1

CONTENTS

EXECUTIVE SUMMARY PAGE NO

Chapter-1 1-7

Introduction

Objectives of the study

Need, Scope of the study

Chapter-2 8-48

Industry Profile

Company Profile

Chapter-3 49-51

Research Methodology

Chapter-4 52-66

Data analysis and Interpretation

Chapter 5 67-71

Limitations

Findings

Suggestions

Questionnaire 72-74

Bibliography 75-76
 2

CHAPTER-1
 INTRODUCTION

 OBJECTIVES OF THE STUDY

 NEED, SCOPE OF THE STUDY

 3

CONSUMER BEHAVIOUR

INTRODUCTION

“consumer behaviour is the level of a person felt state resulting from

comparing a products perceived performance in relation to the person’s

expectations”.

Philip kotler

“Consumer behaviour is a persons feeling of pleasure or disappointment

resulting from comparing with products perceived performance in relation to his or

her expectations”.

Philip Kotler

Many organizations have not got a clue about the consumers perceive the goods

and services they supply. Consumer’s attitude to be that so long as people “buy”

their products then the products must be accepted.

Firstly, consumer may buy a given product of services simply because there is no

other option and they would prefer to purchase what you are offering them to go

out altogether.

Secondly, the fact that a product or services may be accepted does not mean that it

will continue to sell. Competitors may see opportunities, consumer expectations

 4

may change consumer tastes may move on. If standards don’t rise and service

evolve and then download sales will appear.

A worse situation arises when the organizations haven’t got a clue of the

consumer’s perceptions but think they have. Another situation is when the

organization don’t have clue of their consumers perception and don’t care either

the org may believe that it is in a monopoly situation and its consumers can’t go

else where.

METHDODS OF CONSUMER BEHAVIOUR:

COMPLAINTS SUGGESTIONS SYSTEM: A consumer centered org would

male it easy for it’s consumers to deliver suggestions and complaints e.g. installing

suggestion boxes, questionnaire.

CONSUMER BEHAVIOUR SURVEY: A Company must not conclude that it

can get a full picture of consumer suggestions system.

Responsive companies obtain direct measure of consumer behaviour by conducting

periodic surveys. They send questionnaire or make telephone calls to find out how

they feel about the rating aspects of the company’s performances. They will also

solicit buyer view on competitor’s performance.

 5

GHOST SHOPPING: Another way to measure consumer behaviour is to hire

persons to pose as potential buyer’s to report their findings okay strong and weak

point they experienced in buying the company and competitor’s products.

Managers can themselves pose as shoppers and experience first hand, the treatment

they receive as consumer.

LOST CONSUMER ANALYSIS: A Company should contact consumer, who

have stopped buying, or who have switched to another suppler to learn what

happened. Not only it is important to conduct exit interview but also to monitor the

indication that the company is falling to satisfy it consumer analysis.

 6

OBJECTIVES OF THE STUDY

a) To study about the consumer behaviour on the service provided by the

rithvikaa bajaj.

b) To identify the problems experienced by the consumers with rithvikaa bajaj.

c) To know the influence of promotional activities towards 2- wheelers from

consumers,

d) To find the consumer behaviour of to the consumers,

e) To Find the reasons for the disconsumer behaviour.

f) To know the effective factors for the preferring 2- wheeler vehicles.

g) To know the awareness of the 2- wheeler vehicles,

h) To know whether the consumers are satisfied by the features of the 2 –

wheelers,

i) To find the area to be improved,

 7

NEED AND SCOPE OF THE STUDY

NEED
Most marketers see the goal of marketing as those of maximizing not consumption
but consumer behaviour every company exist because they produce goods or
services as required by the consumer. So it is very important that these which the
company produces should satisfy the needs of consumers.

SCOPE
Bajaj Motors aims to deliver its products to retain and create new consumers for its
brand name by its enhanced consumer behaviour process.
 8

CHAPTER-2
 INDUSTRY PROFILE

 COMPANY PROFILE
 9

INDUSTRY PROFILE

The Indian automotive industry consists of five segments: commercial vehicles;

multi-utility vehicles & passenger cars; two-wheelers; three-wheelers; and tractors.
With 5,822,963 units sold in the domestic market and 453,591 units exported
during the first nine months of FY2005 (9MFY2005), the industry (excluding
tractors) marked a growth of 17% over the corresponding previous. The two-
wheeler sales have witnessed a spectacular growth trend since the mid nineties.

Two-wheelers: Market Size & Growth

In terms of volume, 4,613,436 units of two-wheelers were sold in the country in

9MFY2005 with 256,765 units exported. The total two-wheeler sales of the Indian
industry accounted for around 77.5% of the total vehicles sold in the period
mentioned.

Figure 1
Segmental Growth of the Indian Two Wheeler
Industry (FY1995-2004)

After facing its worst recession during the early 1990s, the industry bounced back
with a 25% increase in volume sales in FY1995. However, the momentum could
not be sustained and sales growth dipped to 20% in FY1996 and further down to
12% in FY1997. The economic slowdown in FY1998 took a heavy toll of two-
wheeler sales, with the year-on-year sales (volume) growth rate declining to 3%
that year. However, sales picked up thereafter mainly on the strength of an increase
in the disposable income of middle-income salaried people (following the
 10

implementation of the Fifth Pay Commission's recommendations), higher access to

relatively inexpensive financing, and increasing availability of fuel efficient two-
wheeler models. Nevertheless, this phenomenon proved short-lived and the two-
wheeler sales declined marginally in FY2001. This was followed by a revival in
sales growth for the industry in FY2002. Although, the overall two-wheeler sales
increased in FY2002, the scooter and moped segments faced de-growth. FY2003
also witnessed a healthy growth in overall two-wheeler sales led by higher growth
in motorcycles even as the sales of scooters and mopeds continued to decline.
Healthy growth in two-wheeler sales during FY2004 was led by growth in
motorcycles even as the scooters segment posted healthy growth while the mopeds
continued to decline. Figure 1 presents the variations across various product sub-
segments of the two-wheeler industry between FY1995 and FY2004

MARKET CHARACTERISTICS

Segmental Classification and Characteristics

The three main product segments in the two-wheeler category are scooters,
motorcycles and mopeds. However, in response to evolving demographics and
various other factors, other subsegments emerged, viz. scooterettes, gearless
scooters, and 4-stroke scooters. While the first two emerged as a response to
demographic changes, the introduction of 4-stroke scooters has followed the
imposition of stringent pollution control norms in the early 2000. Besides, these
prominent sub-segments, product groups within these sub-segments have gained
importance in the recent years. Examples include 125cc motorcycles, 100-125 cc
gearless scooters, etc. The characteristics of each of the three broad segments are
discussed in

Segmental Market Share

The Indian two-wheeler industry has undergone a significant change over the past
10 years with the preference changing from scooters and mopeds to motorcycles.
The scooters segment was the largest till FY1998, accounting for around 42% of
the two-wheeler sales (motorcycles and mopeds accounted for 37% and 21 % of
the market respectively, that year). However, the motorcycles segment that had
witnessed high growth (since FY1994) became larger than the scooter segment in
terms of market share for the first time in FY1999. Between FY1996 and
9MFY2005, the motorcycles segment more than doubled its share of the two-
 11

wheeler industry to 79% even as the market shares of scooters and mopeds stood
lower at 16% and 5%, respectively.

