Sales and Marketing of BAJAJ auto Grand Project By Najeeb & Mushique
‘SALES AND MARKETING OF BAJAJ
A Project Study Report
‘Prof. Dipak Hadiya’
In Partial fulfillment of requirement of two years
Master of Business Administration programme of Gujarat University,
‘Abdul Mahboob Shujaee - 11301’
‘Najeebullah Hemat - 11327’
MBA Batch (2013-15)
B. K. School of Business Management
Gujarat University, Ahmedabad
B. K. School of Business Management
This is to certify that ‘Mr. Abdul Mahboob Shujaee’ and ‘Mr. Najeebullah Hemat’,
students of Full Time MBA (2013-15 batch) at B. K. School of Business Management,
Gujarat University, Ahmedabad have prepared a Project Study Report on “ SALES AND
MARKETING OF BAJAJ AUTOMOBILES” in partial fulfillment of two years full-
time MBA Programme of Gujarat University. This project work has been undertaken
under the guidance of ‘Prof. Dipak Hadiya, core faculty at B. K. School of Business
Management, Gujarat University, Ahmedabad.
This is also to ascertain that this project has been prepared only for the award of MBA
degree and has not been submitted for any other purpose.
‘Prof. Dipak Hadiya’ Director
UNDERTAKING FROM STUDENTS
This is to confirm that the information contained in the Project Report titled ‘Sales and
marketing of Bajaj automobiles’ has been prepared by us on the basis of data collected by
us from various secondary as well as primary sources. We would be solely responsible
for piracy or plagiarism of any information included in this report.
Abdul Mahboob Shujaee Najeebullah Hemat
B. K. School of Business Management B. K. School of Business Management
MBA Batch (2013-15) MBA Batch (2013-15)
TABLE OF CONTENTS
Company History 05
Company Profile 09
Company Flashback 12
Significance of study 14
Scope of study 15
Research Methodology 16
o Products 18
o Key Policies 25
o Group Companies 26
o Segment wise results 28
o Sales 29
o Swot analysis 30
Infrastructure of Bajaj 31
Management Profile 31
HR of Bajaj 32
Brand values 33
Data Analysis 34
Statistical Analysis 46
Project Findings 50
Other findings 51
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 us with an opportunity to work
with Bajaj Motors and giving necessary directions on doing this project to the best of our
We are highly indebted to M.Salim Qureshi , Area General Manger(Bajaj Motors) and
company project guide, who has provided us with the necessary information and also for
the support extended out to us in the completion of this report and his valuable suggestion
and comments on bringing out this report in the best way possible.
We are grateful to Dipak Hadiya, a faculty member of BK School of Business
Administration, for providing us sound guidance for the successful completion of the
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.
1945: Bajaj Auto is founded.
1960: Rahul Bajaj becomes the Indian licensee for Vespa scooters.
1977: Technical collaboration with Piaggio ends.
1984: Work begins on a second plant.
1998: Bajaj plans to build its third plant to meet demand.
2000: 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 three-wheeled 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 two-wheelers 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 year alone.
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 million.
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 mini-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 tractor-trailers. 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 slipping.
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 two-wheelers, 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 Italy.
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
Although its domestic market share continued to slip, falling to 40.5 percent, Bajaj Auto's
profits increased slightly at the end of the 1997-98 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
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 1999-2000. The company planned to lay off
another 2,000 workers in the short term and another 3,000 in the following three to four
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
Bajaj Auto Ltd. is the largest exporter of two and three wheelers. 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.
Founder Jamnalal Bajaj
Year of Establishment 1926
Industry Automotive - Two & Three Wheelers
Business Group The Bajaj Group
Listings & its codes BSE - Code: 500490; NSE - Code: BAJAJAUTO
Presence Distribution network covers 50 countries.
Dominant presence in Sri Lanka, Bangladesh,
Columbia, Guatemala, Peru, Egypt, Iran and Indonesia.
