Summer Internship Project

Report on

Promotion of Bajaj Finance EMI card at future India Outlets

SUBMITTED TO

INDIRA INSTITUTE OF MANAGEMENT, PUNE

POST GRADUATION DIPLOMA IN MANAGEMENT

BY

Nila Aniket Anil

(PGDM BATCH 2018-2020)

UNDER THE GUIDANCE OF

Dr. Neha Jain

INDIRA INSTITUTE OF MANAGEMENT PUNE

(TAPASYA, PUNE-411033)

1
 INDEX

Sr. No PARTICULARS PAGE NO.

1 Executive summery

2 Introduction and Rationale of the study

3 Industry/Sector Profile

Company Profile
4

5 Theoretical and conceptual framework

6 Objectives and scope of product

Action Plan
7

8 Analysis and Findings

9 Conclusion/ recommendations

10 Key learnings

11 Bibliography/References

12 Glossary

13 Annexures

2
 LIST OF TABLE

Sr. No Table no Page No

LIST OF FIGURE

Sr. No Figure no Page No

3
 ‘‘Promotion of Bajaj Finance EMI card at future India outlets’’

CHAPTER I: INTRODUCTION AND RATIONALE OF THE STUDY: -

INTRODUCTION TO THE TITLE

SIGNIFICANCE OF THE PROJECT:

Objective of study-

Comparative analysis of offers from key players to ensure the applications along
with all documents.

Action plan-

 Analysing company’s products schemes and offers.

 Reporting store on daily basis and sometime office also.
 Understanding the business environment of the store.
 Interact with customers and pitching them about the schemes and offers which
is given by the company to its customers.
 Verification of the customer’s documents. After collect the documents make
a file.

Significance-
 Schemes related to the consumer durable finance is always welcome by the customers.
 Tracking methodology of customer is very smoothly (by using EMI card).
 Provision of easy, simple and adequate credit.

CHAPTER II: INDUSTRY/SECTOR PROFILE –

OVERVIEW OF THE INDUSTRY/ SECTOR :
 Transport is the life- blood of civilization and it plays a key role in the economic, social, cultural
and political progress of the economy. The manufacturing of automobile tyres became an
essential ancillary activity for the development of the automobile sector. The major raw
material required by the tyre industry is rubber. Of all major end- use markets for rubber,
transportation is by far the largest single sector with tyres and tyre products accounting alone
for over 50percent of Natural Rubber NR consumption.

4
 Truck and bus tyres would represent the largest single outlet for NR, followed by automobile
tyres. The main consumers of natural rubber are tyre makers. According to Automotive Tyre
Manufacturers Association, there are 23 percent growth in tyre manufacturing during the
period from 2010 April to 2011 February. In world scenario, the tyre industry’s turnover is
more than $ 130 billion. It employs more than 600,000 people directly and several millions
indirectly. A dozen global players dominate the tyre industry.
 The top five manufacturing companies by revenue are Bridgestone, Michelin, Good Year,
Continental AG, Pirelli. In 1846, Robert William Thomson invented and patented the
pneumatic tyre. Pneumatic tyres are manufactured according to relatively standardized 43
processes and machinery ,in around 450 tyre factories in the world. Over 1 billion tyres are
manufactured annually, making the tyre industry the majority consumer of natural rubber.
 The origin of the Indian Tyre Industry dates back to 1926, when Dunlop Rubber Limited set up
the first tyre company in West Bengal. At present, there are 40 listed companies in the tyre
sector in India. Major players are MRF, JK Tyres, Apollo Tyres, CEAT, BIRLA, and GOOD YEAR
which account for 63 percent of the organized tyre market.
 Current level of radialization includes 95 percent for all passenger car tyres, 12 percent for
light commercial vehicles and 3 percent for heavy vehicles (truck & bus). Restrictions were
placed on the import of used/ retreaded tyres since April 2006. Import of new tyres and tubes
is freely allowed, except for radial tyres in the truck/bus segment which has been placed in
the restricted list since November 2008. Indian tyre industry produces the complete range of
tyres required by the Indian automotive industry , except for aero types and some specialized
tyres.
 Domestic manufacturers produce tyres for trucks, buses, passenger cars, jeeps, light trucks,
tractors,( front, rear ,and trailer ),animal drawn vehicles , scooters, motor cycles, mopeds,
bicycles, and off – the – road vehicles and special defence vehicles. The productivity of rubber
in Kerala is the highest in the world. For a long time now, domestic prices of rubber are much
lower than international prices. India has signed the ASEAN agreement.

