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Bajaj Auto Limited is an Indian motorcycle and commercial three-wheeler manufacturer based in Pune, Maharashtra. It was established in 1945 and is currently led by Rahul Bajaj. Bajaj Auto is the world's sixth-largest motorcycle manufacturer and second-largest in India. It is also the world's largest three-wheeler manufacturer. Some of its popular motorcycle models include the Pulsar series and its auto rickshaw is called the Bajaj RE. Its key competitors include Hero MotoCorp, Honda Motorcycle and Scooter India, TVS Motor Company, and India Yamaha Motor.
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Bajaj
Bajaj Auto Ltd. is an Indian motorcycle and auto manufacturer founded in 1930. It began by importing two- and three-wheelers before obtaining a license to manufacture vehicles domestically in 1959. Bajaj is now India's second largest motorcycle maker and ranks as the world's fourth largest manufacturer of two- and three-wheelers. It is known for R&D and low-cost manufacturing. Bajaj's popular motorcycle brands include Pulsar, Avenger, and Discover and it has a widespread distribution network in India.
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This document provides an overview and analysis of Royal Enfield and their Thunderbird 500 motorcycle. It includes a history of Royal Enfield, their current focus on quality improvements. It also contains a market summary targeting IT professionals and youth aged 21-32, a SWOT analysis, details of their competition and product offerings. Key factors for their success include the Thunderbird 500's classy retro modern look and glamorous lights that attract customers.
Royal enfield
Royal Enfield is an Indian motorcycle brand that has been in operation since 1901. It partners with Madras Motors and is headquartered in Chennai. The brand targets bikers aged 25-45 who are working executives by positioning itself as a social status symbol and part of an exclusive club through campaigns using print media and cinema to showcase adventures on their bikes.
Royal enfield - Management of Technology
The document discusses Royal Enfield, an Indian motorcycle company. It provides an overview of Royal Enfield's history and evolution over time. It analyzes how Royal Enfield used technology to modernize its bikes while retaining their vintage identity, which helped the company grow into a global player. The document outlines Royal Enfield's objectives to identify key technology areas, evaluate its technology use, analyze growth competitiveness, and evaluate future strategies.
Royal Enfield
Royal Enfield was established in 1891 in the UK and entered the Indian market in 1955. It struggled in the 1990-2000 period but rebounded with the 2004 "Himalayan Odyssey" campaign. The document analyzes Royal Enfield's product line, strategy, communication, distribution, market segmentation, and user surveys. It finds that users are predominantly professional males ages 25-45 who see the motorcycles as a status symbol. Recommendations include improving sales/service networks, focusing marketing on needs for power/respect, and partnering with adventure brands to appeal to younger riders.
Royal Enfield
- Royal Enfield was facing problems like declining sales and issues with maintenance and quality in the early 2000s. The appointment of a new CEO in 2005 helped turn things around.
- Changes like a new engine design, quality process improvements, and warranty claim reductions gradually reduced problems. Now Royal Enfield has 100% production capacity with a waiting period of up to a year.
- Royal Enfield has expanded globally and opened its first wholly owned subsidiary in North America in 2015 as part of its international growth plans. It aims to be a significant player in all its markets.
Royal endfield 1.0
- Royal Enfield is an Indian motorcycle manufacturer established in 1851 that is best known for making classic style motorcycles still used in parts of the world today.
- Their brand is positioned around powerful, masculine, and rugged motorcycles targeted towards middle-class adventurers between ages 24-44.
- Their marketing strategy focuses on building a sense of brotherhood among riders through clubs, communities, social media engagement, and branding in films.
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Bajaj
Bajaj Auto Ltd. is an Indian motorcycle and auto manufacturer founded in 1930. It began by importing two- and three-wheelers before obtaining a license to manufacture vehicles domestically in 1959. Bajaj is now India's second largest motorcycle maker and ranks as the world's fourth largest manufacturer of two- and three-wheelers. It is known for R&D and low-cost manufacturing. Bajaj's popular motorcycle brands include Pulsar, Avenger, and Discover and it has a widespread distribution network in India.
390duke
The document is a spare parts catalog listing parts for the chassis of a 390 Duke White ABS motorcycle from 2014. It includes sections for the front fork, handlebars, frame, swing arm, shock absorber, air filter, tank, seat and covers. Each section lists the part numbers, names and quantities of parts required for that section of the motorcycle chassis.
Marketing project thunderbird 500
This document provides an overview and analysis of Royal Enfield and their Thunderbird 500 motorcycle. It includes a history of Royal Enfield, their current focus on quality improvements. It also contains a market summary targeting IT professionals and youth aged 21-32, a SWOT analysis, details of their competition and product offerings. Key factors for their success include the Thunderbird 500's classy retro modern look and glamorous lights that attract customers.