Trends in Segmental Share in Industry Sales

(FY1996-9MFY2005)

While scooter sales declined sharply by 28% in FY2001, motorcycle sales reported
a healthy growth of 20%, indicating a clear shift in consumer preference. This
shift, which continues, has been prompted by two major factors: change in the
country's demographic profile, and technological advancements.

Over the past 10-15 years the demographic profile of the typical two-wheeler
consumer has changed. The consumer is likely to be salaried and in the first job.
With a younger audience, the attributes that are sought of a two-wheeler have also
changed. Following the opening up of the economy and the increasing exposure
levels of this new target audience, power and styling are now as important as
comfort and utility.

The marketing pitch of scooters has typically emphasised reliability, price, comfort
 12

and utility across various applications. Motorcycles, on the other hand, have been
traditionally positioned as vehicles of power and style, which are rugged and more
durable. These features have now been complemented by the availability of new
designs and technological innovations. Moreover, higher mileage offered by the
executive and entry-level models has also attracted interest of two-wheeler
consumer. Given this market positioning of scooters and motorcycles, it is not
surprising that the new set of consumers has preferred motorcycles to scooters.
With better ground clearance, larger wheels and better suspension offered by
motorcycles, they are well positioned to capture the rising demand in rural areas
where these characteristics matter most.

Scooters are perceived to be family vehicles, which offer more functional value
such as broader seat, bigger storage space and easier ride. However, with the
second-hand car market developing, a preference for used cars to new two-
wheelers among vehicle buyers cannot be ruled out. Nevertheless, the past few
years have witnessed a shift in preference towards gearless scooters (that are
popular among women) within the scooters segment. Motorcycles, offer higher
fuel efficiency, greater acceleration and more environment-friendliness. Given the
declining difference in prices of scooters and motorcycles in the past few years, the
preference has shifted towards motorcycles. Besides a change in demographic
profile, technology and reduction in the price difference between motorcycles and
scooters, another factor that has weighed in favour of motorcycles is the high re-
sale value they offer. Thus, the consumer is willing to pay an up-front premium
while purchasing a motorcycle in exchange for lower maintenance and a relatively
higher resale value.

Supply

Manufacturers

As the following graph indicates, the Indian two-wheeler industry is highly

concentrated, with three players-Hero Honda Motors Ltd (HHML), Bajaj Auto
Ltd (Bajaj Auto) and TVS Motor Company Ltd (TVS) - accounting for over
80% of the industry sales as in 9MFY2005. The other key players in the two-
wheeler industry are Kinetic Motor Company Ltd (KMCL), Kinetic Engineering
Ltd (KEL), LML Ltd (LML), Yamaha Motors India Ltd (Yamaha), Majestic
Auto Ltd (Majestic Auto), Royal Enfield Ltd (REL) and Honda Motorcycle &
Scooter India (P) Ltd (HMS
 13

Shares of Two-Wheeler Manufacturers in Industry Sales

(FY2000-9MFY2005)

Although the three players have dominated the market for a relative long period of
time, their individual market shares have undergone a major change. Bajaj Auto
was the undisputed market leader till FY2000, accounting for 32% of the two-
wheeler industry volumes in the country that year. Bajaj Auto dominance arose
from its complete hold over the scooter market. However, as the demand started
shifting towards motorcycles, the company witnessed a gradual erosion of its
market share. HHML, which had concentrated on the motorcycle segment, was the
main beneficiary, and almost doubled its market share from 20% in FY2000 to
40% in 9MFY2005 to emerge as the market leader. TVS, on the other hand,
witnessed an overall decline in market share from 22% in FY2000 to 18% in
9MFY2005. The share of TVS in industry sales fluctuated on a year on year basis
till FY2003 as it changed its product mix but has declined since then.

Technology

Hitherto, technology transfer to the Indian two-wheeler industry took place mainly
through: licensing and technical collaboration (as in the case of Bajaj Auto and
LML); and joint ventures (HHML).

A third form - that is, the 100% owned subsidiary route - found favour in the early
2000s. A case in point is HMSI, a 100% subsidiary of Honda, Japan. Table 2
details the alliances of some major two-wheeler manufacturers in India.

Besides the below mentioned technology alliances, Suzuki Motor Corporation has
also followed the strategy of joint ventures (SMC reportedly acquired equity stake
 14

in Integra Overseas Limited for manufacturing and marketing Suzuki motorcycles

in India).

Technological tie-ups of Select Players

Nature of Alliance Company Product
Bajaj Technological tie- Kawasaki Heavy Motorcycles
Auto up Industries Ltd, Japan
Technological tie- Tokya R&D Co Ltd, Two-wheelers
up Japan
Technological tie- Kubota Corp, Japan Diesel
up Engines
HHML Joint Venture Honda Motor Co, Japan Motorcycles
KEL Technological tie- Hyosung Motors & Motorcycles
up Machinery Inc
KEL Tie up for Italjet, Italy Scooters
manufacturing
and distribution
LML Technological tie- Daelim Motor Co Ltd Motorcycles
up
Hero Technological tie- Scooters
Motors up

With the two-wheeler market, especially the motorcycle market, becoming offer
new models to meet fast changing consumer preferences has become imperative.
In this context, the ability to deliver newer products calls for sound technological
backing and this has become one of the critical differentiating factor among
companies in the domestic market. Thus, the players have increased their focus on
research and development with some having indigenously developed new models
as well as improved technologies to cater to the domestic market. Further, with
exports being one of the thrust areas for some Indian two-wheeler companies, the
Indian original equipment manufacturers (OEMs) have realised the need to
upgrade their technical capabilities. These relate to three main areas: fuel economy,
environmental compliance, and performance. In India, because of the cost-
 15

sensitive nature of the market, fuel efficiency had been an interest area for
manufacturers.

It is not only that the OEMs are increasing their focus on in-house R&D, they also
provide support to the vendors to upgrade the technology and also assist them
striking technological alliances.

TRENDS IN THE TWO-WHEELER INDUSTRY

Companies raising capacity to meet the growing demand

All the major two-wheeler manufacturers, viz. Bajaj Auto, HHML, TYS, HMSI
and others, have increased their manufacturing capacities in the recent past. The
total capacity of these players stood at 7.8 million units per annum (FY2003) as
against total market sales of 3.8 million units in FY2002. Most of the players have
either expanded capacity, or converted their existing capacities for scooters and
mopeds into those for manufacturing motorcycles. The move has been prompted
by the rapid growth reported by the motorcycles segment since FY1995.

HHML increased the capacity of its plants from 1.8 million units in FY2003 to
2.25 million in FY2004 and has been able to achieve 92% capacity utilisation. In
light of the increase in demand for motorcycles, the company plans to set up a new
plant. Since its entry in the Indian market during FY2002, HMSI has aggressively
expanded its capacity.

Niche markets also witnessing intense competition

A significant trend witnessed over the past five years is the inclination of
consumers towards products with superior features and styling. Better awareness
about international models has raised expectations of consumers on some key
attributes, especially quality, styling, and performance. High competitive intensity
has prompted players to launch vehicles with improved attributes at a price less
than the competitive models.

In an effort to satisfy the distinct needs of consumers, producers are identifying

emerging consumer preferences and developing new models. For instance, in the
motorcycles segment, motorcycles with engine capacity over 150cc, is a segment
that has witnessed significant new product launches and hence, become more
 16

competitive. The indigenously launched Pulsar 150 had met with success on its
launch and thereafter, a host of models have been launched in this segment by
various players.

