“CUNSUMER BEHAVIOUR TOWARD

BAJAJ PLUSAR PVT. LTD.”

A Project submitted to

University of Mumbai for Partial Completion of the Degree of Bachelor of

Management Studies

Under the Faculty of Commerce

By

PRATIKSHA MAHADEV TAKLE

Under the Guidance of

Prof. DIVYESH NAGARKAR SIR

I.C.S. COLLEGE OF ARTS, COMMERCE AND SCIENCE

KHED, DIST. RATNAGIRI. PH-(02356) 260100

2018-19

1
 INDEX

CAPTER PAGE
NO.
TITLE OF THE CHAPTER NO.

INTRODUCTION
1.1 ) SELECTION AND RELEVENCE
1.2 ) HISTORY
CHAPTER
1.3 ) BRIEF PROFILE OF THE STUDY
1
1.4 ) DEFINATION
1.5 ) CHARACTRISTIC
1.6 ) DEFFERENT CONCEPT

RESEARCH METHODOLOGY
2.1 ) OBJECTIVE
2.2 ) HYPOTHESIS
2.3 ) SCOPE OF THE STUDY
CHAPTER
2.4 ) LIMITATION OF THE STUDY
2
2.5 ) SINGNIFICANCE
2.6 ) DATA COLLECTION
2.7 ) TABULATON OF DATA
2.8 ) TECHNICAL AND TOOL

CHAPTER
LEATRATURE REVIEW
3
CHAPTER DATA ANALYSIS , INTERPRETATION AND
4 PRESENTATION
CHAPTER
CONCIUSION AND SUGGESTIONS
5
CHAPTER
BIBILOGRAPHY AND APPENDIX
6

2
 Certificate
This is to certify that Miss. PRATIKSHA MAHADEV TAKLE
has worked and duly completed his Project Work for the degree of Bachelor of
Management Studies under the Faculty of Commerce in the subject of
________________________________________ and his project is entitled,
“CUNSUMER BEHAVIOUR TOWARDS BAJAJ PLASUR PVT. LTD.”
under my supervision.
I further certify that the entire work has been done by the learner under my guidance
and that no part of it has been submitted previously for any Degree or Diploma of any
University.
It is her/ his own work and facts reported by her/his personal findings and
investigations.

Seal of Name and Signature of

the
College Guiding Teacher

Date of submission:

3
 Declaration by learner

I the undersigned Miss. PRATIKSHA MAHADEV TAKLE here by, declare

that the work embodied in this project work titled “CUNSUMER BEHAVIOUR

TOWARDS BAJAJ PLASUR PVT. LTD” forms my own contribution to the

research work carried out under the guidance of

________________________________ is a result of my own research work and has

not been previously submitted to any other University for any other Degree/ Diploma

to this or any other University.

Wherever reference has been made to previous works of others, it has been clearly

indicated as such and included in the bibliography.

I, here by further declare that all information of this document has been obtained and

presented in accordance with academic rules and ethical conduct.

Name and Signature of the learner

Certified by
Name and signature of the Guiding Teacher

4
 Acknowledgment

To list who all have helped me is difficult because they are so numerous and the depth
is so enormous.
I would like to acknowledge the following as being idealistic channels and fresh
dimensions in the completion of this project.
I take this opportunity to thank the University of Mumbai for giving me chance to do
this project.
I would like to thank my Principal, G.B. SARANG for providing the necessary
facilities required for completion of this project.
I take this opportunity to thank our Coordinator SACHIN BHOSALE, for her moral
support and guidance.
I would also like to express my sincere gratitude towards my project guide
_____________ whose guidance and care made the project successful.
I would like to thank my College Library, for having provided various reference
books and magazines related to my project.
Lastly, I would like to thank each and every person who directly or indirectly helped
me in the completion of the project especially my Parents and Peers who supported
me throughout my project.

5
 Chapter-1
INTRODUTION

6
 INTRODUTION

The project report offers details regarding the “Consumer behavior towards Bajaj pulsar

In the modern world the Motorcycles are playing an important role as a means of convenient
transportation. They are really a benefit to mankind. It is deemed to be the best means of
transportation to be in the city, in fact it has become a fashion to ride the two wheeler in city,
some take it for necessity, someone for prestige or status, someone for fun and others for
transportation from one comes to another.

In this project report an attempt is made to bring out the details regarding history,
development and dynamic growth of automobiles, growth of “Bajaj Auto Ltd” and
competition in present market for two wheelers, attempts have also been made to provide
certain suggestions and conclusions for the improvement and development of the product.

In this project report an attempt is made to bring out the details regarding history,
development and dynamic growth of automobiles, growth of “Arpita Bajaj” and Competition
in present market for two wheelers, attempts have also been made to provide certain
suggestions and conclusions for the improvement and development of the product.

7
1.1 SELECTON AND RELEVENCE OF PROBLEM :-

Projectskart.com In Indian two wheeler industry, two wheelers manufacturing sector has
played a very crucial and significant role.

As today’s world is of stiff competition, a firm has to attract the interest of the customers and
provide satisfactory service to them according to their taste and requirements. They have to
know about the changing customer needs and preferences.

A consumer is the king and has the right to choose from a large variety of offering. He is the
central point and all marketing activities revolve around him. Today’s market is more of a
consumer oriented in the sense all the business operations rotate around the customer
satisfaction and service.

Thus, marketing is often dynamic, challenging and rewarding. It can also be frustrating and
even disappointing but never dull. The topic “Consumer behaviour towards bajaj pulsar
150cc in Hassan city” is chosen to study the consumer behaviour adopted in Arpita Bajaj,
dealers for Bajaj auto Ltd. This project deals with how bajaj pulsar 150cc defines its
consumer behaviour and uses its marketing tools in the best way to attract and satisfy their
needs and wants competitively and profitably

Marketing management usually represents all managerial efforts and functions to operate the
marketing concept, not only in letters but also in the spirit. Marketing concept demands
customer oriented marketing plans, programs and policies so that the merchants can assume
perfect correlation between demand and supply.

Thus, marketing is a matching process by which a producer provides a marketing mix i.e.,
product, price, promotion and physical distribution that meet consumer’s demand of a target
market within the limits of society.

Finding out “CONSUMER BEHAVIOR TOWARDS BAJAJ PULSAR 150 – CC” is the
important statement of the problem in this project.

8
1.2 HISTORICAL BACKGRAUND :-
The first stage in the problem consumer behavior historical background is problem
recognition, which occurs when the consumer perceives a need and becomes motivated to
solve the problem. The problem recognition state initiates the subsequent decision-
processes. It is caused by a difference between the consumer’s ideal state and actual state.
Mahatoo (1985) states that a discrepancy exists between what consumer wants the situation
to be like and what the situation is really like13. Problem does not always imply a negative
stage. A goal exists for the consumer. This goal may be the attainment of more positive
situation. Kotler (2003) suggests that, by gathering information from a number of consumers,
marketers can identify the most frequent stimuli that trigger an interest in a product category.
They can then develop marketing strategies.

The second stage in consumer decision process is information search. Once consumer
perceives a problem or need that can be satisfied by the purchase of a product or service.
They begin to search for information needed to make a purchase decision15. The initial
search efforts often consist of an attempt to scan information stored in memory to recall past
experience and /8 or knowledge regarding various purchase alternatives. This is referred to as
internal search. If the internal search does not yield enough information, the consumer will
seek additional information by engaging in external search. External sources of information
include (a) personal sources – friends, relatives and co-workers, (b) commercial sources –
advertisements, salespeople and internet, (c) public source – magazines, newspaper, reports
on television and (d) personal experience – hands on experience in handling, examining or
testing the product. Many consumer decisions are based on a combination of past experience
(internal sources) and marketing and non-commercial information (external sources)16.
Kotler (2003) states that through information gathering, the consumer learns about competing
brands and their features. There may be plenty of brands (total set) available in a product
category. But the consumer knows only some of these brands (awareness set). Among these
brands, some brands will meet the consumer’s initial buying criteria (consideration set). As
the consumer gathers more information, only a few will remain as strong contenders (choice
set). All the brands in the choice set may be acceptable. The consumer makes a final choice
from this set. The marketers must identify the consumer’s information sources, evaluate their
relative importance. They evolve marketing strategies accordingly17.Baker (2000) states
that, if there is a sufficiently high level of involvement or engagement with the problem, the
consumer is likely to engage in complex and extensive information search and if the
involvement level is low, he is likely to use very simple or limited information search18

9
10
1.3 PROFILE OF THE STUDY AREA :-
A BIRD VIEW OF ARPITA BAJAJ

BIRTH

Arpita Bajaj has taken its birth in the year may 1, 2000 by appointing as an authorized dealer
of Bajaj Auto Ltd. For the sales, service spares of two wheelers. A new showroom was
started in Hassan in the heart of the city of the BM Road. In the early stages of the firm there
were only 20 workers who were working. Due to the increase of sales and profit of the firm,
they wanted to increase the scale of the business. So the purchased asset (site) in 1983,
Hassan at BM Road. In that place, they constructed an exciting showroom for the purpose of
business. It consists of 3 divisions.

THEY ARE:-

A department for sales.

2. A department for service.

3. A department for spares.

a. The sales department contains a head count of 13 members.

b. The service department contains a head count of 25 members.

c. The spare part department also contains a head count of 04 members to work.

It is having computer facility for billing and charging the amount.

NATURE OF THE FIRM:-

Arpita Bajaj is a sole trading firm. The founder of Arpita Bajaj. Was Mr.Vishwanath Patil
who developed the firm into a greater extent.

INFRASTRUCTURAL FACILITIES:-

The firm is having a total area of 2000 sq.ft. It is having a fabulous and an attractive
showroom of 950 sq. ft. The spare part section is having on area of 1000 sq.ft. It is having a
well equipped workshop with an area of 1800 sq.ft. The remaining area is using for parking
and test riding of vehicles.

The firm is having a separate counter for sales and for Bajaj Auto Finance. Bajaj Auto
Finance is providing a good facility for customer like loans, free service etc. The customers
will have the facility of loan by Bajaj Auto Finance Ltd., in Pune at an attractive rate of
interest. The customer has to clear the instalment within 12, 18, 24 & 36 months.

