TABLE OF CONTENTS
o Key Policies
o Group Companies
o Segment wise results
o Swot analysis
Infrastructure of Bajaj
HR of Bajaj
If words are considered to be signs of gratitude then let these words
convey the very same. My sincere gratitude to Bajaj Motors for providing
me with an opportunity to work with Bajaj Motors and giving necessary
directions on doing this project to the best of my abilities.
I am highly indebted to Shri Raghvendra Pratap Singh, Area Sales
Manager (Bajaj Motors) and company project guide, who has provided me
with the necessary information and also for the support extended out to me
in the completion of this report and his valuable suggestion and comments
on bringing out this report in the best way possible.
I am grateful to all faculty members of Department of Business
Administration, University of Lucknow, Lucknow and my friends who
have helped me in the successful completion of this project.
I extend my heartfelt thanks to my family members and friends for giving
their valuable support and giving important direction during my training.
Our Philosophy: We approach our responsibilities with ambition
and resourcefulness. We organize ourselves for a transparent and
harmonious flow of work. We respect sound theory and encourage
creative experimentation. And we make our workplace a source of
pride. We believe in: Transparency a commitment that the business is
managed along transparent lines. Fairness & mdashø all
stakeholders in the Company, but especially to minority
shareholders. Disclosure--of all relevant financial and non-financial
information in an easily
understood manner. Supervision-of the Company's activities
by a professionally
competent and independent Board of Directors.
Bajaj Auto is founded.
Rahul Bajaj becomes the Indian licensee for Vespa scooters.
Technical collaboration with Piaggio ends.
Work begins on a second plant.
Bajaj plans to build its third plant to meet demand.
Thousands of workers are laid off to cut costs.
Bajaj Auto Limited is India's largest manufacturer of scooters and
motorcycles. The company generally has lagged behind its Japanese
rivals in technology, but has invested heavily to catch up. Its strong suit
is high-volume production; it is the lowest-cost scooter maker in the
world. Although publicly owned, the company has been controlled by
the Bajaj family since its founding.
The Bajaj Group was formed in the first days of India's independence
from Britain. Its founder, Jamnalal Bajaj, had been a follower of
Mahatma Gandhi, who reportedly referred to him as a fifth son.
'Whenever I spoke of wealthy men becoming the trustees of their
wealth for the common good I always had this merchant prince
principally in mind,' said the Mahatma after Jamnalal's death.
Jamnalal Bajaj was succeeded by his eldest son, 27-year-old
Kamalnayan, in 1942. Kamalnayan, however, was preoccupied with
India's struggle for independence. After this was achieved, in 1947,
Kamalnayan consolidated and diversified the group, branching into
cement, ayurvedic medicines, electrical equipment, and appliances, as
well as scooters.
The precursor to Bajaj Auto had been formed on November 29, 1945
as M/s Bachraj Trading Ltd. It began selling imported two- and threewheeled vehicles in 1948 and obtained a manufacturing license from
the government 11 years later. The next year, 1960, Bajaj Auto became
a public limited company.
Rahul Bajaj reportedly adored the famous Vespa scooters made by
Piaggio of Italy. In 1960, at the age of 22, he became the Indian
licensee for the make; Bajaj Auto began producing its first twowheelers the next year.
Rahul Bajaj became the group's chief executive officer in 1968 after
first picking up an MBA at Harvard. He lived next to the factory in
Pune, an industrial city three hours' drive from Bombay. The company
had an annual turnover of Rs 72 million at the time. By 1970, the
company had produced 100,000 vehicles. The oil crisis soon drove cars
off the roads in favor of two-wheelers, much cheaper to buy and many
times more fuel-efficient.