While Bajaj Auto launched the Pulsars (150 and 180 cc) with digital twin spark
technology (DTSi) that offers a powerful engine and fuel efficiency of 125 cc
models, model launches by other players include LML's Graptor/Beamer, HMSI's
Unicorn besides the HHML's CBZ (improved version launched in 2003-04) and
TVS' Fiero F2. Moreover, in the recent past, the motorcycle segment has witnessed
launch of vehicles with higher engine capacity (higher than 150cc) and power
(higher than 15bhp). These include models such as Bajaj Auto Eliminator and
Royal Enfield's Thunderbird followed by HHML's Karisma. Besides these, KEL
has launched premium segment motorcycles GF 170 and GF Laser besides
launching products from the portfolio of its technology partner (Hyosung's Aquila
and Comet 250). The products in this segment cater for style conscious consumers.
Quite a few players are developing models combining features such as higher
engine capacity" optimum mix of power and performance, and superior styling.
However, the extent of shift to these products would depend on the positioning of
such products in terms of price.

In the scooters segment, the market for plastic-bodied variomatic scooters

continues to witness growth in the scenario of overall decline in scooter volumes.
Higher volumes and growth are especially true for certain scooter models, such as
Honda Activa, that brought in new technology (besides variomatic transmission) to
further differentiate themselves. Thus, the need to differentiate and create a niche
has led to companies strengthening their research and development (R&D)
capabilities and reducing the development time for new models.

Adequate fiscal incentives are proposed to promote the use of low-emission auto
fuel technology (in line with the Auto Fuel Policy). The auto policy states the
Government's intent to align domestic policy with the international practice of
imposing higher road tax on old vehicles so as to discourage their use.

About Bajaj
 17

The Bajaj Group is amongst the top 10 business houses in India. Its
footprint stretches over a wide range of industries, spanning automobiles (two-
wheelers and three-wheelers), home appliances, lighting, iron and steel, insurance,
travel and finance.

The group’s flagship company, Bajaj Auto, is ranked as the world’s fourth largest
two- and three- wheeler manufacturer and the Bajaj brand is well-known in over a
dozen countries in Europe, Latin America, the US and Asia.

Founded in 1926, at the height of India's movement for independence from the
British, the group has an illustrious history. The integrity, dedication,
resourcefulness and determination to succeed which are characteristic of the group
today, are often traced back to its birth during those days of relentless devotion to a
common cause. Jamnalal Bajaj, founder of the group, was a close confidant and
disciple of Mahatma Gandhi. In fact, Gandhiji had adopted him as his son. This
close relationship and his deep involvement in the independence movement did not
leave Jamnalal Bajaj with much time to spend on his newly launched business
venture.

His son, Kamalnayan Bajaj, then 27, took over the reins of business in 1942. He
too was close to Gandhiji and it was only after Independence in 1947, that he was
able to give his full attention to the business. Kamalnayan Bajaj not only
consolidated the group, but also diversified into various manufacturing activities.

The present Chairman of the group, Rahul Bajaj, took charge of the business in
1965. Under his leadership, the turnover of the Bajaj Auto the flagship company
has gone up from Rs.72 million to Rs.100.76 billion (USD 2.3 billion), its product
portfolio has expanded from one to and the brand has found a global market. He is
one of India’s most distinguished business leaders and internationally respected for
his business acumen and entrepreneurial spirit.

Our Philosophy:
 18

We approach our responsibilities with ambition and resourcefulness. We organize

ourselves for a transparent and harmonious flow of work. We respect sound theory
and encourage creative experimentation. And we make our workplace a source of
pride. We believe in: Transparency--a commitment that the business is managed
along transparent lines. Fairness&mdashø all stakeholders in the Company, but
especially to minority shareholders. Disclosure--of all relevant financial and non-
financial information in an easily understood manner. Supervision--of the
Company's activities by a professionally competent and independent board of
directors. ustomer

New Competition in the 1980s :

Japanese and Italian scooter companies began entering the Indian market in
the early 1980s. Although some boasted superior technology and flashier brands,
Bajaj Auto had built up several advantages in the previous decades. Its consumers
liked the durability of the product and the ready availability of maintenance; the
company's distributors permeated the country.

The Bajaj M-50 debuted in 1981. The new fuel-efficient, 50cc motorcycle was
immediately successful, and the company aimed to be able to make 60,000 of them
a year by 1985. Capacity was the most important constraint for the Indian
motorcycle industry. Although the country's total production rose from 262,000
vehicles in 1976 to 600,000 in 1982, companies like rival Lohia Machines had
difficulty meeting demand. Bajaj Auto's advance orders for one of its new mini-
motorcycles amounted to $57 million. Work on a new plant at Waluj, Aurangabad
commenced in January 1984.

The 1986-87 fiscal year saw the introduction of the Bajaj M-80 and the Kawasaki
Bajaj KB100 motorcycles. The company was making 500,000 vehicles a year at
this point.

Although Rahul Bajaj credited much of his company's success with its focus on
one type of product, he did attempt to diversify into tractor-trailers. In 1987 his
attempt to buy control of Ahsok Leyland failed.
 19

The Bajaj Sunny was launched in 1990; the Kawasaki Bajaj 4S Champion
followed a year later. About this time, the Indian government was initiating a
program of market liberalization, doing away with the old 'license raj' system,
which limited the amount of investment any one company could make in a
particular industry.

A possible joint venture with Piaggio was discussed in 1993 but aborted. Rahul
Bajaj told the Financial Times that his company was too large to be considered a
potential collaborator by Japanese firms. It was hoping to increase its exports,
which then amounted to just five percent of sales. The company began by shipping
a few thousand vehicles a year to neighboring Sri Lanka and Bangladesh, but soon
was reaching markets in Europe, Latin America, Africa, and West Asia. Its
domestic market share, barely less than 50 percent, was slowly slipping.

By 1994, Bajaj also was contemplating high-volume, low-cost car manufacture.

Several of Bajaj's rivals were looking at this market as well, which was being
rapidly liberalized by the Indian government.

Bajaj Auto produced one million vehicles in the 1994-95 fiscal year. The company
was the world's fourth largest manufacturer of two-wheelers, behind Japan's
Honda, Suzuki, and Kawasaki. New models included the Bajaj Classic and the
Bajaj Super Excel. Bajaj also signed development agreements with two Japanese
engineering firms, Kubota and Tokyo R & D. Bajaj's most popular models cost
about Rs 20,000. 'You just can't beat a Bajaj,' stated the company's marketing
slogan.

The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw were introduced in
1997. The next year saw the debut of the Kawasaki Bajaj Caliber, the Spirit, and
the Legend, India's first four-stroke scooter. The Caliber sold 100,000 units in its
first 12 months. Bajaj was planning to build its third plant at a cost of Rs 4 billion
($111.6 million) to produce two new models, one to be developed in collaboration
with Cagiva of Italy.
 20

New Tools in the 1990s

Still, intense competition was beginning to hurt sales at home and abroad during
the calendar year 1997. Bajaj's low-tech, low-cost cycles were not faring as well as
its rivals' higher-end offerings, particularly in high-powered motorcycles, since
poorer consumers were withstanding the worst of the recession. The company
invested in its new Pune plant in order to introduce new models more quickly. The
company spent Rs 7.5 billion ($185 million) on advanced, computer-controlled
machine tools. It would need new models to comply with the more stringent
emissions standards slated for 2000. Bajaj began installing Rs 800 catalytic
converters to its two-stroke scooter models beginning in 1999.