11
TABLE SHOWING THE TOTAL SALES OF TWO WHEELERS ACHIEVED BY
ARPITA BAJAJ, IN THE LAST 2 YEARS.

YEAR TOTAL SALES OF 2 WHEELERS

2008-09 79
2009-10 120

The above table clearly shows that the sales of two wheelers are in cumulative increase
except in the year 2008-10. So that Arpita Bajaj performing its function in a competitive
way.

PROMOTIONAL STRATEGY OF THE FIRM:-

Arpita Bajaj emerged as a fast moving seller of two wheelers of Bajaj Auto Ltd, it has
undertaken various promotional tools to retain the existing customers and to forecast the
prospective and failure customer. Following are the sales promotional tools adopted by the
firm to increase its sales.

1. NEWS PAPER:-

The firm has adopted the newspaper as an advertisement media for the promotion of its two
wheelers. If give the Add in the all English newspapers like Times of India, Vijay Times,
Indian Express, Deccan Herald etc. It also gives Add in local newspapers such as Vijaya
Karnataka, Janatha madhyama, etc.

2. TELEVISION:-

The firm displays its Add in different channels of television. It is an effective media of
advertisement which is adopted by the firm to induce the prospective customers.

3. MAGZINES:-

The firm subscribes its Add in various souvenirs and magazines of reputed colleges,
educational institutions and in other institutions.

4. WINDOW DISPLAY:-

The firm is having an exciting showroom and a large place for the display of vehicles. The
vehicles will to display through windows. So it attracts the attention of the customers when
they enter into the showroom.

12
5. OTHERS:-

The firm displays its products big banners, posters, boards across the major busy roads and
also leaf lets, pomplets issued to the customers.

The posters, banners will be displayed in the sports events, drama festivals, youth festivals,
exhibitions, fares, and other famous festivals.

2.13 PRODUCTS PROFILE

Type of Company: Public

Founded in Headquarters Products

: 1945

: Pune, India

: Scooters, Motorcycles and Auto rickshaw.

Bajaj Auto Ltd. is an important Indian automobile manufacturer. Bajaj Auto is the second
largest two-wheeler manufacturer in India and one of the largest in the world. It is also the
earliest one in India to venture into automobile manufacturing. The company produces and
exports scooters, motorcycles and the auto rickshaw. Bajaj Auto is based in Pune,
Maharashtra, with plants in Akurdi and Pantnagar in Uttarakhand.

Bajaj Auto Limited was founded on November 29, 1945. At that time it was known as M/s
Bachraj Trading Corporation Private Limited. The company initially sold imported two- and
three-wheelers in India. In 1959, Bajaj Auto obtained license from the Government of India
to manufacture two- and three-wheelers in the country.

In 1960, Bajaj Auto became a public limited company.

Over the last few years, Bajaj Auto Ltd has smartly and successfully transformed its image
from a scooter manufacturer to a two wheeler manufacturer. At present, the product range of
Bajaj Auto Ltd includes Scooters and Motorcycles. The last few years have seen company's
real growth in numbers after it successfully introduced a number of new models in various
segments of the fast growing bike market in India. In fact, Bajaj Auto Ltd smartly introduced
new segments in the motorcycle market to take on its arch rival and market leader Hero
Honda

BAJAJ AVENGER: -

Bajaj Avenger is a cruiser bike from the stable of Bajaj Auto. Bajaj Avenger is modeled
along the lines of Kawasaki Eliminator as it draws the styling and other design cues from
Bajaj Eliminator which had an air-cooled, single cylinder Kawasaki engine.

13
BAJAJ CT 100:-

Bajaj CT 100 is a 100 CC entry-level bike from Bajaj Auto. Bajaj CT 100 clearly targets the
value-for-money conscious young bike buyer and offers build quality and trim levels of
higher-end bikes at a price closer to that of a traditional metal-bodied scooter.

BAJAJ PLATINA: -

Baja Platina is a bike built by the Bajaj Auto. Baja Platina borrows extensively from the
Bajaj Wind and Bajaj CT 100 models.

BAJAJ DISCOVER DTSi: -

Bajaj Discover DTSi is a 125 cc bike. The Bajaj Discover has been the highest selling 125 cc
bike in India since its inception and far ahead of other bikes in

its segment. It is equipped with world’s first 125cc DTSi engine which gives best in class
power of 8.47kW (11.51Ps).

BAJAJ PULSAR DTSi: -

Bajaj Pulsar has achieved the status of a cult bike in India. The sturdy and macho looking
bike has been hugely popular in the Indian motorcycle market and is largely responsible for
changing the 'scooter manufacturer' image of Bajaj Auto Ltd.

BAJAJ WAVE: -

Bajaj Wave scooterette borrows heavily from the old Bajaj Saffire in terms of the overall
design but it comes with several new refinements. Bajaj has incorporated its patented DTSi
(Digital Twin Spark Ignition) technology and Exhaust TEC into Bajaj Wave.

BAJAJ WIND 125:-

Bajaj Wind 125cc is an executive segment, upright postured, fuel efficient bike from Bajaj
Auto. Though manufactured in India, Bajaj Wind 125 is available only for select
international markets.

AUTO RICKSHAWS:-

∙Bajaj Auto rickshaw Rear Engine 2 stroke petrol

∙Auto rickshaw WH175ZK

∙Auto rickshaw passenger and goods carrier

14
∙Gasoline Motor Tricycle

∙3 Wheeler Auto rickshaws with Powerful 200cc Engine WZMT2001.

PRODUCT PROFILE

A SHOW AND REVIEW ON PULSAR 150cc.

15
1.4 DEFINATION OF RALATED ASPECTS:-

1. WEBSTER:-

‘Buyer Behaviour is all psychological, social and physical behaviours of potential customers
as they become aware of evaluate, purchase, consume and tell other people about product and
services”.

2. WALTER AND PAUL:-

‘Consumer behaviour is the process whereby individual decide about what, when, where,
how and from whom to purchase goods and services”.

16
1.5 CHARACTRICTICS:-

Before opening a business, a smart business owner will study his ideal customer to determine
her consumer behavior. Advertising, and business itself, is useless unless you know what
behavior you're trying to change or influence. If you've been in the business for a number of
years, you may already know the basics of your customer base, but the experts will always
have more to tell you. Consumer groups employ elaborate surveys, panels, focus groups and
other means of studying consumer behavior, with the goal of finding out exactly what it takes
to complete a sale.

1. The most important people in any business.

2. There are part of our business , they are not out siders.
3. There are not dependent on business, but business is dependent on them.
4. There are not an interruption to own work, they are the purpose of it .
5. People come to us with there needs and wants , it is our job to fulfill them.

17
1.6 DIFFERENT CONCERN :-

Consumer behaviour is the study of how individual customers, groups or organizations

select, buy, use, and dispose ideas, goods, and services to satisfy their needs and wants. It

refers to the actions of the consumers in the marketplace and the underlying motives for
those actions.

Marketers expect that by understanding what causes the consumers to buy particular goods

and services, they will be able to determine—which products are needed in the marketplace,
which are obsolete, and how best to present the goods to the consumers.

The study of consumer behaviour assumes that the consumers are actors in the marketplace.

The perspective of role theory assumes that consumers play various roles in the marketplace.

Starting from the information provider, from the user to the payer and to the disposer,
consumers play these roles in the decision process.

The roles also vary in different consumption situations; for example, a mother plays the role

of an influencer in a child’s purchase process, whereas she plays the role of a disposer for the
products consumed by the family.

Consumer Behaviour is a concept in marketing where in companies study how individual

persons, groups of people or large entities buy, sell or interact with a product, service or a

brand in the market. Consumer Behaviour by name means behaviour of the consumer which

again means how consumer behaves around a particular product of a company. This
behaviour can include consumption, buying etc.

18
1. According to Engel, Blackwell, and Mansard, ‘consumer behavior is the actions and
decision processes of people who purchase goods and services for personal consumption’.

2. According to Louden and Bitta, ‘consumer behavior is the decision process and physical

activity, which individuals engage in when evaluating, acquiring, using or disposing of goods
and services’.

19
 Chapter-2
RESEARCH
METHODOLOGY

20
 RESEARCH METHODOLOGY

Research methodology defines what the activity of research is, how to proceed, how to
measure progress, and what constitutes success. AI methodology is a jumbled mess.
Different methodologies define distinct schools which wage religious wars against each
other.

Methods are tools. Use them; don't let them use you. Don't fall for slogans that raise one
above the others: ``AI research needs to be put on firm foundations;'' ``Philosophers just talk.
AI is about hacking;'' ``you have to know what's computed before you ask how.'' To succeed
at AI, you have to be good at technical methods and you have to be suspicious of them. For
instance, you should be able to prove theorems and you should harbor doubts about whether
theorems prove anything.

Most good pieces of AI delicately balance several methodologies. For example, you must
walk a fine line between too much theory, possibly irrelevant to any real problem, and
voluminous implementation, which can represent an incoherent munging of ad-hoc solutions.
You are constantly faced with research decisions that divide along a boundary between
``neat'' and ``scruffy.'' Should you take the time to formalize this problem to some extent (so
that, for example, you can prove its intractability), or should you deal with it in its raw form,
which ill-defined but closer to reality? Taking the former approach leads (when successful)
to a clear, certain result that will usually be either boring or at least will not Address the
Issues; the latter approach runs the risk of turning into a bunch of hacks. Any one piece of
work, and any one person, should aim for a judicious balance, formalizing sub problems that
seem to cry for it while keeping honest to the Big Picture.

21
Some work is like science. You look at how people learn arithmetic, how the brain works,
how kangaroos hop, and try to figure it out and make a testable theory. Some work is like
engineering: you try to build a better problem solver or shape-from algorithm. Some work is
like mathematics: you play with formalisms, try to understand their properties, hone them,
prove things about them. Some work is example-driven, trying to explain specific
phenomena. The best work combines all these and more.