 Nature of the Industry:

Tyre Industry is highly raw-material intensive. Raw materials cost accounts for approx. 63% of
tyre industry turnover and 72% of production cost. The industry is a major consumer of the
domestic rubber market. Natural rubber constitutes 80% while synthetic rubber constitutes

5
 only 20% of the material content in Indian tyres, 62% of total Natural Rubber consumption is
by the Tyre Sector, balance by rubber based non-tyre industries. Interestingly, world-wide,
the proportion of natural to synthetic rubber in tyres is 30:70.

CONTRIBUTION OF THE SECTOR TOWARDS GDP

Growth, investment and value multiplier :
 The tyre industry on a standalone basis contributes 3% of the manufacturing GDP of India and
0.5% of the total GDP. However, its estimated output multiplier effect is 2.47 due to linkages with
other sectors of the economy including rubber plantations, petroleum, chemical, capital goods
and packaging materials, etc. resulting in a total economic contribution of 1.5% of the GDP when
direct, indirect and induced impacts are considered.
 Indian tyre industry has almost doubled from ~Rs 30,000 crores in 2010-11 to ~Rs 59,500
crores in 2017-18 of which 90-95% came from the domestic markets. The top three
companies – MRF, Apollo Tyres and JK Tyres have ~60% of the market share in terms of
revenue. In terms of segmentation tyres can be divided in two ways – based on end market
and based on product.
 By 2019-20, the industry is expected to complete projects worth ₹7,000 crore, contributing an
additional 12 million units in capacity. Such investments in capacity create better economies of
scale, employment and value addition for the economy.
 Tyres have a high manufacturing value addition (MVA) of 21.5% as against a median of 14% for
the manufacturing industry with corresponding value added multiplier effect of 3.42, implying
that an unit of increase in demand for tyres has a multiplying and cascading effect of 3.42 on the
overall economy and hence should be a flagship sector that requires greater attention under the
“Make in India” programme.
 Tyre makers will invest around Rs 20,000 crore over the next three years as the
industry is optimistic that demand would grow by 7-9 per cent during FY19-23.
Despite subdued vehicle production levels in the past six months due to a dip in
consumer sentiment, the domestic tyre demand is estimated to have grown by 9-11
per cent in FY19.
 A major chunk of it came from the replacement market. In April-December FY19, the
tyre industry increased production by 11 per cent to 146.351 million tonnes from
132.314 million tonnes during the same period the previous year, according to
Automotive Tyre Manufacturers Association.

 Indian Tyre Industry: An Economic Force Multiplier

 The tyre industry provides the wheels on which an economy rides. It provides the end of the
chain for the natural rubber industry in India and is vital for the automotive industry – both
original equipment manufacturers and those in after markets. The tyre industry also has a large
dependency on the petroleum industry as a significant proportion of synthetic rubber and other

6
 petroleum products is also used for tyre production. The industry involves about 0.5 million
people who directly and indirectly derive their livelihood from the industry, involving farmers
and agriculturalists,0 .15 million in manufacturing and about 1 million in service and after
markets.
 The Government of India and Indian Automotive Industry has developed a collective vision plan
referred to as “Automotive Mission Plan 2016-26 – AMP 2026”. The AMP 2026 aims to propel
the Indian Automotive Industry to be the “Engine of the Make in India Programme”. The objective
of AMP 2026 is “where the vehicles, auto components and tractor industry should reach over
next ten years in terms of size, contribution to India's development, global foot print,
technological maturity, competitiveness and institutional structure and capabilities”. AMP 2026
has set some speciic targets for the year 2026:
• 12% of the country's GDP (from 7% at present)
• 40% of manufacturing GDP
• Output of ₹16,160-18,885 billion for economic growth at the rate of 5.8-7.5%
• 65 million new jobs
• ₹7,575 billion of exports

 Contributing to Employment :
The Annual Survey of Industry (ASI), MOSPI data reveals that the tyre industry provides direct
employment to more than 0.15 million people, which is about 0.12 million in the organised sector.
It also provides livelihood to over 1 million people such as retreaders dealers and repairers directly
and indirectly associated with this industry. The employment generated by the industry in the
services such as tyre retreading, repairing, air filling, etc. when taken into account is very significant.

