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Bajaj Pulsar 150cc

Marketing Appraisal
We would like to express our sincere gratitude to those who gave us the
opportunity to undertake this project and to everyone without whom the
completion of the project would not have been possible.
We want to thank Prof. (Dr.) Avinash Kapoor, our project guide and faculty,
for helping us do the necessary research work and guiding us throughout the
project.
We would also like to acknowledge all the Bajaj Pulsar users and survey
responents who provided us with their valuable inputs. We are bound to
thank them all for their help, support, interest and valuable hints.
2
!"!#$%&'! ($MMA)*
The project is on the Marketing appraisal of the ajaj !ulsar ("#$cc variant%.
&n first part, a thorough and comprehensive analysis of ajaj !ulsar ("#$cc
variant% as a premium bike was done with respect to the marketing mix,
'W(T and competitor analysis of the product. The marketing mix primarily
consists of !roduct, !lace, !rice and !romotion. ) detailed 'W(T analysis
was done and the corresponding metrics were developed. ) competitive study
of the various competitors in the market has also been done.
&n second part, a study has been conducted to know the consumer behavior
of people buying and using ajaj !ulsar as a product. This study has been
undertaken to know the extent of influence while making a choice for a
particular two*wheeler based on different prevalent factors. The reason
underlying the need to assess and evaluate the various factors which play a
prominent role in helping a customer to make a choice for a particular two
wheeler from the various available alternatives to him. 'ome of these factors
are predominant in decision making where as some others are not very
significant but have still found a place in the research work owing to their
contribution although marginal. This study was conducted to have an insight
on several fronts such as decision making process, purchase behavior etc.
The study has been conducted by understanding the need and various
re+uirements for study. Then the factors which influence the decision making
process for a particular two*wheeler were decided. ,esponses from
prospective two wheeler buyers were collected by means of a comprehensive
3
+uestionnaire. ased on these responses the analysis has been done and
inferences have been drawn.
The consumer behavior analysis will help to understand the decision making
process of the buyer and will aid ajaj to align its marketing mix in that
manner to ensure maximum customer satisfaction.
ased on the various analysis namely marketing mix and 'W(T of ajaj
!ulsar, competitor analysis and consumer behavior of prospective buyers,
different strategies have been proposed that need to be adopted by ajaj
!ulsar to remain the market leader in near future.
4
#ontents
INTRODUCTION..........................................................................................................7
Objective....................................................................................................................7
Why Bajaj Pulsar !"cc###........................................................................................7
$l%& %' the (tu)y.......................................................................................................*
+b%ut Bajaj Pulsar.....................................................................................................*
,IT-R+TUR- R-.I-W.............................................................................................
/ar0eti12 Ter3s......................................................................................................
(WOT +1alysis
45
.................................................................................................
/ar0eti12 /i6.....................................................................................................2
C%37etit%r +1alysis
45
.........................................................................................2
C%1su3er Behavi%r..............................................................................................3
INT-RN+,8-9T-RN+, $+CTOR(.........................................................................!
/ar0eti12 /i6.........................................................................................................!
Pr%)uct.................................................................................................................!
Place.....................................................................................................................!
Pr%3%ti%1.............................................................................................................:
Prici12..................................................................................................................:
(WOT +1alysis........................................................................................................7
(tre12ths...............................................................................................................7
Wea01esses...........................................................................................................2"
O77%rtu1ities........................................................................................................2
Threats..................................................................................................................22
C%37etit%r +1alysis.................................................................................................23
;a3aha $< :......................................................................................................23
T.( +7ache RTR $i :".....................................................................................2!
=er% =%1)a..........................................................................................................2:
=%1)a U1ic%r1.....................................................................................................2*
C%37aris%1 vis>a>vis %ther bi0es.........................................................................2?
CON(U/-R B-=+.IOR..........................................................................................3"
Objective..................................................................................................................3"
(urvey......................................................................................................................3"
Buyi12 R%les............................................................................................................3
!
Purchase Behavi%r....................................................................................................33
Buyi12 Decisi%1 Pr%cess..........................................................................................34
CONC,U(ION............................................................................................................4
$uture I1si2hts..........................................................................................................4
(u22esti%1s..............................................................................................................4
C%1clusi%1................................................................................................................43
Re'ere1ces....................................................................................................................44
+77e1)i6 +..................................................................................................................4!
:
&+%),D$#%&,+
,-jective
The objective of the project is two fold-
To understand the basic concepts of marketing, such as marketing
mix, 'W(T, competitor analysis, buying role, purchase behaviour,
buying decision process.
To do the marketing appraisal of ajaj !ulsar, so as to understand the
successful marketing strategies employed by the ajaj, and to the
identify competition being faced by ajaj !ulsar. ased on above
study, recommendations to be identified for ajaj !ulsar.
.hy Bajaj Pulsar 150cc///
!rior to .$$", bike industry in &ndia was synonymous with name /ero*/onda,
and ajaj was only a small player in this industry.
&n .$$", ajaj decided to launch a bike in not so popular and newly created
performance bikes section. This project was faced with internal resistance,
reservations by Mc0insey and doubts on its effects on ajaj1s relation
with 0awasaki.
ut ajaj successfully launched !ulsar, and was successful in creating a new
segment in the &ndian motorcycle market catering to the younger generation
that demands more powerful bikes at affordable prices. &t also caused a
heavy damp in /ero*/onda pockets with !ulsar launch. 2ot only this, !ulsar
has been able to maintain the lead, re*engineered itself time*and*again to
meet customer demands and successfully warding off challenges from
various competitors successfully for the last 3*4 years.
'o, to study the reasons of ajaj !ulsar5s astonishing success from marketing
perspective, we decided to go for marketing project on ajaj !ulsar "#$cc.
7
0lo1 of the (tuy
The flow to be followed for marketing appraisal of ajaj !ulsar in the report
shall be-
)nalysis of internal and external factors
oMarketing Mix * 'tudy the marketing mix of ajaj for !ulsar
"#$cc.
o'W(T analysis 6 'W(T analysis using the internal and external
environment factors study
o7ompetitor analysis 6 'tudy the major competitor and their
strategies
7onsumer ehavior 6 To understand the decision making process of
the consumer, which will aid ajaj to align its marketing strategy to
ensure maximum customer satisfaction
'umming up *
o8uture &nsights
o 'uggestions 6 'uggestions to ajaj on basis on 'W(T,
competitor and consumer behaviour study
o7onclusion
A-out Bajaj Pulsar
) two wheeler making its way through the rain carrying the &ndian 2ational
8lag, a family legacy being passed from 8ather to 'on 6 &t was this 9/amara
ajaj: positioning of ajaj scooters that made ajaj )uto the leading two*
wheeler manufacturer in the country during ";3$s and 4$s. The secret was
beautiful integration of < !5s for a middle class &ndian consumer.