Royal enfield
Royal Enfield is an Indian motorcycle brand that has been in operation since 1901. It partners with Madras Motors and is headquartered in Chennai. The brand targets bikers aged 25-45 who are working executives by positioning itself as a social status symbol and part of an exclusive club through campaigns using print media and cinema to showcase adventures on their bikes.
Royal enfield - Management of Technology
The document discusses Royal Enfield, an Indian motorcycle company. It provides an overview of Royal Enfield's history and evolution over time. It analyzes how Royal Enfield used technology to modernize its bikes while retaining their vintage identity, which helped the company grow into a global player. The document outlines Royal Enfield's objectives to identify key technology areas, evaluate its technology use, analyze growth competitiveness, and evaluate future strategies.
Royal Enfield
Royal Enfield was established in 1891 in the UK and entered the Indian market in 1955. It struggled in the 1990-2000 period but rebounded with the 2004 "Himalayan Odyssey" campaign. The document analyzes Royal Enfield's product line, strategy, communication, distribution, market segmentation, and user surveys. It finds that users are predominantly professional males ages 25-45 who see the motorcycles as a status symbol. Recommendations include improving sales/service networks, focusing marketing on needs for power/respect, and partnering with adventure brands to appeal to younger riders.
Royal Enfield
- Royal Enfield was facing problems like declining sales and issues with maintenance and quality in the early 2000s. The appointment of a new CEO in 2005 helped turn things around.
- Changes like a new engine design, quality process improvements, and warranty claim reductions gradually reduced problems. Now Royal Enfield has 100% production capacity with a waiting period of up to a year.
- Royal Enfield has expanded globally and opened its first wholly owned subsidiary in North America in 2015 as part of its international growth plans. It aims to be a significant player in all its markets.
Royal endfield 1.0
- Royal Enfield is an Indian motorcycle manufacturer established in 1851 that is best known for making classic style motorcycles still used in parts of the world today.
- Their brand is positioned around powerful, masculine, and rugged motorcycles targeted towards middle-class adventurers between ages 24-44.
- Their marketing strategy focuses on building a sense of brotherhood among riders through clubs, communities, social media engagement, and branding in films.
Supply Chain Benchmarking Study
Benchmarking involves comparing business processes and performance metrics to best practices. This study benchmarks the supply chain of major Indian two-wheeler companies from 2009-2012. It analyzes total supply chain length, efficiency, and working capital productivity. Hero MotoCorp had the shortest supply chain length of 11 days and most efficient supply chain. TVS had the longest length of 28 days and least efficient supply chain. All companies showed negative working capital productivity due to capacity expansion investments. Recommendations include reducing distribution time for Bajaj, adopting JIT for TVS and Enfield to cut inventory costs, and improving production efficiency for TVS.
Royal Enfield
Royal Enfield began in 1890 in England as a bicycle company called the Enfield Manufacturing Company. In 1893, they began producing motorcycles and took on the name "Royal Enfield." They supplied motorcycles to the British army during World War I and World War II. In 1953, Royal Enfield entered India and began assembling motorcycles through a local partner. They established a full factory in India in 1955 called Enfield India Ltd. The company struggled in the 1990s but was acquired by Eicher Motors in 1994, reviving the brand with new modern classic models like the Bullet and Continental GT.
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Royal Enfield conducted research to understand customer experiences with sales and service. For sales, they mapped customer journeys from initial awareness to post-purchase gratification. They found opportunities to improve how dealers allocate variants, provide after-sales information, and reduce delivery times. For service, they mapped customer touchpoints from reminders to quality checks. Research highlighted issues with appointment booking, updates during servicing, billing accuracy, and dealer responsiveness that Royal Enfield can address to enhance the customer experience. The document emphasizes creating positive experiences at every customer interaction to increase satisfaction.
Business process re engineering at royal enfield
The document discusses the business process re-engineering efforts at Royal Enfield India. It provides background on Royal Enfield's history and products. It describes how Royal Enfield partnered with an Indian company in 1955 and began local assembly and manufacturing. It outlines the challenges Royal Enfield faced and its merger with Eicher in 1994. The CEO discusses how re-engineering efforts like introducing a new engine and improving production processes have led to dramatic growth in recent years.
Company fact presentation of ROYALENFILED
Royal Enfield is an Indian motorcycle manufacturer founded in England in 1901. It is now owned by Eicher Motors and is headquartered in Chennai, India. Royal Enfield started as a bicycle company and began motorcycle production in 1904. It is best known for making the Bullet, one of the longest-running motorcycle nameplates still in production. Royal Enfield acquired the rights to use the name in 1971 and has since focused on the Indian market, where it is now the top premium motorcycle brand.