 Contributing to Foreign Earnings :

The tyre industry exports about 9-10% of its total production to over 100 countries and contributes
about 0% of the country's total exports with average net foreign earnings for the last five years being
about $ 1.0 billion. Currently, India's contribution to the global tyre trade is $1.5 billion (1.72%) out
of a $80 billion market. Given the fact the industry is highly competitive, there is headroom for tyre
exports from India, where it can increase its share to 4 - 5% when adequately supported.

Exports :

7
 Tyre exports are estimated to grow by 8-10 per cent over the next three years
led by stable demand and increased acceptance of Indian tyres in overseas
markets, both in terms of quality and pricing. It was around 9 per cent in FY
2018.

However, with rising penetration of low cost Chinese tyres in overseas

markets, especially post the removal of anti-dumping duty (ADD) by the US
on the Chinese tyres in February 2017, competition from China (both in terms
of volumes and pricing) will remain a key challenge, as per and ICRA note.

For FY 2019, the unit and tonnage growth is pegged at 8-8.5 per cent and
6.5-7%,respectively.
Top destinations for exports include US, Germany, France, UK, Italy,turkey,
Netherlands,spain,andBrazil
The US and EU countries are the top potential markets for exports, and the
driving factor would be the Government signing trade agreements with these
countries which can provide concessional tariff for tyres.

MAJOR PLAYERS IN THE INDUSTRY :

IN INDIA :
1. Apollo Tyres.
2. JK Tyrs and industries Ltd.
3. MRF Tyres Ltd.
4. CEAT Ltd.
5. Balkrishna Industries Ltd.
6. TVS Srichakra Ltd.
7. Goodyear India Ltd.
8. Govind Rubber Ltd.
9. PTL Enterprises Ltd.

8
 10. Falken Tyre India Pvt. Ltd.

GLOBALLY:

1. Bridgestone
2. Michelin
3. Goodyear
4. Pirelli
5. Apollo Tyres
6. MRF Tyres
7. Continental Tyres
8. Dunlop
9. Yokohoma
10. Hankook
PEST ANALYSIS IN DURABLE GOODS INDUSTRY

When analysing durable consumer goods industry of India impact of political, economical,
social, and technological factors on the industry were observed. It is helpful measure to observe
changes and tends in the durable goods market. Brand analysis of all the four factors is as
follows:
Political Factors : The custom duty rate on tyres
The peak rate of Customs Duty on all nonagricultural products were
progressively reduced in the Union Budgets during the last few years, but in
the case of Natural Rubber the rate of 20% has remained unchanged for over
a decade. This has resulted in a serious anomaly of Customs Duty on raw-
material (Natural Rubber - 20%) being higher than the Customs Duty on
finished product (Tyres - 10%).
FICCI has also given the following recommendations for the tyre industry:
 FICCI would request for waiver of Customs Duty on all raw materials
not manufactured domestically.
9
  To overcome problem with respect to exports of tubes / flaps, it is
suggested to include 'Tyre Manufacturer' as a class of Exporters under Rule
20 of Central Excise Rules to allow them procure tubes and flaps without
payment of duty for exports
Political stability and importance of Rubber & Plastics sector in the
country's economy.
Risk of military invasion
Level of corruption - especially levels of regulation in Consumer Goods
sector.
Bureaucracy and interference in Rubber & Plastics industry by government.
Legal framework for contract enforcement
Intellectual property protection
Trade regulations & tariffs related to Consumer Goods
Favored trading partners
Anti-trust laws related to Rubber & Plastics
Pricing regulations – Are there any pricing regulatory mechanism for
Consumer Goods
Taxation - tax rates and incentives
Wage legislation - minimum wage and overtime
Work week regulations in Rubber & Plastics
Mandatory employee benefits
Industrial safety regulations in the Consumer Goods sector.
Product labeling and other requirements in Rubber & Plastics

