Bajaj Auto has transformed from a company with weaknesses in technical expertise, design knowledge, and ability to keep up with competitors, to an industry leader through strategic partnerships and investments. It partnered with Kawasaki in the 1990s to gain technology and platforms. Since 2001, Bajaj has introduced many new products across segments from entry-level motorcycles to premium bikes. It is now applying an FMCG business model of separate sales channels for urban, rural, and product segments. Bajaj also plans to use its cash reserves to combat intensifying competition through new products and retaining market share.
This document provides an overview and analysis of Bajaj Auto Limited (BAL), an Indian motorcycle, scooter, and auto rickshaw manufacturer. It discusses BAL's mission, vision, competitive environment using Porter's Five Forces model, and competitive position through a SWOT analysis. It also analyzes BAL's financial performance, competitors like Hero MotoCorp and Honda Motorcycle and Scooters India using an EFE matrix. Key competitors in the highly competitive two-wheeler industry are discussed.
This document discusses Bajaj Auto Limited, an Indian motorcycle and three-wheeler manufacturing company. It provides an introduction to the company and its products. The document then outlines Bajaj Auto's vision, mission, and activities at the corporate, division, and strategic business unit levels. It performs a SWOT analysis and discusses Porter's 5 Forces model and the BCG matrix as they relate to Bajaj Auto. Finally, it provides a brief overview of Bajaj's progress over the years.
Rajiv Bajaj, CEO of Bajaj Auto Ltd., adopted a twin-brand strategy in 2009 to focus marketing efforts on just two motorcycle brands, Discover and Pulsar. This strategy was a response to Bajaj losing market share in the 1990s and 2000s as consumer preferences shifted from scooters to motorcycles. The twin-brand strategy helped Bajaj double its lost market share. To analyze whether the strategy was justified, an external analysis of customers and competitors is needed, as well as an internal analysis of Bajaj's resources and capabilities. The external analysis shows motorcycles now dominate the two-wheeler market and customers prefer models with varied technology, fuel efficiency and performance.
Bajaj Auto Limited is India's largest manufacturer of two-wheelers and three-wheelers. It was founded in 1926 and started production in 1945. Some of its popular motorcycle models include the Pulsar, Discover, and RE-Rickshaw. The Pulsar is the leader in the 150cc+ segment in India with a 43% market share. The Discover is the highest selling 125cc bike in India. The RE-Rickshaw dominates the domestic passenger vehicle market with a 63% share. Going forward, Bajaj aims to strengthen its position in key segments, expand internationally, and launch new affordable vehicles.
The document provides an overview of Bajaj Auto, an Indian vehicle manufacturer. It discusses the company's history and product portfolio, which includes scooters, motorcycles, and auto rickshaws. The document analyzes Bajaj's products in the 150cc category, including the Pulsar 150 and Discover 150. It also includes a SWOT analysis, BCG matrix analysis, Porter's five forces analysis, and discussion of Bajaj's market segmentation, targeting, positioning, and branding strategies.
This document provides an overview and analysis of Bajaj Auto Limited (BAL), an Indian motorcycle, scooter, and auto rickshaw manufacturer. It discusses BAL's mission, vision, competitive environment using Porter's Five Forces model, and competitive position through a SWOT analysis. It also analyzes BAL's financial performance, competitors like Hero MotoCorp and Honda Motorcycle and Scooters India using an EFE matrix. Key competitors in the highly competitive two-wheeler industry are discussed.
This document discusses Bajaj Auto Limited, an Indian motorcycle and three-wheeler manufacturing company. It provides an introduction to the company and its products. The document then outlines Bajaj Auto's vision, mission, and activities at the corporate, division, and strategic business unit levels. It performs a SWOT analysis and discusses Porter's 5 Forces model and the BCG matrix as they relate to Bajaj Auto. Finally, it provides a brief overview of Bajaj's progress over the years.
Rajiv Bajaj, CEO of Bajaj Auto Ltd., adopted a twin-brand strategy in 2009 to focus marketing efforts on just two motorcycle brands, Discover and Pulsar. This strategy was a response to Bajaj losing market share in the 1990s and 2000s as consumer preferences shifted from scooters to motorcycles. The twin-brand strategy helped Bajaj double its lost market share. To analyze whether the strategy was justified, an external analysis of customers and competitors is needed, as well as an internal analysis of Bajaj's resources and capabilities. The external analysis shows motorcycles now dominate the two-wheeler market and customers prefer models with varied technology, fuel efficiency and performance.
Bajaj Auto Limited is India's largest manufacturer of two-wheelers and three-wheelers. It was founded in 1926 and started production in 1945. Some of its popular motorcycle models include the Pulsar, Discover, and RE-Rickshaw. The Pulsar is the leader in the 150cc+ segment in India with a 43% market share. The Discover is the highest selling 125cc bike in India. The RE-Rickshaw dominates the domestic passenger vehicle market with a 63% share. Going forward, Bajaj aims to strengthen its position in key segments, expand internationally, and launch new affordable vehicles.
The document provides an overview of Bajaj Auto, an Indian vehicle manufacturer. It discusses the company's history and product portfolio, which includes scooters, motorcycles, and auto rickshaws. The document analyzes Bajaj's products in the 150cc category, including the Pulsar 150 and Discover 150. It also includes a SWOT analysis, BCG matrix analysis, Porter's five forces analysis, and discussion of Bajaj's market segmentation, targeting, positioning, and branding strategies.
This document provides an overview of Bajaj Auto Ltd, an Indian motorcycle and auto manufacturer. It discusses Bajaj's history beginning in 1945, products including motorcycles, scooters, and commercial vehicles. Financial data on sales and income are presented from 2005-2010. The management structure, vision, and social responsibility efforts are described. A SWOT analysis identifies strengths in R&D, distribution and performance products, while weaknesses include lack of brand recognition globally. Opportunities exist in emerging markets and new vehicle segments, while threats include low-cost competition.