Joint Venture Kawasaki Heavy Industries of Japan
Registered & Head Office Akurdi
Pune - 411035
Works Akurdi, Pune 411035
Bajaj Nagar, Waluj Aurangabad 431136
Chakan Industrial Area, Chakan, Pune
Segment and Brands
Motorcycles 4S 4S Champion Bajaj Avenger
Bajaj CT 100 Bajaj Discover Bajaj Platina
Bajaj Pulsar Bajaj Pulsar DTSi Bajaj Sonic
Bajaj Wind 125 Bajaj XCD 125 Boxer
Caliber Caliber115 Kawasaki Bajaj Eliminator
KB RTZ KB100 KB125
Scooters Bajaj Chetak 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, and Wind125.
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 reliability two-wheelers.
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 motorcycle.
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 motor scooters, motorcycles and the auto
The Forbes Global 2000 list for the year 2005 ranked Bajaj Auto at 1946
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 US$1.5 billion
THE MAIN OBJECTIVE TO STUDY THIS PROJECT IS TO KNOW ABOUT
THE DIFFERENT STRATEGIES OF BAJAJ LTD. THE MAIN OBJECTIVES IN
o TO STUDY THE PRODUCTS OFFERED.
o TO STUDY THE PRICE RANGE OF DIFFERENT
PRODUCTS OF DIFFERENT COMPANIES.
o TO STUDY THE MARKETING IMPACT ON CUSTOMERS AND
o TO STUDY CUSTOMER PREFERRENCES TOWARDS DIFFERENT
PRODUCTS OFFERED BY BAJAJ AUTOMOBILES.
o TO STUDY CUSTOMER SATISFACTION TOWARDS PRICE
QUALITY, MILAGE AND BRAND.
o THE MAIN OBJECTIVE IS TO FIND OUT MARKETING STRATEGY
OF “BAJAJ AUTOMOBILES” WHERE WE FOUND DIFFERENT
ATTRIBUTE OF MARKETING STRATEGIES SUCH AS, ROAD
DEMONSTRATION, BRAND LOYALTY, MARKET
SEGMENTATION, BRAND UPGARDATION OF DIFFERENT
PRODUCTS OF COMPANY WHICH INCREASE THE MARKET
SHARE OF THE COMPANY IN PARTICULAR FIELD.
SIGNIFICANCE OF THE STUDY
For any business venture, marketing and sales go hand in hand.
Opportunities come and go but business comes from the ones, which are
handled properly in terms of leads.
Leads for any new opportunity are very important for it to turn out a
Marketing and sales work hand in hand for leads.
Promotion plays a very important role in both the departments. Promotion
helps us to market a product properly and also helps in increasing the sale
of the product as compared to competitors.
MANAGERIAL USEFULNESS OF THE STUDY
Helps to have sale experience
Helps to deal with different customers
Helps to overcome the objections of the customers
Helps to understand the problems of agents in a broader prospect
It provides a platform where managerial role can be played effectively and
SCOPE OF THE STUDY
Deep insights would give me the clear knowledge of strategies adopted
and which would make me a better marketing professional.
Important from a consultant prospective finding loopholes in marketing
strategy of the company if any.
The basic thing which is needed for project of Bajaj automobile is to increase
market share, increase brand loyalty by providing:
1. Value for money vehicles
2. To implement best technology
3. To provide better customer service
4. To make quality products.
The study conducted to achieve the aforesaid objectives will be both exploratory and
conclusive research in nature. It also involves online personal interviews based on the
DATA COLLECTION METHODS:-
The data required for the study is based on:
1. Personal interviews based on pre-decided format of structured undisguised
The secondary data consists of information collected from:
Published data on books and magazines
DATA ANALYSIS TOOLS:-
Use of charts and graphs for analysis
Questionnaire design formulation:-
We asked questions to different Bajaj customers and potential buyers as well. We
just wanted to gather information about what they feel to be a Bajaj vehicle (two
wheelers & three wheelers) owner and how much satisfied are they with their
vehicle performance and after sales services.