A number of new models were introduced in the 1970s, including the
three-wheeler goods carrier and Bajaj Chetak early in the decade and
the Bajaj Super and three-wheeled, rear engine Autorickshaw in 1976
and 1977. Bajaj Auto produced 100,000 vehicles in the 1976-77 fiscal
The technical collaboration agreement with Piaggio of Italy expired in
1977. Afterward, Piaggio, maker of the Vespa brand of scooters, filed
patent infringement suits to block Bajaj scooter sales in the United
States, United Kingdom, West Germany, and Hong Kong. Bajaj's
scooter exports plummeted from Rs 133.2 million in 1980-81 to Rs 52
million ($5.4 million) in 1981-82, although total revenues rose five
percent to Rs 1.16 billion. Pretax profits were cut in half, to Rs 63
New Competition in the 1980s
Japanese and Italian scooter companies began entering the Indian
market in the early 1980s. Although some boasted superior technology
and flashier brands, Bajaj Auto had built up several advantages in the
previous decades. Its customers liked the durability of the product and
the ready availability of maintenance; the company's distributors
permeated the country.
The Bajaj M-50 debuted in 1981. The new fuel-efficient, 50cc
motorcycle was immediately successful, and the company aimed to be
able to make 60,000 of them a year by 1985. Capacity was the most
important constraint for the Indian motorcycle industry. Although the
country's total production rose from 262,000 vehicles in 1976 to
600,000 in 1982, companies like rival Lohia Machines had difficulty
meeting demand. Bajaj Auto's advance orders for one of its new mini6
motorcycles amounted to $57 million. Work on a new plant at Waluj,
Aurangabad commenced in January 1984.
The 1986-87 fiscal year saw the introduction of the Bajaj M-80 and the
Kawasaki Bajaj KB100 motorcycles. The company was making
500,000 vehicles a year at this point.
Although Rahul Bajaj credited much of his company's success with its
focus on one type of product, he did attempt to diversify into tractortrailers. In 1987 his attempt to buy control of Ahsok Leyland failed.
The Bajaj Sunny was launched in 1990; the Kawasaki Bajaj 4S
Champion followed a year later. About this time, the Indian
government was initiating a program of market liberalization, doing
away with the old 'license raj' system, which limited the amount of
investment any one company could make in a particular industry.
A possible joint venture with Piaggio was discussed in 1993 but
aborted. Rahul Bajaj told the Financial Times that his company was
too large to be considered a potential collaborator by Japanese firms. It
was hoping to increase its exports, which then amounted to just five
percent of sales. The company began by shipping a few thousand
vehicles a year to neighboring Sri Lanka and Bangladesh, but soon was
reaching markets in Europe, Latin America, Africa, and West Asia. Its
domestic market share, barely less than 50 percent, was slowly
By 1994, Bajaj also was contemplating high-volume, low-cost car
manufacture. Several of Bajaj's rivals were looking at this market as
well, which was being rapidly liberalized by the Indian government.
Bajaj Auto produced one million vehicles in the 1994-95 fiscal year.
The company was the world's fourth largest manufacturer of twowheelers, behind Japan's Honda, Suzuki, and Kawasaki. New models
included the Bajaj Classic and the Bajaj Super Excel. Bajaj also signed
development agreements with two Japanese engineering firms, Kubota
and Tokyo R & D. Bajaj's most popular models cost about Rs 20,000.
'You just can't beat a Bajaj,' stated the company's marketing slogan.
The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw were
introduced in 1997. The next year saw the debut of the Kawasaki Bajaj
Caliber, the Spirit, and the Legend, India's first four-stroke scooter. The
Caliber sold 100,000 units in its first 12 months. Bajaj was planning to
build its third plant at a cost of Rs 4 billion ($111.6 million) to produce
two new models, one to be developed in collaboration with Cagiva of
New Tools in the 1990s
Still, intense competition was beginning to hurt sales at home and
abroad during the calendar year 1997. Bajaj's low-tech, low-cost cycles
were not faring as well as its rivals' higher-end offerings, particularly in
high-powered motorcycles, since poorer consumers were withstanding
the worst of the recession. The company invested in its new Pune plant
in order to introduce new models more quickly. The company spent Rs
7.5 billion ($185 million) on advanced, computer-controlled machine
tools. It would need new models to comply with the more stringent
emissions standards slated for 2000. Bajaj began installing Rs 800
catalytic converters to its two-stroke scooter models beginning in 1999.