36421489 bajaj-auto-ltd-business-strategy-case-study-pptPia Sole
Bajaj Auto Ltd was once the dominant player in the Indian scooter market but lost its leadership position to Honda Motorcycle Scooter India. This was due to Bajaj failing to anticipate changing consumer preferences as motorcycles became more popular than scooters. While Bajaj focused on its iconic Chetak scooter for over 30 years without innovation, competitors launched new gearless scooter and motorcycle models with better technology and design. Bajaj has since tried various strategies like launching new scooter models, lowering prices, and rebranding to regain market share in scooters and grow its motorcycle business.
This document provides a history of Bajaj Auto Ltd, a major Indian manufacturer of scooters and motorcycles. It discusses how the company was founded in 1945 and began producing scooters under license from Piaggio of Italy in 1960. Over the decades, Bajaj Auto introduced many new models and saw significant growth, becoming one of the largest two-wheeler manufacturers in the world by the 1990s. However, it also faced increasing competition from other Indian and international brands. The document outlines some of Bajaj Auto's strategic investments and partnerships over the years to develop new technologies and models to remain competitive in the market.
This document provides an overview of Bajaj Auto, a major Indian motorcycle and auto rickshaw manufacturer. It discusses Bajaj's history and products, operations across multiple plants, partnerships, and financial performance. Key points covered include Bajaj being India's 2nd largest motorcycle maker, producing vehicles like the Pulsar, Discover, and auto rickshaws. The document also reviews Bajaj's suppliers, distribution network through dealers and depots, ISO certifications, and financial details like revenues and market share.
This document provides an overview of Bajaj Auto Ltd., including its history, profile, brands, and subsidiaries. Some key points:
- Bajaj Auto was founded in 1926 and is the largest manufacturer of scooters and motorcycles in India. It has a technical partnership with Kawasaki Heavy Industries of Japan.
- The company was initially an importer and later obtained a license to manufacture vehicles in India. It became the Indian licensee for Vespa scooters in 1960.
- Bajaj Auto has grown to become the world's 4th largest manufacturer of two and three-wheelers. It produces scooters, motorcycles and auto rickshaws under brands like
This document summarizes a presentation about Bajaj Auto Ltd. It discusses the company's history, products, market segments, organizational structure, financial performance, and SWOT analysis. Bajaj Auto is a major Indian vehicle manufacturer known for scooters, motorcycles, and auto rickshaws. It is India's largest exporter of two and three-wheelers. While Bajaj enjoys strong financials and manufacturing capabilities, it could further develop new products, tap export markets, and target younger consumers to maintain growth.
Bajaj Auto is an Indian motorcycle and auto rickshaw manufacturer. It is the world's sixth largest motorcycle manufacturer and second largest in India. Some key points:
- Headquarters in Pune, India with plants also in Aurangabad and Uttarakhand
- Market cap of ₹640 billion as of May 2015, ranking it as India's 23rd largest public company
- Targeting 27-30% market share of India's motorcycle market through new launches in coming months
- Products include Pulsar, Discover, Platina, Avenger motorcycle brands and auto rickshaws
- David Pieris Group is the authorized dealer and reseller of Baj
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
A project report on comparative study of bajaj and hero hondaProjects Kart
The document provides an introduction and background information on Bajaj Auto Limited and Hero Honda Motorcycles Limited, two major Indian motorcycle manufacturers. It discusses the founding and history of both companies. Bajaj Auto was established in 1945 and initially imported two-wheelers before beginning domestic production in 1959. Hero Honda was formed in 1984 through a joint venture between Hero Cycles of India and Honda of Japan. The document outlines some of the popular models produced by each company over the years and provides key details like headquarters, revenue, and management.
Bajaj Auto was founded in 1926 and initially manufactured sugar before diversifying into vehicle manufacturing in 1945. It is now India's largest two and three-wheeler manufacturer and the world's fourth largest. Bajaj Auto has experienced steady growth and released many new vehicle models over time. While its financial position is not as strong as competitor Hero Honda, with lower profit margins and negative working capital, Bajaj Auto remains an important player in India's large automobile industry and continues community service initiatives.
Bajaj Auto is India's largest manufacturer of motorcycles below 200cc. It serves four main segments with different models - the below 125cc segment with the Platina, the 125-150cc segment with the Discover, the 150-200cc segment with the Pulsar, and above 200cc with the Pulsar 220 and Avenger. While the Platina is Bajaj's highest selling model, the company is trying to move more customers to its executive and premium segments. However, this has been difficult in the current economic environment of high inflation and interest rates.
This document provides an overview of an management thesis on the automobile industry in India, with a focus on Bajaj Auto Ltd and their Pulsar bikes. It discusses the growth of the two-wheeler industry in India and key factors driving demand. It then provides a detailed profile of Bajaj Auto, including their history, brands, models, market share, financial performance, awards, and outlook. Bajaj Auto is one of the largest manufacturers of two- and three-wheelers in India and globally. Their Pulsar brand has been very successful in the premium motorcycle segment of the Indian market.
The two-wheeler industry in India is the largest in the world, second only to China. Motorcycles dominate the market with an 81.5% share. Major players like Hero Honda, Bajaj Auto, and TVS Motors utilize aggressive marketing strategies including celebrity endorsements to promote their brands. The future of the industry looks promising with opportunities for growth in rural areas, collaboration with global companies, and investment in research and development.
Bajaj Auto Limited is India's largest motorcycle manufacturer and third largest in the world. It has three manufacturing plants in India and produces a range of motorcycles through extensive use of automation and technology. Bajaj focuses on entry-level motorcycles and has succeeded in capturing major market shares in India through competitive pricing, financing options, and a large dealership network. It continues investing in new product development, manufacturing improvements, and sustainability initiatives to maintain growth and profitability.