We asked both open and close ended questions to the customers. Our sampling
size was 155 people which include present owners of Bajaj vehicle and potential
Survey Area: -We collected all information from various Bajaj showrooms and service
centers (Ahmedabad ONLY)
Time frame :- 6 weeks
We have used following research design in making our project:-
EXPLORATORY RESEARCH DESIGN
It seeks to discover new relationships between several facts.It discover ideas and insight.
The major purpose of the exploratory research design is to do the clear identification of
the problems. Bigger problems are broken in smaller segments. Exploratory study is the
initial stage of marketing research as it is in a developing stage. Exploratory research
helps in understanding explanations of various problems of marketing mix. The
exploratory study may be used to clarify concepts and causes of problems It is also useful
to test the applicability of new policies. It is dynamic and changes with new ideas and
CONCLUSIVE RESEARCH DESIGN
It is of two types:-
It helps the marketing executive to arrive at a suitable decision from the various
alternative decisions. The various alternative conclusions and selecting the most suitable
conclusion may be done by it’s one of the forms, Descriptive research design. In this
research design ,only a partial situation is clarified but in case of experimental research
design a alternative is selected. Therefore, the experimental research design is considered
an important conclusive research design.
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 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
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
Bajaj Auto International Holdings
BV, Netherlands (BAIBHV).
Motorcycles 217,365 1,120,108 204,152 1,025,558
Other 2 Wheelers 1,129 6,965 2,056 13,909
Total 2 Wheelers 218,494 1,127,073 206,208 1,039,467
Three Wheelers 26,887 133,062 26,288 146,217
Grand Total 245,381 1,260,135 232,496 1,185,684
Product 2006-07 2007-08 Growth
SEGMENT-WISE REVENUE, RESULTS AND CAPITAL EMPLOYED
(Rs. In Lakhs)
Automotive 254843 236182 485919 447047 904617
Investment 2210 2595 5088 5928 12267
Total 257073 238777 491007 452975 916884
before Tax and
Automotive 24968 33351 48293 57425 101722
Investment 2210 2595 5088 5928 12267
Total 27178 35946 53381 63353 113989
Less: Interest 587 136 679 142 516
26591 35810 52702 63211 113473
Automotive 140014 148759 140014 148759 136867
Investment 171039 164960 171039 164960 190020
Unallocable (2842) (4965) (2842) (4965) (33596)
Total 308211 308754 308211 308754 293291
Sales in numbers for the month of October 2013
1st November 2013
Motorcycles 163,850 1,283,958 248,307 1,273,865
Other 2 Wheelers 1,627 8,592 1,868 15,777
Total 2 Wheelers 165,477 1,292,550 250,175 1,289,642
Three Wheelers 26,363 159,425 28,001 174,218
Grand Total 191,840 1,451,975 278,176 1,463,860
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 opportunities
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 profession.
The professional designation is rarely included as a condition of employment.
We are overly dependent on key volunteers who developed and teach our certification
We do not have the resources to research the market and promote the designation.
Our business sector is expanding, with many future opportunities for success
Our local council wants to encourage local businesses with work where possible
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
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.
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
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
Rahul Bajaj Chairman
Madhur Bajaj Vice Chairman
Rajiv Bajaj Managing Director
Sanjiv Bajaj Executive Director
Bajaj Auto is an equal opportunity employer. Selection is based strictly on individual
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
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 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.
Abraham Joseph Vice President (Research & Development)
Pradeep Shrivastava President (Engineering)
S Sridhar CEO (2WH)
R C Maheshwari CEO (Commercial Vehicles)
Rakesh Sharma CEO (International Business)
C P Tripathi Vice President (Corporate)
N H Hingorani Vice President (Commercial)
Kevin P D'sa Vice President (Finance)
S Ravikumar Vice President (Business Development)
K Srinivas Vice President (Human Resources)
J. Sridhar Company Secretary
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.