Methodologies are social. Read how other people attacked similar problems, and talk to
people about how they proceeded in specific cases. Research Methodology can be done by
two methods

1. Primary Data
2. Secondary Data

RESEARCH METHODOLOGY:-

The research conducted is concentrated much on the following information:

 How do customers make a purchase decision?

 What are the various factors affecting the potential customers during the process of
selection?
 Brand awareness in the minds of the customers about the company?

 What are the benefits, improvements required by the customers?

 What is the effect of Bajaj’s Advertising/Promotion Campaign?

 How does the competitor’s influence on the existing customers?

METHODOLOGY:-

Both primary and secondary data have been collected to bring this project report, primary
data have been collected through the personal interview from the respondents. The survey of
the respondents was made on the basis of Random Sampling Method. Questionnaire had
been issued to the respondents to avoid unnecessary delay and to make filling task easy the
questionnaires were prepared in structural manner.

22
2.1 AIMS AND OBJECTVES:-

 To study company profile.

 To study the products offered by Bajaj.
 To study the different policies offered by Bajaj.
 To study the price rang of different products of different companies.

23
2.2 HYPOTHESIS:-

Hypothesis 1

Ho: There is no significant difference among the various primary demographic

factors (Age, Educational status, Occupational status and Monthly Income) with
regard to need recognition stage.

Hypothesis 2

Ho: There is no significant difference among the primary demographic factors

(Age, Educational status, Occupational status and Monthly Income) with regard
to information search.

Hypothesis 3

Ho: There is no significant difference among the primary demographic factors

(Age, Educational status, Occupational status and Monthly Income) with regard
to evaluation of alternatives.

Hypothesis 4

Ho: There is no significant difference among the primary demographic factors

(Age,Educational status, Occupational status and Monthly Income) with regard
to purchase decision.

Hypothesis 5

Ho: There is no significant difference among the primary demographic factors

(Age, Educational status, Occupational status and Monthly Income) with regard
to the level of overall satisfaction in the motorcycles.

24
Hypothesis 6

Ho: There is no significant difference among the various secondary

demographic factors [Marital status, Family life-cycle, Family size, Number of
dependents and Family income (monthly)] with regard to need recognition
stage.

Hypothesis 7

Ho: There is no significant difference among the various secondary

demographic factors [Marital status, Family life-cycle, Family size, Number of
dependents and Family income (monthly)] with regard to information search.

Hypothesis 8

Ho: There is no significant difference among the various secondary

demographic factors [Marital status, Family life-cycle, Family size, Number of
dependents and Family income (monthly)] with regard to evaluation of
alternatives.

Hypothesis 9

Ho: There is no significant difference among the various secondary

demographic factors [Marital status, Family life-cycle, Family size, Number of
dependents and Family income (monthly)] with regard to purchase decision.

Hypothesis 10

Ho: There is no significant difference among the various secondary

demographic factors [Marital status, Family life-cycle, Family size, Number of
dependents and Family income (monthly)] with regard to the level of overall
satisfaction in the motorcycles.

25
2.3 SCOPE OF THE STUDY:-

The scope of the study is limited to the “Consumer attitudes towards Pulsar 150cc in Hassan
city” only, out of the total population of the city, 60 are selected as respondents for the
purpose of research study. In selecting the sample, much care is taken to see that the same
selected is works as the representative of the various groups of population. The study covers
various types of people such as business man, professionals, employees, students and they
are of the different age group and different levels.

26
2.4 LIMITATION OF STUDY:-

As the survey is restricted to Hassan city only, the area is limited that is of the vast
geographical spreading of customers. The sample is supposed to show the view of total
population.

 The respondents selected for the survey is restricted to 60 only because of time

shortage.

 The time taken for the conduct of survey is very short and so it has become very
difficult to collect more information from large respondents.

 From the study, it is clear that the price of the product is not affordable for all the
classes of people, price is costly for the middle and lower class people.

 It was not possible to collect some confidential matters from the dealers and the
company. It is presumed that the information provided by them is authentic and this
definitely affects the accuracy of the results of the study.

27
2.5 SINGFICANCE OF THE STUDY:-

(i) Realistic Implementation of the Marketing Concept:

The modern marketing concept is consumer-oriented. To give a realistic implementation to

this concept, a study of consumer behaviour is imperative. More specifically, a study of

consumer behaviour is a must for developing an ideal marketing-mix; which is the

cornerstone of the concept of marketing.

It is, in fact, very true to state that unless the marketer knows what consumers buy and why;

it is not possible to design and implement a successful scheme of marketing-mix to, beat the
completive elements.

(ii) Planning Product Differentiation and Market Segmentation:

For planning product differentiation strategies (i.e. making the product so differentiated and

unique that consumer may be tempted to buy only that product due to its unique features); a
study of consumer behaviour is very significant or necessary.

Again, for designing schemes of market segmentation (a process of dividing a potential

market into distinct sub-markets of consumers with common needs and characteristics), a
study of consumer behaviour is very necessary.

ADVERTISEMENTS:

As a matter of fact, the success of marketing management depends on designing schemes of

product differentiation and market segmentation, the background data for which is furnished
by a study of consumer behaviour.

(iii) Selection of Distribution Channels:

A study of consumer behaviour not only includes what consumers buy; but also the source

from where they buy’. For example, men of status in society may never buy things from

ordinary shops and ordinary markets. They may prefer to buy from prestigious stores and
28
markets; even though they may have to pay a higher price and so on for various categories of
consumers.

Thus a study of consumer behaviour guides the marketer to select suitable channels of

distribution, to provide maximum convenience and satisfaction to different groups of

consumers.

(iv) Designing Promotional Techniques:

Promotional techniques include advertising message and media, personal selling approaches

and special sales promotional devices. Designing promotional techniques is much facilitated

by a study of consumer behaviour; which may throw light on the psychology of people as to
the factors which affect their buying decisions.

Those factors which affect consumers’ buying behaviour may be suitably incorporated into
the promotional techniques of the organisation.

(v) Trade-Off between Price and Quality:

A study of consumer behaviour is likely to reveal whether target consumers of the enterprise

emphasize more on the price of the product or its quality. On this basis, the marketer can

device suitable pricing strategies and programmes aimed at upgrading the quality of
organisation’s products to suit the needs, habits and behaviour of consumers.

29
2.6 SELECTION OF THE PROBLEM:-

The first stage of the purchase decision process begins with problem
recognition (also known as category need or need arousal). This is when the
consumer identifies a need, typically defined as the difference between the
consumer's current state and their desired or ideal state. A simpler way of thinking
about problem recognition is that it is where the consumer decides that he or she is
'in the market' for a product or service to satisfy some need or want. The strength of
the underlying need drives the entire decision process.[21]
Theorists identify three broad classes of problem-solving situation relevant for the
purchase decision:[22]
Extensive problem-solving
Purchases that warrant greater deliberation, more extensive information
search and evaluation of alternatives. These are typically expensive
purchases, or purchases with high social visibility e.g. fashion, cars

Limited problem-solving
Known or familiar purchases, regular purchases, straight re-buys. Typically
low-priced items.

Routinized problem-solving
Repeat purchases or habitual purchases
Consumers become aware of a problem in a variety of ways including: [23]

Out-of-Stock/ Natural Depletion

When a consumer needs to replenish stocks of a consumable item e.g. ran
out of milk or bread.

Regular purchase
When a consumer purchases a product on a regular basis e.g. newspaper,
magazine.

Dissatisfaction
When a consumer is not satisfied with the current product or service.
New Needs or Wants
Lifestyle changes may trigger the identification of new needs e.g. the arrival of
a baby may prompt the purchase of a cot, stroller and car-seat for baby.

Related products
The purchase of one product may trigger the need for accessories, spare
parts or complementary goods and services e.g. the purchase of a printer
leads to the need for ink cartridges; the purchase of a digital camera leads to
the need for memory cards.

Marketer-induced problem recognition

30
 When marketing activity persuades consumers of a problem (usually a
problem that the consumer did not realize they had).

New Products or Categories

When consumers become aware of new, innovative products that offer a
superior means of fulfilling a need. Disruptive technologies such as the
advent of wireless free communications devices can trigger a need for
plethora of products such as a new mouse or printer.

31
2.7 SAMPLE SIZE:-

100 questionnaires were filled in. Since 16 of these 100 questionnaires were found to have

some inconsistent responses for a few questions, they were not included for the study. Hence,

the conclusions drawn in this study relate to the responses given by only 95 respondents.
These sample respondents were chosen on the basis of random sampling method.

32
2.8 METHOD OF SAMPLING:-

Convenience sampling
Arguably the easiest form of sampling, convenience sampling utilises people who
are willing to volunteer their services. By using subjects who are readily available for
questioning it’s possible for fledgling businesses with small budgets to gather large
amounts of data very quickly. On the flip side, the sample will not be wholly
representative of the entire population and the results will also be at risk of volunteer
bias.

33
2.9 DATA COLLECTION:-
A questionnaire is designed to collect data and information from the opinion survey of the
product. It is meant to extract useful information about the various factors influencing
consumer behaviors. Care is taken to arrange the questions in logical sequence and to form
them in a simple and precise manner to enable to collect authentic and accurate response
from the customer.

The data collected through questionnaire are analyzed and interpreted conclusion in a
systematic.

34
2.10 TABULATION OF DATA:-
The process of summarizing the data and displaying the same in compact form (in the form
of statistical table) is called tabulation. Coding of collected data makes the tabulation process
quite easier.

A consumer survey is conducted on the “Consumer attitude towards the Pulsar 150cc”.
Various key aspects are taken while conducting the survey. These key aspects revealed the
attitudes of different type of customers towards Pulsar 150cc.

The survey is concentrated on the following key aspect which determines the buying decision
of a customer.

1. Age group of customers

2. Income level of customers

3. Occupation of the customers

4. Riding model

5. Purpose of purchasing

6. Awareness medium of the product

7. Factors of satisfaction

8. Ranking of performance of Arpita Bajaj.

The above factors really exhibit about the position of the product in the market and how they
are having the influence on the buying decision of a customer.