Bajaj Auto is a major Indian vehicle manufacturer that was started in the 1930s. It manufactures and exports automobiles, scooters, motorcycles, and auto rickshaws. Bajaj Auto is headed by Rahul Bajaj and is one of the largest exporters of two and three-wheelers from India. The automobile industry in India is the ninth largest in the world and is expected to see around 9% growth. Bajaj Auto has achieved success with vehicles like the Discover and has sales that exceeded 65.4 billion rupees in 2004-2005.
Comparative analysis: Bajaj Auto v/s Hero MotoCorp.Jamshed Khan
The document provides a comparative analysis of Bajaj Auto and Hero MotoCorp, two major Indian motorcycle manufacturers. It discusses the history and operations of both companies. Bajaj Auto was founded in 1945 and is a global leader in motorcycles and three-wheelers. Hero MotoCorp was formed in 1984 as a joint venture between Hero Group and Honda that became the largest motorcycle manufacturer globally by 2001. The document also outlines research methodology used including primary and secondary data collection through surveys. Key findings indicate that Hero MotoCorp's Splendor and Passion models and Bajaj's Discover and Pulsar are most popular. Price, mileage, and quality are main factors influencing purchase decisions.
Bajaj Auto is an Indian motorcycle, scooter, and auto rickshaw manufacturer founded in 1945. It is the world's fourth largest motorcycle manufacturer and second largest in India. The company has its headquarters in Pune, India and manufacturing plants in Chakan, Waluj, and Pantnagar. It has a diverse product line of motorcycles and auto rickshaws. Bajaj Auto is part of the Bajaj Group, a conglomerate of 34 companies founded in 1926 that operates in various industries including automotive, electrical goods, steel, and insurance.
Project on Comparative Analysis of Bajaj Auto & Hero MotoCorp.Jamshed Khan
This document is a project proposal by a student named Aamir Firoz for a comparative analysis of Bajaj Auto and Hero MotoCorp. It includes an approval form signed by the student and principal approving the project. It also includes an index outlining the sections to be covered in the project such as the introduction, research methodology, objectives, limitations, data analysis, findings, conclusion and recommendations. The introduction provides a brief history and profile of both Bajaj Auto and Hero MotoCorp, including details on their founding, key people, products launched over time, and other relevant information.
Bajaj Auto is India's second largest two-wheeler manufacturer and the world's fourth largest manufacturer of two- and three-wheelers. It was founded in 1945 and is part of the Bajaj Group, one of India's top business conglomerates. Bajaj Auto has three manufacturing plants located in Maharashtra and Uttarakhand. Under the leadership of Chairman Rahul Bajaj, the company's turnover has grown significantly. Bajaj Auto has a strong presence in global markets, especially in Africa and Latin America, and is the largest exporter of three-wheelers in the world. The company offers a range of scooters and motorcycles catering to different customer segments in India
The Bajaj Group is one of the top business conglomerates in India with a presence in automobiles, home appliances, insurance, travel, and finance. Founded in 1926 to support India's independence movement, it is now led by Rahul Bajaj and has expanded its flagship Bajaj Auto company to become the 4th largest motorcycle manufacturer worldwide. Bajaj focuses on providing high quality, feature-rich motorcycles at competitive prices. It also looks to grow overseas through distribution partnerships and local production. While competition has intensified, Bajaj retains a large cash reserve to invest in product development and defend its market share.
This document provides an overview of Bajaj Auto Ltd, an Indian motorcycle and auto manufacturer. It discusses Bajaj's history beginning in 1945, products including motorcycles, scooters, and commercial vehicles. Financial data on sales and income are presented from 2005-2010. The management structure, vision, and social responsibility efforts are described. A SWOT analysis identifies strengths in R&D, distribution and performance products, while weaknesses include lack of brand recognition globally. Opportunities exist in emerging markets and new vehicle segments, while threats include low-cost competition.
36421489 bajaj-auto-ltd-business-strategy-case-study-pptPia Sole
Bajaj Auto Ltd was once the dominant player in the Indian scooter market but lost its leadership position to Honda Motorcycle Scooter India. This was due to Bajaj failing to anticipate changing consumer preferences as motorcycles became more popular than scooters. While Bajaj focused on its iconic Chetak scooter for over 30 years without innovation, competitors launched new gearless scooter and motorcycle models with better technology and design. Bajaj has since tried various strategies like launching new scooter models, lowering prices, and rebranding to regain market share in scooters and grow its motorcycle business.
This document provides a history of Bajaj Auto Ltd, a major Indian manufacturer of scooters and motorcycles. It discusses how the company was founded in 1945 and began producing scooters under license from Piaggio of Italy in 1960. Over the decades, Bajaj Auto introduced many new models and saw significant growth, becoming one of the largest two-wheeler manufacturers in the world by the 1990s. However, it also faced increasing competition from other Indian and international brands. The document outlines some of Bajaj Auto's strategic investments and partnerships over the years to develop new technologies and models to remain competitive in the market.
This document provides an overview of Bajaj Auto, a major Indian motorcycle and auto rickshaw manufacturer. It discusses Bajaj's history and products, operations across multiple plants, partnerships, and financial performance. Key points covered include Bajaj being India's 2nd largest motorcycle maker, producing vehicles like the Pulsar, Discover, and auto rickshaws. The document also reviews Bajaj's suppliers, distribution network through dealers and depots, ISO certifications, and financial details like revenues and market share.
This document provides an overview of Bajaj Auto Ltd., including its history, profile, brands, and subsidiaries. Some key points:
- Bajaj Auto was founded in 1926 and is the largest manufacturer of scooters and motorcycles in India. It has a technical partnership with Kawasaki Heavy Industries of Japan.
