximize water availability for irrigation by facilitating consultative interaction between village representatives and various government agencies. Tree plantation JBGVS has been assisting village level afforestation projects on unused public land to combat soil degradation, scarcity of fuel and fodder scarcity caused by the denudation of forests. This project will be extended to a larger number of villages. Model village scheme The state government of Maharashtra has recognized the efforts of JBGVS in promoting integrated development in rural areas under the government’s ‘model village scheme’. The trust has adopted five villages, which have been developed as model villages. Village infrastructure Since village infrastructure development has long-term effect on village communities the trust helps villages to take up need-based, construction of nurseries and crèches and low-cost housing projects. Community development


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The trust will extend its reach to a larger number of villages through regular village level meetings and video shows to spread awareness and motivate villages to adopt women’s development and leadership, modern agricultural practices and watershed development.

Cultural initiatives To strengthen communal amity in the villages, the trust encourages community prayer meetings, bhajan (devotional hymns) competitions, reinforcing messages through puppet shows and study tours. Local youth clubs are encouraged to organize sports and cultural events. Women’s development JBGVS’s women volunteers assist village women to organise themselves into self-help groups to articulate issues of common concern and address themselves in finding solutions to their problems pertaining to education and health. Training & study tours Training forms an integral part of all JBGVS activities. Training programmes are conducted at three levels — village residents, village animators and JBGVS staff. Before initiating new field programmes, staff undergo appropriate capability development programmes. Subsequently, training is cascaded to local village animators and, through them, to individual village residents. This helps ensure a consistently high rate of success of all JBGVS projects. To convince villages to adopt new techniques in agriculture, water resource management, livestock development, etc, study tours for village residents are organized to model villages where such projects have been implemented successfully. Project monitoring JBGVS has an elaborate follow-up and monitoring mechanism for all its programmes, which functions at three levels. On the field, project organizers conduct weekly monitoring sessions with the field staff. The executive trustee and secretary of the trust meet the staff at each project every fortnight to evaluate its implementation. Finally, the chairman and the board of management of JBGVS appraise themselves of the progress of the project every quarter Samaj Seva Kendra Anjuman Institute Of Management

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Social activities in semi urban areas on the outskirts of Pune are undertaken by the Samaj Seva Kendra (SSK), set up by Bajaj Auto in 1975 . SSK provides local industrial workers with opportunities for self development, education, healthcare, sports and recreation. It involves local institutions and municipal bodies, local Rotary Clubs and NGOs in its activities.

SSK has helped empower wives of factory workers by providing them earning opportunities. Last year, its Laxmi Mahila Cooperative Credit Society (started in 1990) earned Rs 1 lakh by supplying chapattis, prepared by its members, to industrial canteens. SSK also organises weekly medical consultation and health awareness programmes, child and adult education, vocational training and personality development programmes, leisure and recreational facilities for women. Kamalnayan Bajaj Hospital

A modern, 135-bed hospital at Aurangabad in Western Maharashtra, the Kamalnayan Bajaj Hospital provides high-quality secondary and tertiary healthcare and specialist facilities under one roof. Its panel of renowned full-time consultants provides comprehensive multispecialty care and advanced surgical procedures such as coronary artery bypass, beating heart graft surgeries, joint replacements, complex neurosurgical procedures, kidney transplants. The hospital's well-designed suite of five operation theatres is equipped to cater to complex surgical procedures. The hospital has state-of-the-art facilities like a cardiac catheterization lab, advanced spiral computer topography (CT) scanner, a colour doppler — all from GE17 Medical Systems — a Mac 5000-series stress test machine, a holter monitor from GE-Marquette, ultra-touch dialysis equipment from Baxter and an advanced reverse osmosis plant. A well-equipped, 26-bed multi-specialty intensive care unit (ICU) provides emergency and post-operative care that is on par with the best in the country. The hospital has a critical-care ambulance (a hospital on wheels) with a defibrillator, portable ventilator, pulse oximeter, ECG18 machine and Anjuman Institute Of Management

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Glucometer. The ambulance is attended round the clock by a physician, a nurse and support team of qualified paramedics. The hospital’s facilities range from spacious and hygienically maintained general wards with all essential amenities to large deluxe rooms furnished with sofas, telephones, refrigerator, television and a small kitchenette. For relatives of patients, the hospital provides guesthouse facilities and a professionally managed cafeteria. The large hospital campus with its wide open spaces, pleasing landscape, ample parking are meticulously maintained. The hospital offers a specially designed health insurance and annual medical check-up plan in association with Bajaj Allianz General Insurance, which provides cash-less hospitalization and treatment.


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3. KEY MILESTONES OF BAJAJ

Table.1 2007 April

Bajaj Auto Commissions New Plant at Pantnagar, Uttarakhand

February

200 cc Pulsar DTS19-i launched

January

Bajaj Kristal DTS-i launched

2006 April

Bajaj Platina launched

2005 December

Bajaj Discover launched

June

Bajaj Avenger DTS-i launched

February

Bajaj Wave DTS-i launched

2004 October

Bajaj Discover DTS-i launched

August

New Bajaj Chetak 4 stroke with Wonder Gear launched

May

Bajaj CT 100 Launched

January

Bajaj unveils new brand identity, dons new symbol, logo and brandline

2003 October

Pulsar DTS-i is launched.

October

107,115 Motorcycles sold in a month.

July

Bajaj Wind 125,The World Bike, is launched in India.

February

Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive motorcycle segment.

2001 November

Bajaj Auto launches its latest offering in the premium bike segment ‘Pulsar’.

January

The Eliminator is launched.

2000 The Bajaj Saffire is introduced. 1999


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Caliber motorcycle notches up 100,000 sales in record time of 12 months. Production commences at Chakan plant. 1998 June 7th

Kawasaki Bajaj Caliber rolls out of Waluj.

July 25th

Legend, India’s first four-stroke scooter rolls out of Akurdi.

October

Spirit launched.

1997 The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are introduced. 1995 Nov29

Bajaj Auto is 50. Agreements signed with Kubota of Japan for the development of diesel engines for threewheelers and with Tokyo R&D for ungeared Scooter and moped development. The Bajaj Super Excel is introduced while Bajaj celebrates its ten millionth vehicle. One million vehicles were produced and sold in this financial year.