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Developing a report on Marketing based on primary and secondary research as a partial fulfillment of the curricular requirement of the Cardiff MBA program covering areas of Market Share, Size, Growth, STP, Global Environment, Porters 5 Forces model, & 7p's practices, Critical Success Factors etc on “Royal Enfiled”.
Comparative analysis: Bajaj Auto v/s Hero MotoCorp.
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.
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Slide explains about operations management, production procedure, sales estimate, interesting videos (from movies), important terms in academic point of view! customize and edit ur slides accordingly ;)
https://www.facebook.com/abhi4abhimanue
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Brand Management - Royal Enfield
Royal Enfield is an iconic motorcycle brand known for its classic styling and heritage. It focuses on lifestyle branding through activities like rider clubs and tours. Its marketing emphasizes independence, power and adventure. Royal Enfield builds brand loyalty through social media engagement and merchandise. It has a dominant market share in the 350-500cc segment in India and is expanding globally. The brand is perceived as aspirational and elite, associated with strength and authority. Customers are highly loyal to Royal Enfield and see it as a proud possession that is passed down through generations.
Royal Enfield: Brand Analysis
Royal Enfield was founded in 1893 in England and began as a bicycle manufacturer. It started producing motorcycles in 1911 and supplied the British army. Production fully moved to Chennai, India in 1962. Royal Enfield is considered the oldest motorcycle brand still in production. It offers cruiser style motorcycles like the Bullet, Classic, and Thunderbird. To expand its customer base, Royal Enfield introduced accessories and extended its brand into apparel. It also faces challenges of improving after-sales service and managing costs as demand increases. Future strategies include expanding the dealership network and promoting a "challenging real men" brand image through ambassador partnerships and adventure trips.
Ktm
KTM is an Austrian motorcycle company founded in 1934 that produces high performance mini-bikes, dirt bikes, sport bikes, and dual sport bikes. They are known for their orange, gray, and black color scheme and have won over 96 world championships. In the late 2000s, KTM began producing its first car, the X-BOW, and an all-terrain vehicle to expand beyond motorcycles.
Royal enfield
Royal Enfield has traditionally targeted a niche market of rough and tough customers like the police and military with its 350cc motorcycles. However, it is now pursuing a strategy of niche marketing to expand into new customer segments. It is organizing campaigns aimed at young customers to promote themes of adventure and masculinity. Royal Enfield is also increasing production capacity to meet growing demand, with a goal of producing 1.5 lakh units annually by early 2013.
Royal enfield
The document provides details on the renovation plans for a Royal Enfield store. It discusses [1] the history and objectives of Royal Enfield, [2] the types of current and potential future products to showcase, and [3] how the store space could be organized into different functional zones like a bike display, merchandising, and service area. The overall goal is to recreate and reinforce the brand experience through the store's design.
Brand analysis of Royal Enfield
The Research is aimed at the study of Royal Enfield Brand in Indian Markets – So far how they have performed and suggestions for them to grab more market share and be profitable. Every year, they have sold modest numbers but despite low numbers, they continue to command a position of respect and awe in the Indian motorcycle market. The objective of the study was to study the different product lines, marketing strategy and Brand Management of Royal Enfield Bullets in Indian market.
1. Bullet riders are mostly Value-Expressive, with an internal locus of control and a strong sense of independence.
2. The company has been cashing in on the iconic status it has and has done little to reinforce its image amongst an exploding two-wheeler market.
3. The pricing of the motorcycle might also be looked upon as conservative.
Royal Enfield has for a while now targeted the youth market with lure of freedom. However, they have done little to reinforce their position. Maybe advertising campaigns targeted at the Value-expressive customer would enable the brand to reap the benefits of its iconic position in a much more productive way. Also, most users find it imperative for the company to improve its After Sales Service and Spares availability.
Value chain of bajaj auto (My Second Semester Project On the mentioned topic ...
This project was assigned as our Second Semester end project in the subject Management Accounting by our Professor Mr. R.A.Khan.In this each and every student was assigned with a company on which they have to do a Value Chain Analysis. Mine was in 2 wheeler automobile sector and the company assigned was Bajaj auto. I have tired my level best to make this presentations per my understanding with the help of informations gathered through various Journals,newspapers and other sources.
Ecoreciclaje
Las subestaciones transforman la energía eléctrica de alta tensión que viaja por las líneas principales a una tensión más baja para su distribución a hogares y negocios locales. Existen diferentes tipos de transformadores que varían en potencia, capacidad y aplicación para adaptarse a las necesidades de distribución de energía.
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AN IMMERSION STUDY REPORT ON BAJAJ AUTO LIMITED
Bajaj Auto is an Indian motorcycle and three-wheeler manufacturing company. It has a dominant position in the premium motorcycle and three-wheeler segments in India. The company has diversified its business model across different product segments and geographic regions to maintain strong margins. Bajaj Auto has changed its business strategies over time to adapt to changing market demands and increased competition. It focuses on technologies, new models, quality, and supply chain management. For international markets, Bajaj pursues strategies of distribution, product customization, and joint ventures based on the target market requirements. Legal compliance is important for Bajaj Auto's successful operations in India.