Although its domestic market share continued to slip, falling to 40.5 percent, Bajaj
Auto's profits increased slightly at the end of the 1997-98 fiscal year. In fact, Rahul
Bajaj was able to boast, 'My competitors are doing well, but my net profit is still
more than the next four biggest companies combined.' Hero Honda was perhaps
Bajaj's most serious local threat; in fact, in the fall of 1998, Honda Motor of Japan
announced that it was withdrawing from this joint venture.

Bajaj Auto had quadrupled its product design staff to 500. It also acquired
technology from its foreign partners, such as Kawasaki (motorcycles), Kubota
(diesel engines), and Cagiva (scooters). 'Honda's annual spend on R & D is more
than my turnover,' noted Ruhal Bajaj. His son, Sangiv Bajaj, was working to
improve the company's supply chain management. A marketing executive was
lured from TVS Suzuki to help push the new cycles.

Several new designs and a dozen upgrades of existing scooters came out in 1998
and 1999. These, and a surge in consumer confidence, propelled Bajaj to sales
records, and it began to regain market share in the fast-growing motorcycle
segment. Sales of three-wheelers fell as some states, citing traffic and pollution
concerns, limited the number of permits issued for them.

In late 1999, Rahul Bajaj made a bid to acquire ten percent of Piaggio for $65
million. The Italian firm had exited a relationship with entrepreneur Deepak
Singhania and was looking to reenter the Indian market, possibly through
acquisition. Piaggio itself had been mostly bought out by a German investment
 21

bank, Deutsche Morgan Grenfell (DMG), which was looking to sell some shares
after turning the company around. Bajaj attached several conditions to his purchase
of a minority share, including a seat on the board and an exclusive Piaggio
distributorship in India.

In late 2000, Maruti Udyog emerged as another possible acquisition target. The
Indian government was planning to sell its 50 percent stake in the automaker, a
joint venture with Suzuki of Japan. Bajaj had been approached by several foreign
car manufacturers in the past, including Chrysler (subsequently DaimlerChrysler)
in the mid-1990s.

Employment fell from about 23,000 in 1995-96 (the year Bajaj suffered a two-
month strike at its Waluj factory) to 17,000 in 1999-2000. The company planned to
lay off another 2,000 workers in the short term and another 3,000 in the following
three to four years.

Principal Subsidiaries:

Bajaj Auto Finance Ltd.; Bajaj Auto Holdings Ltd.; Bajaj Electricals Ltd.; Bajaj
Hindustan Ltd.; Maharashtra Scooters Ltd.; Mukand Ltd.

Principal Competitors:

Honda Motor Co., Ltd.; Suzuki Motor Corporation; Piaggio SpA , Hero Honda ,
Yamaha Motors

KEY STEP TOWARDS STRATEGIC PLAN

 22

MISSION

 Focus on value based manufacturing

 Continual improvement

 Total elimination of waste

 Pollution free and safe environment

VISION

 To attain world class Excellency by demonstrating value added products

to consumers.

OBJECTIVES:

 Bajaj limited are to cater the market needs off transportation by providing
two wheeler and three wheelers vehicles.

 BALW has been provided the catalogue products to cater to the changing
market requirement. Based on consumer feed back, improvements are
being made.

Goal:

 To catapult Bajaj auto limited is the country largest automobile company.

 23

KEYS TO BUSINESS STRATEGIES

A SWOT analysis is a planning tool used to understand this strategies,

strengths, weakness opportunities and threats involved in project or in a
business. It involves stating the objective of the business and identifying the
external and internal factors that are either supportive or unfavorable to achieve
that objective.

Internal Factors

Positive factors Negative Factors

Strengthens Weakness

Opportunities Threats

External Factors
 24

SWOT ANALYSIS OF BAJAJ AUTOS ARE AS FOLLOWS

Strength :

 Highly experienced management

 Product design and developed capabilities
 Extensive R & D focus
 Wide spread distribution network
 Highly export to domestic sales ratio
 High economics of sales
 High economics of scope

Weakness :

 Hasn’t employed the excess cash for low

 Not a global player in spite of huge volumes

Opportunities :

 Double – digit growth in two – Three wheelers market

 Untapped market above 18occ in motor cycles
 More maturity and movement towards higher – end motors
 The growing gearless trends scooters and scooters market.

Threats :

 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)
 Hero Honda is a serious competition for two wheeler segment.
 25

Infrastructure

Plants

Bajaj Auto's three plants at Akurdi, Waluj and Chakan in Maharashtra and one
plant at Pant Nagar in Uttranchal, western India, produced 1,814,799 vehicles in
2004-05.

Akurdi Geared scooters, ungeared scooters, CT100 and Discover

Waluj Bajaj - Kawasaki range of motorcycles and three-wheelers

Chakan Bajaj motorcycles - Pulsar and Discover

Pant Bajaj motorcycles – Platina

Nagar

Plant Locations

Bajaj Auto plants are located at:

Mumbai - Pune Road, Akurdi, Pune 411 035

Bajaj Nagar, Waluj, Aurangabad 431 136

MIDC, Plot No A1, Mahalunge Village, Chakan 410 501 Dist. Pune

Plot No. 2, Sectoe 10 Phase –II - E, Pant Nagar, Sidcul, Rudrapur Dist.
Udhamsingh Nagar Uttranchal
 26

Key Policies
27
 28

PRODUCTS & SERVICES

Products

• BAJAJ XCD 135 DTS-Si

• PULSAR 220 DTS-Fi
• BAJAJ PLATINA
• BAJAJ DISCOVER
• BAJAJ PULSAR DTS-i
• BAJAJ AVENGER DTS-i
• SCOOTERS
• THREE WHEELERS

Service

Constant endeavourer is to support the company’s mandate of providing highest

level of consumer behaviour by taking CARE of motor cycle service &

maintenance through vast network of committed dealers & service outlets spread

across the country State-of-the-art authorized workshop have well laid out

standards for motorcycle servicing supported by fully equipped infrastructure in

terms of quality precision instruments, pneumatic tools & a team of highly trained

service technicians. Having motorcycle serviced at an authorized workshop

ensures highest standards of service quality and reliability.

Management Profile:
 29

Rahul Bajaj Chairman

Madhur Bajaj Vice Chairman
Rajiv Bajaj Managing Director
Sanjiv Bajaj Executive Director
Abraham Joseph Vice President (Research & Development)
S Sridhar CEO (2WH)

Rahul Bajaj,Chairman

Rahul Bajaj is an Honours Graduate in Economics and Law and a Business

Graduate from the Harvard Business School. He was appointed Chief Executive
Officer of Bajaj Auto in 1968 and took over later as Head of the Bajaj Group of
companies.

Madhur Bajaj , Vice Chairman

After graduating in Commerce, Mr Bajaj did his MBA from Lausanne,

Switzerland. Joined as DGM in March 1983, took over as General Manager -
Aurangabad Division in June 1986, as its Chief Executive in October 1988,
became President of Bajaj Auto in September 1994, Executive Director in May
2000 and is Vice Chairman since July 2001.

Rajiv Bajaj , Managing Director

Rajiv Bajaj, who took charge as Managing Director on 1st April 2005, is a
Mechanical Engineer from Pune University. He later did his Masters in
Manufacturing Systems Engineering from the University of Warwick. He Joined as
Officer on Special Duty in 1990, took over as General Manager (Products) in
February 1993, Vice President (Products) in June 1995, President in May 2000,
 30

President & Whole Time Director in March 2002 and as Joint Managing Director
in March 2003.