1994 The Bajaj Classic is introduced. 1991 The Kawasaki Bajaj 4S20 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 5

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. 1981 The Bajaj M-50 is introduced. 1977 The Rear Engine Autorickshaw 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


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Bajaj Auto rolls out its 100,000th vehicle. 1960 Bajaj Auto becomes a public limited company. Bhoomi Poojan of Akurdi Plant. 1959 Bajaj Auto obtains licence from the Government of India to manufacture two- and threewheelers. 1948 Sales in India commence by importing two- and three-wheelers. 1945 Nov 29

4.

Bajaj Auto comes into existence as M/s Bachraj Trading Corporation Private Limited.

PROMINENT AWARDS TO THE COMPANY

Table 2.1 Product Award

Year By

Bajaj Pulsar DTS-Fi - Bike of the Year

2007

CNBC-TV1821 Autocar Auto Awards

Bajaj Platina 100cc - Bike of the Year

2007

NDTV 22 Profit Bike India

Mr. Rajiv Bajaj - Man of the year 2005

2005

Autocar Professional

Mr. Rajiv Bajaj - Automotive Man of the year 2005

2005

Bike India & NDTVIndia

Bajaj CT 100 - Motorcycle Total Customer Satisfaction Study 2005

2005

TNS23 Automotive

Bajaj Discover DTS-i - Bike of the Year 2005

2005

OVERDRIVE Awards 2005

Bajaj Discover DTS-i - Indigenous Design of the Year 2005

2005

OVERDRIVE Awards 2005

BAJAJ AUTO - Bike Maker of the Year 2004

2004

ICICI24 Bank OVERDRIVE Awards 2004

DTS-i Technology - Auto Tech of the Year 2004

2004

ICICI Bank OVERDRIVE Awards 2004

Bajaj Pulsar DTS-i Bike of the Year 2004

2004


Wind 125 Two Wheeler of the Year 2004

2004

CNBC AUTOCAR Awards 2004

Wind 125 Bike of the Year 2004

2004

Business Standard Motoring

Bajaj Pulsar 180 DTS-i BBC World Wheels Viewers Choice Two Wheeler of Year 2003

2003

BBC25 World Wheels Award 2003

Bajaj Pulsar 180 DTS-i BBC World Wheels Award 2003 for Best Two Wheeler between Rs 55,000 to Rs


BBC World Wheels Award 2003

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70,000 Bajaj Pulsar 150 DTS-i BBC World Wheels Award 2003 for Best Two Wheeler between Rs 45,000 to Rs 55,000


Bajaj Boxer AT KTEC BBC World Wheels Award 2003 for Best Two Wheeler under Rs 30,000


Bajaj Pulsar - Motorcycle Total Customer Satisfaction Study

2003

NFO26 Automotive

Bajaj Pulsar - Bike of the year

2003


Bajaj Pulsar - Most exciting bike of the year

2002

OVERDRIVE Awards

Bajaj Eliminator - Bike of the year

2002

OVERDRIVE Awards

Bajaj Eliminator - Most exciting bike of the year

2001

OVERDRIVE Awards

Table 2.2 Award

Year

By

Chakan Plant Super Platinum Award for Manufacturing Excellence

2006-07

Frost and Sullivan

Chakan & Waluj Plants Audit Passed for TPM Excellence Award

2006-07

TPM27

Bikemaker of the Year

2006-07

Overdrive Awards

Bike Manufacturer of the Year 2007

2006-07

NDTV Profit Bike India

All India Trophy for Highest Exporter

1998-99

EEPC28

Focus LAC Award for Outstanding Performance

1998-99

India Trade Promotion Organisation

Export Excellence

1998-99

EEPC

Certificate of Merit

1998-99

India Trade Promotion Organisation

Award for Export Excellence

1997-98

EEPC

Export Excellence

1997-98

MCCIIA29

All India Trophy for Highest Exporter

1997-98

EEPC

Top Exporter Shield - Western Region

1996-97

EEPC

Export Excellence

1996-97

MCCIA

Regional Top Exporter - Large Scale Manufacturer

1995-96

EEPC

Highest Export Performance

1995-96

EEPC

Outstanding Export Performance

1995-96

Government of India, Ministry of Commerce

Export Excellence Award

1995-96

MCCIA

Top Exporter Shield - Western Region

1995-96

EEPC


1995-96

Government of India, Ministry of


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Commerce Award for Export Excellence

1994-95

EEPC

Regional Top Exporter - Large Scale Manufacturer

1994-95

EEPC

All India Special Shield - Consumer Durables Exporter

1994-95

EEPC

National Export award for Outstanding Performance

1994-95


Western Region Top Export Award

1994-95

EEPC

All India Special Shield - Consumer Durables

1994-95

EEPC

Regional Special Shield - Capital Goods Category

1993-94

EEPC


1993-94

EEPC

Capital Goods Export

1992-93

EEPC

Regional Special Shield - Capital Goods Category

1990-91

EEPC

Certificate of Export Excellence

1986-87

EEPC

Certificate of Export Recognition

1980-81

EEPC


1979-80

EEPC


1979-80

EEPC


1978-79



1978-79

EEPC


1977-78

EEPC


1977-78

EEPC

Export Promotion

1976

FICCI30

Golden Jubilee Export Year Award

1976

FICCI

Export Excellence

1975-76

EEPC


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Table 2.3 Safety Award

Year

By

Meritorious Performance in Industrial Safety for three consecutive years

2001

National Safety Council

Certificate of Excellence

2001


Achieving Lowest Average Frequency Rate

2001

National Safety Award


2000



2000


Achieving Longest Accident-free Period under 1999 Heavy Engineering Industries Group




1999


Council of Industrial Safety


1998



1998


Achieving Lowest Frequency Rate under Heavy Engineering Industries Group

1997




Longest Accident-free Period

1992

Council of Industries, Mumbai

Best Safety Performance

1989

CII31

Longest Accident-free Period

1987



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5.STOCK HISTORY

Table.3.1


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BSE32 NSE33

Table.3.2


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6. FINANCIALS AT GLANCE

Table.4


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7. SALES OF BAJAJ

Motorcycles 2-Wheelers 3-Wheelers Total Exports (out of the above)

Table 5.1 SALES (Nos.) 2005-06 1,912,306 2,029,176 252,054 2,281,230 250,204

2004-05 1,449,710 1,602,646 222,053 1,824,699 196,710

Change 32% 27% 14% 25% 27%

SALES( in units)


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Chart 1 Motorcycles (a) Motorcycle sales continue to outgrow the industry – 32% growth v/s industry growth of 19%. (b) Market share in Motorcycles improved from 28% in 2004-05 to 31% in 2005-06.