Mr. Rahul bajaj. ppt slideshow and slideshare
Rahul Bajaj is an Indian billionaire businessman who is the chairman emeritus of Bajaj Group, a major Indian conglomerate. He received honors degrees in economics and law from Delhi University and Harvard Business School. He established Bajaj Auto in 1968 and grew it to become India's top scooter manufacturer. Under his leadership, Bajaj Auto launched the popular Chetak scooter. He received several honors including being appointed to the Rajya Sabha and receiving the Padma Bhushan award.
Project on Comparative Analysis of Bajaj Auto & Hero MotoCorp.
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.
Hidden losses in industry
The document provides details about an internship project report submitted by Aditya Singh for his internship with Bajaj Auto Private Limited in their Engine Assembly department. It includes sections on the company profile of Bajaj Auto, their Pantnagar plant, vendor list, introduction to hidden losses, engine assembly process, types of wastes, tools and techniques used for waste reduction, investigation and prevention of hidden losses, and conclusions. The report was submitted under the guidance of Yashika Arora from Bajaj Auto's Engine Assembly department in fulfillment of Aditya Singh's B.Tech program.
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Supply Chain Benchmarking Study
Benchmarking involves comparing business processes and performance metrics to best practices. This study benchmarks the supply chain of major Indian two-wheeler companies from 2009-2012. It analyzes total supply chain length, efficiency, and working capital productivity. Hero MotoCorp had the shortest supply chain length of 11 days and most efficient supply chain. TVS had the longest length of 28 days and least efficient supply chain. All companies showed negative working capital productivity due to capacity expansion investments. Recommendations include reducing distribution time for Bajaj, adopting JIT for TVS and Enfield to cut inventory costs, and improving production efficiency for TVS.
Royal Enfield
Royal Enfield began in 1890 in England as a bicycle company called the Enfield Manufacturing Company. In 1893, they began producing motorcycles and took on the name "Royal Enfield." They supplied motorcycles to the British army during World War I and World War II. In 1953, Royal Enfield entered India and began assembling motorcycles through a local partner. They established a full factory in India in 1955 called Enfield India Ltd. The company struggled in the 1990s but was acquired by Eicher Motors in 1994, reviving the brand with new modern classic models like the Bullet and Continental GT.
Customer experience management royal enfield
Royal Enfield conducted research to understand customer experiences with sales and service. For sales, they mapped customer journeys from initial awareness to post-purchase gratification. They found opportunities to improve how dealers allocate variants, provide after-sales information, and reduce delivery times. For service, they mapped customer touchpoints from reminders to quality checks. Research highlighted issues with appointment booking, updates during servicing, billing accuracy, and dealer responsiveness that Royal Enfield can address to enhance the customer experience. The document emphasizes creating positive experiences at every customer interaction to increase satisfaction.
Business process re engineering at royal enfield
The document discusses the business process re-engineering efforts at Royal Enfield India. It provides background on Royal Enfield's history and products. It describes how Royal Enfield partnered with an Indian company in 1955 and began local assembly and manufacturing. It outlines the challenges Royal Enfield faced and its merger with Eicher in 1994. The CEO discusses how re-engineering efforts like introducing a new engine and improving production processes have led to dramatic growth in recent years.
Company fact presentation of ROYALENFILED
Royal Enfield is an Indian motorcycle manufacturer founded in England in 1901. It is now owned by Eicher Motors and is headquartered in Chennai, India. Royal Enfield started as a bicycle company and began motorcycle production in 1904. It is best known for making the Bullet, one of the longest-running motorcycle nameplates still in production. Royal Enfield acquired the rights to use the name in 1971 and has since focused on the Indian market, where it is now the top premium motorcycle brand.
Vishal agarwal royal enfield- marketing
Developing a report on Marketing based on primary and secondary research as a partial fulfillment of the curricular requirement of the Cardiff MBA program covering areas of Market Share, Size, Growth, STP, Global Environment, Porters 5 Forces model, & 7p's practices, Critical Success Factors etc on “Royal Enfiled”.
Comparative analysis: Bajaj Auto v/s Hero MotoCorp.
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.
Royal enfield- Operations, Production, market mix, brand value
Slide explains about operations management, production procedure, sales estimate, interesting videos (from movies), important terms in academic point of view! customize and edit ur slides accordingly ;)
https://www.facebook.com/abhi4abhimanue
abhimanue.2008@gmail.com
Brand Management - Royal Enfield
Royal Enfield is an iconic motorcycle brand known for its classic styling and heritage. It focuses on lifestyle branding through activities like rider clubs and tours. Its marketing emphasizes independence, power and adventure. Royal Enfield builds brand loyalty through social media engagement and merchandise. It has a dominant market share in the 350-500cc segment in India and is expanding globally. The brand is perceived as aspirational and elite, associated with strength and authority. Customers are highly loyal to Royal Enfield and see it as a proud possession that is passed down through generations.