Sanjiv Bajaj , Executive Director

Mr. Sanjiv Bajaj, who took charge as the Executive Director in April 2004, is a
Mechanical Engineer from Pune University. He obtained a Masters Degree in
Manufacturing Systems from the University of Warwick and an MBA degree
from Harvard Business School.Mr. Sanjiv Bajaj joined as an Officer on Special
Duty in 1994, took over as the General Manager (CF) in 1997 and Vice President
(Finance) in April 2001.

Abraham Joseph

Vice President (Research & Development)

Mr. Joseph started his tenure in Bajaj in July 1989 as a Graduate Trainee Engineer,
took over as General Manager (R&D) in April 2005 and is currently the Vice
President (R&D) since April 2007 .He is a Mechanical Engineer from the National
Institute of Technology, Bhopal.

S.Sridher CEO (2 Wh)

Mr. Sridhar joined Bajaj in March 2001 as GM (Sales) for two wheelers,
took over as Vice President (Marketing & Sales – 2W) in April 2005 and is
currently the CEO (2WH) since July 2007. He holds an Engineering Graduate
degree in Agriculture.

Milestones

2007
September Launch of XCD DTS-Si
National Launch of 220 cc Pulsar
June
DTS-Fi.
April Bajaj Auto Commissions New Plant
at Pantnagar, Uttarakhand
 31

February 200 cc Pulsar DTS-i launched

January Bajaj Kristal DTS-i launched

2006
April Bajaj Platina launched

2005
December Bajaj Discover launched
June Bajaj Avenger DTS-i launched
February Bajaj Wave DTS-i launched

2004
October Bajaj Discover DTS-i launched
New Bajaj Chetak 4 stroke with
August
Wonder Gear launched
May Bajaj CT100 Launched
Bajaj unveils new brand identity,
January
dons new symbol, logo and brandline

2003
October Pulsar DTS-i is launched.
107,115 Motorcycles sold in a
October
month.
Bajaj Wind 125,The World Bike, is
July
launched in India.
Bajaj Auto launched its Caliber115
February "Hoodibabaa!" in the executive
motorcycle segment.
 32

2001
Bajaj Auto launches its latest
November offering in the premium bike
segment ‘Pulsar’.
January The Eliminator is launched.

2000 The Bajaj Saffire is introduced

1999 Caliber motorcycle notches up

100,000 sales in record time of 12
months.
Production commences at Chakan
plant.

1998
Kawasaki Bajaj Caliber rolls out of
June 7th
Waluj.
Legend, India’s first four-stroke
July 25th
scooter rolls out of Akurdi.
October Spirit launched.

The Kawasaki Bajaj Boxer and the

1997 RE diesel Autorickshaw are
introduced.

1995
November 29 Bajaj Auto is 50.
Agreements signed with Kubota of
Japan for the development of diesel
engines for three-wheelers and with
Tokyo R&D for ungeared Scooter
and moped development.
The Bajaj Super Excel is introduced
while Bajaj celebrates its ten
 33

millionth vehicle.
One million vehicles were produced
and sold in this financial year.

1994 The Bajaj Classic is introduced.

1991 The Kawasaki Bajaj 4S Champion is
introduced.

1990 The Bajaj Sunny is introduced.

1986
The Bajaj M-80 and the Kawasaki
Bajaj KB100 motorcycles are
introduced.
500,000 vehicles produced and sold
in a single financial year.

1985
November 5 The Waluj plant inaugurated by the erstwhile President of
India, Shri Giani Zail Singh.
Production commences at Waluj, Aurangabad in a record
time of 16 months.
1984
January 19 Foundation stone laid for the new Plant at Waluj,
Aurangabad.
1981
1981 The Bajaj M-50 is introduced.

1977 The Rear Engine Autorickshaw is introduced.

Bajaj Auto achieves production and sales of 100,000
vehicles in a single financial year.

1976 The Bajaj Super is introduced.

1975 BAL & Maharashtra Scooters Ltd. joint venture.

1972 The Bajaj Chetak is introduced.

 34

1971 The three-wheeler goods carrier is introduced.

1970 Bajaj Auto rolls out its 100,000th vehicle.

1960 Bajaj Auto becomes a public limited company. Bhoomi

Poojan of Akurdi Plant.
1959
1959 Bajaj Auto obtains licence from the Government of India
to manufacture two- and three-wheelers.
1948
1948 Sales in India commence by importing two- and three-
wheelers.

1945,November Bajaj Auto comes into existence as M/s Bachraj Trading

29 Corporation Private Limited.

Awards

Product Award Year By

Bajaj Pulsar DTS-Fi - Bike of the Year 2007 CNBC-TV18 Autocar Auto
Awards
Bajaj Platina 100cc - Bike of the Year 2007 NDTV Profit Bike India
Mr. Rajiv Bajaj - Man of the year 2005 2005 Autocar Professional
Mr. Rajiv Bajaj – Automotive Man of the 2005 Bike India & NDTV India
year 2005
Bajaj CT 100 - Motorcycle Total Consumer 2005 TNS Automotive
behaviour Study 2005
Bajaj Discover DTS-i - Bike of the Year 2005 OVERDRIVE Awards 2005
 35

2005
Bajaj Discover DTS-i - Indigenous Design 2005 OVERDRIVE Awards 2005
of the Year 2005
BAJAJ AUTO - Bike Maker of the Year 2004 ICICI Bank OVERDRIVE
2004 Awards 2004
DTS-i Technology - Auto Tech of the Year 2004 ICICI Bank OVERDRIVE
2004 Awards 2004
Bajaj Pulsar DTS-i Bike of the Year 2004 2004 ICICI Bank OVERDRIVE
Awards 2004
Wind 125 Two Wheeler of the Year 2004 2004 CNBC AUTOCAR Awards
2004
Wind 125 Bike of the Year 2004 2004 Business Standard Motoring
Bajaj Pulsar 180 DTS-i BBC World Wheels 2003 BBC World Wheels Award
Viewers Choice Two Wheeler of Year 2003 2003
Bajaj Pulsar 180 DTS-i BBC World Wheels 2003 BBC World Wheels Award
Award for Best Two Wheeler between Rs 2003
55,000 to Rs 70,000
Bajaj Pulsar 150 DTS-i BBC World Wheels 2003 BBC World Wheels Award
Award for Best Two Wheeler between Rs 2003
45,000 to Rs 55,000
Bajaj Boxer AT KTEC BBC World Wheels 2003 BBC World Wheels Award
Award for Best Two Wheeler under Rs 2003
30,000
Bajaj Pulsar - Motorcycle Total Consumer 2003 NFO Automotive
behaviour Study
Bajaj Pulsar - Bike of the year 2003 ICICI Bank OVERDRIVE
Awards 2003
Bajaj Pulsar - Most exciting bike of the year 2002 OVERDRIVE Awards
Bajaj Eliminator - Bike of the year 2002 OVERDRIVE Awards
Bajaj Eliminator - Most exciting bike of the 2001 OVERDRIVE Awards
year

Chakan Plant Super Platinum Award for 2006-07 Frost and Sullivan
Manufacturing Excellence
Chakan & Waluj Plants Audit Passed for TPM 2006-07 TPM
Excellence Award
Bikemaker of the Year 2006-07 Overdrive Awards
Bike Manufacturer of the Year 2007 2006-07 NDTV Profit Bike
 36