Economic Factors
The Macro environment factors such as – inflation rate, savings rate, interest
rate, foreign exchange rate and economic cycle determine the aggregate
10
 demand and aggregate investment in an economy. While micro environment
factors such as competition norms impact the competitive advantage of the
firm. The Rubber Company can use country’s economic factor such as
growth rate, inflation & industry’s economic indicators such as Rubber &
Plastics industry growth rate, consumer spending etc to forecast the growth
trajectory of not only --sectoryname-- sector but also that of the
organization. Economic factors that The tyre industry should consider while
conducting PESTEL analysis are -
Type of economic system in countries of operation – what type of economic
system there is and how stable it is.
Government intervention in the free market and related Consumer Goods
Exchange rates & stability of host country currency.
Infrastructure quality in Rubber industry
Comparative advantages of host country and Consumer Goods sector in the
particular country.
Skill level of workforce in Rubber & Plastics industry.
Education level in the economy
Labor costs and productivity in the economy
Business cycle stage (e.g. prosperity, recession, recovery)
Economic growth rate
Discretionary income
Unemployment rate
Inflation rate
Interest rates

Social Factors

11
  As the joint-family system crumbles and the number of nuclear families explode, more
small families seem to be demanding a two/four wheeler for themselves. This has directly
resulted in higher sales of tyres in the past decade.
 Higher car density per family: The number of upper-class and upper-middle class families is
more than one car per family, seems to be increasing exponentially. This is especially true
in cities where working members of same family find it difficult to survive without more
than one car for transportation. With higher disposable incomes, these families are finally
able to afford this need.
 Shifting Savings to EMI culture: Another notable trend that seems to be fueling car sales
(and therefore tyre sales) is the shift in the middle-class consumer saving habits. The
Indian middleclass family has long been known for its saving frenzy. But with a younger
workforce, higher Page | 7 disposable incomes, lower unemployment and the influence of
globalization, the average Indian middle-class family is slowly warming up the idea of EMI
and buying on credit. This has helped in furthering the sales of passenger cars significantly.
 Rubber has helped the farmers to get a steady income, and they are able to get good
money for their produce almost throughout the year. The best part about rubber is that it
can yield almost throughout the year, only except for a brief gap in summer and here in
winter. If the economic growth improves, then consumption of rubber will also go up.
Technological Factors
 The Indian tyre market has attracted global manufacturers on account of encouraging
growth figures. These manufacturers are expected to invest huge amounts into the
industry over the next few years, with a major proportion of this investment directed
towards the Truck & Bus (T&B) radial tyre capacity expansion.
 several “Greenfield” plants are in pipeline to include new capacities. The implementation
of brown-field projects is executed to cater to the growing demand. Greenfield units are
expected to go on-stream in the coming years, just by the time when there will be an
urgent need to bridge an increasing demand-supply gap in T&B radial tyre segment.
 Impact on cost structure in rubber industry
 Impact on value chain structure in consumer goods sector
 Rate of technological diffusion.

12
ENVIRONMENTAL FACTORS:
 Scrap tyres are about to become the latest headache for a government still smarting
from the debacle over its mountain. New ways will have to be found to dispose the
tyres that are stockpiled or put in landfills every year. The problem is huge. The
number of tyres in use is forecast to increase by up to 60% by 2021, as the number of
vehicles rises. Every day, 100,000 are taken off cars, vans, trucks, buses and bicycles. It
is widely estimated that there are now more than 200m lying around.
 By their very nature, tyres are difficult to dispose off. They are designed not to fall apart
while you're driving along the motorway, so they are one of the more intractable
issues. Although tyres remain substantially intact for decades, some of their
components can break down and leach. Environmental concern centers on the highly
toxic additives used in their manufacture, such as zinc, chromium, lead, copper,
cadmium and sulphur.
 The environment agency is launching a campaign later this month to alert the public
and industry to the need to prolong the life of existing tyres and find new recycling
methods. The best use of tyres is probably to retread them, but this is now expensive,
and fewer than ever are recycled in this way. Around 48,500 tonnes are converted into
"crumb rubber", used in carpet underlay and to make surfaces such as those on running
tracks and children's playgrounds.
 More controversially, a further 18% are burnt as a "replacement fuel" in the
manufacture of cement. This is fast becoming the most popular way of disposing of
them, but it is of increasing concern to environmentalists and scientists. Tyre burning
emits ultra-fine particles that have a toxicity all of their own. The toxicity is even
stronger if this contains metals such as nickel and tin, which you get when you throw
the whole tyre into the furnace. If the metal content of the particles goes up, then
there is going to be an increasing impact on health.
 Before entering into the market or starting new business into the existing
market the firm should carefully evaluate the environmental standards that are
required to operate in those markets.
 Some of the environmental factors that a firm should consider beforehand are
as follows:

13
 1. Waste management in consumer goods sector
2. Laws regulating environment pollution
3. Recycling
4. Attitude towards “green” or ecological products
5. Climate change
LEGAL FACTORS :

 Law enforcement
 Tax policy
 Environment protection laws
 State owned industries
 Consumer protection and e-commerce
 Copyright, patents/ intellectual property
 Data protection and health and safety law

Michael Porter's Five Forces Model, a way to look at IndianTyre Industry.

Michael E Porter's five forces model is any day a best tool to analyze any
business industry. So with thisarticle I have tried to look at Indian
Tyre Industry through Porter's view.
1) Bargaining power of supplier
Bargaining power of suppliers can be segregated in two parts according to the
demand of industry.
Rubber
There are two reasons behind this being low first one is most of the tyre firms get150
days credit for buying the rubber from international market which is not the case if they
buy it from domestic rubber growers. And the second reason is, this credit is being
offered at LIBOR, which is the London Inter-bank Offered Rate. It is the rate of interest
at which banks borrow funds from other banks.
Other Petro chemical based material (Carbon black, Nylon tyre cord etc.)
The power of suppliers is high in this category as India is limping back in case of
Petro based rawmaterials like carbon black and chemicals which account low in
quantity terms but are high costgenerators. Also the price of NTC fluctuates in line
with the prices of Caprolactam (a petroleumderivative)-it¡¦s main raw material. The
prices of these materials are beyond control of tyre industry.

14
Bargaining power of buyers
This can be seggeregated into two parts as follows.
OEM's
The OEMs are always in strong position when the bargaining power of buyers is
concerned. Thereason behind this is most of them are having contract with their
relative tyre manufacturer under which the prices of tyre remains stable for this OEM
irrespective of market price. The benefits aregiven to them as they are buying in bulk
and the relation gives the tyre firms some thing calledbrand association.

Replacement :

The scene in replacement segment is quite reverse as the bargaining power for the
replacementsegment is moderate due to the fact that the buyers are not that strong
as compared to OEMs. Thedemand in buses and truck segment is always high
because of Indian poor road conditions apartfrom this the purchase is made in small
units.
3) Threat of substitute
It is moderate or as the industry is facing opposition from retreading sector all over
the globe. Thischeaper option, around 20-25% of the original tyre cost, is present in
developed countries sincesome decade back. And this is heading to wards strong
position here in India too.
4) Threat of new entrants
The threat of new entrant is moderate or can be described as low because the
industry is highlycapital intensive and the level of technological expertise required is
also highly specific.But if we see from domestic (Indian) industry's point of view, this
better can be defined as high. Thereason being, global tyre industry is already seeing
mergers and acquisitions in order to restructure. And as of now India and China
going to be the hub of activities as far as tyre industry is concerneddue to
low production cost as well as other relevant benefits. So for any of the global big
shotIndian company will be a good option to go for.
5) Industry rivalry
High, because gradually the overseas players are expanding their wings over Indian
tyre industryand also a limited and every player is moving towards automated
technology, like ERP and SCM. Apart from the aforementioned reason, the
industry is seeing high competitive scenario at presentbecause of various
reasons like rising input costs, low realizations from growing OEM segmentwhere the
vehicle manufacturers are not ready to share the burden of tyre firms, the portion
of replacement pie continuously taken away by the retreading sector which is slowly
but firmly risingits head and that to in high realization segment of Bus-Truck tyres and

15
last but not the least theunorganized sector is always there to give head ache to these
established players like CEAT, JK, Apollo and MRF e

CHAPTER III: COMPANY PROFILE

COMPOSITION OF BOARD
.