Royal Enfield: Brand Analysis
Royal Enfield was founded in 1893 in England and began as a bicycle manufacturer. It started producing motorcycles in 1911 and supplied the British army. Production fully moved to Chennai, India in 1962. Royal Enfield is considered the oldest motorcycle brand still in production. It offers cruiser style motorcycles like the Bullet, Classic, and Thunderbird. To expand its customer base, Royal Enfield introduced accessories and extended its brand into apparel. It also faces challenges of improving after-sales service and managing costs as demand increases. Future strategies include expanding the dealership network and promoting a "challenging real men" brand image through ambassador partnerships and adventure trips.
Ktm
KTM is an Austrian motorcycle company founded in 1934 that produces high performance mini-bikes, dirt bikes, sport bikes, and dual sport bikes. They are known for their orange, gray, and black color scheme and have won over 96 world championships. In the late 2000s, KTM began producing its first car, the X-BOW, and an all-terrain vehicle to expand beyond motorcycles.
Royal enfield
Royal Enfield has traditionally targeted a niche market of rough and tough customers like the police and military with its 350cc motorcycles. However, it is now pursuing a strategy of niche marketing to expand into new customer segments. It is organizing campaigns aimed at young customers to promote themes of adventure and masculinity. Royal Enfield is also increasing production capacity to meet growing demand, with a goal of producing 1.5 lakh units annually by early 2013.
Royal enfield
The document provides details on the renovation plans for a Royal Enfield store. It discusses [1] the history and objectives of Royal Enfield, [2] the types of current and potential future products to showcase, and [3] how the store space could be organized into different functional zones like a bike display, merchandising, and service area. The overall goal is to recreate and reinforce the brand experience through the store's design.
Brand analysis of Royal Enfield
The Research is aimed at the study of Royal Enfield Brand in Indian Markets – So far how they have performed and suggestions for them to grab more market share and be profitable. Every year, they have sold modest numbers but despite low numbers, they continue to command a position of respect and awe in the Indian motorcycle market. The objective of the study was to study the different product lines, marketing strategy and Brand Management of Royal Enfield Bullets in Indian market.
1. Bullet riders are mostly Value-Expressive, with an internal locus of control and a strong sense of independence.
2. The company has been cashing in on the iconic status it has and has done little to reinforce its image amongst an exploding two-wheeler market.
3. The pricing of the motorcycle might also be looked upon as conservative.
Royal Enfield has for a while now targeted the youth market with lure of freedom. However, they have done little to reinforce their position. Maybe advertising campaigns targeted at the Value-expressive customer would enable the brand to reap the benefits of its iconic position in a much more productive way. Also, most users find it imperative for the company to improve its After Sales Service and Spares availability.
Value chain of bajaj auto (My Second Semester Project On the mentioned topic ...
This project was assigned as our Second Semester end project in the subject Management Accounting by our Professor Mr. R.A.Khan.In this each and every student was assigned with a company on which they have to do a Value Chain Analysis. Mine was in 2 wheeler automobile sector and the company assigned was Bajaj auto. I have tired my level best to make this presentations per my understanding with the help of informations gathered through various Journals,newspapers and other sources.
Ecoreciclaje
Las subestaciones transforman la energía eléctrica de alta tensión que viaja por las líneas principales a una tensión más baja para su distribución a hogares y negocios locales. Existen diferentes tipos de transformadores que varían en potencia, capacidad y aplicación para adaptarse a las necesidades de distribución de energía.
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Este documento presenta los problemas 3, 4, 5, 6, 8 y 9 de geometría resueltos por Jessica Lagunas. Describe que lo más complicado fue trazar las líneas iniciales usando el compás, el escalímetro y las escuadras. Explica que una vez trazados los segmentos iniciales, seguir los pasos para construir los ángulos usando correctamente las escuadras no es tan difícil, aunque requiere práctica para agilizar el proceso.
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AN IMMERSION STUDY REPORT ON BAJAJ AUTO LIMITED
Bajaj Auto is an Indian motorcycle and three-wheeler manufacturing company. It has a dominant position in the premium motorcycle and three-wheeler segments in India. The company has diversified its business model across different product segments and geographic regions to maintain strong margins. Bajaj Auto has changed its business strategies over time to adapt to changing market demands and increased competition. It focuses on technologies, new models, quality, and supply chain management. For international markets, Bajaj pursues strategies of distribution, product customization, and joint ventures based on the target market requirements. Legal compliance is important for Bajaj Auto's successful operations in India.