- The company was initially an importer and later obtained a license to manufacture vehicles in India. It became the Indian licensee for Vespa scooters in 1960.
- Bajaj Auto has grown to become the world's 4th largest manufacturer of two and three-wheelers. It produces scooters, motorcycles and auto rickshaws under brands like
This document summarizes a presentation about Bajaj Auto Ltd. It discusses the company's history, products, market segments, organizational structure, financial performance, and SWOT analysis. Bajaj Auto is a major Indian vehicle manufacturer known for scooters, motorcycles, and auto rickshaws. It is India's largest exporter of two and three-wheelers. While Bajaj enjoys strong financials and manufacturing capabilities, it could further develop new products, tap export markets, and target younger consumers to maintain growth.
Bajaj Auto is an Indian motorcycle and auto rickshaw manufacturer. It is the world's sixth largest motorcycle manufacturer and second largest in India. Some key points:
- Headquarters in Pune, India with plants also in Aurangabad and Uttarakhand
- Market cap of ₹640 billion as of May 2015, ranking it as India's 23rd largest public company
- Targeting 27-30% market share of India's motorcycle market through new launches in coming months
- Products include Pulsar, Discover, Platina, Avenger motorcycle brands and auto rickshaws
- David Pieris Group is the authorized dealer and reseller of Baj
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
A project report on comparative study of bajaj and hero hondaProjects Kart
The document provides an introduction and background information on Bajaj Auto Limited and Hero Honda Motorcycles Limited, two major Indian motorcycle manufacturers. It discusses the founding and history of both companies. Bajaj Auto was established in 1945 and initially imported two-wheelers before beginning domestic production in 1959. Hero Honda was formed in 1984 through a joint venture between Hero Cycles of India and Honda of Japan. The document outlines some of the popular models produced by each company over the years and provides key details like headquarters, revenue, and management.
Bajaj Auto was founded in 1926 and initially manufactured sugar before diversifying into vehicle manufacturing in 1945. It is now India's largest two and three-wheeler manufacturer and the world's fourth largest. Bajaj Auto has experienced steady growth and released many new vehicle models over time. While its financial position is not as strong as competitor Hero Honda, with lower profit margins and negative working capital, Bajaj Auto remains an important player in India's large automobile industry and continues community service initiatives.
Bajaj Auto is India's largest manufacturer of motorcycles below 200cc. It serves four main segments with different models - the below 125cc segment with the Platina, the 125-150cc segment with the Discover, the 150-200cc segment with the Pulsar, and above 200cc with the Pulsar 220 and Avenger. While the Platina is Bajaj's highest selling model, the company is trying to move more customers to its executive and premium segments. However, this has been difficult in the current economic environment of high inflation and interest rates.
This document provides an overview of an management thesis on the automobile industry in India, with a focus on Bajaj Auto Ltd and their Pulsar bikes. It discusses the growth of the two-wheeler industry in India and key factors driving demand. It then provides a detailed profile of Bajaj Auto, including their history, brands, models, market share, financial performance, awards, and outlook. Bajaj Auto is one of the largest manufacturers of two- and three-wheelers in India and globally. Their Pulsar brand has been very successful in the premium motorcycle segment of the Indian market.
The two-wheeler industry in India is the largest in the world, second only to China. Motorcycles dominate the market with an 81.5% share. Major players like Hero Honda, Bajaj Auto, and TVS Motors utilize aggressive marketing strategies including celebrity endorsements to promote their brands. The future of the industry looks promising with opportunities for growth in rural areas, collaboration with global companies, and investment in research and development.
Bajaj Auto Limited is India's largest motorcycle manufacturer and third largest in the world. It has three manufacturing plants in India and produces a range of motorcycles through extensive use of automation and technology. Bajaj focuses on entry-level motorcycles and has succeeded in capturing major market shares in India through competitive pricing, financing options, and a large dealership network. It continues investing in new product development, manufacturing improvements, and sustainability initiatives to maintain growth and profitability.
Bajaj Auto is a major Indian vehicle manufacturer that was started in the 1930s. It manufactures and exports automobiles, scooters, motorcycles, and auto rickshaws. Bajaj Auto is headed by Rahul Bajaj and is one of the largest exporters of two and three-wheelers from India. The automobile industry in India is the ninth largest in the world and is expected to see around 9% growth. Bajaj Auto has achieved success with vehicles like the Discover and has sales that exceeded 65.4 billion rupees in 2004-2005.
Comparative analysis: Bajaj Auto v/s Hero MotoCorp.Jamshed Khan
The document provides a comparative analysis of Bajaj Auto and Hero MotoCorp, two major Indian motorcycle manufacturers. It discusses the history and operations of both companies. Bajaj Auto was founded in 1945 and is a global leader in motorcycles and three-wheelers. Hero MotoCorp was formed in 1984 as a joint venture between Hero Group and Honda that became the largest motorcycle manufacturer globally by 2001. The document also outlines research methodology used including primary and secondary data collection through surveys. Key findings indicate that Hero MotoCorp's Splendor and Passion models and Bajaj's Discover and Pulsar are most popular. Price, mileage, and quality are main factors influencing purchase decisions.
Bajaj Auto is an Indian motorcycle, scooter, and auto rickshaw manufacturer founded in 1945. It is the world's fourth largest motorcycle manufacturer and second largest in India. The company has its headquarters in Pune, India and manufacturing plants in Chakan, Waluj, and Pantnagar. It has a diverse product line of motorcycles and auto rickshaws. Bajaj Auto is part of the Bajaj Group, a conglomerate of 34 companies founded in 1926 that operates in various industries including automotive, electrical goods, steel, and insurance.