Exports (a) Exports in volumes and value are tabulated in the table given below: Table.5.2

Total 2-Wheelers Total 3-Wheelers Grand Total Value Rs in million

2004-05 130,945 65,765 196,710 6,949

2005-06 174,907 75,297 250,204 8,990

Change 34% 14% 27% 29%

(b) Bajaj Auto continues to be the ‘NUMBER ONE’ exporter of 2&3-wheelers. (c) Over 100,000, 2&3-wheelers sold in Sri Lanka. Market leader in Central America accounting for over 50% of motorcycles sold.


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(d) Joint Venture Company with majority equity holding to be set-up in Indonesia in Q2/ 2006-07.

Exports in volumes

Chart 2

7. GROWTH OF BAJAJ

HIGHLIGHTS OF THE YEAR 9 Motorcycles sales – 1.91 million – 32% - well above industry growth of 19%. 9 2 & 3-Wheeler sales – 2.28 million – 25% 9 Turnover Rs. 81.06 billion: 28% Anjuman Institute Of Management

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9 9 9 9

Operating EBITDA34 Rs. 13.69 billion – 47% Operating EBITDA margin 17.9% – 220 basis point Profit before tax Rs. 15.81 billion – 45% Net profit Rs. 11.23 billion – 47%

8. PROMOTIONAL ACTIVITIES:

With a wide distribution network globally, it clearly shows Bajaj represents India in the automobile sector especially in two-wheelers. The brand name Bajaj is enough for its promotion. Bajaj has not endorsed any of the celebrity as its brand ambassador but once it has introduced Hollywood star Jackie Chan in one of its TV ads.


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Bajaj doesn’t spend much on television promotion but whenever it launches a new product it advertises intensively through all medium such as TV, radio, newspapers, magazines etc. Advertisement campaigns like Hamara Bajaj in 90s and Buland Bharat ki Buland tasveer left its mark in Indian ad industry and up to some extent these ads have worked for Bajaj.

9. PRODUCT MIX OF BAJAJ MOTORCYCLES


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Bajaj Pulsar 220 DTS-i:


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Table.6.1 Engine Type Displacement Max Power Max Torque

4-stroke, DTS-i, Oil cooled Fuel Injection 220 cc 20 PS35 (14.76 KW36) @ 8500 rpm37 19.12 Nm @ 6500 rpm

Suspension Front Telescopic forks 130 mm38 stroke NitroX gas assisted Hydrolic shock Rear Absorbers. Brakes Front 260 mm disc Rear 230 mm disc Tyres 90/90 x 17” Tubeless tyre, shod on aluminium alloy wheels 120/80 x 17” Tubeless tyre, shod on Rear aluminium alloy wheels

Front

Fuel Tank Full 15 Lts ( 2 liters of usable reserve) Electricals System 12V39 AC40 + DC41 Headlamp 35/35W clear lens type with 2 pilot lamps Dimensions Wheelbase 1350 mm Weight 150 kg



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4-stroke, DTS-i, Oil cooled 198.8 cc 18 Ps / 13.25 Kw 1.75 kgm / 17.17 Nm

Suspension Front Telescopic forks 135 mm stroke Triple rate spring, 5 way adjustable, gas Rear charged NitroX shock absorbers Brakes Front 260 mm hydraulically operated disc brake Rear Mechanically expanding 130 mm drum type Tyres 90/90 x 17” Tubeless tyre , shod on aluminium alloy wheels 120/80 x 17” Tubeless tyre, shod on Rear aluminium alloy wheels

Front

Fuel Tank Full 15 Lts ( 2 liters of usable reserve) Electricals System 12V AC + DC Headlamp 35/35W clear lens type with 2 pilot lamps Dimensions Wheelbase 1345 mm Weight 145 Kg



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4-stroke,DTS-i , aircooled 178.6cc 12.15 kW(16.51Ps) 15.22Nm

Suspension Front Telescopic forks 135mm stroke Triple rated spring, 5 ways adjustable Rear NitroX Shockabsorbers Brakes Front 240mm hydraulically operated disc brakes Rear Mechanically expanding 130mm drum type Tyres Front 2.75 x 17 Rear 100/90 x 17 Fuel Tank Full 15 litres (2 ltrs. Usable reserve) Electricals System 12V AC + DC Headlamp 35/35 W clear lens type with 2 pilot lamps Dimensions Wheelbase 1320mm Weight 143 kgs


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4-stroke,DTS-i , aircooled 149.01cc 10.37 kW(14.09Ps) 12.76Nm

Suspension Front Telescopic forks 135mm stroke Triple rated spring, 5 ways adjustable Rear NitroX Shockabsorbers Brakes Front 240mm hydraulically operated disc brakes Rear Mechanically expanding 130mm drum type Tyres Front 2.75 x 17 Rear 100/90 x 17 Fuel Tank Full 15 litres (3.2 ltrs reserve,2 ltrs. Usable reserve) Electricals System 12V AC + DC Headlamp 35/35 W clear lens type with 2 pilot lamps Dimensions Wheelbase 1320mm Weight 143 kgs


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10. RATE CHART OF BAJAJ MOTORCYCLES Model Pulsar 150 DTSi

Table.7 Ex-Showroom price(in Rs.) 57,990

On Road(in Rs.) 67,419

Pulsar 180 DTSi

59,490

68,601

Pulsar 200 DTSi

67,035

77,586

Pulsar 220 DTSi

81,440

93,867


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11.