35
AGE GROUP OF THE CUSTOMERS:-

In fact the age of the customer influence the buying decision on the product characteristics
that influences the purchase of the product. Generally the people belong to the age group of
20 to 35 prefer the two wheeler Immediate next to this group is 35 to 45. So the young and
youth generally want to ride a two wheeler.

TABLE SHOWS THE IMPACT OF AGE RESPONDENTS

NO OF
SL NO AGE GROUP PERCENTAGE
RESPONDENTS
1 BELOW 20 11 18.33
2 20 TO 35 24 40
3 35 TO 45 90 31.66
4 45 AND ABOVE 6 10
5 TOTAL 60 100

36
37
ANALYSIS AND INTERPRETATION:-

Above table shows that the out of total respondents 18.33% belong to the age below 20 years
and 40% belong to 20 to 35 who are the dominators of buying two wheelers. The other two
groups of 35 to 45 and above are 31.66% and 10% respectively.

INCOME LEVEL OF THE CUSTOMER

The level of the income of the customer is the dominant factor influencing the buying
decision of the customer. Generally we see different levels of income existing in the society.
This income level has a direct relationship with the buying decision of a customer. Generally
60000 and above and 35000 to 60000 are the high level or top level. They make irrational
buying. The 5000 to 35000 is the middle level. These people make a national buying on
whom the company has to give much concentration. The group less than 5000 is the lower
income group. These people make a point purchase.

TABLE SHOWS THE MONTLY INCOME OF RESPONDENTS

38
ANALYSIS AND INTERPRETATION:-

The above table shows that the income level influence the customer 13.33% of the
respondents belongs to less than 5000, 43.33% belong to 5000-35000, 23,33% belong to
35000-60000 and remaining 20% belong to 60000 and above income.

39
OCCUPATION OF THE CUSTOMER

Occupation is also having its impact on the buying decision of a customer. It is also another
demographic factor having a great influence on the buying Behaviour. The people belong to
different type of occupation. In general they belong to salaried to professional, employee,
businessman and others.

TABLES SHOWS THE IMPACT OF OCCUPATION OF THE RESPONDENTS

ANALYSIS AND INTERPRETATION:-

The above table shows that majority of the two wheeler riders are belonging to salaried
professional occupation. They are in 29 in numbers i.e., 48.33% followed by businessman
with 25%, the next is employees with 20% and the least from others just 6.66%.

40
RIDING MODEL

The respondents selected for the survey ride different type of models of two wheelers.

TABLE SHOWS THE DIFFERENT MODELS RIDING BY THE RESPONDENTS

SL NO MODEL NO OF RESPONDENTS PERCENTAGE

1 T.V.S APACHE 8 13.33

2 HUNK 7 11.66
3 UNICORN 5 8.33
4 PULSAR 150cc 38 63.33
5 OTHERS 2 3.33
TOTAL 60 100

41
ANALYSIS AND INTERPRETATION:-

The above table shows that most of the customers ride “Bajaj Pulsar 150cc”.

They are in the highest percentage i.e., 63.33% followed by TVS apache with 13.33%

Hero Honda Hunk, with 7% Honda Unicorn with 5% and the others in 3.33%.

42
PURPOSE OF PURCHASING

The people purchase a two wheeler for various purposes. The purposes to purchase a bike
influence a customer in his buying decision. Some people purchase for necessity, some for
comfort and safety, for status symbol etc.

43
ANALYSIS AND INTERPRETATION:-

The above table shows that the people purchased the bike for their necessity with 46.66%
followed by comfort and safety with 15% easy mode of payment with 13.33%, status symbol
with 10%, others 8.33% and Brand Image with 4%.

AWARENESS MEDIUM OF THE PRODUCT

The customers come to aware the product various mediums. Generally people get awareness
about the product through achievement. Sometimes they come to know about product
through their friends also. And the dealers also take the measures to give awareness about the
product to be customers.

44
TABLE SHOWS THE AWARENESS MEDIUM OF THE PRODUCT

45
46
ANALYSIS AND INTERPRETATION:-

Above table shows that the people come to aware about the product through advertisement
with 61.66% and least from others with 3.3%.

FACTORS OF SATISFACTION

There are various factors which satisfy a customer after purchasing a product. Among 8
respondents who purchased “Bajaj Caliber 115” are satisfied by their product. They are
satisfied by various factors. They are much satisfied by the more mileage of the product.

TABLE SHOWS THE FACTORS OF SATISFACTION

47
ANALYSIS AND INTERPRETATION:-

Most of the respondents are satisfied with the mileage with 47.36%, followed by lower fuel
consumption with 15.78%, competitive price and good outlook are with 13.15% and
durability and better services are with 5.26%.

48
RANKING OF PERFORMANCE OF ARPITA BAJAJ

Arpita Bajaj is the authorized dealer of appointed for the sales and service of two wheelers. It
is having a back ground of selling and servicing of two wheelers from 10 years. It is
performing its functions excellently. It has developed as an unbeatable dealer for two
wheelers in HASSAN city.

PERFORMANCE TABLE OF ARPITA BAJAJ

49
PERFORMANCE OF ARPITA BAJAJ.

29%

Quick Deliverer of vehicles Qick supplier of spae parts Quick servicer of vehicles

ANALYSIS AND INTERPRETATION:-

Majority of the respondents have ranked the performance of the Arpita Bajaj as “ Quick
services of vehicles” with 46.66%, followed by “Quick Delivers of vehicles” with 31.66%
and Quick suppliers of spare parts” with 21.66%

50
2.11 TECHNIQUES AND TOOLS:-

1.Primary Data:

Primary data has been collected diretly from the consumers of cement of Saurashtra region
through structured questionnaire

2.Secondary Data:

has been obtained from various magazines, Journals, books, other periodicals and
websites of various cement companies.

51
 Chapter-3
LEATRATURE
REVIEW

52
INTRODUCTION
Marketing and consumer behavior have a significant impact in the world. Additionally,
management and marketing help people to organize and determine correct strategies for the
future development of the business (Strydom, 2005). Moreover, consumer behavior theory
gives a clear image and an explanation of the consumers’ actions in the business environment
(Noel, 2009). It can be stated that the purpose of the literature review is to get a clear
understanding of consumer behavior theory. I have chosen this topic due to the fact that my
thesis research project strongly interacts with behavior of Russian consumers. The theoretical
overview of this topic will help me to understand the main elements and factors which have a
certain impact on consumer behavior in the business life.

2 CONSUMER BEHAVIOR IN MARKETING

2.1 Definition of Consumer Behavior Even though every person is unique, there are some
similarities in consumer buying behavior and they are called behavioral patterns (Cant,
Jooste, Plessis &Strydom 2009, 63). These similarities help to unite customers in certain
groups and make the marketing process easier. It can be said that consumer behavior is a key
element in marketing which defines target markets and marketing mixes (Sandhusen 2000,
217). Without understanding behavioral patterns it is impossible to define correct marketing
strategy for the future. In marketing, consumer behavior is complex and consists of various
pivotal elements. For instance, according to Deborah, Maclnnis, Wayne D. Hoyer (2008, 5)
consumer behavior involves the following components: goods, services, activities,
experiences, 4 people and ideas. Another important aspect which has a dramatic impact on
the consumer decision making process is time: a consumer needs to have an understanding
about the value of time and the opportunity cost (Deborah, Maclnnis &Wayne D. Hoyer,
2008, 6).

2.2 Market segmentation and consumer behavior In marketing, understanding consumer

behavior helps to divide potential customers in the certain groups. According to Cant, Jooste,
Plessis &Strydom (2009, 103) segmentation can be defined as “a process of dividing a total
market into segments or a target market with consumers with common needs or
characteristics and selecting one or more segments to target with a distinct marketing mix” .
One market segment consists of a group of customers who are united together by similar
needs and wants (Brady, Goodman, Hansen, Keller &Kotler, 2009, 334). The segments are
introduced to simplify the complexity of the whole target market, but they are strongly
generalized and do not cover personal preferences of individual consumers (Brady,
Goodman, Hansen, Keller &Kotler, 2009, 334).

2.3Key factors of consumer’s motivation:

Needs, Drives and Goals The most important elements which dramatically affect a
motivation of consumer are needs, drives and goals. Need is the basic element which

53
provokes consumer to start the certain actions to satisfy the certain desire. Other elements
can be considered of the same importance as needs, but need is a key element in chain of
needs-drives-goals (Jansson-Boyd, 2010, 116).

According to Lantos needs can be defined as states of the felt lack of vital physiological
requirements for optimal environment conditions (Lantos, 2010, 5). It should be mentioned
that need is only a small impulse for the future actions; there are also other factors which
have more influence on the motivation (Strydom, 2005).

5 The needs can be divided into two basic groups: utilitarian and hedonic. The major
difference is: hedonic needs acquire to satisfy the need with emotional element, but utilitarian
are meant to simply satisfy the aroused need and to receive benefit (Lantos, 2010, 5)

Abraham Maslow introduced another classification of human needs. Maslow had an idea
that all humans try to learn more about themselves and be beneficial for the society. (Kirst-
Ashman &Zastrow, 2009, 448). He made the certain hierarchy of needs according to their
importance (Hughes, Kapoor &Pride, 2011, 281). The whole hierarchy can be seen in more
detail on Figure 1.

Figure 1 Maslow’s Hierarchy of Needs Source:

(Hughes, Kapoor &Pride, 2011, 281).

According to Maslow there are several groups of needs which need to be satisfied in order of
importance. It can be said that the most important and the most basic needs are physiology
needs. Without satisfying the base needs an individual is not able to survive (Steinberg, 2007,
22).

Safety needs can be also classified as basic needs. A human being needs to feel secure and
protected. Need for shelter, job, and being protected are the most common examples of safety
needs. (Steinberg , 2007, 22.).

People have a tendency to belong to the certain groups. Stratifying social needs makes
humans think that they are important to the society. From psychological perspective
individuals like to be appreciated and loved (Smoke, 2005, 123.).

6 Esteem needs can be divided to two different groups: self-esteem and appreciation from the
other group members. It is a common knowledge that people who have lower levels of needs
54
satisfied are keen on spending and investing money in luxury and expensive goods to show
their reference to the certain social status (Smoke, 2005, 124.).