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 processes.
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, role-plays, seminars, outbound training, assignments and on-
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
1. Vehicle preferences of the customer:-
Two wheelers 136 88.3%
Three wheelers 34 22.1%
The above chart shows that more than 85% of the customers are willing
to have Bajaj’s two wheeler as their first vehicle in the family. This proves
that their brand preferences are more tended toward Bajaj’s two wheeler
products compare to three wheelers.
2. Quality assurance:-
Excellent 33 21.4%
Very good 75 48.7%
Good 35 22.7%
Average 7 4.5%
Poor 4 2.6%
Customer’s analysis report tells that about 90% of the people says that Bajaj
driving is good because of machinery used in the vehicle components. But reaming
people says that they don’t find comfortable with Bajaj while driving.
3. Price range satisfaction:-
Yes 116 75.3%
No 38 24.7%
Majority of the people are satisfied with price range of Bajaj where they can’t
afford the vehicle but they can finance the vehicle.
4. Bajaj as personality vehicles:-
Yes 98 63.6%
No 56 36.4%
While buying Bajaj vehicle more than 95% of people think that it suits to their personality
which upgrade their social symbol in the society especially in women.
5. Bajaj’s two wheeler choice:-
Pulsar 75 48.7%
Avenger 76 49.4%
Discover 36 23.4%
Platina 20 13%
Other 0 0%
Well, according to the records of the company, Pulsar is the most demanded two wheeler,
but the above chart from our survey shows that the Avenger bike is more preferable
among the other two wheeler products of Bajaj.
6. Bajaj’s three wheeler choice:-
Auto rickshaw 45 29.2%
Daihatsu midget 43 27.9%
None 75 48.7%
Other 0 0%
It seems that more of the customers don’t want three wheelers as the first
vehicle of their family. But more than 50% who are willing to use them for the
business purpose are preferring Auto rickshaw and Daihatsu midget.
7. Color choice:-
White 40 26%
Blue 48 31.2%
Yellow 38 24.7%
Black 66 42.9%
Red 37 24%
Other 0 0%
Mainly people make choice for colors which suits their personality. But black owns the
8. Customer’s liking features of Bajaj vehicles:-
Because their prices are low 87 56.5%
Because they are having the best quality 63 40.9%
Other 4 2.6%
While purchasing, most of the people thinks that the vehicles are having low price
advantage while others are more concerned with the vehicle’s better quality.
It is said by the by most of the customers that Bajaj vehicles are less costlier
than its rival’s vehicles. And the above chart also shows that more than 10%
of the customers are not even aware of the Bajaj vehicle’s costs.
Yes 57 37%
No 75 48.7%
I don't know 22 14.3%
10. Bajaj’s service:-
Yes 121 78.6%
No 33 21.4%
It is said that more than 75% of Bajaj dealers are providing better services
to their customers, while remaining of them have mixed thoughts about the
service provision of Bajaj dealers.
11. Bajaj vehicle average satisfaction:-
Yes 102 66.2%
No 52 33.8%
This analysis shows that the Bajaj vehicles average is much better than the other
rival’s vehicles. This is because they run very much fuel savings, not in highways only but
in cities as well. This implies that Bajaj is providing better machines for its vehicles.
12. Marketing strategy of Bajaj:-
Marketing strategy of Bajaj upgrades the brand loyalty of Bajaj’s vehicles
where the process of strategy consist of market share, brand promotion
among the people through road demonstration bike-expos and show rooms.