Although its domestic market share continued to slip, falling to 40.5
percent, Bajaj Auto's profits increased slightly at the end of the 199798 fiscal year. In fact, Rahul Bajaj was able to boast, 'My competitors
are doing well, but my net profit is still more than the next four biggest
companies combined.' Hero Honda was perhaps Bajaj's most serious
local threat; in fact, in the fall of 1998, Honda Motor of Japan
announced that it was withdrawing from this joint venture.
Bajaj Auto had quadrupled its product design staff to 500. It also
acquired technology from its foreign partners, such as Kawasaki
(motorcycles), Kubota (diesel engines), and Cagiva (scooters).
'Honda's annual spend on R & D is more than my turnover,' noted
Rahul Bajaj. His son, Sanjeev Bajaj, was working to improve the
company's supply chain management. A marketing executive was lured
from TVS Suzuki to help push the new cycles.
Several new designs and a dozen upgrades of existing scooters came
out in 1998 and 1999. These, and a surge in consumer confidence,
propelled Bajaj to sales records, and it began to regain market share in
the fast-growing motorcycle segment. Sales of three-wheelers fell as
some states, citing traffic and pollution concerns, limited the number of
permits issued for them.
In late 1999, Rahul Bajaj made a bid to acquire ten percent of Piaggio
for $65 million. The Italian firm had exited a relationship with
entrepreneur Deepak Singhania and was looking to reenter the Indian
market, possibly through acquisition. Piaggio itself had been mostly
bought out by a German investment bank, Deutsche Morgan Grenfell
(DMG), which was looking to sell some shares after turning the
company around. Bajaj attached several conditions to his purchase of a
minority share, including a seat on the board and an exclusive Piaggio
distributorship in India.
In late 2000, Maruti Udyog emerged as another possible acquisition
target. The Indian government was planning to sell its 50 percent stake
in the automaker, a joint venture with Suzuki of Japan. Bajaj had been
approached by several foreign car manufacturers in the past, including
Chrysler (subsequently DaimlerChrysler) in the mid-1990s.
Employment fell from about 23,000 in 1995-96 (the year Bajaj
suffered a two-month strike at its Waluj factory) to 17,000 in 19992000. The company planned to lay off another 2,000 workers in the
short term and another 3,000 in the following three to four years.
Principal Subsidiaries: Bajaj Auto Finance Ltd.; Bajaj Auto Holdings
Ltd.; Bajaj Electricals Ltd.; Bajaj Hindustan Ltd.; Maharashtra
Scooters Ltd.; Mukand Ltd.
Principal Competitors: Honda Motor Co., Ltd.; Suzuki Motor
Corporation; Piaggio SpA.
Bajaj Auto Ltd. is the largest exporter of two and three wheelers. With
Kawasaki Heavy Industries of Japan, Bajaj manufactures state-of-theart range of two-wheelers. The brand, Pulsar is continually dominating
the Indian motorcycle market in the premium segment. Its Discover
DTSi is also a successful bike on Indian roads.
Year of Establishment
Automotive - Two & Three Wheelers
The Bajaj Group
Listings & its codes
BSE - Code: 500490; NSE - Code:
Distribution network covers 50 countries.
Dominant presence in Sri Lanka, Bangladesh,
Columbia, Guatemala, Peru, Egypt, Iran and
Kawasaki Heavy Industries of Japan
Registered & Head Office
Pune - 411035
Akurdi, Pune 411035
Bajaj Nagar, Waluj Aurangabad
Chakan Industrial Area, Chakan,
Segment and Brands
Bajaj CT 100
Bajaj Pulsar DTSi Bajaj Sonic
Bajaj Wind 125 Bajaj XCD 125
Kawasaki Bajaj Eliminator
Bajaj Kristal Dtsi Bajaj Wave
Since 1986, there is a technical tie-up of Bajaj Auto Ltd. with
Kawasaki Heavy Industries of Japan to manufacture state-of-art range
of latest two-wheelers in India. The JV has already given the Indian
market the KB series, 4S and 4S Champion, Boxer, the Caliber series,
Kawasaki Heavy Industries is a Fortune 500 company with a turnover
of USD 10 billion (Rs. 45,840 crore). It has crafted new technologies
for more than hundred years. The technologies of KHI have redefined
space systems, aircrafts, jet engines, ships, locomotive, energy plants,
automation system, construction machinery, and of course high
KHI has given the world its legendary series of 600-1200cc Ninja and
1600 Vulcan bikes. Straight from its design boards, the Kawasaki Bajaj
Eliminator, India's first real cruiser bike, redefines the pleasure of
"biking" in looks as well as performance.