=uring the ";;$5s &ndian bike market was divided broadly into >conomy,
>xecutive and !remium ikes. &n ";;; /ero /onda, dominating the two
wheeler industry, created a new segment of "#$ cc performance segment
*
with its 7?. &n .$$" ajaj for the first time launched a bike, without a
0awasaki label and gave a new life to the !erformance segment. )lthough
not a pioneer, ajaj made the performance segment one of the fastest
growing segment in the two wheeler market with its 9=efinitely Male: ajaj
!ulsar.
!ngine specifications2
=isplacement- "<;.$$ cc(;.$; cubic inches%
>ngine type- 'ingle cylinder
'troke- <
!ower- "<.$; /! ("$.@ kW%% A 4#$$ ,!M
Tor+ue- "..3B 2m (".@ kgf*m or ;.< ft.lbs% A B#$$ ,!M
8uel system- &njection
Calves per cylinder- "
'tarter- >lectric D kick
Transmission type final drive- 7hain
Carious developments in "#$cc version
E"F
-
.$$" * The original !ulsar was launched with a "#$ cc air*cooled, single*
cylinder, petrol, spark*ignited four*stroke engine. >lectric 'tart (>'% was
optional.
.$$@ * The second generation !ulsars launched in .$$@ featured ajaj )uto1s
newly developed =T'i technology, which increased the power rating and also
fuel economy.
.$$# * &n .$$#, ajaj launched another upgrade of the !ulsar. The power
output was further increased to "@.# bhp ("$." kW% A 4#$$ rpm for the "#$.
2ow, the rear shock absorbers were gas*filled 2itrox absorbers.
.$$B * ajaj introduced yet another version of !ulsar. The new bike had
improved style as well as new set of features. The engine had reduced
vibration, increased tor+ue availability and improved gear shift feel. They also
?
introduced " =own < Gp variant of the Hear box for the first time in sub "#$ cc
variants.
.$$; * ajaj released the GH &C versions of the !ulsar "#$. The upgrades
included an all*black theme, tank scoops similar to those on the !ulsar .$$, a
@= !ulsar logo, and a changed electrical system.
"
3&%!)A%$)! )!'&!.
Marketing %er4s
(.,% Analysis
'W(T )nalysis
45
is a strategic planning method used to evaluate
the 'trengths, Weaknesses, (pportunities, and Threats involved in
a projector in a business venture. &t involves specifying the objective of the
project and identifying the internal and external factors that are favorable and
unfavorable to achieving that objective.
) 'W(T analysis must first start with defining a desired end state or
objective. ) 'W(T analysis may be incorporated into the strategic planning
model. )n example of a strategic planning techni+ue that incorporates an
objective*driven 'W(T analysis is 'trategic 7reative )nalysis. 'trategic
!lanning, including 'W(T and '7)2 analysis, has been the subject of much
research.
'trengths- attributes of the person or company that are helpful
to achieving the objective.
Weaknesses- attributes of the person or company that are
harmful to achieving the objective.
(pportunities- external conditions that are helpful to achieving
the objective.
Threats- external conditions which could do damage to the
objective.
&dentification of 'W(Ts is essential because subse+uent steps in the process
of planning for achievement of the selected objective may be derived from the
'W(Ts.
45 htt7@88e1.&i0i7e)ia.%r28&i0i8(WOTAa1alysis

Marketing Mi5
The set of product, place, promotion, price and packaging variables, which a
marketing manager controls and orchestrates to bring a product or service
into the marketplace. &t is used to describe the different kinds of choices
organiIations have to make in the whole process of bringing a product or
service to market.
#o4petitor Analysis
7ompetitor analysis
[1]
in marketing and strategic management is assessment
of the strengths and weaknesses of current and potential competitors. This
analysis provides both an offensive and defensive strategic context through
which to identify opportunities and threats. 7ompetitor profiling coalesces all
of the relevant sources of competitor analysis into one framework in the
support of efficient and effective strategy formulation, implementation,
monitoring and adjustment.
7ompetitor analysis is the assessment of the strengths and weaknesses of
current and potential competitors operating in the market and having products
that directly compete for market share and consumer base with your own
product. This analysis gives us relevant information from all the appropriate
sources of competitor analysis and puts them into one framework coupled
with other management tasks like strategy formulationJ implementation,
monitoring and adjustment which help an organiIation identify the underlying
opportunities and threats.
7ompetitor analysis is important and is reflected by the fact that it helps in
gaining superior knowledge of rivals, their offerings and strategies, thus
becomes a source of competitive advantage. 7ompetitive advantage consists
of offering superior customer value in the firm5s chosen market. 7ustomer
value is defined relative to rival offerings making competitor knowledge an
E"F
Craig Fleisher and Babette Bensoussan: "Strategic and Competitive Analysis:
Methods and Techniques for Analying Business Competition!" "rentice #all$ %&&'!
2
intrinsic component of corporate strategy. !rofiling facilitates this strategic
objective in three important ways
". !rofiling can reveal strategic weaknesses in rivals that the firm may exploit,
.. The proactive stance of competitor profiling will allow the firm to anticipate
the strategic response of their rivals to the firm5s planned strategies, the
strategies of other competing firms, and changes in the environment,
@. This proactive knowledge will give the firms strategic agility. (ffensive
strategy can be implemented more +uickly in order to exploit opportunities
and capitaliIe on strengths. 'imilarly, defensive strategy can be employed
more deftly in order to counter the threat of rival firms from exploiting the
firm5s own weaknesses.
Those firms practicing systematic and advanced competitor profiling have a
significant advantage. )s such, a comprehensive profiling capability is rapidly
becoming a core competence re+uired for successful competition. )n
appropriate analogy is to consider this advantage as akin to having a good
idea of the next move that your opponent in a chess match will make. y
staying one move ahead, checkmate is one step closer. &ndeed, as in chess,
a good offense is the best defense in the game of business as well.