Excelent 29 18.8%
Very good 63 40.9%
Good 45 29.2%
Average 11 7.1%
Poor 6 3.9%
Multiple R 0.423998
R Square 0.179774
Standard Error 0.904579
df SS MS F Significance F
Regression 1 27.26029 27.26029 33.31479921 1.43E-01
Residual 152 124.3761 0.818264
Total 153 151.6364
t Stat P-value Lower 95% Upper
Intercept 1.352436 0.189753 7.127339 1.43E-01 0.977541269 1.72733
Satisfied with the quality
0.463467 0.080297 5.771897 0.2426427 0.304824409 0.62211
Residual and probability value:
Here, the value of R square is 0.179774 which not very significant, which means
that the relationship between dependent and independent is not correlated, which
means that the relationship between independent variable and dependent variable
having negative correlation.
And out of 154 number of observation, standard error is 0.904579, which is very
low, thus variance between the mean and observation is very less.
Significance F here is only 0.143, which is not significant, and there is 14.31%
chances are there that the value will be because of chance, thus, regress value
won’t be predictive in nature which is helpful in bringing more certainty to the
The residual value here shows the error (or disturbance) of an observed value and
the deviation of the observed value from the (unobservable) true function value,
1 2.27937 0.72063 0.799263 0.324675325 1
2 1.815903 1.184097 1.313302 0.974025974 1
3 2.742837 -0.74284 -0.82389 1.623376623 1
4 2.742837 0.257163 0.285224 2.272727273 1
5 2.742837 1.257163 1.394341 2.922077922 1
6 2.27937 -0.27937 -0.30985 3.571428571 1
7 2.27937 0.72063 0.799263 4.220779221 1
8 2.27937 -0.27937 -0.30985 4.87012987 1
9 2.27937 -0.27937 -0.30985 5.519480519 1
10 3.669771 1.330229 1.47538 6.168831169 1
11 2.27937 -0.27937 -0.30985 6.818181818 1
12 1.815903 -0.8159 -0.90493 7.467532468 1
13 2.742837 -0.74284 -0.82389 8.116883117 1
14 2.27937 -0.27937 -0.30985 8.766233766 1
15 2.742837 -0.74284 -0.82389 9.415584416 1
16 2.27937 0.72063 0.799263 10.06493506 1
17 2.27937 0.72063 0.799263 10.71428571 1
18 2.742837 0.257163 0.285224 11.36363636 1
19 2.27937 0.72063 0.799263 12.01298701 1
20 1.815903 -0.8159 -0.90493 12.66233766 1
21 2.27937 0.72063 0.799263 13.31168831 1
22 2.742837 -0.74284 -0.82389 13.96103896 1
23 1.815903 -0.8159 -0.90493 14.61038961 1
24 2.742837 0.257163 0.285224 15.25974026 1
25 1.815903 -0.8159 -0.90493 15.90909091 1
26 2.27937 -0.27937 -0.30985 16.55844156 1
while the residual of an observed value is the difference between the observed
value and the estimated function value.
And probability here the observed variable for each observation takes values
which are either 0 or 5.The probability of observing a 0 or 1 in any one case is
treated as depending on one or more explanatory variables. The respondents value
which is close to 5 having probability close to 1, while those who shows less
readiness their probability is very low.
Satisfied with the quality
Bajaj's marketing strategy
while purchasing “VEHICLE”
Mean 2.181818182 Mean 2.363636364
Standard Error 0.073390575 Standard Error 0.080222392
Median 2 Median 2
Mode 2 Mode 2
Standard Deviation 0.910753085 Standard Deviation 0.995533698
Sample Variance 0.829471182 Sample Variance 0.991087344
Kurtosis 0.980511647 Kurtosis 0.244477542
Skewness 0.840197689 Skewness 0.625331731
Range 4 Range 4
Minimum 1 Minimum 1
Maximum 5 Maximum 5
Sum 336 Sum 364
Count 154 Count 154
Largest(1) 5 Largest(1) 5
Smallest(1) 1 Smallest(1) 1
Confidence Level(95.0%) 0.144989709 Confidence Level(95.0%) 0.15848658
Descriptive statistics provides simple summaries about the sample and about the
observations that have been made.
Here, mean value of both mean is 2.181818182, 2.363636364.