The main self-actualization need according to Jarvis (2005, 120) is “to find personal
fulfillment and achieve one’s potential”. But before a person can become self-actualized all
other lower levels in Maslow’s hierarchy have to be satisfied. Need plays the role of the first
impulse in decision making process.

Figure 2 represented above gives a general image of the consumer steps towards the desired
goal based on a need for pair of shoes example.

Figure 2 Relationship between Needs, Drives and Goals Source: (Jansson-Boyd, 2010, 116)
As it can be seen on the Figure 2 drives plays a roles of an intermediary between Need and
Goal. In marketing, drives or motives are action-oriented and show the direction in which a
consumer should move to reach a certain goal (Ghosh, 2000, 133).

Goal is a result of the motivated behavior towards the need satisfaction Goals can be
classified in several groups: generic goals and product-specific goals. Generic goal is a
satisfaction of the aroused need with no specific preferences. Product-specific goal is aimed
at the satisfaction of the need from the emotional perspective with a concrete product or
service. (Jansson-Boyd, 2010, 117.).

2.4 Consumer’s Attitudes

A consumer attitude can be defined as a certain way of behavior in the certain situation at the
certain period of time towards market-related objects (Strydom, 2005). In 7 marketing, it is a
key point in understanding the decision-making process and determining potential consumer
behavior in the certain situation. Attitudes have a certain impact on consumer decision-
making process, but might not be a reason of the actual behavior. Having positive attitude
towards something does not necessarily mean an actual purchase of the preferred good (Noel,
2009). There are various factors which have influence on the consumer attitude and buying
behavior. Basically, it can be mentioned that consumer behavior and the whole decision-
making process is strongly influenced by the background of a potential buyer. According to
Sandhusen (2000, 221): “social class predicts buying behavior”. It is a common knowledge
that people who belong to the same social class have similar attitudes, needs, wants and
demands. Additionally, reference groups play a pivotal role in building the attitude and
forming a behavioral pattern (Sandhusen, 2000, 221). Personality also has an impact on the
consumer attitude. But it should be mentioned that personalities have a tendency to change
over a certain period of time (Hansen, Kanuk, &Shiffman, 2008, 135). Basically, in

55
conclusion, it should be mentioned that there is nothing constant in the consumer buying
behavior and attitude.

2.5 Consumer’s Perceptions

Perception is a phenomenon widely used in consumer behavior theory. The term
“perception” can be defined as a process of interpreting the environmental factors such as
smell, touch, vision, sound within the customer’s frame of reference (Strydom, 2005).
Perception is a complex process which is widely used in theory of consumer behavior. The
procedure consists of three main stages: sensation, attention, and interpretation (Askergaard,
Bamossy, Hogg &Solomon, 2006, 36). It is important to follow the consumer on the
perception path, it helps to understand the possible reactions and analyze the problem from
the psychological perspective. The physical effects such as smell, vision, sound, touch have a
strong impact on the consumer’s perception and marketing strategy (Askergaard, Bamossy,
Hogg 8 &Solomon, 2006, 36-46). Consumers have a tendency to have an overview of the
product just from the physical characteristics and build a complete image about the object.
Quality perceptions have a strong impact on the marketing and quality management.
Understanding the perception of the quality helps a company to determine the right strategy
to attract more customers and maintain the old ones. SERVQUAL is widely used instrument
to determine the quality of the service. The main idea of the concept is to understand the ratio
between perceived service quality and the actual quality of the service (Dabade, Wankhade,
2010, 3.) It is pivotal to understand that a customer has his own perspective on the
understanding of the quality of a service or a product. Quality makes the sales more efficient
and keeps the customer satisfied. (Berry, Parasuraman &Zeithaml, 2010.). 9 3
CONCLUSIONS

56
 Chapter-4
DATA ANALYSIS
&
INTERPRETATION

57
 Data analysis

The Bajaj Pulsar is a motorcycle brand owned by Bajaj Auto in India. The two
wheeler was developed by the product engineering division of Bajaj Auto in association
with Tokyo R&D,[1] and later with motorcycle designer Glynn Kerr. Currently there are six
variants available, with engine capacities of 135 cc, 150 cc, 180 cc, 200 cc, 220 cc and
400 cc (Renamed Dominar before release). Earlier it was also offered with a 200 cc DTS-i oil
cooled engine, which now has been discontinued. Instead a new version Pulsar 200NS was
launched in 2012. However Pulsar 200NS production was discontinued in August 2015
(reintroduced in early 2017 with BS IV Emission compliance and renamed the
NS200).[2]With average monthly sales of around 86,000 units in 2011, Pulsar claimed a 2011
market share of 47% in its segment.[3]By April 2012, more than five million units of Pulsar
were sold.[4]

Before the introduction of the Pulsar, the Indian motorcycle market trend was towards fuel
efficient, small capacity motorcycles (that formed the 80–125 cc class). Bigger motorcycles
with higher capacity virtually did not exist (except for Enfield Bullet with 350cc and 500cc
variants). The launch and success of Hero Honda CBZ in 1999 showed that there was
demand for performance bikes. Bajaj took the cue from there on and launched the Pulsar
twins (150cc and 180cc) in India on 24 November 2001.[5] Since the introduction and success
of Bajaj Pulsar, Indian youth began expecting high power and other features from affordable
motorcycles.

The project faced internal resistance, reservations by McKinsey & Company and doubts on
its effects on Bajaj's relation with Kawasaki. The project took approximately 36 months for
completion and cost Bajaj ₹ 1 billion.[6]

The original Pulsar came with a 150 cc air-cooled, single-cylinder, petrol, spark-ignited four-
stroke engine which made 13 HP of maximum power. It featured a single spark plug to ignite
58
the air-fuel mixture fed from a carburetor, simple spring shock absorbers, round headlamp
dome and 1,265 mm wheelbase. Disc brakes as standard equipment was a novelty in Indian
motorcycles of the early 2000s. Other standard features were parking lights and an aircraft-
type fuel tank lid.

In mid-2001, the Indian Army ordered 1500 Bajaj Pulsars for its defense personnel.

The 180 cc version made 15 HP of maximum power and came with a twin-tone horn, which
was optional equipment on the 150 cc version. Electric Start (ES) was offered as standard
feature in the 180 cc model and optional on the 150 cc model.

2003 Model bajaj pulsar 150 cc

The second generation Pulsars featured Bajaj Auto's newly developed DTSi technology,
which increased the power rating of both versions by 1 hp (0.75 kW) each and also increased
fuel economy. This model also introduced a new headlamp assembly, 1,320 mm
wheelbase, and standard twin-tone horn and trip meter.

2005

In 2005, Bajaj launched Pulsar 150. The bike was offered with 17-inch (430 mm) alloy
wheels as standard option, and the stance was also lowered by about 12 mm. It was the first
time any bike maker in India had offered 17-inch (430 mm) profile wheels at the rear. The
fuel tank now had a capacity of only 18 litres. The power output was now further increased to
13.5 hp (10.1 kW) @ 8500 rpm for the 150 while it increased to 16.5 hp (12.3 kW) @ 8500
rpm for the 180. The rear shock absorbers were now gas-filled Nitrox absorbers.

59
 The LCD screen introduced with the UG-3 version of the Pulsar

2006

Bajaj introduced another version of Pulsar (UG III). New features included: pilot lamps
separated from the main headlamp, turn indicators with clear lenses and amber bulb, self-
cancelling turn indicator switch, flush LCD screen with digital read-out of key vehicle data,
non-contact speed sensor, non-contact backlit switches, twin-stripe LED tail-light assembly
and side panels altered for a sharp, tapering-towards-the-rear look. The engine had increased
torque availability, reduced vibration and improved gear shift feel.

The new headlamp design introduced for the entire Pulsar series in 2006

2007

In July 2007, Bajaj began selling the Bajaj Pulsar 220 DTS-Fi and Pulsar 180 DTS-i, the
former featuring fuel injection and oil cooled engines, a digital dash, and modern styling.
This bike has some features which are totally new to the Indian market, like the fuel injection
itself, rear disc brake and clip-on handlebars (the first two only available in the 220 model).

2008
60
The new Pulsar has many firsts to its credit. It comes equipped with an oil cooler, which
helps control engine oil temperatures at sustained high speeds and rpms, thus ensuring more
stable engine oil viscosity.

The new digital console is an advanced version of the latest Pulsar family. Apart from the
Digital Odometer, Digital Speedo Meter, Digital Fuel Gauge, Self-Cancelling Indicators and
two Digital Trip Meters, the console on the 180 cc Pulsar DTS-I has indicators for the air
filter condition, engine temperature, battery voltage and oil level.

2009

Bajaj released the UG IV (fourth upgrade) versions of the Pulsar 150 and Pulsar 180 in April
2009. The upgrades for the Pulsar 150 included an all-black theme, tank scoops similar to
those on the Pulsar 200, a 3D Pulsar logo, and a changed electrical system (full DC). Power
also increased from 13.5 HP to 14.09 HP (at 8,500 rpm).

Electrical enhancements like auto head light switch-off after few seconds of turning the
engine off to protect the battery, self-cancelling turn signals, icon illumination (horn icon,
indicator icon, engine cut off icon, etc.), side stand warning light, duel digital trip meter, low
fuel warning light (which also flashes when the engine is revved too hard), and low battery
indicator are common features among all the variants and Auto Choke System in 220
Variant.

The Pulsar 180 received upgrades like wider tyres, split seat, tank scoops, clip-on handlebars,
3D Pulsar logo, swing arm suspension borrowed from Pulsar 200, and thicker forks. The
power was increased to 17 PS.

Bajaj launched a carbureted version of Pulsar 220 on June 2009, tagging it as "the fastest
bike in India". It also discontinued the production of Pulsar 200 on July 2009.

Bajaj also introduced a new Light Sports version of Pulsar named as Pulsar 135LS. It is the
first bike in India to contain 4-valve DTS-i technology. It consists 4 smaller valves rather
than 2 standard bigger valves, styling also is changed and looks become more aggressive.
The bike is ARAI certified for 68.5 km/l and weights only 122 kg.