) common techni+ue is to create detailed profiles on each of your major
competitors. These profiles give an in*depth description of the competitor1s
background, finances, products, markets, facilities, personnel, and strategies.
#onsu4er Behavior
7onsumer behavior analysis can be defined as 9the process and activities
people engage in when searching for, selecting, purchasing, using,
evaluating, and disposing of products and services so as to satisfy their needs
and desires.:
7onsumer behavior analysis helps marketers, firms and organiIations
improve their marketing strategies by understanding issues such as
mentioned below-
The psychology of how consumers reason, think, feel, and select
between different alternatives such as brands, products etc.
3
The psychology of how the consumers are influenced by their
environment (e.g., culture, family, media%.
The behavior of consumers in market or taking other marketing
decisions.
4
&+%!)+A36!"%!)+A3 0A#%,)(
Marketing Mi5
/ere we take a look at the Marketing Mix or the < !5s of ajaj !ulsar which
made it the most popular bike among the &ndian consumer.
Prouct
) combination of technology and engineering, ajaj !ulsar "#$ cc offers a
great combination of technology, style, comfort and safety.
)long with smashing looks the bike has great technology working inside. &t
provides for a true digital experience. With the =igital Twin 'park &gnition
Technology (=T'*i% patented by ajaj )uto the bike provides a consistent
output any time any place. The =igital 7=& making up the =T'i allows the
rider to reach pole position whenever he desires. The engine allows carrying
heavy loads and ensures improved engine tor+ue which optimiIes engine
performance. T,&7' &&& and 7onstant Celocity 7arburettor are some other
features that provide high performance and less hassles
E.F
.
&t is a great bike for people looking for power and efficiency for a comfortable
ride on the &ndian roads. &t provides for easy top gear driving with less gear
changes and instant pickup in any gear. 2itroK*2itrogen assisted rear gas
shockers give a cushion feel and >xhausT>7 technology allows easy
drivability in &ndian city traffic conditions. The bike5s low speed D high gear
combination offers phenomenal ride. The bike provides rip roaring power
without compromise on mileage with an average of #$*## 0mpl in city
conditions and B. 0mpl on /ighways. &n sync with its 9=efinitely Male: look
the bike is a robust one with stronger alloy steel wheel base and smaller
wheel radius ("3L%.
Place
8or ajaj )uto, the supply chain encompasses the process from vendors to
the final customers via manufacturing. Therefore, the 7ompany5s supply chain
!
involves as much the vendors and the procurement*to*payment logistics, as it
does the manufacturing to selling process, or the order to cash system.
Pro4otion
&t was not only the bike1s performance that triggered the brand becoming an
icon, a major part of the success was due to the classic advertising campaign
by (DM. (DM used the ig &dea of &ndia1s /e*ike for the promotional
campaign. The ig &dea was to position the bike as World1s first bike endowed
with a Hender. The classic campaign of all times 9=efinitely MaleL together
with the design and performance catapulted the brand into stratospheric sales
level.
ajaj targeted the "4*.< age group with !ulsar but later found that the brand
appealed to a much older audience. This led ajaj to change its target
audience to ."*@# years. With the launch of =T'i model the company went
on to promote the product as a technologically superior one using the 9=igital
iking: concept.
The latest promotions of ajaj have been more about brand building with
good videography stunts and choreography and concepts matching upto the
international standards.
Pricing
The price of ajaj pulsar depends on the city. 8or =elhi-
ase !rice- ,s #3,@$$
(n ,oad !rice- ,s B@,$$$ approx
ajaj !ulsar is one of the premium segment bikes which is reflected by its
pricing. &n the near future the price of !ulsar is bound to increase because of
the pressure on profit margin of the company.
:
The above Marketing Mix has helped ajaj register increasing sales each
year and capture a major market share in the !erformance segment.
(.,% Analysis
(trengths
". >xcellent !roduct 8eatures in accordance with &ndian environment.
a% !ulsar comes with =T'*& or =igital Twin 'park &gnition
technology , which is a revolution in modern motorcycling era
and no competitor can copy as it is patented by ajaj )uto Mtd
b% With lower front end and smashing new panels, it has been
retained as the 9est Mooking &ndian ike: for the several years.
c% ,ip*,oaring !ower provided by bike with no compromise in
mileage whether on city roads or /ighways.
d% Technologically a marvellous product with new age digital
gauges as a digital speedometer, 8uel Meter, Twin Trip
8acilities, 'ide stand warning lamp, odometer for efficient
performance and safety.
e% 8eatures suited for the &ndian roads as rear gas shockers and
>xhausT>7 technology allowing easy drivability in &ndian city
traffic conditions. )lso low speed high gear provides for a
phenomenal biking on &ndian roads.
.. /igh rand >+uity and Hoodwill among the &ndian consumers carried
forward from its scooter business.
@. =istinctive cost and margin advantage- The 7ompany has improved a
lot on manpower productivity and it has been doubled in past several
7
years. The company5s new plant at !antnagar has helped company to
cut down on its tax expenses being located in Gttaranchal. )lso having
vendor operations within Gttaranchal ensured that the maximum
possible value addition is done within Gttaranchal, so as to maximise
the tax advantage and make ajaj )uto5s motorcycles even more cost
competitive.
<. ,ange of features available with the product in terms of colour and
variations as little lag analogue speedometer or the digital
speedometer.
#. ajaj !ulsar offers the highest mileage in its category.
B. Multiple variants of product available with differentiated pricing help
compete effectively with competitors with just one good product.
3. )lready existing distribution network of ajaj in almost every urban and
sub urban areas in &ndia with numerous outlets and dealers.
4. The company has one of the most creative , D = departments in the
country.
;. With average age below @$ years it helps the company in catering to
the demand of its target market * young &ndia.
"$. ,edefining the new age biking for the urban youth people by an
initiative of !robiking.
"". 7reative )dvertisements and >ye 7atching Tag Mines- * 9=efinitely
Male:, 9=istinctly )head: which attracted not only males but females as
well.
*
".. !resence of (wn credit agency, ajaj auto finance, for financing two
wheeler purchases which has lower rates of interest as compared to
market.
"@. T!M !olicy (Total !roductive Maintenance% that strives to excel and
places most emphasis on Hreater 7ustomer 'atisfaction, and guiding
principles of &nnovation, 'peed D !erfection has helped ajaj create a
strong customer base.