Project on Comparative Analysis of Bajaj Auto & Hero MotoCorp.Jamshed Khan
This document is a project proposal by a student named Aamir Firoz for a comparative analysis of Bajaj Auto and Hero MotoCorp. It includes an approval form signed by the student and principal approving the project. It also includes an index outlining the sections to be covered in the project such as the introduction, research methodology, objectives, limitations, data analysis, findings, conclusion and recommendations. The introduction provides a brief history and profile of both Bajaj Auto and Hero MotoCorp, including details on their founding, key people, products launched over time, and other relevant information.
Bajaj Auto is India's second largest two-wheeler manufacturer and the world's fourth largest manufacturer of two- and three-wheelers. It was founded in 1945 and is part of the Bajaj Group, one of India's top business conglomerates. Bajaj Auto has three manufacturing plants located in Maharashtra and Uttarakhand. Under the leadership of Chairman Rahul Bajaj, the company's turnover has grown significantly. Bajaj Auto has a strong presence in global markets, especially in Africa and Latin America, and is the largest exporter of three-wheelers in the world. The company offers a range of scooters and motorcycles catering to different customer segments in India
The Bajaj Group is one of the top business conglomerates in India with a presence in automobiles, home appliances, insurance, travel, and finance. Founded in 1926 to support India's independence movement, it is now led by Rahul Bajaj and has expanded its flagship Bajaj Auto company to become the 4th largest motorcycle manufacturer worldwide. Bajaj focuses on providing high quality, feature-rich motorcycles at competitive prices. It also looks to grow overseas through distribution partnerships and local production. While competition has intensified, Bajaj retains a large cash reserve to invest in product development and defend its market share.
CONSUMER BUYING BEHAVIOR & SATISFACTION LEVEL OF TWO WHEELER WITH REFERENCE T...Neeraj Bhandari
This project report summarizes a study on consumer buying behavior and satisfaction levels for two-wheelers produced by Bajaj Auto in India. The study aimed to understand customer purchasing decisions and perceptions of Bajaj's products and service. Key findings include that most customers are satisfied with Bajaj motorcycles and cite status symbol and price as major purchasing influences. Suggestions for Bajaj Auto include increasing emphasis on advertising, improving mileage and styling, strengthening dealer relationships, and obtaining regular customer feedback.
This document is a certificate certifying that Vivek Jain completed a project on "WASTE MANAGEMENT" in the year 2016-17 under the guidance of Mr. H.C. Tiwari, the Principal of Shri Vaishnav Academy in Indore. It acknowledges Vivek Jain's satisfactory work on the project. The document then discusses moving towards a digital cashless economy in India by eliminating cash transactions and problems with the current system like black money. It describes how such a system would work using digital payments and enable direct tax collection at the time of transactions. Potential advantages include reducing crimes, saving government resources and ensuring complete tax collection. Challenges in implementing it in India are also
This document is a project report by Vivek Jain on a "Digital cashless economy". It received certification from the principal of Vivek's school. The report introduces the problems with India's current cash-based economy like black money and improper taxation. It then describes how a digital cashless economy would work, including using electronic cards for deposits and payments, a new single taxation system based on transaction taxes, and how the new system would operate and provide advantages like reduced crimes and saved government revenue. It also discusses limitations like requirements for bank accounts and literacy as well as solutions. It provides examples of cashless systems implemented in countries like Kenya, Sweden and Canada. The conclusion is that while the new system would solve current
The document is a project report submitted for a Bachelor of Commerce degree. It discusses a study on consumer buying behavior and satisfaction levels for two-wheelers with reference to Bajaj Auto. The report includes an introduction outlining the objectives and methodology of the study. It also provides background information on Bajaj Auto, including its profile, achievements, and product portfolio. The report will analyze collected data and make recommendations to help Bajaj Auto understand customer preferences and satisfaction.
Presentation given by Janette Toral at Drupal Camp Manila 2014 (April 27, 2014) where she talked about Scrum, Agile methodoloy and using it for e-commerce projects.
What is Cashless Economy ? Advantages, Disadvantages, Different Cashless payment methods, internet banking, plastic money, e-wallet, Point of sale, how to secure your cashless payment, future of cashless payment.
This document discusses an academic project on electronic commerce submitted by Rahul Mathur, a third-year student of Bachelor of Computer Applications. It contains an acknowledgement and outlines the various chapters of the project report, including introductions to electronic commerce and the world wide web, the architectural framework for electronic commerce, and technology behind the web. It provides an overview of the changing retail industry and drivers for electronic commerce adoption.
The document discusses the rise of e-commerce in India, specifically focusing on the success of Flipkart. It begins with introducing e-commerce and defining it. It then discusses the growth of online shopping in India due to improving internet access and socioeconomic conditions. It provides an overview of Flipkart, highlighting how it has grown from revenues of $77 million in 2011-2012 to an estimated $350 million in 2012-2013. The document reviews literature related to online shopping behavior and factors influencing consumers. It outlines some advantages of online shopping such as saving time, lower costs, product delivery, and access to global stores.
This document is a project report on e-business submitted by Pramod Verma to fulfill requirements for a Master's degree in management studies. The report includes an introduction, literature review, methodology, objectives and scope of e-business. It discusses types of e-business transactions including B2B, B2C, C2C and others. It also covers advantages and limitations of e-business, and factors for e-business success and failure. The report aims to understand e-business and provide guidance to make an IT employment website successful.
Bajaj Auto is India's fourth largest motorcycle manufacturer established in 1945. It initially sold imported two and three-wheelers before obtaining a license to manufacture vehicles in India. Bajaj has expanded its production, launched many new models over the decades, and entered strategic partnerships. It focuses on innovation, quality control, research and development, and eco-friendly technologies. Bajaj utilizes various marketing strategies tailored to different models and demographics. It is committed to community development and corporate social responsibility.