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Rahul Bajaj is an Indian billionaire businessman who is the chairman emeritus of Bajaj Group, a major Indian conglomerate. He received honors degrees in economics and law from Delhi University and Harvard Business School. He established Bajaj Auto in 1968 and grew it to become India's top scooter manufacturer. Under his leadership, Bajaj Auto launched the popular Chetak scooter. He received several honors including being appointed to the Rajya Sabha and receiving the Padma Bhushan award.
Project on Comparative Analysis of Bajaj Auto & Hero MotoCorp.
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.
Hidden losses in industry
The document provides details about an internship project report submitted by Aditya Singh for his internship with Bajaj Auto Private Limited in their Engine Assembly department. It includes sections on the company profile of Bajaj Auto, their Pantnagar plant, vendor list, introduction to hidden losses, engine assembly process, types of wastes, tools and techniques used for waste reduction, investigation and prevention of hidden losses, and conclusions. The report was submitted under the guidance of Yashika Arora from Bajaj Auto's Engine Assembly department in fulfillment of Aditya Singh's B.Tech program.
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- Market cap of ₹640 billion as of May 2015, ranking it as India's 23rd largest public company
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- Products include Pulsar, Discover, Platina, Avenger motorcycle brands and auto rickshaws
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The document provides details about Bajaj Auto Limited, an Indian motorcycle manufacturer. It discusses Bajaj Auto's history, founding in 1945, key executives and board of directors. The company manufactures motorcycles, scooters, and auto rickshaws and is a leading manufacturer of motorcycles in India as well as one of the largest worldwide.
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This document provides an overview of Bajaj Auto Ltd., including its history, profile, brands, and subsidiaries. Some key points:
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- Bajaj Auto is an Indian motorcycle and auto manufacturer founded in 1926 and headquartered in Pune, India. It is the world's fourth largest motorcycle manufacturer.
- The company produces a range of motorcycles, scooters, and auto rickshaws. Some of its popular motorcycle models include the Bajaj Pulsar and Bajaj Discover.
- Bajaj Auto has received several awards for its products from organizations like NDTV Profit, CNBC Overdrive, and UTV Bloomberg-AutoCar. It is also recognized as one of India's most trusted brands in the automotive two-wheeler sector.
Bajaj
Bajaj Auto is an Indian motorcycle and auto rickshaw manufacturing company founded in 1945. It is headquartered in Pune, India and has manufacturing plants in Chakan, Waluj, and Pantnagar. Bajaj Auto is the world's third largest motorcycle manufacturer and India's second largest motorcycle company. The company was originally focused on scooters but has expanded into motorcycles in recent years, leading to increased growth. Rahul Bajaj is the current chairman of Bajaj Auto, which has operations in over 50 countries catering motorcycles to entry-level buyers around the world.
Eichers motors vs force motors
This document provides an analysis of Eicher Motors, Force Motors, and Bajaj Auto. It summarizes the history, leadership, market share, and key initiatives of each company. For Eicher Motors, it notes that it was founded in 1982 and is headquartered in Gurgaon, India. Its current CEO is Siddhartha Lal. Force Motors was founded in 1958 and is part of the Dr. Abhay Firodia Group, currently chaired by Abhay Firodia. Bajaj Auto was founded in 1945 and is chaired by Rahul Bajaj, with Rajiv Bajaj as managing director.
Bajaj
Bajaj Auto Limited (BAL) was founded in 1945 and initially launched scooters and three-wheelers in the Indian market. In 1991, after liberalization of the Indian economy, BAL shifted its focus from scooters to motorcycles, with an emphasis on developing the Indian two-wheeler market. The document analyzes BAL's marketing strategies, finding that it has expanded into international markets to increase sales and establish a global presence. A SWOT analysis of BAL is also included, which will help inform its marketing plan for the next five years.
Weekly News
The Bombay Stock Exchange plans to buy a controlling stake in Computer Age Management Services for Rs 650 crore. Suzuki is planning to set up a third manufacturing plant in India by 2013 to boost production capacity to 8 lakh vehicles from the current 3.6 lakh. India has slipped to 51st in the global competitiveness ranking while China improved to 29th. Major Indian carmakers are looking to enter the growing multi-utility vehicle segment with advanced features. The Petroleum Ministry has asked Cairn Energy to seek fresh approvals for Vedanta Industries' bid to acquire a 60% stake in Cairn India due to product sharing contract norms.
A project report of international business enviornment on comparative study o...
This document provides a comparative study of Bajaj and Hero Honda, two major Indian motorcycle manufacturers. It includes background information on the history and leadership of each company. The objectives of the study are to understand the market share and customer perceptions of each brand, as well as the factors influencing customer choices. Research methodology and limitations are also outlined.