PRODUCTION PLANTS OF BAJAJ AUTO

Plants Bajaj Auto's three plants at Akurdi, Waluj and Chakan in Maharashtra and one plant at Pant Nagar in Uttranchal, western India, produced 1,814,799 vehicles in 2004-05. Akurdi

Geared scooters, ungeared scooters, CT100 and Discover

Waluj

Bajaj - Kawasaki range of motorcycles and three-wheelers

Chakan

Bajaj motorcycles - Pulsar and Discover

Pant Nagar Bajaj motorcycles - Platina Plant Locations Bajaj Auto plants are located at: Mumbai - Pune Road, Akurdi, Pune 411 035 Bajaj Nagar, Waluj, Aurangabad 431 136 MIDC, Plot No A1, Mahalunge Village, Chakan 410 501 Dist. Pune Plot No. 2, Sector 10 Phase -II - E, Pant Nagar, Sidcul, Rudrapur Dist. Udhamsingh Nagar Uttranchal


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MAHAMAYA MOTORS BHATKAL CHAPTER NO. TITLE 1. INTRODUCTION TO MAHAMAYA MOTORS 2. 3. 4. 5. 6. 7. 8. 9. 10.

PAGE NO.

LOCATION OF MAHAMAYA MOTORS LAYOUT OF MAHAMAYA MOTORS INVESTMENTS OF MAHAMAYA MOTORS SERVICES OFFERED BY MAHAMAYA MOTORS ORGANISATIONAL STRUCTURE OF MAHAMAYA MOTORS COMPETITORS OF MAHAMAYA MOTORS PROMOTIONAL ACTIVITIES OF MAHAMAYA MOTORS FINANCE SERVICES TO OFFERED CUSTOMERS PERFORMANCE OF MAHAMAYA MOTORS


60 60 60 63 64 65 66 67 68 69

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1.

INTRODUCTION TO MAHAMAYA MOTORS:

Mahamaya Motors is a proprietary concern which was established on 7th of May 2007 by Mr.Vinod Bhat. Mahamaya Motors is dealing with the products of Bajaj Auto Ltd. It is also an authorised dealer of spare parts of Bajaj motorcycles. Working hours of Mahamaya Motors is between 9.30am to 6.30pm. 2.

LOCATION OF INDIA MOTORS:

Mahamaya Motors is located at NH-17,Venkatapur,Bhatkal. The location of the showroom is perfect as there is a lot of flow of vehicles. It is easily connected with rail and road. 3.

LAYOUT OF INDIA MOTORS:

Mahamaya Motors occupies the space of 1500sq.ft. The firm has several big halls and are very spacious. For the convenience of customers and smooth running of the concern the unit has been divided into various sections. Such as: 1. Sales and Reception Section 2. Finance and Billing Section 3. Automated Workshop 4. Spare Parts Division 5. Entertainment Section


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1. Sales and Reception Section: In this section all the bikes of Bajaj are displayed by which the customers are attracted towards it. On the left hand side of this section there is a counter where the customers are provided all the information regarding the motorcycles of Bajaj.

2. Finance and Billing Section: Mahamaya Motors provides finance to their customers on the purchase of the motorcycles. It provides finance with Bajaj Finance . The interest rate is 6% for up to 1 year and 7% for more than 1 year. It also provides bank loan option and the bank provides 75% of the loan amount. Under the billing section the payments of purchase & repairs of the motorcycles are made. 3. Automated Workshop: Under this section all the motorcycles of Bajaj are repaired and servicing of the motorcycles are carried out. The various machineries and tools are installed in work shop are: 1. Hydraulic ramps 2. Pneumatic tools 3. Toll boards 4. Special tools 5. Tools trolley 6. Exhaust piping 7. Engine jig 8. Air Compressor of 5 HP42 9. Air inflator 10. Bench grinder 11. Drilling machines 12. Battery tester 13. Impact driver 14. General tools 15. Vernier 16. Timing light 17. Battery charger 18. Hydrometer 19. Soldering iron 20. Sparkplug cleaning machine 21. Engine Stand Anjuman Institute Of Management

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4. Spare Parts Division: In this section all kinds of genuine spare parts of the Bajaj motorcycles are kept for sale and for workshop purpose. 5. Entertainment Section: For the convenience and satisfaction of customers, separate customer waiting room has been maintained with all the facilities like newspaper and magazines etc.


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4.

INVESTMENTS OF MAHAMAYA MOTORS:

The following were the investments made by Mr.Vinod Bhat the proprietor of Mahamaya Motors for establishment of this motorcycle giant in Bhatkal: Table.8 Particulars Amount (in Rs.) Land Purchased 15,00,000 Vehicles(Initial Investment) 5,00,000 Spare Parts(Initial Investment) 2,00,000 Furniture & Fittings 1,50,000 Automated Workshop 2,00,000 TOTAL 25,50,000


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5. SERVICES OFFERED BY SHOWROOM:

Mahamaya motors provide quality services to their customers to keep long lasting customers relationship. The services offered by the showroom are: • Sales • Repairs • Servicing • Maintenance of vehicles The unit undertakes all kinds of sales, repairs, servicing and maintenance of all Bajaj motorcycles. As a sub-dealer of Bajaj, Mahamaya Motors provides 3 years warranty after sales services to all Bajaj motorcycles on certain terms & conditions. It offers four free services for new vehicles, regular services after free services and general checkups. Everyday there are at least 20-25 vehicles for servicing. The free services are offered on all Bajaj motorcycles on the following basis: Table.9 Free Services Eligibility First Service 500-750 kms43 or 30-45 days from the date of purchase Second Service 2000-2500 kms or 75-90 days from the date of purchase Third Service 4500-5000 kms or 135-150 days from the date of purchase Fourth Service 7000-7500 kms or 195-210 days from the date of purchase Fifth Service 9000-9500 kms or 365 days from the date of purchase


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6.ORGANISATIONAL STRUCTURE OF MAHAMAYA MOTORS:

As it has been mentioned earlier that it is a sole proprietary concern, followed by one manager, one workshop in charge, one supervisor, one spare part in charge, one receptionist. Under the workshop in charge there are two skilled mechanics and two mechanics cum electricians and under each of them there are two helpers.

Chart 3


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7. COMPETITORS:

As the business grows the competition also increases. So the firm to be successful must prove greater customer value and satisfaction than its competitors. So the firm should carry out continuous innovative marketing strategy to hold the market. The main competitors of Mahamaya Motors are: 1. India Motors (Hero Honda). 2. Baba Auto (Yamaha-Escorts). 3. Amar Sales & Services (Kinetic Engg Ltd.). 4. Jeevottam TVS44 (TVS Motors).