Table No.2: Organization Chart of continental tyres:

Name Designation

Dr. Elmar Degenhart Chief executive officer

Wolfgang schafar Chairman

Dr. Ariane Reinhart Member of executive board

Hans-Jürgen Duensing Member of executive board

Christian Kötz Member of executive board

Helmut Matschi Member of executive board

Nikolai Setzer Member of executive board

MISSION, VISION AND VALUES OF THE COMPANY

Vision: Your Mobility. Your Freedom. Our Signature

16
 › Highly developed, intelligent technologies for mobility, transport and processing
make up our world.

› We want to provide the best solutions for each of our customers in each of our markets.

All of our stakeholders will thus come to recognize us as the most value-creating,
highly reliable and respected partner.

Mission:

We are conscientious people who help others around the world fulfill their dreams of mobility. Mobility and
transport are essential elements of our lives. We want to play our part in meeting the high expectations
related to this. As a responsible, leading company and the partner of choice, we invent, develop, produce
and market indispensable and pioneering technological solutions.

Values :

 Trust
 Passion To Win
 Freedom To Act
 For One Another

SWOT ANALYSIS:
Strengths are defined as what each business does best in its gamut of
operations which can give it an upper hand over its competitors. The
following are the strengths of Continental:

 Focus on core values: From the time it was set up in the year 1871, the
company has also upheld the four values it believes in which are trust,
passion to win, freedom to act and for one another. These values have been
imbibed and integrate with every action that the company has taken since
then and the leader attribute their success to this.
 Corporate Culture: The culture of the company which trickles down from the
top management to the lowest level of employees is all about trust and
freedom and each individual is given ample opportunities to grow and excel

17
 in their career and job roles. This culture has been able to create highly
satisfied employees who do need incentives to perform.
 Focus on customer needs: Continental Tires has always
developed products based on customer feedback and has a robust system
for collecting and implementing feedback.This has helped them to get a better
hold of market trends and incorporate them faster into products.
 Corporate Strategy: The corporate strategy of the brand is based on three
pillars which are their focal area for value addition –
productivity, innovation and global growth. The company strategizes to
integrate these areas and look at building the sustainable competitive
advantage.
 Management Style: Quite unlike the German culture, Continental Tyres has
centralized yet decentralized management and decision making style.While
the framework is set in a centralized manner for taking each strategy
and planning is also centralized, the execution is handed over to each
individual and thus every employee of the company gets a chance to work in
a free environment.

WEAKNESSES OF BAJAJ FINSERV

Weaknesses are used to refer to areas where the business or the brand
needs improvement. Some of the key weaknesses of Continental Tyres
are:

 High costs of service: The cost of service is high for Continental especially
in the case of light and heavy commercial vehicles. With increased focus on
green option disposal and management of waste managing these tasks have
become high costs for the business.
 Low margins: In most of the tire segments like radial for heavy vehicles and
farm equipment the volumes are low and in the case of high volume segments
like tires for passenger cars the competition is high and this reduces the
margins significantly.
 Presence in too many geographies: Continental Tyres has operations in
most of the countries across the globe and the cost, as well as efforts of
reaching out to this huge market and the returns on investment from this, is
reducing day by day. Added to that is the reduction in market share because
of multinational as well as regional players.

OPPORTUNITIES FOR CONTINENTAL TYRES:

18
Opportunities refer to those avenues in the environment that surrounds
the business on which it can capitalize to increase its returns. Some of the
opportunities include:

 High growth potential in India: As per latest research the biggest market
for tires will be Chine, India, and Brazil. Indian alone has roughly 60
manufacturers of tyres both big and small, many of which have presence only
in local markets. The tire market is predicted to have a CAGR around 9 % per
year between 2015 and 2021.
 Evolving Customer Needs: There is a greater demand for driving safety
and thus high grip tyres for cars and two-wheelers have huge future
potential.Customers are environmental savvy and there is also a demand for
gree tire options.