Where standard error for knowledge about algo-trading is very low which is only
0.0733 and 0.08022, that means the observation value is less varied with respect
to mean value between the population and the sample.
Skewness and kurtosis shows the distribution of the response among the normal
probability distribution curve, which distributed randomly in case of knowledge
about algo-trading, while in case of readiness it is positively scattered in normal
Here, mode 2 & 4 shows highest number of frequency repetition, while median 2
& 2 is middle value of the responses.
India has been the scene of some of the most frenetic deal- making, big
expansion announcements, and new vehicle launches in the global auto
India's entire industry -- local producers and transplants -- collectively
manufacture about 1.4 million vehicles a year
Bajaj auto is a major Indian Automobile manufacturer. It is India's largest and
the world's 4th largest two- and three-wheeler maker. Exports increased by
20.8% to Rs.20.48 billion.
the objective of the project of increasing the market share and studying
various criteria important to customers has been fulfilled from the primary and
secondary data collected from various sources Bajaj Automobile can improve
market share, by increasing brand loyalty, giving more ads and promotions,
increasing R&D etc
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 2012-13—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 2012-13, the industry’s overall
sales of Twowheelers declined by 4.8% to 8.07 million
units. Motorcycles sales fell by 7.8% from 7.1 million units to 6.54 million units.
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 2012-13 over the previous year, Bajaj Auto’s
sales declined further. In 2012-13, the Company sold 2.14 million motorcycles — which
was 10.1% less than what
it sold in 2011-12. Consequently, Bajaj Auto’s share in the market fell by 0.8 percentage
points, from 33.5% in 2012-13 to 32.7% in 2007-08.
The somewhat greater fall of the Company’s motorcycle sales vis-à-vis the industry
Evaluation of two wheeler industry in India
Two-wheeler segment is one of the most important components of the automobile sector
that has undergone significant changes due to shift in policy environment. The two-
wheeler industry has been in existence in the country since 1955. It consists of three
segments viz. scooters, motorcycles and mopeds. According to the figures published by
SIAM, the share of two-wheelers in automobile sector in terms of units sold was about 80
per cent during 2003-¬04. This high figure itself is suggestive of the importance of the
sector. In the initial years, entry of firms, capacity expansion, choice of products
including capacity mix and technology, all critical areas of functioning of an industry,
were effectively controlled by the State machinery. The lapses in the system had invited
fresh policy options that came into being in late sixties. Amongst these policies,
Monopolies and Restrictive Trade Practices (MRTP) and Foreign Exchange Regulation
Act (FERA) were aimed at regulating monopoly and foreign investment respectively.
This controlling mechanism over the industry resulted in: (a) several firms operating
below minimum scale of efficiency; (b) under-utilisation of capacity; and (c) usage of
outdated technology. Recognition of the damaging effects of licensing and fettering
policies led to initiation of reforms, which ultimately took a more prominent shape with
the introduction of the New Economic Policy (NEP) in 1985.
However, the major set of reforms was launched in the year 1991 in response to the
major macroeconomic crisis faced by the economy. The industrial policies shifted from a
regime of regulation and tight control to a more liberalised and competitive era. Two
major results of policy changes during these years in two-wheeler industry were that the,
weaker players died out giving way to the new entrants and superior products and a
sizeable increase in number of brands entered the market that compelled the firms to
compete on the basis of product attributes. Finally, the two-¬wheeler industry in the
country has been able to witness a proliferation of brands with introduction of new
technology as well as increase in number of players. However, with various policy
measures undertaken in order to increase the competition, though the degree of
concentration has been lessened over time, deregulation of the industry has not really
resulted in higher level of competition.