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8. SALES PROMOTION:

Promotion plays an important role in the total performance mix. Mahamaya Motors undertakes various promotional activities. Such as: 1. Exchange offers by arranging exchange melas. 2. Monsoon Mela. 3. Mega service camps. 4. Test drives. 5. Diwali Dhamaka offers. 6. Free service camps. 7. Free gifts with bikes (mobiles, electronic items). 8. Easy finance facilities.


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9. FINANCE SERVICES:

Mahamaya Motors provides finance services for the new customers who purchase new motorcycles on all the bikes. The two finance services available are: Company finance: (Bajaj Finance) For the private finance customers have to through the formalities given below: • Rate of interest flat 9.5% • Document charges Rs 900/• Other formalities like: Guarantee Cheque Two Ration card or Passport Photocopies. 3 Passport size photos. Bank Loan: For the bank finance customers have to go through the formalities given below. • 10 to 25% Marginal amount. • 75% to 90% loan at reducing balance.


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10. PERFORMANCE OF MAHAMAYA MOTORS:

Table.10 Pulsar sales 3 3 4 4 5 7 6 4 36

Month May June July August September October November December Total

Total sales 9 9 12 12 12 22 21 10 107

Total Sales of Mahamaya

Chart 4 Anjuman Institute Of Management

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Chart5 From the chart its very clear that there has been continuous rise in sales of Mahamaya motors ever since its inception. After October there was decline in sales because customers prefer to launch the motorcycles in the beginning of the year by being model conscious.


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OBJECTIVES


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The objective of the study is “Company image Bajaj and Survey research to measure customer satisfaction towards Bajaj Pulsar in Bhatkal” during the period of Dec-Jan 2007-08. 1. To determine the effects of the company image on the sales. 2. To understand customer attitude towards Bajaj motorcycles and Bajaj auto. 3. To measure customer satisfaction of Bajaj pulsar motorcycle owners. 4. To know the market share of Bajaj auto in Bhatkal . 5. To predict the boom of automobile industry. 6. To know the tastes and preferences of people of Bhatkal when it comes to motorcycles. 7. To find the reasons for buying Pulsar motorcycle. Customer Satisfaction: Satisfaction is a person’s feelings of pleasure or disappointment resulting from comparing a product’s perceived performance (or outcome) in relation to his or her expectations. Whether the buyer is satisfied after purchase depends on the offer’s performance in relation to the buyer’s expectations. If the performance falls short of the expectations, the customer is dissatisfied. If the performance matches the expectations, the customer is satisfied. If the performance exceeds expectations the customer is highly satisfied or delighted. A company would be wise to measure customer satisfaction regularly because one key to customer retention is customer satisfaction. A highly satisfied customer generally stays loyal longer, buys more as the company introduces new products and upgrades existing products, talks favorably about the company and its products, pays less attention to competing brands and is less sensitive to price, offers product or service ideas to the company, and costs less to serve than new customers because transactions are routine. When customers rate their satisfaction with an element of the company’s performance - say, delivery. It could mean early delivery, on-time delivery, order completeness, and so on. The company must also realize that two customers can report being “highly satisfied” for different reasons. One may be easily satisfied most of the time and the other might be hard to please but was pleased on this occasion. A number of methods exist to measure customer satisfaction. Periodic surveys can track customer satisfaction directly. Respondents can also be asked additional questions to measure repurchase intention and the likelihood or willingness to recommend the company and brand to others. Companies that do achieve high customer satisfaction ratings make sure their target market knows Anjuman Institute Of Management

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it. For customer centered companies, customer satisfaction is both a goal and a marketing tool. Although the customer-centered firm seeks to create high customer satisfaction, that is not its ultimate goal. If the company increases customer satisfaction by lowering its price or increasing its services, the result may be lower profits. The company might be able to increase its profitability by means other than increased satisfaction (for example, by improving manufacturing processes or investing more on R&D). Also, the company has many stakeholders, including employees, dealers, suppliers and stock holders. Spending more to increase customer satisfaction might divert funds from increasing the satisfaction of other “partners”. Ultimately, the company must operate on the philosophy that it is trying to deliver a high level of customer satisfaction subject to delivering acceptable levels of satisfaction to the other stakeholders, given its total resources. Survey research: Survey research is the systematic gathering of information from respondents for the purpose of understanding and/or predicting some aspects of the behavior of the population of interest. It is the most common method of collecting primary data for marketing decisions. Survey can provide data on attitudes, feelings, beliefs, past and intended behavior, knowledge, ownership, personal characteristics and other descriptive items. Survey research is concerned with administration of questionnaires (interviewing). The survey research must be concerned with sampling, questionnaire design, questionnaire administration and data analysis. The administration of questionnaire to an individual or group of individuals is called an interview. A questionnaire is simply a formalized set of questions for eliciting information. As such, its function is measurement and it represents the most common form of measurement in marketing research.


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METHODOLOGY


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The report has been prepared as per the information obtained from two sources. They are: 1. Primary data 2. Secondary data

1.Primary data: The primary data included the information collected from the 1. Proprietor, manager and employees of Mahamaya motors. 2. Structured questionnaire 3. Personal interview with customers

2.Secondary data: Secondary data includes a. Data from various magazines esp. bike magazines. b. Internet c. Brochures d. Books e. Newspapers etc Definition of population: The population was defined as Bajaj motorcycles owners of 18 years of age and older (element) at showroom and market (unit) in Bhatkal (extent) during the month of December 07-January 08 (time).

Sampling plan: Data collected has been analyzed and interpreted by using simple percentage method and finally the data is presented in graphs and charts.

Sampling frame : 1. Customers visiting showrooms for servicing their motorcycles 2. Shopping malls, Supermarket, Markets, College parking etc

Sampling unit: Motorcycles owners esp. Bajaj Pulsar motorcycle owners

Sampling method: Simple random sampling method was used.