THREATS to continental tyres:

Threats are those factors in the environment which can be detrimental to

the growth of the business. Some of the threats include:

 Competition: The company faces stiff competition from brands like JK

tyres, Apollo Tyres,MRF tyres, CEAT tyres, Dunlop, Bridgestone, Michelin,
Good year and Cooper Tires in India.
 Fluctuating costs: The cost of raw material for tires depend on oil prices since
many are oil-based derivative and the cost of service are also high as well as
fluctuating. This creates numerous pricing challenges.

Product Profile of the Organization:

Bajaj Finserv Lending offers loans for various needs. We offer loans for Bajaj Auto Two Wheelers
under the name of Bajaj Auto Finance Ltd. We offer Consumer Durable Loans, Personal Loans,
Loan against Property, Small Business Loans, Construction Equipment Loans, Loan against
Securities and Insurance Services under the name of Bajaj Finserv Lending. Bajaj Finserv Lending
is one of the most diversified NBFCs in the market catering to more than 5 million customers
across the country. Apart from being a well-recognized organization, they pride us for holding the
highest credit rating of FAAA/Stable for any NBFC in the country today. The product offerings

19
include Consumer Durable Loans, Personal Loans, Loan against Property, Small Business Loans,
Two-wheeler and Three – Wheeler Loans, Construction Equipment Loans, Loans against
Securities and Insurance Services.

Home Loan

Construction Consumer
Equipment Loan Durable Loan

Product

Portfolio

Three/Two
Wheeler Loan
Mortgage Loan

Personal and
Small Business
Loan

Figure No.2: Product Profile of the Organization

 Products Covered:

20
0% interest Consumer Durables Finance is available on a wide range of products and in over 101
cities across India. Hereunder is an indicative list of products covered?
 LED/LCD/CTV
 Washing Machines
 Microwave Ovens
 Refrigerators,
 Cameras/Camcorders
 Dishwashers
 Generators
 Cooking Range products
 Dryers
 Laptops / Desktops (Select)
 Smart phones (Select)
 Air purifiers / Water Purifiers / R.O.
 Music Systems
 Inverters
 Air conditioners

2.2: Total Use of Sales Force Software:

"Sales force CRM is nothing short of a revolution for our sales fiancé business!”
Rise in transactions from 1500 per day during holiday season to a record 8500 in a single day,
processing one transaction every 4 sacs during peak hour with sales force CRM.
 Challenge
 Needed solution with unlimited scalability for end to end new loan underwriting and to
cross sell multiple products on existing customer database
 Specifically sought ‘best in the businesses to minimize time and resource investment in IT
and allow focus to remain on serving customers
 Wanted high degree of flexibility to accommodate dynamic changes in market place

 Solution

21
  Salesforce.com implementation partner Wipro implemented Sales Force CRM for 300
users in April’09
 Deployed across Call Centre, Sales, Credit and Operations teams
 Implementation cycle, from concept to solution build, of just 3 months
 Integration with Dealer, dedupe system, Credit Bureau, SMS, and more recently Google
Maps (to access customer locations from within salesforce.com)

AWARDS:
Top 3 Financial Services Company:

We're proud to be ranked amongst the Top 3 Financial Services Companies to work for in India.
The ranking was conferred on us by Great Places to Work (GPTW), the gold standard in ranking
the world’s best workplaces, at a special event hosted in Mumbai on 21 June, 2013. GPTW
conducts this survey every year amongst more than 500 companies across India. This year more
than 530 companies participated in the survey.

CIO 100:

Recently, we also won the CIO 100 Innovation award for two of our innovations - EMI Card and
Flexi saver.CIO 100 is an annual award program that recognizes organizations that exemplify the
highest level of operational and strategic excellence in information technology (IT). CIO magazine
has a long and proud tradition of honouring leading companies for business and technology
leadership and innovations through its premiere award program – CIO100. Now in its 25th year in
the USA, it is an acknowledged mark of enterprise IT excellence. It’s a celebration of 100
organizations (and the people within them) that are using information technology in innovative
ways to deliver business value, whether by creating competitive advantage, optimizing business
processes, enabling growth or improving relationships with customers. Hosted in countries such
as Canada, Sweden, Australia, Singapore, Vietnam, Hungary and India, the CIO 100 Awards is a
truly global recognition. It is an acknowledged mark of excellence in enterprise IT.

22