"<. Mong term (rientation in terms of capacity utiliIation at !antnagar and
7hakan plant i.e. they can increase the production of ajaj !ulsar to
meet the growing need of markets in near future.
"#. 0ey supply chain initiatives by ajaj )uto have helped it capture huge
market. ajaj )uto has adopted a channel policy approach which is
uni+ue in the automobile industry. This policy and its linked initiatives
are guided by the re+uirements of specific sets of the 7ompany5s final
customers.
a. The !rimary 7hannel- This comprises <$4 exclusive two*
wheeler dealers, 3# exclusive three*wheeler dealers, and ;4
dealers who deal in both product categories. ajaj )uto has
followed a policy of systematic network consolidation, in which
the primary dealerships have been given a larger scale and
scope to operate based on their strengths.
b. The 'econdary 7hannel- Much of ajaj )uto5s recent success
can be attributed to policy of rapidly adding to the number of
secondary outlets, which provide sales, service and spares
support in the vast hinterland of &ndia. These are in the form of
",#$$ )uthorised 'ervice 7entres ()'7%, <,#$$ ,ural 'ervice
(utlets (,'(%, and 3#$ Noung >ngineer 'ervice (N>'% centres
in the towns and cities.
?
c. The ,ural &ndia 8oray- The 7ompany has been aggressively
pursuing initiatives to increase two*wheeler penetration in rural
&ndia. ) large number of rural outlets were added to the network
during the year, which not only increased hinterland sales but
also gave additional employment in the rural sector.
d. !ro*biking- This initiative sits far away from the rural &ndia play
but is no less important. ajaj )uto believes that young &ndia
doesn5t pay to buy motorcyclesJ it pays to buy excitement and
exhilaration. The !ro*biking initiative, which was kicked off with
the inauguration of first store in !une in )ugust .$$#, aims
precisely at creating this thrill. (wned and operated by ajaj
)uto, !ro*biking showrooms are now operational in Mumbai,
0olkata, 7hennai, /yderabad and )hmedabad.
.eaknesses
". /igh Maintenance cost in the long run associated with the bike. The
maintenance cost increases after #$,$$$ 0M run which puts it at a
disadvantage with respect to the competitors.
.. Technical issues with performance of Hear ox, !iston etc.
@. Tilted seating position more suited for people of a certain height range.
<. 7omplete disappearance of 9=efinitely Male: concept after initial years.
)lso the inability of later campaigns to communicate and position the
product well. ajaj has not endorsed a celebrity for its advertisements.
#. ike is not suited for driving in &ndian rural roads. Thus the main
concentration is on the urban consumer with no special designing O
technology for the rural consumer.
2"
,pportunities
". Margely untapped rural market of &ndia, so they should capitaliIe by
adapting the bike to rural environment.
.. 'cope of increasing customer base in foreign countries with the ".#P
cc segment expected to rise significantly.
@. Margely untapped market of powerful performance bikes in the range of
"#$P cc in &ndia.
<. ,ising income levels in &ndia leading to an increase in the no of people
in the target segment.
#. The company could promote the bikes to be used by Traffic !olice and
Military purposes as is evident in selection of ajaj !ulsar for Traffic
patrolling by Hoa and Maharashtra !olice.
B. ajaj could explore the used bikes market on the lines of Maruti True
Calue as this market is a nascent, unexplored and unorganiIed market.
Figure 1: Opportunity Matrix
2
%hreats
". Tough competition with products as Namaha 8? "B, Gnicorn, /unk,
)pache ,T, 8&, 7?* xtreme.
.. &ncrease in interest rates resulting in financing becoming dearer.
7easing of $Q finance schemes.
@. ,ising crude oil prices resulting in decreasing demand of petrol bikes
like pulsars and increased demand for economyOelectronic bikes.
<. /igh &nflation resulting in decreased demand for . wheelers. /igh cost
pulling away customers.
#. More of electronic and pollution free bikes are entering the market
which may affect sales of !ulsar negatively.
B. &ncrease in input cost due to international price rise in steel, etc
resulting in s+ueeIing >&T=) margin.
3. 7heep 7hinese duplicate bikes available in Matin )merica and Middle
>ast.
4. 8luctuation in rupee vis*R*vis dollar, impacting exports.
;. Maunch of Tata 2ano and ajaj5s planned own low cost car.
22
Figure 2:Threat Matrix
#o4petitor Analysis
ajaj !ulsar "#$ cc has the following as its close competitors- *
"% Namaha 8? "B
.% /ero /onda /unk
@% TC' )pache ,T, 8i "B$
<% /ero /onda 7? K*T,>M>
#% /onda Gnicorn.
We will now look at these one by one.
*a4aha 07 18
Namaha is promoting the 8? "B as the 9Macho 'treet 8ighter:. This in
essence captures the company5s philosophy about the 8? "B. With Namaha
planning to take &ndia1s premium biking segment by storm, a lot depends on
8? "B model, and going by the initial reactions to the cool looks and cutting
edge features, this is already proving to be a success.
23
0eatures2
)ir*cooled, <*stroke, single*cylinder "#@cc engine featured by its
heart stirring pick up and featuring an electric starter.
Mono*cross rear suspension unit that assures fast running
performance and handling.
&ndia5s first radial tyre with a B$Q aspect ratio
Hood shock absorption and damping characteristics
Multi*reflector headlight
'teel fuel tank having capacity of ". liter with uni+uely styled plastic
resin cover
8ull Mi+uid 7rystal =isplay (M7=% meter
(trategy2
". The bike is positioned so as to eat into the "#$ cc bike market currently
held by !ulsar, )pache and /unk, and position Namaha as the leader
in this segment. The focus is clearly the on youth, both the college
going as well as the young executives.
.. There are a lot of new models lined up for roll out by next year.
@. Namaha plans to open up its own showrooms in &ndia, calling them
bike stations. iking enthusiasts can have a look at the latest Namaha
models, and in addition can get merchandise including biking
accessories like biking jackets, T*shirts and pants. This would help to
create excitement among the prospective buyers, in addition to adding
to its dealers tally.
<. )nother 4$ new dealerships are being planned to add up to the
already existing network of <@$ dealers. 2early ,s .<$ crores are
being spent on increasing the dealership network to B$$ by the year
.$"$.