Bajaj Auto is an Indian motorcycle and three-wheeler manufacturing company established in 1926 in Pune, India. It is part of the Bajaj Group and has a distribution network in over 50 countries. Some key details:
- Founder: Jamnalal Bajaj
- Headquarters: Akurdi, Pune, India
- Products: Two and three-wheel motor vehicles including motorcycles, scooters and auto rickshaws
- Joint ventures: Kawasaki, Renault, Nissan
- Vision is to achieve world-class excellence through value-added products for customers.
Kia Motors manufactures and distributes automobiles in India including sedans, SUVs, hatchbacks, and mini vans. To implement its vision of inspiring movement, Kia has developed a flexible and horizontal culture that encourages creativity and challenges conventional thinking. The company's mission is to realize humanity's dreams through innovative problem solving. Key product segments in India are SUV/crossovers, MPVs, and upcoming EVs. Despite challenges from the pandemic, Kia has increased market share through new models and maintained strong financial performance.
Ducati has built its brand image as the sports bike manufacturer. Ducati has captured a huge portion of the market in all four categories of the sports bike. They concentrate on dominating a niche Performance-driven motorcycles, lighter frame, forward-leaning eat position, significant handling capabilities, on the other hand, luxury of comfort is sacrificed. However, in the current business situation, Ducati is facing a high competition from its rival bike manufacturers in heavy and cursing bike categories. Customer’s perception regarding repeat acquiring a bike from the same manufacturer has changed since 2000. “Exhibit 16” shows that customers of Harley-Davidson and BMW are more interested in buying bikes from them repeatedly, which is increasing the competition for Ducati to retain its current customers. Ducati is showing a steady growth and profits in its relevant market, but it is not enough to sustain in the industry for a longer period. Hence, the main issues are potential stagnant growth for the company. Should Ducati enter the cruiser market? Will entering the cruiser segment, and broadening Ducati's traditional niche, help them sustain the profitable growth of the organization?
BOBA plc is an automobile manufacturing company with three product lines - Model-A targeting medium cars, Model-B for large cars, and Model-X for luxury cars. A report analyzes BOBA's financials, sales & marketing, operations, and human resources from 2014-2018. Key findings are that BOBA has experienced strong sales growth and profits, leading market shares for its models. However, it needs to balance investment between promotion and research/development, and improve human resource practices to reduce absenteeism. The report provides recommendations in these areas to support BOBA's continued success.
Force Motors is an automobile company in India that manufactures commercial vehicles and tractors. It has two manufacturing plants and recently opened a new one in Chennai. The company has a small market share but is expanding production capacity and product lines. It focuses on research and development to remain competitive in the automotive industry.
The document discusses several Asian companies that were ranked among the most innovative in the world by BusinessWeek in 2010. It highlights HTC as a top smartphone maker from Taiwan that started as a contract manufacturer. It also discusses BYD, a Chinese company that is a leader in electric vehicles and solar panels, having started as a battery maker. Tata from India is described as focusing on innovation through initiatives like its Innovation Forum and workshops on best practices.
Kia Motors entered the Indian market in 2019 and has found success with its launch of the Kia Seltos SUV. It established a manufacturing plant in India capable of producing 300,000 vehicles annually. For its initial launch, Kia used a marketing strategy focused on storytelling about its design inspiration and building a large dealership network. Kia's digital marketing promotions were very successful at generating online buzz. Going forward, Kia plans to launch new SUV models and is evaluating entering the mid-sized 7-seater segment.
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1. Project on Bajaj Auto Ltd. : Transformation of a Gaint
Presented by :
1. Anup Hirawat
2. Vijay Kumar Popat
3. Suchanda Banerjee
4. Nayeem Khan
2. SWOT Analysis
Let's analyze the position of Bajaj in the current market set-up, evaluating its strengths, weaknesses,
threats and opportunities available.
Strengths:
S Highly experienced management.
Product design and development capabilities.
Extensive R & D focus.
Widespread distribution network.
High performance products across all categories.
High export to domestic sales ratio.
Great financial support network (For financing the automobile)
High economies of scale.
High economies of scope.
Weaknesses:
W Hasn't employed the excess cash for long.
Still has no established brand to match Hero Honda's Splendor in commuter segment.
Not a global player in spite of huge volumes.
Not a globally recognizable brand (unlike the JV partner Kawasaki)
Threats:
T The competition catches-up any new innovation in no time.
Threat of cheap imported motorcycles from China.
Margins getting squeezed from both the directions (Price as well as Cost)
TATA Ace is a serious competition for the three-wheeler cargo segment.
Opportunities:
3. Double-digit growth in two-wheeler market.
Untapped market above 180 cc in motorcycles.
More maturity and movement towards higher-end motorcycles.
The growing gearless trendy scooters and scooterette market.
Growing world demand for entry-level motorcycles especially in emerging markets.
The Inevitable Change
Bajaj on internal analysis found that it lacked -
1. The technical expertise to deliver competitive goods.
2. The design know-how.
3. And the immediate inability to support the onslaught of competitors.
All these forced Bajaj to look for an international partner who could bring in technology and also offer
some basic platforms to be manufactured and marketed in India. Kawasaki of Japan is a world-renowned
manufacturer of high performance bikes. Bajaj entered into a strategic tie-up with Kawasaki in late 1990s
to enhance its product line and knowledge up-gradation to support long-term strategies.
This served the purpose of sustaining the market competition for a while. From 1996 to 2000, Bajaj
invested hugely in infrastructure while simultaneously developing product design and innovation
capabilities, which is the prime reason behind the energetic Bajaj of 21st century. Bajaj introduced a slew
of products right from entry-level motorcycle to the high premium segment right from 2001 onwards, and
since then its raining success all the way for Bajaj.
Last quarter, Bajaj had impressive performance growing at a rate of 20%+ when the largest manufacturer
grew at just 6%. This stands a testimony to the various important strategic decisions over the past
decade.