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Desired sample size: A sample size of 60 motorcycle owners was specified. Survey administration process QUESTIONNAIRE

INTERVIEWER

RESPONDENT

Chart 6


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ANALYSIS AND INTERPRETATION


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SWOT Analysis: Market trends must be considered as the company the company develops its marketing strategies. 1. Strengths are internal capabilities that can help the company reach its objectives Bajaj can build three important strengths: 1. Style 2. Pick up 3. Speed 2. Weaknesses are internal elements that may interfere with the company’s ability to achieve its objectives. The weaknesses evaluated after the study are: 1. Heavy weight of the motorcycles 2. Mileage 3. Costly spare parts 3.Opportunities are areas of buyer’s needs or potential interest in which the company might perform profitability.They are all external factors. Bajaj can take advantage of three major market opportunities: 1. Increasing demand for high speed motorcycles. 2. Launching low cost motorcycles especially for India’s large number of middle class which is more than 60% of total population. 3. Reaching the towns through dealership as the middle class living in this area is getting rich and their purchasing power is also increasing. 4. Threats are challenges posed by an unfavorable trend or development that could lead to lower sales and profit.They are external factors. Bajaj faces three major threats in future: 1. Increasing competition Anjuman Institute Of Management

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2. Launch of cheaper motorcycles by competitors 3. Launch of cheaper cars by TATA whose price is equivalent to Bajaj’s Pulsar segment.

Can use the existing R&D capabilities for new models. Can invest and grow the life style segments.

Must employ the cash in production and product capabilities to match competitors and for continuous export growth.

Increase the customer centric initiatives and command more customer loyalty.Improve the efficiency of the financing and the insurance arm. Invest in new product platforms.

Invest in building world class bikes to sustain the international markets independently in the coming years.

Chart 7


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ANALYSIS: The data collected with the help of questionnaires is tabulated and analyzed. 1.Classification as per ownership of motorcycle: Q no1 .Do you own a motorcycle? Table.11

Response Yes No Total

No.of respondents 53 7 60 Chart 8.1

Percentage 88.33 11.67 100

Chart8.2


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2.Classification as per company-wise ownership Q no2. Which company’s motorcycle do you own? Table.12 Company No.of respondents Bajaj 23 Hero Honda 18 TVS 5 Honda 4 Other 3 Total 53 Chart 9.1


Percentage 43.39 33.97 9.43 7.54 5.67 100

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Chart9.2

3.Classification based brand-wise ownership of Bajaj Auto: Q no3.Which motorcycle of Bajaj Auto do you own? Table.13 Brand No.of respondents Pulsar 15 Discover 2 XCD 1 CT 100 2 Other 3 Total 23 Chart 10.1


Percentage 65.22 8.7 4.34 8.7 13.04 100

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Chart10.2

4.Classification based on series-wise ownership of Bajaj Pulsar motorcycle: Q no4.Which series of Bajaj Pulsar motorcycle do you own? Table.14 Pulsar series No.of respondents Percentage 150 cc 6 40 180 cc 2 13.33 200 cc 3 20 220cc 4 26.67 Total 15 100 Chart11.1


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Chart11.2

5. Classification based on main reasons for purchasing Bajaj Pulsar motorcycles: Q no5.Tick any 5 reasons for selecting Bajaj Pulsar Motorcycle? Table.15 Reasons for purchase No.of respondents Percentage Style 15 20 Brand image 13 17.34 Mileage 4 5.33 Pickup 13 17.34 Price 1 1.33 Resale value 3 4 Popularity 7 9.33 Comfort 11 14.67 Safety 7 9.33 Low maintenance 1 1.33 Total 75 100 Chart12.1


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Chart12.2

6.Classification based on source of information for the purchase of Bajaj Pulsar motorcycle: Q no6.What was the source of information for the purchase of Bajaj Pulsar motorcycle? Table.16 Source of information No.of respondents Percentage Family 2 13.33 Friends 3 20 Advertisement 4 26.67 Mechanics 1 6.67 Dealers 2 13.33 Others 3 20 Total 15 100 Chart 13.1


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Chart13.2

7.Classification based on satisfaction level of Bajaj Pulsar motorcycle customers: Q no7. What is your level of satisfaction towards Bajaj Pulsar motorcycles? Table.17 Level of satisfaction No.of respondents Percentage 0-25% 0 25-50% 2 13.33 50-75% 8 53.34 75-100% 5 33.33 Total 15 100 Chart 14.1


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Chart14.2

8.Classification based on feelings when the Bajaj Pulsar motorcycle owners ride the bike: Q no8. How do you feel when you ride your Bajaj Pulsar motorcycle? Table.18 Feelings No.of respondents Percentage Excited 5 33.33 Playful 6 40 Happy 3 20 Boring 1 6.67 Uncomfortable 0 Total 15 100 Anjuman Institute Of Management

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Chart15.1

Chart15.2

9. Classification based on overall rating of Bajaj Auto: Q no10 .Overall, how would you rate Bajaj Auto? Table.19 Rating No.of respondents Excellent 11 Good 8 Neither Good Nor Bad 4 Bad Very Bad Total 23 Chart 16.1 Anjuman Institute Of Management

Percentage 47.82 34.78 17.4 0 0 100

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Chart16.2

10.Classification based on willingness to buy Bajaj Pulsar or any of the Bajaj Auto’s motorcycle? Q no11.Do you wish to buy Bajaj Pulsar or any of the Bajaj Auto’s motorcycle? Table.20 Willingness No.of respondents Percentage Definitely will buy 6 13.33 Probably will buy 13 28.9 Might or Might not buy 11 24.44 Probably will not buy 8 17.78 Definitely will not buy 7 15.55 Anjuman Institute Of Management

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Total

45 Chart17.1

100

Chart17.2

11.Classification based on age of respondent: Q no12b.Which age group do you belong? Table.21 Age group No.of respondents 18-25 37 26-35 18 36-45 3 46 and above 2 Total 60 Chart 18.1 Anjuman Institute Of Management

Percentage 61.67 30 5 3.33 100

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Chart18.2

12.Classification based on occupation of respondent: Q no12c.What is your occupation? Table.22 Occupation No.of respondents Students 31 Businessmen 13 Professionals 1 Working Professionals 5 Employees 8 Others 2 Anjuman Institute Of Management

Percentage 51.67 21.67 1.67 8.33 13.33 3.33 Page 92

Total

60 Chart 19.1

100

Chart19.2

13.Classification based on total monthly family income of respondents: Q no12d.What is your total monthly family income? Table.23 Monthly Income No.of respondents Percentage Less than 5000 4 6.67 5001-10000 14 23.33 10001-15000 20 33.33 Above 15000 22 36.67 Total 60 100 Chart 20.1 Anjuman Institute Of Management

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Chart20.2

INTERPRETATION: 1.Chart 8.1 reveals the motorcycle ownership in Bhatkal. The survey revealed that 53% own motorcycles and 7% do not own motorcycle. 2.Chart 9.1 reveals the market share of various motorcycle companies in Bhatkal. Out of 53 owning motorcycles 23 are owning Bajaj followed by 18 Hero Honda,5 TVS,4 Honda and 3 others.