A project report on consumer satisfaction level of bajaj bike project report
This document provides an executive summary and introduction to a study about customer satisfaction with Bajaj PLATINA bikes in Ilkal town. The summary includes:
1) An overview of the objectives, scope, methodology and findings of the customer satisfaction study, which was conducted through a survey of 100 customers.
2) Background information on Bajaj Auto, the largest manufacturer of 2 and 3-wheelers in India, and its dominant shares of various vehicle segments.
3) Details about the industrial profile of 2-wheeler manufacturers in India and characteristics of the market.
A project report on consumer satisfaction level of bajaj bike project report
This document provides an executive summary and introduction to a study about customer satisfaction with Bajaj PLATINA bikes in Ilkal town. It includes the following key points:
- The study aims to examine customer satisfaction levels with Bajaj PLATINA bikes through surveys of 100 customers in Ilkal town.
- Bajaj Auto is one of the largest 2 and 3 wheeler manufacturers in the world. The company has a large market share in India.
- The introduction provides background on Bajaj, including its history, subsidiaries, plants, and market leadership in scooters, motorcycles, and 3-wheelers in India.
- The objectives are to understand customer satisfaction levels
Comparative analysis on customer satisfaction b/w hero an bajaj
This document provides an overview of the Indian two-wheeler industry and major companies within it, including Hero MotoCorp and Bajaj Auto. It discusses the growth of motorcycles in India due to factors like poor public transportation. It also includes SWOT analyses and competitor profiles for Hero MotoCorp and Bajaj Auto. Chapter 2 mentions that the objectives of the document are to analyze consumer preferences and satisfaction, determine purchase influencing factors, and evaluate manufacturers' services in the Indian two-wheeler market.
AN OVERVIEW ON THE JK TYRE & INDUSTRIES LIMITED
JK Tyre & Industries Ltd is an Indian automotive tire manufacturing company headquartered in New Delhi. It has 9 production plants across India and 3 plants in Mexico after acquiring Mexican company Tornel in 2008. JK Tyre is a market leader in truck/bus radial tires in India and offers tires for trucks, buses, cars, and tractors. It has an R&D division called HASETRI that focuses on tire testing and developing new technologies. The company also sponsors the JK Tyre National Racing Championship, a formula car racing series in India.
Bajaj 7 s framework by rakesh
Bajaj Auto transformation from Independence era to Global age. This journey is evaluated using Mckinsey 7's framework Tool.
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Charging Fueling & Infrastructure (CFI) Program by Kevin Miller
Kevin Miller, Senior Advisor, Business Models of the Joint Office of Energy and Transportation gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
一比一原版(Columbia文凭证书)哥伦比亚大学毕业证如何办理
一模一样【微信：176555708】【(Columbia文凭证书)哥伦比亚大学毕业证成绩单Offer】【微信：176555708】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：176555708】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：176555708】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
学校原件一模一样【微信：741003700 】《(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
AadiShakti Projects ( Asp Cranes ) Raipur
Welcome to ASP Cranes, your trusted partner for crane solutions in Raipur, Chhattisgarh! With years of experience and a commitment to excellence, we offer a comprehensive range of crane services tailored to meet your lifting and material handling needs.
At ASP Cranes, we understand the importance of reliable and efficient crane operations in various industries, from construction and manufacturing to logistics and infrastructure development. That's why we strive to deliver top-notch solutions that enhance productivity, safety, and cost-effectiveness for our clients.
Our services include:
Crane Rental: Whether you need a crawler crane for heavy lifting or a hydraulic crane for versatile operations, we have a diverse fleet of well-maintained cranes available for rent. Our rental options are flexible and can be customized to suit your project requirements.
Crane Sales: Looking to invest in a crane for your business? We offer a wide selection of new and used cranes from leading manufacturers, ensuring you find the perfect equipment to match your needs and budget.
Crane Maintenance and Repair: To ensure optimal performance and safety, regular maintenance and timely repairs are essential for cranes. Our team of skilled technicians provides comprehensive maintenance and repair services to keep your equipment running smoothly and minimize downtime.
Crane Operator Training: Proper training is crucial for safe and efficient crane operation. We offer specialized training programs conducted by certified instructors to equip operators with the skills and knowledge they need to handle cranes effectively.
Custom Solutions: We understand that every project is unique, which is why we offer custom crane solutions tailored to your specific requirements. Whether you need modifications, attachments, or specialized equipment, we can design and implement solutions that meet your needs.
At ASP Cranes, customer satisfaction is our top priority. We are dedicated to delivering reliable, cost-effective, and innovative crane solutions that exceed expectations. Contact us today to learn more about our services and how we can support your project in Raipur, Chhattisgarh, and beyond. Let ASP Cranes be your trusted partner for all your crane needs!