Page - 8
Tows Matrix for BAL
External Internal Factors
Factors Strengths Weaknesses
Can use the existing R&D Must employ the cash in production and product
capabilities for new models. capabilities to match competitors and for
Can use Kawasaki's distribution continuous export growth.
Opportunities
networks internationally.
Can invest and grow the life style
segments.
Increase the customer centric Invest in building world class bikes to sustain the
initiatives and command more international markets independently in the coming
customer loyalty. years like WIND 125.
Improve the efficiency of the
Threats
financing and the insurance arm.
Invest in new product platforms.
Actively market electric range
internationally.
4. Page - 8
Tows Matrix for BAL
External Internal Factors
Factors Strengths Weaknesses
Can use the existing R&D Must employ the cash in production and product
capabilities for new models. capabilities to match competitors and for
Can use Kawasaki's distribution continuous export growth.
Opportunities
networks internationally.
Can invest and grow the life style
segments.
Increase the customer centric Invest in building world class bikes to sustain the
initiatives and command more international markets independently in the coming
customer loyalty. years like WIND 125.
Improve the efficiency of the
Threats
financing and the insurance arm.
Invest in new product platforms.
Actively market electric range
internationally.
Strategies & Implementation
FMCG Business Model
BAL now is taking a leaf out of the FMCG business model to take the company to greater heights.
Bajaj has kicked off a project to completely restructure the company's retail network and create multiple
sales channels.
Over the next few months, the company will set-up separate sales channels for every segment of its
business and consumers. Bajaj Auto's entire product portfolio, from the entry-level to the premium, is
being sold by the same dealers. The restructuring will involve separate dealer networks catering to the
urban and rural markets as well as its three-wheeler and premium bikes segments.
Bajaj Auto also plans to set-up an independent network of dealers for the rural areas. The needs of
financing, selling, distribution and even after-sales service are completely different in the rural areas and
do not makes sense for city dealers to control this. The company also plans to set-up exclusive
dealerships for its three-wheeler products instead of having them sold through an estimated 300 of its
existing dealers.
Other Strategic Issues
Cash is strength: Bajaj Auto has been sitting on a cash pile for over five years now. Over the next
couple of years, competition in the two-wheeler market is set to intensify. TVS Motors and Hero Honda
are on a product expansion binge. To fight this battle and retain its hard-earned market share in the
motorcycle segment, Bajaj Auto will need its cash muscle. A look at its own story over the past five years
provides valuable insight.
5. Delisting worry: What is worrying is that there is an idea to delist the investment company (also an
indirect indication that it would be listed initially). This would be closing the valve of equitable ownership
distribution.
Strategies & Implementation
FMCG Business Model
BAL now is taking a leaf out of the FMCG business model to take the company to greater heights.
Bajaj has kicked off a project to completely restructure the company's retail network and create multiple
sales channels.
Over the next few months, the company will set-up separate sales channels for every segment of its
business and consumers. Bajaj Auto's entire product portfolio, from the entry-level to the premium, is
being sold by the same dealers. The restructuring will involve separate dealer networks catering to the
urban and rural markets as well as its three-wheeler and premium bikes segments.
Bajaj Auto also plans to set-up an independent network of dealers for the rural areas. The needs of
financing, selling, distribution and even after-sales service are completely different in the rural areas and
do not makes sense for city dealers to control this. The company also plans to set-up exclusive
dealerships for its three-wheeler products instead of having them sold through an estimated 300 of its
existing dealers.
Other Strategic Issues
Cash is strength: Bajaj Auto has been sitting on a cash pile for over five years now. Over the next
couple of years, competition in the two-wheeler market is set to intensify. TVS Motors and Hero Honda
are on a product expansion binge. To fight this battle and retain its hard-earned market share in the
motorcycle segment, Bajaj Auto will need its cash muscle. A look at its own story over the past five years
provides valuable insight.
Delisting worry: What is worrying is that there is an idea to delist the investment company (also an
indirect indi cation that it would be listed initially). This would be closing the valve of equitable ownership
distribution.
There is a hint of a buyback of shares of the investment company as this is the only way it can be
delisted. The company would not be short of cash to put through such a buyback.
Factors such as low valuation, low trading interest and the need to provide shareholders may be cited as
plausible reasons for the buyback.
Stake for Kawasaki: Bajaj Auto's attempt to vest the surplus cash in a separate company may be a
prelude to offering a stake to Kawasaki of Japan in the equity of the automobile company. The latter has
been playing an increasingly active role in Bajaj's recent models, and its brand name is also more visible
in Bajaj bikes than in the past.
Better value proposition: Shareholder interests may be better served if the cash is retained to pursue
growth in a tough market. This would also obviate the need to fork-out fancy sums as stamp duty to the
government for the de-merger. A combination of a large one-time dividend and a regular buyback
program through the tender route may offer better value. A strategic stake for Kawasaki would only
positively influence the stock's valuation.
Strategies for the Overseas Markets
6. Bajaj Auto looks at external markets primarily with three strategies: -
1) A market where all BAL need to do is distribute through CKD or CBU routes.
2) Markets where BAL need to create new products.
3) Markets where BAL need to enter with existing products and probably with a good distributor or a
production facility or a joint venture.
Earlier, most of the products that Bajaj exported were scooters and some motorcycles. However, in its
target markets, like in India, the shift was towards motorcycles. With the expansion in Bajaj's own range
to almost five-six platforms of motorcycles, it had a better offering to export, also the reason for its
stronger showing. For the last fiscal, 60 per cent of its exports were two-wheelers and the rest three-
wheelers. Of the two-wheeler exports, close to 90 per cent were motorcycles.
Bajaj has identified certain key markets, which hold potential. Its first overseas office established at the
Jebel Ali free trade zone has been the focal point for exports to middle Africa and the Saharan nations.
Egypt and Iran also continue to be strong markets for Bajaj.