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 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.100.76
billion (USD 2.3 billion), 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.
'Inspiring Confidence,' the tagline, has build up confidence, through
excitement engineering, not only to domestic consumers but also
internationally. Established just eight decades back in 1926 by
Jamnalal Bajaj, the company has been vested with India's largest
exporter of two and three wheelers, 196,710 units in
2004-05, a great 26 per cent jump over the previous year.
Bajaj Auto Ltd. sales have increased by approximately 21 per cent in
the year 2004-05, which exceeds Rs 65.4 billion, a record in the history
of the company. The gross operating profit stands at Rs. 9.3 billion,
again a record. The profits after tax of the BAL are close to Rs. 7.7
billion, and the pre-tax return on operating capital is at an impressive
80 per cent.
The strength of the company is its quality products, excellence in
engineering and design, and its ability to delight the customers. The
Pulsar, introduced in November 2004, is continually dominating the
premium segment of the motorcycle market, helping to maintain the
market superiority. Discover DTSi, one more successful bike on Indian
roads, is in the 'value' segment of the motorcycle market. It
incorporates a high degree of power with fuel efficiency of a 100 cc
BAL is committed to prevention of pollution, continual improvement
of environment performance and compliance with all environmental
legislation and regulations. They always believe in providing the
customer 'value for money' and keeps an special eye upon quality,
safety, productivity, cost and delivery.
Bajaj Auto is a major Indian automobile manufacturer. It is India's
largest and the world's 4th largest two- and three-wheeler maker. It is
based in Pune, Maharashtra, with plants in Akurdi and Chakan (near
Pune),Waluj (near Aurangabad) and Pantnagar in Uttaranchal. Bajaj
Auto makes and exports motorscooters, motorcycles and the auto
The Forbes Global 2000 list for the year 2005 ranked Bajaj Auto at
Over the last decade, the company has successfully changed its image
from a scooter manufacturer to a two wheeler manufacturer. Its product
range encompasses Scooterettes, Scooters and Motorcycles. Its real
growth in numbers has come in the last four years after successful
introduction of a few models in the motorcycle segment.
The company is headed by Rahul Bajaj who is worth more than
THE MAIN OBJECTIVE TO STUDY THIS PROJECT IS TO
KNOW ABOUT THE DIFFERENT STRATEGIES OF BAJAJ
LTD. THE MAIN OBJECTIVES IN THE MIND:
o TO STUDY COMPANY PROFILE
o TO STUDY THE PRODUCTS OFFERED
o TO STUDY THE FINANCIAL POSITION OF BAJAJ
o TO STUDY THE DIFFERENT POLICIES
o TO STUDY THE PRICE RANGE OF DIFFERENT
PRODUCTS OF DIFFERENT COMPANIES.
Research methodology defines what the activity of research is, how to
proceed, how to measure progress, and what constitutes success. AI
methodology is a jumbled mess. Different methodologies define
distinct schools which wage religious wars against each other.
Methods are tools. Use them; don't let them use you. Don't fall for
slogans that raise one above the others: ``AI research needs to be put
on firm foundations;'' ``Philosophers just talk. AI is about hacking;''
``You have to know what's computed before you ask how.'' To succeed
at AI, you have to be good at technical methods and you have to be
suspicious of them. For instance, you should be able to prove theorems
and you should harbor doubts about whether theorems prove anything.
Most good pieces of AI delicately balance several methodologies. For
example, you must walk a fine line between too much theory, possibly
irrelevant to any real problem, and voluminous implementation, which
can represent an incoherent munging of ad-hoc solutions. You are
constantly faced with research decisions that divide along a boundary
between ``neat'' and ``scruffy.'' Should you take the time to formalize
this problem to some extent (so that, for example, you can prove its
intractability), or should you deal with it in its raw form, which illdefined but closer to reality? Taking the former approach leads (when
successful) to a clear, certain result that will usually be either boring or
at least will not Address the Issues; the latter approach runs the risk of
turning into a bunch of hacks. Any one piece of work, and any one
person, should aim for a judicious balance, formalizing subproblems
that seem to cry for it while keeping honest to the Big Picture.