India
All India Trophy for Highest Exporter 1998-99 EEPC
Focus LAC Award for Outstanding Performance 1998-99 India Trade
Promotion
Organisation
Export Excellence 1998-99 EEPC
Certificate of Merit 1998-99 India Trade
Promotion
Organisation
Award for Export Excellence 1997-98 EEPC
Export Excellence 1997-98 MCCIIA
All India Trophy for Highest Exporter 1997-98 EEPC
Top Exporter Shield – Western Region 1996-97 EEPC
Export Excellence 1996-97 MCCIA
Regional Top Exporter – Large Scale 1995-96 EEPC
Manufacturer
Highest Export Performance 1995-96 EEPC
Outstanding Export Performance 1995-96 Government of
India, Ministry of
Commerce
Export Excellence Award 1995-96 MCCIA
Top Exporter Shield – Western Region 1995-96 EEPC
Certificate of Merit 1995-96 Government of
India, Ministry of
Commerce
Award for Export Excellence 1994-95 EEPC
Regional Top Exporter – Large Scale 1994-95 EEPC
Manufacturer
All India Special Shield - Consumer Durables 1994-95 EEPC
Exporter
National Export award for Outstanding 1994-95 Government of
Performance India, Ministry of
Commerce

Western Region Top Export Award 1994-95 EEPC

All India Special Shield - Consumer Durables 1994-95 EEPC
Regional Special Shield - Capital Goods 1993-94 EEPC
Category
 37

Award for Export Excellence 1993-94 EEPC

Capital Goods Export 1992-93 EEPC
Regional Special Shield - Capital Goods 1990-91 EEPC
Category
Certificate of Export Excellence 1986-87 EEPC
Certificate of Export Recognition 1980-81 EEPC
Certificate of Export Recognition 1979-80 EEPC
Award for Export Excellence 1979-80 EEPC
Certificate of Merit 1978-79 Government of
India, Ministry of
Commerce

Certificate of Export Recognition 1978-79 EEPC

Award for Export Excellence 1977-78 EEPC
Certificate of Export Recognition 1977-78 EEPC
Export Promotion 1976 FICCI
Golden Jubilee Export Year Award 1976 FICCI
Export Excellence 1975-76 EEPC

Safety Awards Year By

Meritorious Performance in 2001 National Safety Council
Industrial Safety
for three consecutive years
Certificate of Excellence 2001 National Safety Council
Achieving Lowest Average 2001 National Safety Award
Frequency Rate
Achieving Lowest Average 2000 National Safety Award
Frequency Rate
Meritorious Performance in 2000 National Safety Council
Industrial Safety
for three consecutive years
Achieving Longest Accident-free 1999 National Safety Council
Period under Heavy Engineering
 38

Industries Group
Meritorious Performance in 1999 National Safety Council
Industrial Safety
for three consecutive years
Achieving Longest Accident-free 1998 Council of Industrial Safety
Period under Heavy Engineering
Industries Group
Achieving Lowest Average 1998 National Safety Award
Frequency Rate
Meritorious Performance in 1998 National Safety Council
Industrial Safety
for three consecutive years
Achieving Lowest Frequency 1997 Council of Industrial Safety
Rate under Heavy Engineering
Industries Group
Achieving Longest Accident-free 1997 Council of Industrial Safety
Period under Heavy Engineering
Industries Group
Longest Accident-free Period 1992 Council of Industries, Mumbai
Best Safety Performance 1989 CII
Longest Accident-free Period 1987 National Safety Council

Accomplishments

Bajaj Auto continued to be India’s largest exporter of two and three wheelers.
During 2005-06, it exported 250,204 two and three-wheelers—which represented a
growth of 27 per cent over 2004-05. Exports now constitute 11 per cent in volume
terms and 12 per cent of its value of net sales.

]
 39

Global Players in India

Companies
• Bajaj Auto
• Hero Honda
• TVS
• Yamaha
• Kinetic

COMPANY PROFILE

Pulsar Platina
 40

discovery avenger

ct 100 platina 125cc

RITHVIKAA BAJAJ , is one of the biggest BAJAJ show rooms in the state.

RITHVIKAA BAJAJ Motors , Was established on 7th Jan 2000 as BAJAJ

authorized dealer. Mr.T.Sridhar Reddy is the Managing Director of the company.

RITHVIKAA BAJAJ Ltd, is selling around 350 vehicles per month and around 35

employees are working in the company. Marketing and sales department has one

Marketing Manager, four Marketing Executives and 12 members sales team.

RITHVIKAA BAJAJ Ltd. has a huge automated workshop for servicing of the

vehicles. Daily around 100 vehicles are serviced and repaired in the servicing
 41

center. Workshop has one manager, four member Tech supervisors and 18 skilled

mechanics.

RITHVIKAA BAJAJ Ltd , Has linked with Karnataka Bank and ICICI to finance

the consumers who wish to buy the vehicles in finance.

Company History:

Bajaj Auto Limited is India's largest manufacturer of scooters and motorcycles.

The company generally has lagged behind its Japanese rivals in technology, but
has invested heavily to catch up. Its strong suit is high-volume production; it is the
lowest-cost scooter maker in the world. Although publicly owned, the company
has been controlled by the Bajaj family since its founding.

Origins :

The Bajaj Group was formed in the first days of India's independence from Britain.
Its founder, Jamnalal Bajaj, had been a follower of Mahatma Gandhi, who
reportedly referred to him as a fifth son. 'Whenever I spoke of wealthy men
becoming the trustees of their wealth for the common good I always had this
merchant prince principally in mind,' said the Mahatma after Jamnalal's death.

Jamnalal Bajaj was succeeded by his eldest son, 27-year-old Kamalnayan, in 1942.
Kamalnayan, however, was preoccupied with India's struggle for independence.
 42

After this was achieved, in 1947, Kamalnayan consolidated and diversified the
group, branching into cement, ayurvedic medicines, electrical equipment, and
appliances, as well as scooters.

The precursor to Bajaj Auto had been formed on November 29, 1945 as M/s
Bachraj Trading Ltd. It began selling imported two- and three-wheeled vehicles in
1948 and obtained a manufacturing license from the government 11 years later.
The next year, 1960, Bajaj Auto became a public limited company.

Rahul Bajaj reportedly adored the famous Vespa scooters made by Piaggio of Italy.
In 1960, at the age of 22, he became the Indian licensee for the make; Bajaj Auto
began producing its first two-wheelers the next year.

Rahul Bajaj became the group's chief executive officer in 1968 after first picking
up an MBA at Harvard. He lived next to the factory in Pune, an industrial city
three hours' drive from Bombay. The company had an annual turnover of Rs 72
million at the time. By 1970, the company had produced 100,000 vehicles. The oil
crisis soon drove cars off the roads in favor of two-wheelers, much cheaper to buy
and many times more fuel-efficient.

A number of new models were introduced in the 1970s, including the three-
wheeler goods carrier and Bajaj Chetak early in the decade and the Bajaj Super and
three-wheeled, rear engine Autorickshaw in 1976 and 1977. Bajaj Auto produced
100,000 vehicles in the 1976-77 fiscal year alone.