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3.Chart 10.1 exhibits ownership of various brands of Bajaj i.e. 23 of them own Bajaj motorcycles.Pulsar is owned by 15,Discover 2, XCD 1,CT-100 2 and others 3. 4.Chart 11.1 reveals series wise ownership of Pulsar i.e. 6 are owning 150cc motorcycle,5 180cc, 3 200cc and 4 220cc. 5.Chart 12.1 reveals the maximum reasons for selecting Bajaj Pulsar motorcycle. 6.Chart 13.1 reveals the main sources of information to purchase Bajaj Pulsar motorcycle. 7.Chart 14.1 shows the level of satisfaction of Bajaj Pulsar motorcycle owners towards their motorcycle 8 respondents were 50-75% satisfied 5 were 75-100% satisfied and 2 were 25-50% satisfied. 8.Most of the motorcycle owners were feeling playful when the ride their motorcycle with 6 responses, 5 were feeling excited,3 were happy and 1was feeling boring as depicted in chart 15.1.

9.Chart 16.1 shows overall how the Bajaj motorcycle owners rate Bajaj. The table no.24 shown below reveals rating of Bajaj by Pulsar motorcycle and other Bajaj motorcycle owners. Table.24 Rating Excellent Good Neither Good Nor Bad Bad Very Bad Total

Only Pulsar respondents 9 4 2

Respondents owning other bajaj motorcycles 2 4 2

All Bajaj respondents 11 8 4

15

8

23

10.Chart 17.1 reveals the willingness of other respondents who do not own Bajaj but are willing to buy Bajaj motorcycle in future. Table no.25 reveals the willingness of all respondents to buy Bajaj Pulsar motorcycle. Classification as per Willingness to buy Bajaj Pulsar of those not owning Pulsar Table.25 Willingness

Those owning other bajaj

Those owning other company’s motorcycle


Those not owning motorcycle

Total

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Definitely will buy Probably will buy Might or Might not buy Probably will not buy Definitely will not buy Total

willing to buy pulsar 2

2

2

6

3

8

2

13

2

7

2

11

1

6

1

8

7

-

7

30

7

45

8

Table no.26 reveals the respondents of other company’s motorcycle owners willig to buy Bajaj motorcycle Classification as per Willingness to buy Bajaj those owning other company’s motorcycle Table.26 Willingness Definitely will buy Probably will buy Might or Might not buy Probably will not buy Definitely will not buy Total

Hero Honda 2

TVS -

Honda -

Other -

Total 2

4

1

1

2

8

5

1

1

-

7

2

3

1

-

6

5

-

1

1

7

18

5

4

3

30

11.Chart 18.1 shows the age wise classification of all respondents .i.e. 37 are between 18-25,18 are between 26-35, 3 are between 36-45 and 2 are above 45 years of age. Table no.27 shows the age of those respondents owning and not owning motorcycle. Age group Table.27 Age

Those owning motorcycle


Those not owning motorcycle

Total

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18-25 26-35 36-45 45 and above Total

31 18 2 2 53

6 1 7

37 18 3 2 60

Table no.28 shows the age of those respondents owning motorcycles of various companies including Bajaj’s. Age wise classification of those owning motorcycles Table.28 Age Hero TVS Honda Other Total Bajaj Honda 18-25 26-35 36-45 45 and above Total

13 9 1 -

12 5 1 -

2 3 -

1 1 2

3 -

31 18 2 2

23

18

5

4

3

53

Table no.29 shows the age of those respondents owning only Pulsar and other motorcycles of Bajaj. Table.29 Age 18-25 26-35 36-45 45 and above Total

Other Bajaj 5 3 8

Only Pulsar 8 6 1 15

Total 13 9 1 23

12.Chart 19.1 reveals the Occupation wise classification of all respondents. Table no.30 reveals the occupation of all respondents owning motorcycles of various companies. Table.30 Occupation

Bajaj

Students Businessmen Professionals

11 9 -

Hero Honda 9 2 -


TVS

Honda

1 1 1

1 -

Other motorcycles 3 -

Total 25 12 1

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Working Professionals Employees Others Total

2

2

-

1

-

5

1 23

5 18

2 5

2 4

3

8 2 53

Table no.31 reveals the occupation of those respondents owning only Pulsar and other brands of Bajaj company. Table.31 Occupation Students Businessmen Professionals Working Professionals Employees Others Total

Bajaj Pulsar 7 7 1

Other Bajaj 4 2 1

Total 11 9 2

15

1 8

1 23

13.Chart 20.1 reveals the income of all respondents those owning and not owning motorcycles. Table no.32 shows how much respondents fall in which income group and how many are owning the motorcycles. Table.32 Income

Those owning motorcycles 2 11 19 21 53

Upto 5000 5001-10000 10001-15000 Above 15000 Total

Those not owning motorcycles 2 3 1 1 7

Total 4 14 20 22 60

Table no.33 reveals income of respondents and how many of them own motorcycles of which company. Table.33 Income Upto 5000 5001-10000 10001-15000 Above 15000 Total

Bajaj 9 14 23

Hero Honda 1 8 6 3 18


TVS 1 2 1 1 5

Honda 3 1 4

Other 1 2 3

Total 2 11 19 21 53

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Table no.34 reveals the income of respondents owning only Pulsar and other motorcycles. Table.34 Income Upto 5000 5001-10000 10001-15000 Above 15000 Total

Other motorcycles of Bajaj 4 11 15


Only Pulsar

Total

5 3 8

9 14 23

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LIMITATIONS

1. During the survey most of the respondents contacted had newly purchased the motorcycle thus they could not respond accurately i.e. their satisfaction level and defects in the motorcycles. 2. The research is directly concerned with the study of human preference and behavior and achieving absolute mathematical accuracy towards this was not possible.