Two wheelers in India
The Two-wheeler industry is known for its inherent cyclical feature with 18 monthsof
growth followed by 18 months of degrowth. The industry had outperformed thebroader
market in the latter half of FY06. FY07 was a period of consolidation withthe big players
capturing a larger market share among their niche segments.Thereon it continued to
under perform the broader market with the exception of Q3FY09. BSE Auto Index has
seen a fall of >30% in the last quarter and has hit an all time low of 2444 points which
has not been seen in the past 4 years. We believe the industry is ready to pick up from a
lower base, which keeps its downside capped. Sale volumes of the industry would
continue to replicate a seasonal trend. Thoughthe sale volumes have witnessed a decline
for more than a year, its revival would be a slow and steady process, which would be
delayed on account of the unfavorable macro economic conditions and depressed
consumer sentiments. On one hand the slackening growth in the GDP and IIP would put
pressure on the demand factor, whereas the fall in inflation, input costs and crude prices
would ease the cost constraints. We can expect the scenario of FY07 to be repeated,
wherein the sales and margin would be inversely co-related. Sector incentives and
government policies would determine the sector movement going forward.
We are positive on the sector, as it is a cash flow positive industry with the top 3 major
players having a strong foothold. Both HHML and BAL have sufficient
amount of cash on their books and are already near completion in regards to
their capex cycle. On account of the fragmentation of the industry, competition
would prevail, but new entrants are unlikely to survive this cycle. We expect a
slow cyclical reversal to begin from FY10. We recommend a Buy on dips on Hero
Honda, Hold on Bajaj Auto and Reduce on TVS Motors.
Demand drivers for the two wheeler industry
On one hand, growing economic well-being reflected in rising per capital GDP is likely
make 2Ws more affordable; on the other, various fundamental drivers such as low 2W
penetration (in relation to several other emerging markets), favourable demographics,
growing urbanization and swelling replacement demand are expected to enable the
momentum to sustain over the medium term.
Rise in GDP per Capita has increased affordability of 2W
India’s per capita real GDP growth of 7% (CAGR) over the last six years (refer
contributed substantially towards raising the standard of living of households, which in
has been one of the key drivers of growth for the country’s automobile industry.
income growth is likely to have been uneven across the different income deciles. Income
the lower end of the distribution scale, which comprises the 2W target segment11, is
have grown at a rate below the overall per capita income growth rate. Yet
has led to a significant increase in the number of households coming within
target segment over the past few years. As per NCAER’s estimates, the
households having annual income between Rs. 200,000- 500,000 is
estimated to have
increased to 22 million in 2009-10, a scale-up by a factor of 2.5x over 2001-
The following figure indicated the Trend in GDP capita and 2W price
India is the 2nd largest two-wheeler market in the world with a size of over Rs 100,000
mn. The total sale of two wheelers in India has touched a figure of ~7.9 mn units by
March, 2007, up 11.4% from the previous fiscal figure of ~7.1 mn units. Production
during the period reached 10.8 mn units, entailing a demand ratio of ~72%. In terms of
sales and market share the major players of the industry are Hero Honda , Bajaj Auto and
TVS Motors. Other players include Kinetic Motors, Yamaha Motor and Honda
Motorcycle and Scooter India (HMSI). The composition of the industry consists of
motorcycles, scooters and mopeds. Over the past decade, there has been a consumer
preferential shift from mopeds to scooters and now motorcycles. On account of the shift,
the motorcycle segment dominates the twowheeler industry with a market share of close
to 80%. The motorcycle segment is further sub divided into 3 classes, starting from the
entry/economy class (Rs 30,000 – Rs 40,000), executive class (Rs 40,000 –Rs 50,000)
and the premium class (>Rs 50,000). The motorcycle segment is primarily led by Hero
Honda with a market share of ~59% followed by Bajaj Auto (~18%), HMSI (~9%), TVS
Motors (~7%) and Yamaha
(~5%). On the other hand the scooter segment is led by HMSI which has a dominant
share of ~63% followed by TVS Motors (16%) and Hero Honda (~14%). When it comes
to the moped segment, it is primarily dominated by TVS Motors with a market share of
Market Segmental Classification and Characteristics
The three main product segments in the two-wheeler category are scooters, motorcycles
and mopeds. However, in response to evolving demographics and various other factors,
other subsegments emerged, viz. scooterettes, gearless scooters, and 4-stroke scooters.