Achievements Of RITHVIKAA BAJAJ in the Last Five Years:

Sales During 2007-2008 Financial Year:

Model Number of sales

CT 100 09

Discover 1219
 43

Kristal 41

Platina 1171

Pulsar 799

XCD-125 399

Sales During 2006-2007 Financial Year:

Model Number of sales

CT 100 309

Discover 1153

Kristal 3
 44

Platina 869

Pulsar 587

Avenger 2

Chetak 2

Wave 16

Sales During 2005-2006 Financial Year:

Model Number of sales

CT 100 1556

Discover 656

Spirit 002
 45

Wave 090

Pulsar 480

Wind 011

Sales During 2004-2005 Financial Year:

Model Number of sales

CT 100 06

Discover 05

Pulsar 04
 46

Caliber 13

Boxer 04

Spirit 02

Chetak 02

Wind 11

Sales During 2003-2004 Financial Year:

Model Number of sales

Boxer AR 288

Pulsar 90

Pulsar 138
 47

Caliber 357

Boxer AT 129

Chetak 05

Byk 29

Spirit 140

Wind 63

Present models

 Kristal
 Platina (O&MET)
 Platina125CC UGS
 Platina125ES
 Discover135 UGKS
 Discover135 ESDR
 48


 Discover135 Disk
 Pulsar150
 Pulsar180
 XCD135
 49

CHAPTER-3
 RESEARCH METHODOLOGY

o Primary Data

o Secondary Data

RESEARCH METHODOLOGY

The data on Rithvikaa bajaj has been collected mainly from secondary source like

.The administrative office of Rithvikaa bajaj .

.The annual report and other reports .

.Discussion with manager ,manager of finance ,purchases and stores.

 50

RESEARCH METHOD:

It must be classified on the basis of the major purpose of the investigation. In

this problem,description studies have been undertaken, as the objective of the

project is to conduct the market shares study to determine the share of market

received by the company and the competitor.

DATA COLLECTION:

The information needed to further proceed had been collected through

primary and secondary data.

PRIMARY DATA:

It consist of information collected for the specific purpose, survey research

was used and the all the details of Hero Honda and their competitors were

contracted. Survey research is the approach gathering and information.

CONTACTED METHOD:

The information was solicited by administering structured questionnaire to

the consumer and dealers, thus getting thus to know directly from the dealers their

sales before and after sales service.

SECONDARY COLLECTION:

The secondary data consist of information that already existing

somewhere having been collected for another purpose. Any researcher begins the

research work by first going through secondary data. Secondary data includes the

information available with the company. It may be the finding of research

 51

previously done in the field. Secondary data can also be collected from the

magazines, newspapers, internet other service conducted by researcher.

METHODS OF DATA COLLECTION:

The basic method adopted in conducting the study is a structured

questionnaire. Questionnaire is administered on the sample respondents.

How ever there are certain cases where personal interactive method is followed

with consumers to find how the consumer behaviour level

 52

CHAPTER -4

 ANALYSIS AND INTERPRATION

Data Analysis & Interpretation

Analyze Survey Report

1) Features made you purchase this bike

 53

S.No Features No of respondents Percentage

1 More pick up 16 16%
2 More mileage 60 60%
3 Low maintenance 24 24%
4 Low price 0 0%

60%

50% More pick up

40%
More mileage
30%
Low
20%
maintainence
10% Low price

0%
perce ntage

Interpretation :

From the above table60% of the respondents are more mileage,24% are low

maintenance and 16% of more pick-up.

2) How you come to know about Baja Auto?

S. No Through No. of Percentage

respondents
1 Television 22 22 %
2 News paper 10 10 %
3 Dealer 14 14 %
4 Friends 54 54 %
 54

60%

50%

40%
Television
30% News paper
Dealer
20%
Friends
10%

0%
Percentage

Interpretation:

From the above table 54% of the respondents are knowing about friends, 22% of

the respondents are knowing about television,14% of the respondents are

knowing about dealers 10% of the respondents are knowing about news paper.

3) What is the level of consumer behaviour with your bike?

S.No Consumer No.of Percentage

behaviour Level Respondents
1 Excellent 25 25 %
2 Good 70 70 %
3 Average 5 5%
4 Poor 0 0%
5 Very Poor 0 0%
 55

70
60
50 Excellent
40 Good
30 Average
Poor
20
Very Poor
10
0
Percentage

Interpretation:

From the above table 70% of the respondents are good level of consumer
behaviour ,25% of the respondents are excellent level of consumer behaviour ,5%
of the respondents are average level of consumer behaviour.

4) What influenced you to purchase this bike?

Sno Features No of Percentage

respondents
1 Style & Design 35 35%
2 Price 10 10%
3 Mileage 45 45%
4 Advertisement 10 10%
 56

45%
40%
35%
30%
Style & Design
25%
Price
20%
Mileage
15%
10% Advertisement
5%
0%
percentage

Interpretation:

From the above table 45% of the respondents are mileage ,35% of the respondents

are style and design, 10% of the respondents are price, 10% of the respondents are

advertisement.

5) What is your favourate bike among Bajaj Auto?

sno Fovourate bike No of Percentage

respondents
1 Avenger 18 18%
2 Pulsar 35 35%
3 Discover 15 15%
4 XCD135 8 8%
5 CT100 10 10%
 57

35
30
25 Avenger
20 Pulsar
15 Discover
10 XCD135
5 CT100
0
Percentage

Interpretation:

From the above table 35% of the respondents of the favourate bike pulsar, 18% of

the respondents of the favourate bike avenger, 15%of the respondents of the

favourate bike discover, 10% of the respondents of the favourate bike CT 100 ,

8% of the respondents of the favourate bike XCD 135

6) Do you think technology fulfill your requirement?

SNO Technology No of respondent Percentage

requirement
1 Yes 80 80%
2 No 20 20%
 58

80%
70%
60%
50% YES
40% NO
30% 3-D Column 3
20%
10%
0%

Interpretation:

From the above table 80% of the respondents are fulfill technology requirements,

20% of the respondents are not fulfill technology requirement.

07) Who do you think is the near competitor to Bajaj Auto?

S No Competitors No. of respondents Percentage

1 Hero Honda 66 66 %
2 TVS 20 20 %
3 Yamaha 10 10 %
4 Suzuki 4 04 %
 59

70%
60%
50%
Hero Honda
40%
TVS
30%
Yam aha
20%
Suzuki
10%
0%
Percentage

Interpretation:

From the above table 66% of the respondents are think Hero Honda is the best

competitor, 20% of the respondents are think TVS is better competitor, 10% of the

respondents are think Yamaha is the competitive product, 4% of the respondents

are think suziki is the competitor.

08) Do you think advertisement plays an important role in decision making?

a) Yes b) No
a) Yes 80
b) No 20

S No Advertisement Plays No .of respondents Percentage

1 Yes 84 84 %
2 No 16 16 %
 60

100

80

60
Yes
40 No
20

0
Percentage

Interpretation:

From the above table advertisement plays an important role in decision

making 84% of the respondents are says yes advertisement plays an important

role in decision making 16% of the respondents are says no .

09) Which is the feature you are not satisfied with your bike?

S No Not satisfied No .of Respondents Percentage

1 Price 24 24 %
2 Mileage 21 21 %
3 Pick Up 55 55 %
 61

60
50
40
price
30
m ileage
20
pick up
10
0
percentage

Interpretation:

From the above table 55% of the respondents are not satisfied with pick up, 24% of

the respondents are not satisfied with price,21 % of the respondents are not

satisfied with mileage.

10) What is the CC you prefer the best?

S.No Prefer (cc) No. Of Respondents Percentage

1 100 cc 23 23 %
2 110 cc 10 10 %
3 125 cc 26 26 %
4 150 cc 11 11 %
5 180 cc 09 09 %
 62

30%

25%
100 cc
20% 110 cc
15% 125 cc
150 cc
10%
180 cc
5% 3-D Column 6
0%
Percentage

Interpretation:

From the above table 26% of the respondents are preffer 125cc, 23% of the

respondents are preffer 100cc, 11% of the respondents are preffer 150cc,

10% of the respondents are preffer 150cc, 9% of the respondents are preffer

180cc.

