A PROJECT REPORT ON A study on Customers preference regarding Bajaj Auto

Submitted To

Sahibzada Ajit Singh Institute of Information Technology & Research

Session 2008-11

On partial fulfilment of the requirement for the degree Bachelor of Business Administration (BBA)

Project Guide: Ms. Shyana Girdhar Internal Project Guide

Submitted By: Aazam Abdal

Roll no. 81010320001

ACKNOWLEDGEMENTS

It is a matter of great pleasure and privilege for me to express my profound regards and gratitude to my research supervisor Ms. Shyana Girdhar, Lecturer for the valuable guidance with exceptional promptness. Ms. Shyana Girdhar, with her luscious behavior, kindled enthusiasm side by side fulfilling her domestic and academic responsibilities.

I would also place on record my gratitude to all teachers & Department of Business Management, SAS Institute of information Technology & Research, Mohali for their constant encouragement. I gratefully thanks to my friends for their support and encouragement, which helped me to complete this project Report.

CONTENTS

INTRODUCTION HISTORY PRODUCTS INFRASTRUCTURE ACCOMPLISHMENTS CODE OF CONDUCT GLOBAL BAJAJ H.R POLICY COMMUNITY INNITIATIVE PERFORMANCE REPORT BAJAJ FINANCE OBJECTIVES OF STUDY RESEARCH METHODOLOGY LIMITATION QUESTIONNAIRE DATA EVALUATION FINDING CONCLUSION

INTRODUCTION
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 groups flagship company, Bajaj Auto, is ranked as the worlds fourth largest two- and three- wheeler manufacturer and the Bajaj brand is wellknown 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 Indias most distinguished

business leaders and internationally respected for his business acumen and entrepreneurial spirit.

History
Bajaj Auto came into existence on November 29, 1945 as M/s Bacraj Corporation Private Limited. It started off by selling imported two- and threewheelers in India. In 1959, it obtained license from the Government of India to manufacture two and three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977 it managed to produce and sell 100,000 vehicles in a single financial year. In 1985 it started producing at Waluj in Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single financial year. In 1995 it rolled out its ten millionth vehicle and produced and sold 1 million vehicles in a year.

Timeline of new releases

1971 - three-wheeler goods carrier 1972 - Bajaj Chetak 1976 - Bajaj Super 1977 - Rear engine Auto rickshaw 1981 - Bajaj M-50 1986 - Bajaj M-80, Kawasaki Bajaj KB100 1990 - Bajaj Sunny 1991 - Kawasaki Bajaj 4S Champion 1994 - Bajaj Classic 1995 - Bajaj Super Excel 1997 - Kawasaki Bajaj Boxer, Rear Engine Diesel Auto rickshaw 1998 - Kawasaki Bajaj Caliber, Bajaj Legend India's first four-stroke scooter, Bajaj Spirit 2000 - Bajaj Saffire 2001 - Eliminator Bajaj Pulsar 2003 - Caliber115, Bajaj Wind125, Bajaj Pulsar 2004 - Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder Gear 2005 - Bajaj Waver, Bajaj Avenger, Bajaj Discover 2006 - Bajaj Platina 2007 - Bajaj Pulsar-200(Oil Cooled), Bajaj Kristal, Bajaj Pulsar. 2010 Bajaj Discover 100

Spin offs and acquisitions

It has been reported that Bajaj is headed for a de-merger into two separate companies: Bajaj Auto and Bajaj Finance. It is expected that the sum of the parts created will be worth more that the current whole, as was the case in the demerger of Reliance Industries. In November 2007, Bajaj Auto acquired 14.5% stake in KTM Power Sports AG (holding company of KTM Sportmotocycles AG).

The two companies have signed a cooperation deal, by which KTM will provide the know-how for joint development of the water-cooled 4 stroke 125 and 250 cc engines, and Bajaj will take over the distribution of KTM products in India and some other Southeast Asian nations. Bajaj Auto said it is open to take a majority stake in KTM and is also looking at other takeover opportunities. On the 8th of January 2008, Managing Director Rajiv Bajaj confirmed the collaboration and announced Bajaj Auto's intention to gradually increase their stake in KTM to 25%.

PRODUCTS Cruise through our range of bikes, scooters and three-wheelers and select the Bajaj that suits you best. When you buy a Bajaj, you buy Quality. Every vehicle is crafted with precision in our state-of-the art plants, in conformance with global standards. When you ride a Bajaj, you can be sure every care has been taken to ensure your comfort and safety. Some of the models that Bajaj makes (or has made including prototypes) are:

Scooters

Bajaj Kristal DTS

Cars

Bajaj Lite concept Bajaj ULC (ultra-low cost)- the Tata Nano competitor.