快速办理(napier毕业证书)英国龙比亚大学毕业证在读证明一模一样
学校原件一模一样【微信：741003700 】《(napier毕业证书)英国龙比亚大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Expanding Access to Affordable At-Home EV Charging by Vanessa Warheit
Vanessa Warheit, Co-Founder of EV Charging for All, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Here's Why Every Semi-Truck Should Have ELDs
Implementing ELDs or Electronic Logging Devices is slowly but surely becoming the norm in fleet management. Why? Well, integrating ELDs and associated connected vehicle solutions like fleet tracking devices lets businesses and their in-house fleet managers reap several benefits. Check out the post below to learn more.
MODULE ONE PRPC19 Design of Machine Elements- 1 .pdf
MODULE ONE PRPC19 Design of Machine Elements- 1 .pdf
Catalytic Converter theft prevention - NYC.pptx
Understanding Catalytic Converter Theft:
What is a Catalytic Converter?: Learn about the function of catalytic converters in vehicles and why they are targeted by thieves.
Why are They Stolen?: Discover the valuable metals inside catalytic converters (such as platinum, palladium, and rhodium) that make them attractive to criminals.
Steps to Prevent Catalytic Converter Theft:
Parking Strategies: Tips on where and how to park your vehicle to reduce the risk of theft, such as parking in well-lit areas or secure garages.
Protective Devices: Overview of various anti-theft devices available, including catalytic converter locks, shields, and alarms.
Etching and Marking: The benefits of etching your vehicle’s VIN on the catalytic converter or using a catalytic converter marking kit to make it traceable and less appealing to thieves.
Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
Statistics and Insights:
Theft Rates by Borough: Analysis of data to determine which borough in NYC experiences the highest rate of catalytic converter thefts.
Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
Benefits of This Presentation:
Awareness: Increase your awareness about catalytic converter theft and its impact on vehicle owners.
Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
This presentation aims to equip you with the knowledge and tools needed to protect your vehicle from catalytic converter theft, ensuring you are prepared and proactive in safeguarding your property.
EV Charging at MFH Properties by Whitaker Jamieson
Whitaker Jamieson, Senior Specialist at Forth, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Hand Gesture Control Robotic Arm using image processing.pptx
Hand Gesture Control Robotic Arm using image processing
Charging and Fueling Infrastructure Grant: Round 2 by Brandt Hertenstein
Brandt Hertenstein, Program Manager of the Electrification Coalition gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Charging Fueling & Infrastructure (CFI) Program Resources by Cat Plein
Cat Plein, Development & Communications Director of Forth, gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
一比一原版(WashU文凭证书)圣路易斯华盛顿大学毕业证如何办理
一模一样【微信：176555708】【(WashU文凭证书)圣路易斯华盛顿大学毕业证成绩单Offer】【微信：176555708】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：176555708】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：176555708】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Bajaj presentation
- 1. Name- Pushkar Sarkar Course- MBA 1st Semester Roll number- 84 College- Bharatiya Vidya Bhawan Institute of Management Science BAJAJ AUTO LIMITED
- 2. Established- Nov 29, 1945 Founder- Jamnalal Bajaj Key people- Rahul Bajaj(Chairman) Headquarters- Pune, Maharastra Revenue- 226.8759 Billion(2015-16)
- 3. Manufactures and sells Motorcycles, Auto rickshaws, Scooters. Bajaj Auto is the world's sixth-largest manufacturer of motorcycles and the second- largest in India. It is the world’s largest three- wheeler manufacturer.
- 4. On May 2015, its market capitalization was Rs. 640 billion (US$9.5 billion), making it India's 23rd largest publicly traded company by market value. The Forbes Global 2000 list for the year 2012 ranked Bajaj Auto at 1,416.
- 5. In November 2007, Bajaj Auto acquired 14.5% stake in KTM Power Sports AG (holding company of KTM Sport motorcycles AG). The two companies have signed a cooperation deal, by which KTM will provide the know-how for joint development of the water-cooled four-stroke 125 and 250 cc engines, and Bajaj will take over the distribution of KTM products in India and some other Southeast Asian nations. As on 31 March 2013, Bajaj Auto held 47.96% stake in the company.
- 6. Employees Bajaj Auto had a total of 8,036 employees as of 31 March 2013, of which 51 were women (0.63%) and 25 were differently-abled (0.31%). It spent Rs 6.5 billion (US$97 million) on employee benefit expenses during the FY 2012–13. The company is headed by Rahul Bajaj, whose net worth was around US$2 billion in March 2013.
- 7. Some products of BAJAJ AUTO Pulsar series- 135cc, 150cc, 180cc, 200ns, 220F Bajaj RE (auto-rickshaw) Bajaj chetak(1972-2006)
- 8. Some of the competitors Hero MotoCorp Honda Motorcycle and Scooter India TVS Motor Company IndiaYamahaMotor
- 9. THANK YOU