#. Namaha &ndia is also pursuing a focused effort in the after*sales
service department too in &ndia. &t will be making available spare parts
even for their older bikes, like ,K "$$ and ,= @#$, as part of this
thrust. &t is said that the company has already initiated parleys with
vendors to supply spare parts for ,K"$$ and ,=@#$.
24
B. )nother idea that the company is mulling over is the concept of
97oncept 'tores:, where biking enthusiasts can catch hold of racing
bikes.
3. Namaha has also taken a conscious decision not to enter the "$$ cc
segment in &ndia, though it5s the largest segment in the country.
&nstead it plans to build customer confidence through models in the
"#$ cc and above categories.
%'( Apache )%) 0i 180
TC' )pache ,T, 8& "B$ is a very stylish and eye catching bike. &ts smooth
and flawless finish makes this bike desirable to the market. ,eal supportive
and safety features are provided for better control and excellent riding of this
two wheeler.
(tyling features2
'plit grab rails 6 >nsures optimum blend of design and functionality
'ilencer 6 =esigned with details and sound engineering
,earset foot pegs 6 Might weighted, sporty and assure every riding
experience like a track riding experience
,acing HT stripe 6 >pitomiIe the ,T, 8& "B$ racing pedigree
8orged brake lever 6 Mighter in construction and deliver great looks
)erodynamic air scoops 6 )ssure that the air is directed towards the
engine unit to help better cooling efficiency
>ngine fairing 6 This feature basically function to save the ,T, engine
from elements and harsh riding conditions
lack alloys 6 Might weight and can cope up with the toughest of
surfaces and reduced weight
(alient features2
". ,oto !etal =isc
.. =igital 'peedo console
@. (ver s+uare engine
2!
<. !oly shocks
#. 7lip on handle bars
(trategy2
)pache ,T, 8i "B$ has been a star performer for TC', in their 7H matrix.
)pache has been brought into the market by TC' to cater to the increasing
demand for more power, features, functions and styles. 'ome of the salient
features of TC'1s market outlook are-
". Well thought out market segmentation and targeting, this bike is
primarily targeted at urban commuters between "4*@$ years, people
who want to upgrade from their ".# cc bikes and people who want a
bike with sporty looks.
.. The 7ompany is focusing on ,D= activities which are reflected by over
.$$ patents that it has applied for.
@. The 7ompany is also working on development of fuel*efficient
technologies and alternate fuel technologies to take care of emerging
needs of the consumers and environment which shows a thrust
towards product enhancement and brand building.
<. The 7ompany has a widespread network over B$$ exclusive dealers
and over .,#$$ authoriIed sub dealers and service centers.
9ero 9ona
/ero /onda the leader in two wheeler sales has . prime offerings in the "#$
cc segment, /unk and 7? K*T,>M> in addition to )chiever. /unk is a
completely new design aimed at the youth of today, as well as young
executives, whereas 7? K*T,>M> is a refined version of the earlier star
from the /ero /onda stables, 7?, /ero /onda /unk.
9unk:s salient 0eatures2
". road muscular 8uel Tank with capacity of "..< litres minimum.
.. >ngine 6 < stroke single cylinder (/7
@. Hlaring headlight with aggressive vision
<. !owerful =isk brakes
2:
#. Telescopic hydraulic shock absorber
B. 8iery ringed chrome speedometer
3. !uncture resistant tubes
4. ,evolutionary inert suspension
;. 'porty saddle
#B7 ";%)!M!
7? K *T,>M> has many advantageous attributes which makes it different
from its older version. 'ome of these are listed below-
". !owerful windscreen
.. Maximum power is "$.B 0W A 4#$$ rpm
@. Maximum tor+ue id of "..4$ 2*m A B#$$ rpm
(trategy2
". /ero /onda is tapping into the rural market with its rural initiative.
7ompared to a market penetration of .#Q in the urban segment, only
"$Q market penetration is there in the rural market. )nd the initiative
showed results immediately with marked increase in sales, after a flat
.$$3*$4.
.. /ero /onda has always had a very visible media presence with the
iconic ad 9/ero /onda =hak =hak Ho: still fresh in the mind of people
and ropes in big names for promotion like /rithik ,oshan and 'aurav
Hanguly, and also sponsors such mega hit programs like MTC
,oadies, and 'a ,e Ha Ma on ?ee television. ) legendary 18ill it * 'hut
it 6 8orget it1 campaign captured the imagination of commuters across
&ndia, and /ero /onda sold millions of bikes purely on the commitment
of increased mileage.
@. &ts uni+ue 7,M initiative * /ero /onda !assport !rogram, one of the
largest programs of this kind in the world, has over @ million members
on its roster. The program has not only helped /ero /onda understand
its customers and deliver value at different price points, but has also
created a loyal community of brand ambassadors.
27
<. !MM software 6 !roduct Mife cycle Management software, which will
help reduce costs and time for the development of new models, and
#. =ealer Management 'ystem software 6 which will help it connect to its
entire dealer network, and enable better co*ordination and tighter
coupling with dealers.
B. ) whopping ,s ";.<. crores were spent on , D = in the year .$$4
compared to ,s 4."" in the year .$$3, showing an inclination towards
new and better products and offerings.
9ona $nicorn
Gnicorn is engineered and styled for the taste of the younger generation. With
the <*stroke, "#$cc engine delivering a whooping "@.@ bhp, Gnicorn is the
fastest motorcycle in &ndia racing from $ to B$ kms per hour in a mere #
seconds. &t has a distinctive sporty and macho design with a racy front face,
masculine fuel tank with knee grip and a sleek rear cowl. 'ome of the salient
features of this bike are-
". est pick up in its class.
.. &t delivers an incredible B$ kms to a litre.
@. &t is a perfect fusion of sporty D macho design.
<. With Mono 'uspension D =iamond frame, it takes all kinds of road
shocks with absolute ease.
#. &t is the only motorcycle e+uipped with a puncture resistant Tupp up
Tube.
B. &t is one of the swiftest, smoothest and noise*free bikes in &ndia.
(trategy2
". /onda Motorcycle and 'cooter &ndia Mtd (/M'&% will invest ,s <$$
crore in &ndia by .$"$ to double its production capacity of motorcycles
and scooters to two million units.
.. /onda seems to be concentrating a lot more on the "$$ cc, and lower
segments, and not on the "#$ cc segment. That is reflected in lack of
new models in this segment, and even lack of new variants for Gnicorn.