Some work is like science. You look at how people learn arithmetic,
how the brain works, how kangaroos hop, and try to figure it out and
make a testable theory. Some work is like engineering: you try to build
a better problem solver or shape-from algorithm. Some work is like
mathematics: you play with formalisms, try to understand their
properties, hone them, prove things about them. Some work is
example-driven, trying to explain specific phenomena. The best work
Ungeared - 100 cc
Motorcycles - 100 to 200 cc
combines all these and more.
Methodologies are social. Read how other people attacked similar
problems, and talk to people about how they proceeded in specific
cases. Research Methodology can be done by two methods
1. Primary Data
2. Secondary Data
Three-wheelers (both passenger and goods carriers)
175 cc Petrol / CNG / LPG Four Stroke
150 cc Petrol / CNG / LPG Two Stroke
416 cc Diesel
Bajaj Auto is the flagship of the Bajaj group of companies. The group
comprises of 35 companies and was founded in the year 1926. The
companies in the group are:
Bajaj Auto Ltd.
Mukand International 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.
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
Bombay Forgings Ltd.
Bajaj Allianz Life Insurance
Bajaj Holdings & Investment
Bajaj Finserv Limited
Bajaj Financial Solutions Limited
Bajaj Financial Solutions Ltd.
Bajaj Allianz Financial
Sanraj Nayan Investments Pvt.
P T Bajaj Auto Indonesia (PTBAI)
Bajaj Auto International Holdings
BV, Netherlands (BAIBHV).
Upto September For September
Other 2 Wheelers 1,129
Total 2 Wheelers 218,494
Sales in number for the year 2008
1st October 2008
Product 2006-07 2007-08 Growth
Sales in numbers for the month of October 2008
1st November 2008
Upto October For October
S.W.O.T ANALYSIS OF BAJAJ
SWOT Analysis is a tool used for understanding an organization's
strengths, weaknesses, opportunities and threats.
The SWOT Analysis tool can be used in identifying an organization's
strengths (S) and weaknesses (W), and examining the opportunities (O)
and threats (T) it is facing. The outcome from a SWOT Analysis
enables organizations to focus on strengths, minimize weaknesses,
address threats, and take the greatest possible advantage of
Our members value the professional designation.
We have a lower course fee structure than similar programs.
We provide good customer service.
Our instructors are highly-regarded in the profession.
We have a small staff and low overhead.
We are slow to make decisions and adapt to changes that affect the
The professional designation is rarely included as a condition of
We are overly dependent on key volunteers who developed and teach
our certification courses.
We do not have the resources to research the market and promote the
Our business sector is expanding, with many future opportunities
Our local council wants to encourage local businesses with work
Our competitors may be slow to adopt new technologie
Will developments in technology change this market beyond our
ability to adapt?
A small change in focus of a large competitor might wipe out any
market position we achieve
INFRASTRUCTURE OF BAJAJ
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.
Geared scooters, ungeared scooters, CT100 and Discover
Bajaj - Kawasaki range of motorcycles and three-wheelers
Bajaj motorcycles - Pulsar and Discover
Bajaj motorcycles – Platina
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, Sectoe 10 Phase -II - E, Pant Nagar, Sidcul, Rudrapur Dist.
Udhamsingh Nagar Uttranchal
R C Maheshwari
C P Tripathi
N H Hingorani
Kevin P D'sa
Vice President (Research & Development)
CEO (Commercial Vehicles)
CEO (International Business)
Vice President (Corporate)
Vice President (Commercial)
Vice President (Finance)
Vice President (Business Development)
Vice President (Human Resources)
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 organisation to provide career opportunities for
our employees. Occasionally, specific skill-sets may warrant lateral
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
After recruitment, new entrants undergo a thorough induction-training
programme 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 job-rotation.
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
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.