11). To what extent you will suggest friends/ relatives to buy this bike?

S No Suggestion to No.of respondents Percentage

Friends
1 Not Definitely 0 05 %
2 Not Sure 2 02 %
3 May Be 10 10 %
4 Definitely 65 65 %
 63

5 May be 23 23 %

70
60
50 Not Definitely
40 Not Sure
30 May Be
20 Definitely
10 May be
0
Percentage

Interpretation :

From the above table 65% of the respondents are to buy ,23% of the

respondents are may be preffer,10% of other respondents are prefer not

sure,2% of the respondents are prefer probably not.

12). If you are planning to take a new bike will you prefer BAJAJ?

S.No Prefer Bike No. Of Percentage

Respondents
1 Yes 75 75 %
 64

2 No 25 25 %

80
70
60
50
40 Yes
30 No
20
10
0
Percentage

Interpretation :

From the above table 75% of the respondents are prefer to buy a new

bike,25% of the respondents are not prefer to buy anew bike.

13). How do you fell about the services provided by the BAJAJ ?

S No About Service No. Of Percentage

consumers
 65

1 Excellent 25 25 %
2 Good 50 50 %
3 Average 15 15 %
4 Poor 07 07 %
5 Very Poor 03 03 %

50

40
Excellent
30 Good

20 Average
Poor
10
Very Poor
0
Percentage

Interpretation:

From the above table 50 % of the respondents are good 25% of the respondents are

excellent, 15% of the respondents are average,7% of the respondents are poor,3%

of the respondents are very poor.

14). Overall how do you rate you bike?

S No Overall rate No. Of Percentage

 66

consumers
1 Excellent 22 22 %
2 Good 59 59 %
3 Average 8 08 %
4 Poor 02 02 %
5 Very Poor 09 09 %

60
50
Excellent
40
Good
30
Average
20
Poor
10 Very Poor
0
Percentage

Interpretation:

From the above table 59% of the respondents are good,22% of the

Respondents are excellent, 9% of the respondents are prefer ,8% of the

Respondents are average,2% of the respondents are poor.

 67

CHAPTER-5
 LIMITATIONS

 FINDINGS

 SUGGETIONS

 CONCLUSION

LIMITATIONS

1. It is primarly a micro level study

 68

2. Due to constraints of time only city of Anantapur is selected and so it cannot

claim to be a comprehensive study of the population

3. The sample size is restricted to 100 respondents

4. The data is obtained through a structured questionnaire and it has its own

limitations in its analysis and interpretation

5. Some respondents did not provide the requisite information pertaining to

the questionnaire Consumers having income above 10,000/month are using

the product.

6. Mileage is the most preferred option of the product by the consumers.

7. Consumers came to know about the product through friends

8. Most of the Consumers are satisfied by using this product

9. The factors influencing the consumer to buy this product are mileage and
style
10. Pulsar and Platina is the most preferred bike by the consumers followed by
XCD and Discovery

FINDINGS
 69

1 Hero Honda is the nearest product competing with Bajaj Auto.

2 Advertising plays an important role for the product
3 Tubeless tyres , style and mobile charger, are the features consumers are
willing to have in the product
4 Pick-up of the bike is not satisfactory.
5 125cc is the most preferred option by consumer
6 Servicing parts are not available in the servicing center like petrol locks,
speedometer wire, stickers etc.
7 Polishing should be done after water servicing.
8 Generator should be set up art servicing center.
9 Mechanics should call back the consumers if they find any problem in the
vechicle during servicing.
10 At least one experienced mechanic should be appointed in order to cope up
with mileage problems
11 Mechanics are driving the vehicles rashly, this should not be done.
12 Servicing charges are collected for small repairs even if there is Warranty.

SUGGESTIONS
 70

1 Consumer should be educated about the maintenance of the vehicle,

maintenance tips should be provided.
2 Servicing should done in less time
3 One mechanic should take care of one consumer at a time.
4 Proper schedule should be maintained for service.
5 Delivery of vehicle should be done at a given time.
6 Good Service is provided .
7 Consumer behaviour with the comfort given by their vehicles is to the

greater extent by 80% of the respondents.

8 Respondents are suggesting brand “Bajaj” to others.

9 Respondents are satisfied with the availability of spare parts to greater

extent.

10 Most of the respondents are purchased bajaj bikes based on mileage.

11 Respondents are highly satisfied with the provided by the cc’s of bajaj bikes.

12 The over all conclusions then bajaj bikes are purchased based on style and

design

CONCLUSIONS
 71

1. In the study it was found that consumers are more inclined towards

products offered by the Bajaj bikes.

2. In the survey Consumers look at the convenient location of the store

for visiting Bajaj Bikes and ambience too.

3. From the survey we can conclude that Bajaj bikes is having good

brand value.
4. In terms of Style and Mileage and Fresh Fashion all the consumers are

satisfied with the Bajaj bikes.

5. Coming to Prices, Bajaj Bikes is offering reasonable prices to all its

consumers.
6. Bajaj Bikes is providing awareness to the consumers which is given as

64% in the survey, but the loyalty program adopted by the Bajaj Bikes
is not up to the mark and most of the consumers are not even aware of
that program.
7. From the study we can conclude that Bajaj Bikes is Consumers

oriented by the way it offers its services to the consumers in terms of

all kinds of services.
8. The study reveals that Bajaj Bikes is having good Word of Mouth

from its consumers,

9. The Bajaj Bikes is rated as good for its overall performances in terms

of the consumers.
 72

QUESTIONAIRE

Questionnaire

Name: Ph :
Postal Address: E-mail:

1. What features made you purchase this bike?

 73

a. more pick up b. more mileage

c. low maintenance d. low price

2. How you came to know about Bajaj Auto?

a. television b. news paper
c. dealer d. friends

3. What is the level of consumer behaviour with your bike?

a. excellent b. good
c. average d. poor e. very poor

4. What influenced you to purchase this bike?

a. style and design b. price
c. mileage d. advertisement

5. What is your favourite bike among Bajaj Auto?

a. Pulsar b. Platina
c. Avenger d. Discovery
e. XCD f. CT100

6. Do you think technology fulfills your requirement?

a. yes b. no

7. who do you think is the near competitor to Bajaj Auto?

a. Hero Honda b. tvs c. yanmaha d. Suzuki

8. Do you think advertisement plays an important role in decision making?

a. yes b. no

9. Which is the feature you are satisfied with your bike.

a. style and design b. mileage c. pick up

10. What is the cc you prefer the best?

a. 100 b. 110 c. 125 d. 150 e. 180

11. To what extent you will suggest friends / relatives to buy this bike?
a. not definitely b. probably not c. not sure d. may be
e. definitely
 74

12. If you are planning to take a bike will you prefer BAJAJ?
a. yes b. no

13. How do you feel about the services provided by BAJAJ?

a. excellent b. good c. average d. poor
e. very poor

14. Overall how do you rate your bike?

a. excellent b. good c. average d. poor
e. very poor

Thank you for spending the time to complete the questionnaire. This result will
provide us better service in future.
 75

BIBLIOGRAPHY

BIBILOGRAPHY

BOOKS
 76

PRINCIPLES OF MARKETING by

PHILIP KOTLER

ARMSTRONG

INTERNET SITES

www.bajajauto.com

www.auitoindia.com

www.Google.com

NEWS PAPERS

ECONOMIC TIMES

BUISNESS LINE

MAGAZINES

BUISNESS WORLD

OVERDRIVE