2*
@. /onda came up with the popular 9e a Wing ,ider: campaign which
was in line with the product to promote Gnicorn. Gnicorn though initially
enjoyed a great presence in market after its launch but a lack of
interest shown in this segment by /onda Motorcycle and 'cooters
&ndia (/M'&% coupled with a weak promotion strategy and lack of
product diversification has resulted in /onda losing out on the market
share in the "#$ 77 segment despite having the backing of a superior
product and technological expertise coming from being the leaders in
the worldwide motorcycle market.
#o4parison vis;a;vis other -ikes
&t5s very difficult to choose between the bikes chosen above in terms of price
or technological features.
The differentiation comes in terms of the marketing and introduction of new
variants, or at least changing looks as this particular segment demands this.
ajaj !ulsar hasn5t come out with a new variant in a considerable time and
the interest is waning as shown by the decreasing sales.
2?
#,+($M!) B!9A'&,)
,-jective
(bjective of the report is to study and analysis of consumer behavior for ajaj
!ulsar "#$cc. 7onsumer behavior study for ajaj !ulsar"#$cc bike has been
done using the primary research method by carrying out a +uestionnaire
based survey.
(n basis of survey findings, consumer behavior analysis has been done and
has been divided into three sections-
uying ,oles
!urchase ehavior
uying =ecision !rocess
o &dentifying the problem
o &nformation 'earch
o >valuation of )lternatives
o !urchase =ecision
o !ost !urchase ehavior
(urvey
) comprehensive survey (Pri4ary research 4etho tool% was conducted
over ""3 people to study the 7onsumer behavior of ajaj !ulsar"#$cc. The
mode of the survey was <uestionnaire -ase. ased on the responses of
the people surveyed the findings have been proposed and various figures
have been used wherever deemed necessary along with proper explanation.
)s we can see from the demographics of the respondents we can very well
say our survey is biased towards the younger section of the society as 4.Q
respondents are from the age group "4*.< years.
3"
3i4itations of survey conucte2
=ue to constraint of resources, sample siIe of survey is only ""3.
=ue to accessibility constraints, the maximum proportion of the sample
of the survey is correspondents from age group "4*.<.
Suestionnaire type limited to closed ended +uestions.
Buying )oles
=uestion- Nou boughtOfeel like buying a bike due to
8riendsO!eers
8amily
)rticlesO logs
Tust for having a conveyance
(ther than these
,-jective- To understand the basic need for the purchase of the consumer
i.e. as to what induces him to buy the bike which will help in identifying
different buying roles
The &nitiator * who decides to start the buying process
The &nfluencer * who tries to convince others for the need of the
product
The =ecider * who makes the final decision to purchase
The uyer * who is going to write pay for the product
The Gser who ends up using the product
2ote- 'ince our survey biased towards younger generation i.e. between
the age group "4*.<, as a result there is high probability that they won5t be
earning therefore they can5t be buyer rather their parents will act as buyers
&nference-
3
8rom the data we can very well see that <@.#;Q of the times the customer
buys the bike for the sake of conveyance. Therefore it means that in this
case, customer first acts as the initiator, then moves to the decider role, then
buyer and in the end user. &n this case nobody is the influencer as customer is
not being influenced by his peers, relatives, articles, blogs etc.
&nitiator 7ustomer
&nfluencer 2o (ne
=ecider 7ustomer
uyer !arentsO 7ustomer
Gser 7ustomer
When a person buys due to '2( effect i.e. he buys because his peers and
friends are buying then his friends and peers act as initiators, they may
influence the brand as well so act as influences, person himself acts as the
decision maker, buyer and user.
&nitiator !eers and 8riends
&nfluencer !eers and 8riends may act as &nfluencer as well
=ecider 7ustomer
uyer !arentsO 7ustomer
Gser 7ustomer
When the person is motivated by articles and blogs to buy a bike then articles
and blogs act as initiators, influencer and decider because based on articles
and blogs itself person makes up his mind which bike to buy. /e just acts as
buyer and user.
&nitiator )rticles and logs
&nfluencer )rticles and logs
=ecider )rticles and logs
uyer !arentsO 7ustomer
Gser 7ustomer
When a person is buying because of family then initiator can be anyone from
the family, he himself as well, then anybody from the family can act as
influencer like younger brother5s liking of a bike having great looks, younger
32
sister5s liking of some specific colour then they become influencers, most of
the times it will be the person only who will act as decider but may be
someone else can also act as decider but the person will definitely be the
buyer and there can be many users.
&nitiator 8amily Member or 7ustomer
&nfluencer 8amily Members
=ecider 8amily Member or 7ustomer
uyer !arentsO 7ustomer
Gser 7ustomer
Purchase Behavior

/igh &nvolvement Mow &nvolvement
'ignificant
=ifferences
&n rands
2on*'ignificant
=ifferences
&n rands
The buying behavior is =issonance ,educing ehavior because buying a bike
re+uires high involvement and overall all the bikes have similar features
except one or two add on features which do not much weight age in decision
process.
asic features of almost all the bikes are similar like-*
". Mileage 6 #$ P* "$Q
.. !ower 6 ". P* #Q
@. 7ost 6 B$$$$ P* "$Q
<. >ngine Type 6 < 'troke
#. 2o. of cylinder 6 "
B. (verall Mength 6 .$3# P* #Q
33
7omplex
uying
ehavior
Cariety
'eeking
uying
ehavior
Dissonance
)eucing
Buying
Behavior
/abitual
uying
ehavior
3. (verall /eight 6 "$3$ P* .Q
4. Wheel ase 6 "@<$ P* .Q
;. Hround 7learance 6 "## P* #Q
"$. 0erb Weight 6 "<# P* #Q
"". 2o of Hears O Cariators 6 #
".. 8uel 7apacity 6 "#P*. litres
"@. Maximum 'peed 6 "$$ P* .# kmOhour
)s we see almost all the parameters are in a range of P*#Q though there are
add*ons in each brand which are not of much importance therefore it
becomes difficult for the customer to decide which bike to buy and as a result
he takes +uite a long time to make a decision for buying a particular brand.