It is how we set new standards. It is a value that exhibits our
determination to excel by endeavouring 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
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
centers, need-based training and job-rotation plans. We use different
methods of imparting training like lectures, group-discussions, roleplays, seminars, outbound training, assignments and on-the-job tasks.
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.
Highlights for 2007-08: Bajaj Auto stand-alone
• Net sales (net of excise duty) decreased by 6.8% to Rs.86.63 billion.
• Exports increased by 20.8% to Rs.20.48 billion.
• Motorcycle sales by volume was 2.14 million in 2007-08—a fall of
10% over the previous year, versus overall market decline.
The two-wheeler market is dominated by motorcycles, accounting for
over 81% of overall sales. Bajaj Auto, too, focuses on motorcycles
in the two-wheeler segment. As shown in Chart A, in 2007-08, the
industry’s overall sales of Twowheelers declined by 4.8% to 8.07
units. Motorcycles sales fell by 7.8% from 7.1 million units to 6.54
With industry as a whole witnessing a fall in motorcycle sales, so too
did Bajaj Auto. Table 1 gives the data. The table also shows that while
overall motorcycle sales fell by 7.8% in 2007-08 over the previous
year, Bajaj Auto’s sales declined further. In 2007-08, the Company
sold 2.14 million motorcycles — which was 10.1% less than what
it sold in 2006-07. Consequently, Bajaj Auto’s share in the market fell
by 0.8 percentage points, from 33.5% in 2006-07 to 32.7% in 2007-08.
The somewhat greater fall of the Company’s motorcycle sales vis-à-vis
the industry needs explaining.
The company should concentrate more on sales and marketing
department so that more and more products can be sold out.
Advertisements should be the best method to advertise the
products and popular among the public.
Cheaper products (Motorcycles) should be introduced by the
company so that it can reach the middle class public.
Transparency should be made in between the product details and
the original product sold to the customers.
Company –customer ratio should be maintained.
Company should add more features in their products.
Company should launch bikes with less cost & best average.
Company should do modifications in their products
Basicallyin two wheelers.
Company should increase its production .
Company should sell its products comparatively at a low price.
Company should improve its after sales services.
Company should offer more products to the customer in
Comparatively less time.
Bajaj auto is a major Indian Automobile manufacturer. It is
India's largest and the world's 4th largest two- and three-wheeler
maker. With kawasaki heavy industries of japan, bajaj
manufactures state-of-the-art range of two-wheelers. The brand,
pulsar is continually dominating the indian motorcycle market in
the premium segment. Its discover dtsi is also a successful bike
on indian roads.
BAL is committed to prevention of pollution, continual
improvement of environment performance and compliance with
all environmental legislation and regulations. They always
believe in providing the customer 'value for money' and keeps an
special eye upon quality, safety, productivity, cost and delivery.
It incorporates a high degree of power with fuel efficiency of a
100 cc motorcycle.
• In this project primary data is being used. The questionnaire is
being filled up by 25 persons & according to them bajaj is a
good automobile industry & should add more features in their
products & increase their production so that the company can
satisfy their needs successfully.
• So it is concluded that bajaj auto is a good automobile industry
but should do more to satisfy the wants of customers.
• 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.
Please put tick mark in the brackets or put number where ever is
Gender: Male ( )
Total number of members in the family……………
No. of male members
How many members in your family have vehicles?
Monthly family income?
Below 50000 (
50000-2 lakh (
lakh – 4 lakh
Above 4 lakh (
Which bajaj vehicle do you prefer?
Two Wheeler ( )
Three Wheeler ( )
Which of our two wheeler vehicle do you like the most?
Which of our three wheeler vehicle do you like the most?
Do you like our vehicles
i Because there price is low
ii Because you have a liking for them
Do you feel that our vehicles cost too much?
Yes ( )
No ( )
Do you feel that we provide better services?
Yes ( )
No ( )
Do you think that we satisfy your needs successfully?
Yes ( )
No ( )
Are you satisfy with the average in the vehicles?
Yes ( )
No ( )
Books: Marketing Management – By Philip Kotler
Marketing Management- By C.B.Gupta
Magazines: Auto magazine
Over drive magazine
Newspapers: Times of India