2010

61
Bajaj released the UG 4.5 versions of the Pulsar 150. The upgrades for the Pulsar 150
included a clip-on handlebars like those in Pulsar 135LS. Power also increased from
14.09 HP to 15.06 HP (at 9,000 rpm).

The model badge was redesigned and did not feature 'DTS-i' as in the previous models.

A naked version of Pulsar 220 is also launched, named as Pulsar 220S (Street Fighter) which
retains everything from Pulsar 220 except the front fairing. Front fairing is similar to Pulsar
180/150. The former Pulsar 220 was renamed as Pulsar 220F.

2011

Bajaj released newer colour schemes for the Pulsar 135LS, 150, 180 and 220F.

2012

2012 marked the entry of Bajaj's latest design, the Pulsar 200NS (NS standing for Naked-
Sport). The bike has a revised 200 cc liquid-cooled engine derived from the KTM 200 Duke,
which produces 23.17 bhp (17.28 kW) at 9,500 rpm and 18.3 N⋅m (13.5 lbf⋅ft) at 8,000 rpm.
It has a new triple-spark design, along-with a new four-valve SOHC. The company claims a
top speed of 136 km/h (85 mph). It does not have fuel injection like its predecessor, the
Pulsar 220Fi. It has a petal disc brake on the front, a disc brake on the rear wheel, and a gas-
charged monoshock. It was launched in April 2012. Claimed fuel economy is 58 kilometres
per litre (140 mpg-US) when ridden under 60 kilometres per hour (37 mph).Design of the
200NS was by Bajaj lead designer Edgar Heinrich, who left Bajaj to become head of BMW
Motored design in mid-2012.

2014

At the February 2014 Auto Expo, Bajaj announced two new 375 cc Pulsar variants: the
CS400, an unfaired "street-naked" compared stylistically to the Ducati Diavel, and the
SS400, with a full fairing. Models shown were described by press as "near-production
prototypes”. Later in the following year the bike looking similar to the SS400 came into
production with a 200cc fuel injected engine derived from the NS200, completely new
aggressive look with twin projector headlamps and was named as RS200. It also is the first
Pulsar to get Single Channel ABS as an option. This is the most powerful pulsar yet.

2016

62
The CS400 concept from the 2014 Auto Expo, went through a series or rebranding before
release (Pulsar CS400, Pulsar VS400, and Bajaj Kratos 400). Finally, it was separated from
the Pulsar range and spawned as the Bajaj Dominar 400.

2017

The 200NS, which was temporarily discontinued in favour of the AS200, was reintroduced
as the NS200 with an updated colour scheme. Later in the year, NS200 received a Single
Channel ABS Variant.

The entire Pulsar line-up (135LS, 150, 180, 220F, NS200, RS200) receives BS4 compliant
engines and AHO (Always Headlamp On) as well as a new Laser Edge colour scheme. The
digital display on received newer graphics and a Blue back light instead of the previously
Orange back light. The Pulsar 150 received mechanical changes to conform to BS4 norms,
leading to a loss of 1 Ps of power. The Pulsar 180 received a 230mm rear disc brake instead
of a drum brake.

A new model named the Pulsar NS160 was released soon after. It shared most of its styling
and design with the NS200, but used a smaller 160cc Oil Cooled DTS-i engine producing
15.5 Ps of power at 8500 rpm and 14.6 Nm of peak torque at 6500 rpm. It also features a
skinnier rear tire and doesn't offer a rear disc brake.

The NS200 and RS200 were rebadged and sold in the Malaysian market as
the Modenas Pulsar NS200 and RS200.

Bajaj Pulsar 150 New Model 2018

A spy image of the upcoming Bajaj Pulsar 150 has recently surfaced online, revealing the
updates the motorcycle will get for 2018.The current Pulsar 150 is priced at Rs 73,626 (ex-
showroom Delhi) and the updated model is expected to command a premium of around Rs
3,000.

63
Company Summary
Bajaj Auto Ltd (BAL) is one of the leading two & three wheeler manufacturers in India.
The company is well known for its R&D, product development, process engineering and
low-cost manufacturing skills. The company is the largest exporter of two and three-
wheelers in the country. The company has two subsidiaries, namely Bajaj Auto
International Holdings BV and PT Bajaj Indonesia. On 29 November 1945, Bajaj Auto
came into being under the Bajaj Auto Ltd (BAL) is one of the leading two & three wheeler
manufacturers in India.

The company is well known for its R&D, product development, process engineering and
low-cost manufacturing skills. The company is the largest exporter of two and three-
wheelers in the country. The company has two subsidiaries, namely Bajaj Auto
International Holdings BV and PT Bajaj Indonesia.On 29 November 1945, Bajaj Auto
came into being under the name M/s Bachraj Trading Corporation Private Limited. In
1948, Bajaj Auto started selling imported two- and three-wheelers in India. In 1959, Bajaj
Auto obtained licence from the Government of India to manufacture two- and three-
wheelers. In the year 1960, Bajaj Auto became a public limited company. In the year
1970, Bajaj Auto rolled out its 100,000th vehicle. In 1971, Bajaj Auto launched three -
wheeler goods carrier. In 1977, the company launched Rear Engine Autorickshaw. On 19
January 1984, the foundation stone was laid for Bajaj Autos new plant at Waluj,
Aurangabad. On 5 November 1985, Bajaj Auto commenced production at Waluj plant. In
1998, Bajaj Auto commenced production at its Chakan, Pune plant. In November 2001,
Bajaj Auto launched its premium bike Pulsar. In February 2003, Bajaj Auto launched
Caliber115 in the executive motorcycle segment. Pursuant to the Scheme of Arrangement
of Demerger, Bajaj Holdings & Investments Ltd (BHIL, erstwhile BAL) was demerged
into three undertakings with effect from the effective date, viz. 20 February 2008. The

64
holding company operated in the segments, such as automotive, insurance and investment,
and others. Considering the growth opportunities in the auto, wind-energy, insurance and
finance sectors, the holding company de-merged its activities into three separate entities,
each of which can focus on their core businesses and strengthen competencies. The auto
business of the holding company along with all assets and liabilities pertaining thereto
including investments in PT Bajaj Auto Indonesia and in a few vendor companies
transferred to Bajaj Investment & Holding Ltd (BHIL). In addition a total of Rs 15,000
million in cash and cash equivalents also transferred to Bajaj Investment & Holding Ltd.
As the part of the scheme, Bajaj Holdings and Investment Ltd was renamed as Bajaj Auto
Ltd (BAL). The appointed date of this de-merger was closing hours of business on March
31, 2007.In April 9, 2007, the company inaugurated their green field plant at Pantnagar in
Uttarakhand. In the first year of operations, the plant produced over 275,000 vehicles. The
companys vehicle assembly plant at Akurdi was shut down from September 3, 2007 due to
higher cost of production. In November 2007, Bajaj Auto International Holdings BV, a
wholly owned subsidiary company acquired 14.51% equity stake in KTM Power Sports
AG of Austria, Europes second largest sport motorcycle manufacturer for Rs 345 crore.
During the year 2007-08, the company launched XCD 125 DTS-Si and the Three-wheeler
Direct Injected auto rickshaw. The Chakan plant completed the cumulative production of
over 2 million Pulsar. During the year 2009-10, the company expanded the production
capacity of Motorised Two & Three Wheelers by 300,000 Nos to 4,260,000 Nos. The
company launched Pulsar 220 F, Pulsar 180 UG, Pulsar 150 UG, Pulsar 135 LS and
Discover DTS-si in the market. During the year 2010-11, the company expanded the
production capacity of Motorised Two & Three Wheelers by 780,000 Nos to 5,040,000
Nos. The company launched Avenger 220 DTS-i, KTM Duke 125, Discover 150 and
Discover 125 in the market. The company plans to maintain the capacity of two and three-
wheelers at the current level of 5,040,000 numbers per annum during the year ending 31
March 2012. The 4 wheel vehicle development work is under progress and commercial
launch of the first product from this platform is scheduled for 2012.In 2012, Bajaj Auto
tied up with Japans Kawasaki in Indonesia. In 2013, the Company has introduced another
variant of premium motorcycles under the Bajaj-KTM joint venture namely Duke 390cc
for a price of Rs 1.83 lakh. The company also received CII Design Excellence AwardIn
2014, Bajaj Auto bagged order in Sri Lanka -People’s Choice Bike of the Year - CNBC
TV18 Overdrive Awards. The Company has also received Bike of the Year BBC Topgear

65
Awards. In 2015, Bajaj Auto has introduced the all-new Platina electric start 100 cc bike
to the long-distance commuter. On 8 August 2017, Bajaj Auto and Triumph Motorcycles
UK announced global partnership whereby Bajaj will gain access to the iconic Triumph
brand, and its great motorcycles, enabling it to offer a wider range of motorcycles within
its domestic market and other international markets.