Buying Decision Process
"% &entifying the pro-le4
=uestion2 Which mode of Transport do you preferU
!ublic Transport
!ooled 7ar
7abs
'elf (wned 8our Wheeler
Two Wheeler
,-jective2 To know the preferred mode of transport used by the target
audience, in order to have an approximate idea of two wheelers5 as a
percentage of overall commuting options available of which bikes is a small
part.
Analysis2
/erein as per the results of the survey we have found out that majority of the
people buy bike to satisfy their internal stimulus needs, i.e., of daily
commuting. =ue to problems of conveyance the prospective consumer
34
decides to buy the bike which additionally satisfies his needs of status and
style.
The above fact could be substantiated by 3.Q of the surveyed people
preferring to travel by . wheelers.
.% &nfor4ation (earch
=uestion2 8rom where did you come to know about ajaj !ulsarU
TCO ,adio )dvertisement
2ewspaperO MagaIine )dvertisement
!eersO 8riends
8amily
,oad 'hows
,-jective- To understand the relevant sources of information that help seek
the alternatives available to the prospective consumer. We asked the
consumer about !ublic sources of &nformation, 7ommercial sources of
&nformation, !ersonal sources of &nformation.
Analysis2
)s per the survey results, majority of the people came to know about ajaj
!ulsar through commercial sources, i.e., TCO,adio )dvertisement. This
speaks about the impact of the advertisement campaigns such as 9=efinitely
3!
Male:, 9=istinctively )head: etc have over increasing the brand recall of ajaj
!ulsar. Market !artitioning over here would be based on price and
performance.
The information search in case of ajaj !ulsar was primarily TC( <B Q%
followed by !eer Hroup (.#Q% and 2ewspapers(.$Q%.
@% !valuation of Alternatives
=uestion- Most important factor according to you while buying a bike
Mileage
Mooks
7ost
Maintenance
)fter sales service
=uestion2 Which price range bike would you like to buy
,s @$,$$$ 6 <$,$$$
,s <$,$$" 6 #$,$$$
,s #$,$$" * B$,$$$
,s B$,$$" 6 3$,$$$
,s 3$,$$" and above
3:
,-jective- To understand the factors that go in deciding on the alternatives
available we ask the consumer about his priority for looks, mileage and
additionally about the price range which he is comfortable with.
Analysis2
/ere the consumer will evaluate the various factors as looks, mileage and
price. The consideration segment for the consumer would consist of product
from players within the performance segment /onda Gnicorn, TC' )pache,
/ero /onda /unk, Namaha 8? "B. The consumer will evaluate these bikes on
the expectancy model deciding the weights to be allocated to various factors.
)s per the survey the most of the consumer allocate the maximum weight*age
to looks and style. This factor suitably satisfies his need of status and style*
oriented lifestyle. The consumer during evaluation of alternatives pays prime
heave to the looks of the two wheeler followed by the mileage parameter as is
evident from the finding of the survey.
<% Purchase Decision
=uestion2 ,ank ajaj !ulsar on the following parameters
rand ajaj
Mileage
Mooks
!ower
37
Worth the money
Maintenance
8inancing option available
,e*'ale Calue
!rice of ikes
ehavior of 'taff
,-jective- To identify the importance of various factors influencing the choice
of a consumer from pool of various alternative available, and consumer
product preference based on these factors.
Analysis2
ased on the evaluation criteria decided during the >valuation of )lternatives
the consumers will evaluate as to which bike to choose. The methodology
applied would be heuristics.
/ere one of the key advantage that pulsar has over other brands is that
people have got positive attitude towards the bike and also there is a
motivation to comply with other persons wishes. The intense positive attitude
of the other person leads others to go for social conformity and therefore they
buy those bikes which are common.
3*
)s per the finding of the survey ajaj !ulsar scored on an average Cery Hood
or Hood rating which ensures that ajaj !ulsar emerged as the best
alternative after evaluation. /ence ajaj !ulsar emerged as the product which
most of the people would prefer to buy.
=uestion2 Which bike do you find most appealing
ajaj !ulsar "#$cc
/onda Gnicorn
/ero /onda /unk
TC' )pache
Namaha 8? "B
&n the survey around #.Q people mentioned that they would prefer buying a
pulsar over other alternatives.
Key &ntervening 0actors
These days the decision of consumers to buy ajaj pulsar is prolonged due to
the international rising crude oil prices and also future expectation of such
price rise, rising cost of the bike. Thus the consumer anticipates a 8inancial
,isk which is currently prolonging the decision of the prospective consumer.
3?
Then with a new innovation and new product every now and then the
consumer is not sure of buying the best product and thus anticipates time risk.
#% Post Purchase Behavior
This is one key area where ajaj has a done a good job and is the primary
reason for their success. The 7onsumers have shown high level of
satisfaction and therefore have even recommended others to buy the bike
(word of mouth publicity%. The post purchase behavior has been between
delighted and satisfied.
They have been able to build long term relationships with their prospective
customers. )lso customers seem to be happy with the after sales services
provided by them. =ue to its popularity the bike attracts a good re*sale value.
4"
#,+#3$(&,+
0uture &nsights
The sales pattern for ajaj !ulsar has been showing a descending trend
because of introduction of products with features that leave it with no
differentiation at all. Moreover these products have added advantages which
help them gain an edge. The various modifications that have been introduced
in the product are cosmetic except a few. There has not been much attempt in
terms of enhancing the consumer base too. )lso the promotions tend to be
less effective than the 9=efinitely Male: 7ampaign which won it immense
popularity. The problems associated with the !roduct since inception still
persist.
The rand will have to suffer stagnated sales with no appreciable growth
pattern if it continues similarly. &t needs to come up with more innovations as
the =T'i and enhancement of performance and parts for better 7ustomer
>xperience. eing a product in the =issonance ,educing segment of
7onsumer uying ehaviour a sustained differentiation and 7ost Meadership
is highly important. )lso it needs to expand its consumer base to newer
segments of the market to ensure not only are its /ard*core Moyal customers
retained but also larger number of customers are ac+uired and retained by
the !roduct.
(uggestions
The following can be steps taken by ajaj !ulsar to ensure better growth
prospects in future-
". &ntroduction of electronic eco*friendly machines could be alternative to
rising oil prices and low cost car models.
4
.. &mproving gearbox, led tail lamps which have been problem areas
since inception and also the mudguard which shakes. )lso
modifications to ensure improved handling of the product.