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3. Secondary data about Mahamaya motors was rarely found as this firm was new and not much has been written about it. The researcher had to depend on the discussion made with the manager of the unit. 4. Sample was small in size because of time limit within which report was to be submitted. 5. Some data like abbreviations and detailed promotional activities were scarce even on internet.


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FINDINGS & CONCLUSIONS

FINDINGS: The study was conducted and the findings are given in the following text: Anjuman Institute Of Management

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1. Market presence: Automobile companies like HeroHonda, TVS, Honda are already present in the market. But Bajaj was present with more than 60 % of high displacement segment like Pulsar. 2. Market share: Market share of Bajaj is alright but it is no.2 in leadership. Its market share is 34% 3. Customer perception of quality and style: Customer satisfaction of quality and style was high on pulsar. The research proved that customers see Bajaj as the company manufacturing stylish and quality motorcycles. 4. Most effective factor for influencing the customers: 26.67% of respondents commented that advertisement was the main source of information which influenced them to buy a particular brand of Bajaj i.e. Pulsar. Even Bajaj has not signed for any celebrity endorsement advertisement influences people. But still Bajaj should sign a celebrity as its brand ambassador.

CONCLUSIONS: After globalization Indian automobile sector has grown like anything. Indian 2-wheeler industry is the second largest in Asia after China. And Bajaj is Anjuman Institute Of Management

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one among them. Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. Jamnalal Bajaj is founder of the group.. His son, Kamalnayan Bajaj, then 27, took over the reins of business in 1942. The present Chairman and Managing Director of the group, Rahul Bajaj, took charge of the business in 1965. The Groups' principal activity is to manufacture two and three wheeler vehicles. Other activities of the group include insurance and investment business. The group comprises of 27 companies. Distribution network covers 50 countries. It has a network of 498 dealers and over 1,500 service dealers and 162 exclusive three-wheeler dealers spread across the country. Bajaj Auto, is ranked as the world’s fourth largest two- and three- wheeler manufacturer and the Bajaj brand is well-known in over a dozen countries in Europe, Latin America, the US and Asia. Apart from business it has contributed a lot for the society by as its customer social responsibility. It has contributed to agriculture, women empowerment, health services, animal husbandry etc. Although Hero Honda is the market leader in the automobile sector, Bajaj has always produced quality motorcycle with style and maintained its standard by being on No.2.


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SUGGESTIONS & RECOMMENDATIONS

1. Advertise in mass media to promote its sales. 2. Manufacture fuel efficient motorcycles. 3. Manufacture motorcycles which can withstand for longtime on Indian roads. Anjuman Institute Of Management

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4. It should appoint a brand ambassador and also sponsor entertainment and sports events so that the name of the company remains in the minds of the people. 5. Company should implement new marketing strategies to compete with cheaper cars recently launched as it is one of the threat to automobile industry.


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APPENDICES

QUESTIONNAIRE Survey regarding popularity of motorcycle (esp. satisfaction level of Bajaj Pulsar motorcycle owner) As per my academic curriculum I Anjuman Institute Of Management

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Mohammed Saqib Tamburi BBA final year Anjuman Institute of Management Is doing a project work for that purpose I need few minutes of your precious time for answering the following question. Please tick ; wherever appropriate. 1.Do you own a motorcycle? a. Yes b. No (if no go to Q.no 11) 2. Which company’s motorcycle do you own? a. Bajaj b. Hero Honda c. TVS d. Honda e. Other _________ (Please specify) (if other than Bajaj go to Q.no 11) 3.Which motorcycle of Bajaj Auto do you own? a. Pulsar b. Discover c. XCD e. Other __________(Please Specify) (if other than Bajaj Pulsar go to Q .no 10)

d. CT 100

4. Which series of Pulsar motorcycle do you own? a.150cc b.180cc c.200cc d.220cc 5.Tick any 5 for selecting Bajaj Pulsar? a. Style b. Brand image c. Mileage d. Pickup e. Price f. Resale value g. Popularity h. Comfort i. Low maintenance j. Safety 6.What was the source of information for the purchase of Bajaj Pulsar motorcycle? a. Family b. Friends c. Advt d. Mechanics e. Dealers f. Others __________(Please Specify) 7. What is your level of satisfaction towards Bajaj Pulsar motorcycle? a.0-25% b.25-50% c.50-75% d.75-100% 8.How do you feel when you ride your Bajaj Pulsar motorcycle? a. Excited b. Playful c. Happy d. Boring

e. Uncomfortable

9.What new /innovation would you like to see in Bajaj Pulsar motorcycle? _____________________________________________________________

10. Overall, how would you rate Bajaj Auto? a. Excellent b. Good c. Neither good Nor Bad d. Bad

e. Very Bad

11.Do you wish to buy a Bajaj Pulsar or any of the Bajaj Auto’s motorcycle? a. Definitely will buy b. Probably will buy c. Might or Might not Buy


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d. Probably will not buy

e. Definitely will not buy

12.Few personal information: a. Name & Address____________________________________________________________________ ___________________________________________________________________________ b. Which age group do you belong? i.18-25 ii.26-35 iii.36-45

iv.46 and above

c. What is your occupation? i. Students ii. Businessmen iii. Professional(Medicos, CAs, Advocates) iv. Working professional v. Employees vi. Others _____________(Please Specify) d. Which income group do you belong? i. Less than 5000 ii.5001-10000

iii.10001-15000

iv. Above 15000

Thank you for participation


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BIBLIOGRAPHY


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Books: 1.Philip Kotler & Kevin Lane Keller, Marketing Management, 2005, twelfth edition, New Delhi, Prentice-Hall of India( now known as Pearson Education Inc) p 144-146 2.Dr.D.D Sharma, Marketing Research Principles Applications and Cases,1999, second revised editon, New Delhi, Sultan Chand & Sons 3.Donald S.Tull & Del I Hawkins, Marketing Research, 1997, sixth edition,New Delhi, Prentice-Hall of India Magazines: 1. Auto India - Car & Bike Magazine 2. Overdrive - Car & Bike Magazine 3. Business Today 4. 4Ps Websites: www.bajajauto.com www.mypulsar.com www.managementparadise.com www.wikipedia.com www.bharatbooks.com www.google.com


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Final Bajaj by Mohammed Saqib Tamburi

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