Chairman Rahul Bajaj

Vice Chairman Madhur Bajaj

Managing Director Rajiv Bajaj

Director Sanjiv Bajaj

Independent Director D S Mehta

Director Shekhar Bajaj

Independent Director D J Balaji Rao

Independent Director Nanoo Pamnani

Director Manish Kejriwal

Independent Director P Murari

Director Niraj Bajaj

Company Secretary J Sridhar

Independent Director Gita Piramal

Whole-time Director Pradeep Shrivastava

Independent Director Naushad Forbes

Independent Director Omkar Goswami

Independent Director Anami Roy

66
Bajaj Pulsar 150 Specifications

Engine Displ.: 149 cc

Power: 14 PS @ 8000 rpm

Mileage: 44.67 kmpl

No Of Gears: 5 Speed

Fuel System: Carburetor

ABS: No

Head Lamp: Halogen With AHO

Wheels Type: Alloy

Tyre Type: Tubeless

Standard Warranty (Years): 2

About Bajaj Pulsar 150 Specifications

Bajaj Pulsar 150 price starts at Rs.74,573 (Ex-Showroom, Delhi) and the top end variant
Bajaj Pulsar 150 Dual Disc is priced at Rs. 77,555 (Ex-Showroom, Delhi). The Bajaj Pulsar
67
150 is powered by an air-cooled, single-cylinder motor that now delivers 14PS and 13.4Nm.
Power output is down by 1PS in comparison to the older motor, while torque has increased
by 1Nm. The new motor complies with BS-IV emission norms and is mated to a 5-speed
gearbox. The engine also features Evaporative Emission Control System (EVAP) that
recycles fuel that vaporises from the tank and uses it for combustion. Bajaj claims that the
new Pulsar 150 will run for 65km on a litre of fuel. The bike employs telescopic front forks
and gas charged twin shock absorbers at the rear. Bra king responsibilities are handled by
220mm disc brake at front wheel and a 130mm drum unit on the rear wheel.
Bajaj Pulsar 150 Styling and Design

The Pulsar 150 was a smashing looking bike when it made its debut many moons back. But
with the passage of time, Bajaj hasn’t updated the bike and the new model, which was
launched earlier this year, looks similar to the older bike. While the older bike featured a
dual-tone finish which looked good, the new Pulsar 150 gets revised graphics that makes it a
look more like a commuter bike. The new motorcycle is BS-IV-compliant and gets AHO
(automatic headlamp on). It also gets reflective tape on the wheels. The instrument console
remains a semi-digital unit, but gets a faux carbon fibre finish that looks nice.

Manufacturer Bajaj Auto

Production 1987–present

Class Standard

Engine 135/150/180/200/220 cc Air-cooled/oil-cooled, Four-stroke

engine, 2-4 valve, SOHC, single piston, kick start / electric start

68
 Bajaj Pulsar

The Bajaj Pulsar is a motorcycle brand owned by Bajaj Auto in India. The two wheeler was
developed by the product engineering division of Bajaj Auto in association
with Tokyo R&D,[1] and later with motorcycle designer Glynn Kerr. Currently there are six
variants available, with engine capacities of 135 cc, 150 cc, 180 cc, 200 cc, 220 cc and
400 cc (Renamed Dominar before release). Earlier it was also offered with a 200 cc DTS-i oil
cooled engine, which now has been discontinued. Instead a new version Pulsar 200NS was
launched in 2012. However Pulsar 200NS production was discontinued in August 2015
(reintroduced in early 2017 with BS IV Emission compliance and renamed the
NS200).[2]With average monthly sales of around 86,000 units in 2011, Pulsar claimed a 2011
market share of 47% in its segment.[3]By April 2012, more than five million units of Pulsar
were sold.[4]

Before the introduction of the Pulsar, the Indian motorcycle market trend was towards fuel
efficient, small capacity motorcycles (that formed the 80–125 cc class). Bigger motorcycles
with higher capacity virtually did not exist (except for Enfield Bullet with 350cc and 500cc
variants). The launch and success of Hero Honda CBZ in 1999 showed that there was
demand for performance bikes. Bajaj took the cue from there on and launched the Pulsar
twins (150cc and 180cc) in India on 24 November 2001.[5] Since the introduction and success
of Bajaj Pulsar, Indian youth began expecting high power and other features from affordable
motorcycles.

The project faced internal resistance, reservations by McKinsey & Company and doubts on
its effects on Bajaj's relation with Kawasaki. The project took approximately 36 months for
completion and cost Bajaj ₹ 1 billion.[6]

69
BAJAJ AUTO LTD. (BAJAJ-AUTO) - COMPANY HISTORY

Bajaj Auto Ltd (BAL) is one of the leading two & three wheeler manufacturers in India. The
company is well known for its R&D product development process engineering and low-cost
manufacturing skills. The company is the largest exporter of two and three-wheelers in the
country. The company has two subsidiaries namely Bajaj Auto International Holdings BV
and PT Bajaj Indonesia.On 29 November 1945 Bajaj Auto came into being under the name
M/s Bachraj Trading Corporation Private Limited. In 1948 Bajaj Auto started selling
imported two- and three-wheelers in India. In 1959 Bajaj Auto obtained licence from the
Government of India to manufacture two- and three-wheelers. In the year 1960 Bajaj Auto
became a public limited company. In the year 1970 Bajaj Auto rolled out its 100000th
vehicle. In 1971 Bajaj Auto launched three-wheeler goods carrier. In 1977 the company
launched Rear Engine Autorickshaw. On 19 January 1984 the foundation stone was laid for
Bajaj Auto's new plant at Waluj Aurangabad. On 5 November 1985 Bajaj Auto commenced
production at Waluj plant. In 1998 Bajaj Auto commenced production at its Chakan Pune
plant. In November 2001 Bajaj Auto launched its premium bike 'Pulsar'. In February 2003
Bajaj Auto launched Caliber115 in the executive motorcycle segment.Pursuant to the Scheme
of Arrangement of Demerger Bajaj Holdings & Investments Ltd (BHIL erstwhile BAL) was
demerged into three undertakings with effect from the effective date viz. 20 February 2008.
The holding company operated in the segments such as automotive insurance and investment
and others. Considering the growth opportunities in the auto wind-energy insurance and
finance sectors the holding company de-merged its activities into three separate entities each
of which can focus on their core businesses and strengthen competencies.The auto business
of the holding company along with all assets and liabilities pertaining thereto including
investments in PT Bajaj Auto Indonesia and in a few vendor companies transferred to Bajaj
Investment & Holding Ltd (BHIL). In addition a total of Rs 15000 million in cash and cash
equivalents also transferred to Bajaj Investment & Holding Ltd. As the part of the scheme
Bajaj Holdings and Investment Ltd was renamed as Bajaj Auto Ltd (BAL). The appointed
date of this de-merger was closing hours of business on March 31 2007.In April 9 2007 the
company inaugurated their green field plant at Pantnagar in Uttarakhand. In the first year of
operations the plant produced over 275000 vehicles. The company's vehicle assembly plant
at Akurdi was shut down from September 3 2007 due to higher cost of production. In

70
November 2007 Bajaj Auto International Holdings BV a wholly owned subsidiary company
acquired 14.51% equity stake in KTM Power Sports AG of Austria Europe's second largest
sport motorcycle manufacturer for Rs 345 crore. During the year 2007-08 the company
launched XCD 125 DTS-Si and the Three-wheeler Direct Injected auto rickshaw. The
Chakan plant completed the cumulative production of over 2 million Pulsar. During the year
2009-10 the company expanded the production capacity of Motorised Two & Three
Wheelers by 300000 Nos to 4260000 Nos. The company launched Pulsar 220 F Pulsar 180
UG Pulsar 150 UG Pulsar 135 LS and Discover DTS-si in the market.During the year 2010-
11 the company expanded the production capacity of Motorised Two & Three Wheelers by
780000 Nos to 5040000 Nos. The company launched Avenger 220 DTS-i KTM Duke 125
Discover 150 and Discover 125 in the market. The company plans to maintain the capacity of
two and three-wheelers at the current level of 5040000 numbers per annum during the year
ending 31 March 2012. The 4 wheel vehicle development work is under progress and
commercial launch of the first product from this platform is scheduled for 2012.In 2012 Bajaj
Auto tied up with Japan's Kawasaki in Indonesia. In 2013 the Company has introduced
another variant of premium motorcycles under the Bajaj-KTM joint venture namely Duke
390cc for a price of Rs 1.83 lakh. The company also received 'CII Design Excellence Award
'In 2014 Bajaj Auto bagged order in Sri Lanka -People's Choice Bike of the Year - CNBC
TV18 Overdrive Awards. The Company has also received Bike of the Year BBC Topgear
Awards. In 2015 Bajaj Auto has introduced the all-new Platina electric start 100 cc bike to
the long-distance commuter. On 8 August 2017 Bajaj Auto and Triumph Motorcycles UK
announced global partnership whereby Bajaj will gain access to the iconic Triumph brand
and its great motorcycles enabling it to offer a wider range of motorcycles within its
domestic market and other international markets.

71
STRATEGIC ANALYSIS

a) Vision mission and values

b) Logo
c) SWOT Analysis
d) Porter’s five Forces Model Analysis
e) Managerial style
f) Business strategies
g) Other strategic issues

VISION MISSION AND VALUES

Bajaj doesn't have a straight vision or mission statement. They define it in terms of brand
identity, brand essence (derived from mission) and brand values.

Our Brand Identity

 Our Brand is the visual expression of our thoughts and actions.

 It conveys to everyone our intention to constantly inspire confidence.
 Our customers are the primary audience for our brand.
 Indeed, our Brand Identity is shaped as much by their belief in Bajaj as it is by our
own vision.
 Everything we do must always reinforce the distinctiveness and the power of our
brand.
 We can do this by living our brand essence and by continuously seeking to enhance
our customers’ experience.
 In doing so, we ensure a special place for ourselves in the hearts and the minds of our
customers.

Our Brand Essence

 Our Brand Essence is the soul of our brand.

 Our brand essence encapsulates our mission at Bajaj.
 It is the singular representation of our terms of endearment with our customers.
 It provides the basis on which we grow profitably in the market.
 Our Brand Essence is Excitement.
 Bajaj strives to inspire confidence through excitement engineering.
 Blending together youthful creativity and competitive technology to exceed the
spoken and the implicit expectations of our customers.
 By challenging the given. By exploring the unknown and thereby stretching ourselves
towards tomorrow, today.
72
Our Brand Values
we live our brand by its values of Learning, Innovation, Perfection, Speed and Transparency.
Bajaj will constantly inspire confidence through excitement engineering.

 Learning
Learning is how we ensure proactivity. It is a value that embraces knowledge as the
platform for building well informed, reasoned, and decisive actions.

 Innovation
Innovation is how we create the future. It is a value that provokes us to reach beyond
the obvious in pursuit of that which exceeds the ordinary.

 Perfection
Perfection is how we set new standards. It is a value that exhibits our determination to
excel by endeavoring to establish new benchmarks all the time.

 Speed
Speed is how we convey clear conviction. It is a value that keeps us sharply
responsive, mirroring our commitment towards our goals and processes.

 Transparency
Transparency is how we characterize ourselves. It is a value that makes us worthy of
credibility through integrity, of trust through sensitivity and of loyalty through
interdependence.