@. )dapting the bike for rural conditions thus ensuring tapping the rural
consumer segment. This would increase the consumer base of the
product. )lso since all the performers in the two wheeler industry have
e+ually low rural market share it would act as a flanking strategy
against the competitors.
<. To cater to consumers with different priorities ajaj could release two
versions of the product * (ne targeting the low end economy and
performance conscious consumer. The other one targeting the high
end consumer segment ready to shelve out more money for innovative
technology, added features and looks along with the /ygiene factors.
This helps in ensuring winning the prospective customer5s credits on
the >xpectance Model. )lso with specific categorisation it avoids the
7annibalisation problem.
#. Hiven the fact that biking is a passion among the young consumer and
there is a large segment that wants bikes because of passion and fun
than regular benefits and affordability the !ro iking concept should be
taken up on a larger scale with more value addition.
B. )fter sales service improvising is one area where all players of two
wheeler market lag and thus sincere efforts should be made to
enhance the post purchase experience of consumer from satisfied to
=elighted.
3. >xpanding into the 8oreign Markets and patenting the products and
technologies to ensure no duplication of products as the 7hinese
Models of !ulsar.
4. !enetrating 2iche segments as for Traffic !urposes. /owever this
must be done with care as this directly affects the perception of the
product in the minds of the consumer.
42
#onclusion
$nerstaning Marketing concepts
Gnderstanding the basic marketing concepts was one of the main
objective of the project. We, as a team, feel that this whole exercise
was really helpful in complementing the theoretical understanding of
the concepts with a practical approach.
0ey Mearning5s-
o Carious sections of the project helped us get in hand with
various marketing concepts like 'W(T analysis, marketing mix,
competitor analysis, consumer behaviour, marketing research
methodologies,
o &mplementation of the learned concepts.
Marketing Appraisal of Bajaj Pulsar
Meader in its segment of performance bikes above "#$ cc. ajaj has
been able to capture the heart and the mind share of its consumers
along with the market share for a long time. &t is one of the best
products available in the market in terms of the balance of economy,
performance and looks. )s per the understanding from the consumer
behaviour survey it is the top choice for basic benefits as conveyance
and also status needs associated with stylish looks. ecause of these
features it is currently the cash cow for the ajaj Hroup.
!ulsar however needs to continuously innovate in terms of technology
and design to maintain its market share against competitors as /ero
/onda )2= Namaha. 9ero 9ona has -een continuously
launching ne1 proucts in pre4iu4 seg4ents an *a4aha is
launching cost effective versions of its 1orl reno1ne -ikes>
1hich is hitting the 4arket> share of Bajaj Pulsar. ajaj hence
needs to develop marketing strategies to fight the external environment
in terms of competitors and macroeconomic factors such as oil prices
and inflation. 8rom the understanding of the 'W(T analysis the group
43
can leverage upon its entrenched brand loyalty coupled with
improvements in products to maintain its position.
44
)eferences
www.bajajauto.com
www.en.wikipedia.orgOwikiOajajV!ulsar
www.en.wikipedia.orgOwikiO'W(TVanalysis
www.scribd.comOdocO".#3;";$O'tatistics*of*ajaj
www.bikanerrockers.blogspot.comO.$$3O""Obajaj*pulsar*story*of*indias*
most.html
www.consumerpsychologist.com
www.openlearningworld.com
www.dancewithshadows.comO...Oyamaha*fI*"B*motorcycle*a*macho*
street*fighter*from*yamahaO
www.herohonda.comOcoVcorporateVprofile.htm
ehavior and 'ocial &ssues, 'pring .$$B by 8oxall, Hordon ,, (liveira*
7astro, Torge M, Tames, Cictoria 0, Nani*de*'oriano, M Mirella,
'igurdsson, Caldimar, 0eegan et al. (";;., p. ";@%
7raig 8leisher and abette ensoussan- L'trategic and 7ompetitive
)nalysis- Methods and Techni+ues for )nalyIing usiness 7ompetition.L
!rentice /all, .$$@
%ools use
www.surveymonkey.com 6 8or conducting (nline survey
4!
Appeni5 A
#onsu4er Behavior (urvey =uestionnaire 1ith results2
.hich 4oe of %ransport o you prefer ? of )esponents
!ublic Transport 10.@8?
!ooled 7ar 5.1A?
7abs 0.00?
'elf (wned 8our Wheeler 1@.B@?
Two Wheeler C1.CD?
.hich age group o you -elong
"4*.< B@.05?
.#*<$ 1C.D5?
<$ and above 0.00?
.hich price range -ike 1oul you like to -uy
,s @$,$$$ 6 <$,$$$ @.58?
,s <$,$$" 6 #$,$$$ @0.51?
,s #$,$$" * B$,$$$ 15.AB?
,s B$,$$" 6 3$,$$$ A5.8E?
,s 3$,$$" and above @5.D0?
*ou -ought6feel like -uying a -ike ue to
8riendsO!eers 1C.D5?
)rticlesO logs 10.@8?
8amily C.8D?
Tust for having a conveyance EA.5D?
(ther than these @0.51?
Most i4portant factor 1hile -uying a -ike
Mileage @0.51?
Mooks 58.E1?
7ost 0.00?
Maintenance 1C.D5?
)fter sales service 5.1A?
.hich -ike o you fin 4ost appealing
ajaj !ulsar "#$cc 51.@B?
/onda Gnicorn D.E?
/ero /onda /unk @.5E?
TC' )pache D.E?
Namaha 8? "B @C.AB?
4:
0ro4 1here i you co4e to kno1 a-out Bajaj
Pulsar
TCO ,adio )dvertisement E8.15?
2ewspaperO MagaIine )dvertisement @0.51?
!eersO 8riends @5.8E?
8amily @.58?
,oad 'hows 5.1A?
)ank Bajaj Pulsar on the follo1ing para4eters
Cery Hood Hood (0 !oor Cery !oor
rand ajaj @A? E1? @1? 10? 5?
Mileage 1@? EB? @A? 10? C?
Mooks @5? E8? @1? @? C?
!ower @A? EB? 15? C? C?
Worth the money 10? 5A? @C? 5? 5?
Maintenance @0? 51? 1D? 5? 5?
8inancing option
available @0? A5? @8? 1@? C?
,e*'ale Calue @B? @B? @C? 10? C?
!rice of ikes 1C? A5? AA? 10? 5?
ehavior of 'taff A5? AB? @0? 5? @?
47

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