While the first two emerged as a response to demographic changes, the introduction of 4-
stroke scooters has followed the imposition of stringent pollution control norms in the
early 2000. Besides, these prominent sub-segments, product groups within these sub-
segments have gained importance in the recent years. Examples include 125cc
motorcycles, 100-125 cc gearless scooters, etc
Segmental Market Share
The Indian two-wheeler industry has undergone a significant change over the past 10
years with the preference changing from scooters and mopeds to motorcycles. The
scooters segment was the largest till FY1998, accounting for around 42% of the two-
wheeler sales (motorcycles and mopeds accounted for 37% and 21 % of the market
respectively, that year). However, the motorcycles segment that had witnessed high
growth (since FY1994) became larger than the scooter segment in terms of market share
for the first time in FY1999. Between FY1996 and 9MFY2005, the motorcycles segment
more than doubled its share of the two-wheeler industry to 79% even as the market shares
of scooters and mopeds stood lower at 16% and 5%, respectively.
Two- wheeler sales in the country have sky rocketed in the recent years, and the annual
sales of motorcycles in India expected to cross the 10 million mark by 2010. The low
penetration of two-wheelers in the country 31 two-wheelers per 1000 citizens (2004)
leaves immense scope for the growth of the market. Overall the industry sales of two-
wheelers have grown by 15% from 6.57 million in 2004/2005 to 7.57 million in
2005/2006. The buoyant Indian economy with a growth rate of around 8% per annum is
further expected to fuel the growth of two wheelers in the country.
The share of motorcycles have increased over the years, while that of other two-wheelers
like geared scooters, scooterettes and mopeds have shown a negative growth or remained
stagnant. The two-wheelers have penetrated 7% of rural house hold and 24% of urban
markets, thus it leaves an immense scope for the market to grow.
Bajaj Auto one of the leading producers of automobiles in the country has been able to
sell close to 2.3 million vehicles in 2005/2006, the sales of the company grew by almost
31%. The company registered a 32% growth in the sales of motorcycles much above the
industry average of 19%. Bajaj Auto has emerged as a market leader in the entry level or
price segment motorcycle with the Bajaj CT 100 accounting for nearly 40% of the market
share. It also commands a 62% market share in the premium segment of motorcycles
with products like the Bajaj Pulsar DTSI. TVS Motors which has lots of firsts to its credit
in the two-wheeler sector in the country was able to sell 1.34 million units during the
same period thus registering an overall growth of 15% from the previous year. In the
motorcycle segment the company's growth in sales was in sync with the industry
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
Basically in 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
keep a 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
more than 150 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 house 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
Thank you for your time sir/madam.
Please give your honest opinions in making this survey a great success!
Total number of members in the family *
How many members in your family have vehicles? *
Monthly family income? *
2 lakh-4 lakh
Above 4 lakh
1. Which Bajaj vehicle do you prefer? *
2. Are you satisfied with the quality assurance of Bajaj vehicles? *
3. Are you satisfied with the price ranges of Bajaj two wheeler and three
4. Are "Bajaj vehicle" looks, match your personality? *
5. Which of Bajaj's two wheeler do you like the most? *
6. Which of Bajaj's three wheeler do you like the most? *
7. Which color for two wheelers do you like, offered by Bajaj? *
8. Why do you like Bajaj vehicles? *
Because their prices are low
Because they are having the best quality
9. Do you feel that Bajaj vehicles are too costly? *
I don't know
10. Do you feel that Bajaj provides better services? *
11. Are you satisfied with the average in the vehicles? *
12. What do you find about Bajaj's marketing strategy while purchasing
“YOUR VEHICLE”? *
Marketing Management – By Philip Kotler
Marketing Management- By C.B.Gupta
Over drive magazine
Times of India
The Indian Express