The other market, which would be a focus area, is South America, where the company feels it is fairly
well represented in most countries, except in Brazil, the largest market. The company recently
participated in a large auto exhibition in Brazil and found good consumer acceptance to products like
Pulsar and Wind 125.
The other focus area is the ASEAN nations, which constitute the third biggest consumer of two-wheelers.
The biggest among them is Indonesia, where Bajaj distributors are looking to introduce eco-friendly four-
stroke auto rickshaws. But two-wheeler market requires great deal of effort from BAL. Everybody is there
with Honda leading the show. There's Suzuki, Kawasaki and some Korean and Chinese models. BAL
should look at the right product mix for two-wheelers. Bajaj's Pulsar model has taken off well there. It also
wants to develop a new step-through model for the Indonesian market, but for now it will create a base
there with its motorcycle models.
Bajaj has also made a beginning by selling bikes in the Philippines branded in the name of its technical
partner, Kawasaki. The two signed an MoU in February. Kawasaki, a large multi-product conglomerate,
only makes high-end bikes and does not have sub-200cc models. Kawasaki is marketing the new model,
Wind 125, developed by both companies, in the Philippines. The Bajaj-developed models, Caliber and
Byk, which is a fuel-efficient bike, are also being distributed by Kawasaki. This is a good beginning
strategically for Kawasaki to evince interest in Bajaj products for markets which can still buy less than 150
cc.
R&D
Bajaj Auto has a huge, extensive and very well-equipped Research and Development wing geared to
meet two critical organizational goals: development of exciting new products that anticipate and meet
emerging customer needs in India and abroad, and development of eco-friendly automobile technologies.
While the manpower strength of the R&D represents a cross-section of in-depth design and engineering
expertise, the company has also been investing heavily in the latest, sophisticated technologies to scale
down product development lifecycles and enhance testing capabilities.
Bajaj Auto R&D also enjoys access to the specialized expertise of leading international design and
automobile engineering companies working in specific areas.
Based on their own brand of globalization, they have built their distribution network over 60 countries
worldwide and multiplied the exports from 1% of total turnover in Fiscal 1989-90 to over 5% in Fiscal
1996-97.
7. The countries where their products have a large market are USA, Argentina, Colombia, Peru,
Bangladesh, Sri Lanka, Italy, Sweden, Germany, Iran and Egypt. Bajaj leads Colombia with 65% of the
scooter market, in Uruguay with 30% of the motorcycle market and in Bangladesh with 95% of the three-
wheeler market.
Several new models are being developed specifically for global markets and with these the company will
progressively endeavor to establish its presence in Europe too.
The Future
Although the avalanche of motorcycles offered Indian consumers a wide variety of models to choose
from, it also resulted in increased pressure on the companies to concentrate on cost-cuts, technology
enhancements and up-gradations and styling. Their margins came under pressure as marketing costs
escalated.
The companies were forced to reduce prices and offer discounts to survive the competition. Moreover,
analysts were skeptical about the segment's ability to maintain the growth rate in the years to come. One
of the major assumptions underlying the motorcycles rush was that if the market was considerably large
and was growing at a constant pace, there was room for a profitable existence for all brands.
In 2001, there were over 30 motorcycle brands in the market. However, with the top five brands
accounting for more than 60% of the market, only 40% of the market was available for all other new
brands put together. Despite the launch of more vehicles, the survival prospects of many of the individual
brands were deemed to be rather bleak.
Further, the growth in the motorcycle segment was dependant on continuing favorable market
conditions. Analysts claimed that to sustain this growth rate, the segment would have to completely
cannibalize the market for scooters and a considerable part of the market for scooterettes and mopeds.
Considering the fast growing scooterettes segment, with high demand from female customers, followed
by the moderately growing moped segment and the restructuring in the scooter segment with major
national and foreign players reinforcing their presence, it was unlikely that the entire growth in the two-
wheeler sector would be due to motorcycles.
Analysts also commented that as the two-wheeler industry had grown steadily for eight years, stages in
the product life cycle would apply to the field sooner, rather than later and the decline stage would
invariably come some day. There was little differentiation between the brands being launched apart from
styling as most companies had introduced their four-stroke vehicles.
With the failure of the joint ventures, the expected introduction of cheaper Chinese brands, stringent
emission norms and threat from major international players, the survival of indigenous brands looked
uncertain. Constrained with the ruling price levels in the market place, limited infrastructure and lack of
technological innovations when compared to their foreign counterparts, whether the Indian companies
would succeed in generating the kind of volumes needed to sustain in the competitive motorcycle market,
remains to be seen.
Recommendations
Focus on High Margin Products: Around 50% of the two-wheeler consumers buy high quality products
(products of executive and premium segment motorcycles). Margins on these products are higher.
BAL should adopt a deliberate strategy of focusing on executive and premium segment motorcycles and
three-wheelers, and is reducing its dependence on lower-end of motorcycles and scooters segment.
8. High margin products - Pulsar, Discover, Three-wheelers, Avenger.
Low margin products - Platina, Scooters, Mopeds.
Now with increasing competition in the economy segment and limited scope from cost saving measures, it
is believed this strategy of focusing on higher margin products would enable the company in retaining its
operating margins.
Below are other useful recommendations: -
B Company should keep focusing on the fast growing motorcycle segment.
C In view of the new threat posed by Honda Motors in the scooter segment, the company needs to review
its products line-up and launch new products to cater the changed demand.
i The company needs to take a look at its ungeared scooters offerings and need to adapt to the latest
trends.
t The company needs to tap the export market more efficiently as there is a huge potential to make India
as the world's two-wheelers production base. For this, it needs to look for joint ventures abroad.
a It needs to target the young age group more effectively as this group is extremely trend savvy. The
advertising should have a fresh look and the product should live up to the Gen-X's expectations.