LOGO of BAJAJ:

INITIAL LOGO (up to CHANGED LOGO LATEST LOGO

2004) (since 2004- 2007) (since2008- 2017)

Hexagonal blue and Completely blue logo to To stress the leadership

white logo signify modernity and position of the brand in
dynamism the market

73
SWOT Analysis:

Let's analyze the position of Bajaj in the current market set-up, evaluating its strengths,
weaknesses, threats and opportunities available.

Strengths:

 Highly experienced management.

 Product design and development capabilities.

 Extensive R & D focus.

 Widespread distribution network.

 High performance products across all categories.

 High export to domestic sales ratio.

 Great financial support network (For financing the automobile)

 High economies of scale.

 High economies of scope.

Weaknesses:

 Hasn't employed the excess cash for long.

 Still has no established brand to match Hero Bajaj's Splendor in commuter

segment.

 Not a global player in spite of huge volumes.

 Not a globally recognizable brand (unlike the JV partner Kawasaki)

Threats:

74
 The competition catches-up any new innovation in no time.

 Threat of cheap imported motorcycles from China.

 Margins getting squeezed from both the directions (Price as well as Cost)

 TATA Ace is a serious competition for the three-wheeler cargo segment.

Opportunities:

 Double-digit growth in two-wheeler market.

 Untapped market above 180 cc in motorcycles.

 More maturity and movement towards higher-end motorcycles.

 The growing gearless trendy scooters and scooterette market.

 Growing world demand for entry-level motorcycles especially in emerging

markets.

75
76
Porter’s Five Forces Analysis:

 Supplier Bargaining Power: Suppliers of auto components are

 fragmented and are extremely critical for this industry since most of the
component work is outsourced. Proper supply chain management is a costly yet
critical need.

 Buyer's Bargaining Power: Buyers in automobile market have more choice to

choose from and the increasing competition is driving the bargaining power of
customers uphill. With more models to choose from in almost all categories, the
market forces have empowered the buyers to a large extent.

 Industry Rivalry: The industry rivalry is extremely high with any product being
matched in a few months by competitor. This instinct of the industry is primarily
driven by the technical capabilities acquired over years of gestation under the
technical collaboration with international players.

 Substitutes: There is no perfect substitute to this industry. Also, if there is any

substitute to a two-wheeler, Bajaj has presence in it. Cars, which again are a mode
of transport, do never directly compete or come in consideration while selecting a
two-wheeler, cycles do never even compete with the low entry level moped for
even this choice comes at a comparatively higher economic potential.

77
Managerial Style:

Off late Bajaj Auto Limited, India’s premier automotive company, has emphasised a lot
on organizational restructuring for the Auto business. With this restructuring, the existing
business roles and responsibilities at the company has been strengthened and enhanced to
ensure greater operational empowerment and effective management.

The five pillars of this new structure (Strategic units) are R&D, Engineering, Two
Wheeler Business Unit, and Commercial Vehicles Business Unit & International Business
Unit. These pillars will be supported by functions of Finance, MIS, HR, Business
Development and Commercial.

Pradeep Srivastava, who was VP-Engineering prior to restructuring, will now be President-
Engineering. As per the reorganized structure the company will have three CEO’s. S.
Sridhar, currently, VP, Mktg. & Sales Two-Wheelers, will now head the Two Wheeler
Business Unit as CEO with manufacturing operations at Waluj and Akurdi also reporting
to him. RC Maheshwari has joined Bajaj Auto as CEO Commercial Vehicles. The
company is in the process of identifying a CEO for its International Business. The three
CEO’s will be responsible for Top line, Business Growth & profitability of their respective
businesses. Abraham Joseph will continue to lead Research & Development.

78
 CHAPTER NO.5

Conclusion
&
Suggestion

79
 CONCLUSION:-
In India, the two-wheeler industry is passing through a very interesting phase. Development
such as the entry for motorcycles segment by a more number of players into the market.

With more than 40% of the motorcycle demand flowing from the rural sector, the success or
failure of monsoon has a major influence on the sale volume.

A lot of changes take in the market share, a divergent trend in share price and sharp swing in
the price earning multiple. Hero Honda continues to be market leader in the motorcycle
segment with a 44.7% share. But it has ceded vital market share to competitors such as Bajaj
(23.7%) and TVS motor (19.2%).

Thus Bajaj Auto Ltd is having a wider share in the motorcycle segment. It is placing a wide
range of motorcycle to the various segments such as pulsar to the premium segment. Pulsar
150cc the economy and entry-level segment. Bajaj pulsar captured the market share of Hero
Honda CBZ, which was launched before the launch of Bajaj pulsar, Pulsar turned out to be a
big bit for Bajaj in the premium segment of motorcycles.

But the Bajaj Auto Ltd and TVS Apache have not made any notable contributions to the
motor scooters segment. Still the Hero Honda leading the motor scooter segment by its new
launch of Honda Unicorn.

The launch of Pulsar 150cc by BAL brought a loin share in the entry-level segment. The
Pulsar 180cc has brought up the market share of BAL against TVS Apache and Honda Hunk
and CBZ. This launch has enjoyed fair degree of success in the 150cc four stroke motorcycle
segment and this aided by its each rich status, competitive price, fuel economy, more
mileage, the company has been able to hold its ground.

80
 Suggestion
After conducting a detail survey on the “Consumer attitudes towards “Pulsar 150cc” it is
found to make some suggestions to:

 Company

 Dealer

TO COMPANY:-

Following are the suggestions put forwarded towards the company.

1. As there is thick competition, the company should invest the amount on the
advertising campaign to attract the customers.
2. The company should give more attention to the proper working of dealer. Because
they are the real distributor of vehicles to the customers.
3. The promotional strategies conducted by the Bajaj are still to increase. As there is cut
throat competition between the Hero Honda, TVS Victor, and Honda Unicorn. So it
has to give complimentary gifts and coupons, offer exchange etc.
4. Many of the respondents have purchased the vehicles on the basis of company brand
image. So the company has to take measures to maintain and increase the existing
brand image.
5. The cost of the spare parts of Bajaj’s vehicle is high. So the company has to try in
keeping the cost of the spare parts very reasonable.

TO DEALER:-

1. Majority of the respondents are not satisfied with the service of the vehicles. Because
the vehicles are not serviced in time. So the firm has to give much importance to the
service of vehicles in time.
2. Majority of the respondents purchase the spare parts from the local shops because of
the lower price. So the firm has to offer discount on the spare parts Projectskart.com
to attract the customers and also give education on the use of the spare parts for the
efficient utilization of the vehicle.

3. Some of the respondents are from rural places. It is fudged that they are not aware of
the credit schemes provided by the company regarding vehicle. So the firm has to
give guidance to the customers about the credit schemes provided by The Company.
4. To give guidance about the maintenance of vehicles, the firm has to conduct service
camps frequently and these service camps should be at free of cost and to be
conducted by the company’s service engineers.
5. Majority of the respondents are purchased the vehicles through advertisement media.
So the firm should invest much on the advertisement campaign. It has to expend
much on TV advertisement, posters/boarding, and magazines to attract the customers.

81
6. Some of the respondents suggested that all the dealers of the Bajaj Company should
have a unique colour for their showroom, unique emblem for the building to identify
the showroom quickly by the customers.
7. Some of the respondents suggested that the service cost little bit should be reduced.
So the firm has to take measures for the reduction in the cost of servicing.
8. The survey findings revealed that majority of the buyers belong to the middle class
group. These people cannot buy the vehicle by paying cash at a stretch. So that firm
should introduce some schemes of payment like monthly instalments, loan facilities
etc.

82
 CHAPTER
NO.06
BIBLOGRAPHY
AND
APPENDIX

83
 BIBLOGRAPHY

WEBSITES
 www.bajajauto.com
 http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-
structure/
 http://www.karmayog.org/csr500companies/csr500companies_7373.htm
 www.wikipedia.org
 http://www.bma.ac.in/KnowledgeCentre/index1.html
 http://www.prdomain.com/companies/B/BajajAuto
 http://www.coolavenues.com/know/gm

84
ANNEXURE

85
 ANNEXURE
1. Name …………………….. :

2. Specify your age group :

Less than 25 ( )

25 -35 ( )

35 -45 ( )

Above 45 ( )

3. Marital status Single ( ) Married ( )

4’Your Income group

Below 10,000 ( )

Between 10,000-20,000 ( )

Above 20,000 ( )

5. Your Occupation

Student ( )

Professional ( )

Employed ( )

Executive ( )

Business ( )

86
6. How did you know about BAJAJ bikes?

News paper ( )

Magazines ( )

Colleagues ( )

Friends & relatives ( )

7. Rank four most important reasons that make you for

Purchase BAJAJ bikes.

Mileage ( )

Price ( )

Colors ( )

Style ( )

Top Speed ( )

Reputation ( )

8. What Mileage is your bike giving?

60 Km /Litr and above ( )

50-60 km/Litr ( )

40-50 km/Litr ( )

Below 40Km/Ltr ( )

9. Are you satisfied with bike’s mileage?

Extremely satisfied ( )

Satisfied ( )

Some what satisfied ( )

Not satisfied ( )
87
10. How often have you experienced break down of your BAJAJ bike?

Often ( )

Rarely ( )

Not at all ( )

Very often ( )

11.Are you satisfied with your bike’s power & pick up?

Extremely satisfied ( )

Satisfied ( )

Some what satisfied ( )

Not at all satisfied ( )

12.How do you feel about the riding comfort & safety?

Extremely satisfied ( )

Not at all satisfied ( )

: Satisfied ( )

13. Do you promptly get response from your dealer?

Yes : ( ) No ( )

14. Are you satisfied with the after sales service from dealer?

Yes : ( ) No ( )

15. Are the spare parts available at the service centre where you deal with?

Yes : ( ) No ( )

88
16.Do you like to recommend your friends or relatives to purchase BAJAJ

Bikes?

Very likely ( )

Some what likely ( )

Unlikely ( )

Not at all ( )

17. Your suggestions and feedback to improve the quality of Bajaj’s products and
services.

……………………………………………………………………

……………………………………………………………………

89