Motorcycles

Bajaj CT 100 Bajaj Platina Bajaj Discover 110cc Bajaj Discover DTS-i 125cc Bajaj XCD 125 DTS-Si Bajaj Discover DTS-i 135cc

Bajaj Pulsar150 DTSi Bajaj Pulsar 180 DTSi Bajaj Pulsar 200 DTSi Bajaj Pulsar 220 DTS-Fi Bajaj Avenger

UPCOMING MODELS

Bajaj Pankaj Bajaj Sonic Bajaj Discover 150 Bajaj XCD 125 sprint

Discontinued Models

Bajaj Sunny Bajaj Chetak Bajaj Cub Bajaj Super Bajaj Safire Bajaj Wave Bajaj Legend Bajaj Bravo Kawasaki Eliminator Bajaj Kawasaki Wind 125 Bajaj Kawasaki 4s Champion Bajaj Kawasaki KB 100 RTZ Bajaj Boxer Bajaj Caliber

Low cost cars

Bajaj Auto says its $2,500 car, which it is building with Renault and Nissan Motor, will aim at a fuel-efficiency of 30 km/liter, or twice an average small car, and carbon dioxide emissions of 100 gm/km. It is a Tata Nano competitor. The Bajaj venture will have an initial capacity of 400,00units, while Tata expects eventual demand of 1 million Nanos. Some like our looks. Some go for the speed and power. The truth is our motorcycles have it all -style, mileage, speed, performance, comfort and safety. So go ahead and make your choice; whichever bike you go for, you are in for a great ride.

Conventional Engine
A conventional 4 Stroke engine has a Single Spark Plug located at one end of the combustion chamber and hence the combustion is inefficient leading to sub optimal mileage and sub optimal performance.

DTS-i Engine
DIGITAL TWIN SPARK ignition engine has two Spark plugs located at opposite ends of the combustion chamber and hence fast and efficient combustion is obtained. The benefits of this efficient combustion process can be felt in terms of better fuel efficiency and lower emissions. DTS-i Engine can be further tuned to deliver exhilarating performance or exceptional mileage.

DTS- Si Engine
Like DTS-i (which is the mother technology) the engine has 2 spark plugs, but, instead of conventionally positioned straight ports, the offset positioning of the ports generate high swirl and turbulence of the air fuel mixture in the combustion chamber. This results in highly efficient combustion that further results in exceptional mileage. Like the mother DTS-i technology, the DTS-Si technology is a patented technology developed by Bajaj Auto R&D.We are launching our first bike with 125 cc DTS-Si engine and best in class mileage of 109 kmpl in September 07. The mileage and performance of this bike is sure to delight you.

DTS-FiDTS-Fi stands for "Digital Twin Spark Fuel Injection", a Bajaj Patented Technology. In fuel injection the conventional carburettor has been replaced by injector which injects fuel in to the engine in a spray form based on the instructions of the Engine Control Unit (ECU) which is a part of the Engine Management System EMS. The Electronic Control Unit (ECU) is microprocessor based and is the brain of the fuel injection system. It processes information sent by various sensors and instantly determines optimum fueling and spark timing for various engine operating conditions. The ECU contains detailed information of the engine's

characteristics from which it picks the necessary data for commanding both fueling & spark timing.

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 Waluj Chakan Pant Nagar

Geared scooters, ungeared scooters, CT100 and Discover Bajaj - Kawasaki range of motorcycles and three-wheelers Bajaj motorcycles - Pulsar and Discover Bajaj motorcycles - Platina

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 DEALER LOCATOR
The company has a network of 485 dealers and over 1,600 authorized service centers and 171 exclusive three-wheeler dealers spread across the country. Around 3,750 rural outlets have been created in towns with

population of 25,000 and below. The current dealer network is servicing these outlets.

Distribution network covers 50 countries

250,204 units exported in 2005-06 Dominant presence in Sri Lanka, Colombia, Bangladesh, Mexico, Central America, Peru and Egypt Largest exporter of three-wheelers; over 75,297 units exported in 2005-06 Largest exporter of three-wheelers; over 75,297 units exported in 2005-06 27 per cent growth in total exports over 2004-05

SERVICES
Bajaj Auto offers full range of services to the business partners: Training in sales, service and spare parts management based on the Bajaj distribution system. Active support for setting up manufacturing facilities overseas including transfer of technical know how. Assistance in setting up an assembly plant for assembly of vehicles from complete knocked down (CKD) kits. Select machinery and equipment, training of technical personnel, all in a phased manner as required by the regulations in the recipient country.

ACCOMPLISHMENTS
Bajaj Auto continued to be Indias 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.

CODE OF CONDUCT FOR AFFIRMATIVE ACTION

Bajaj Auto Limited (herein after referred to as the Company) hereby adopts the following Code of Conduct for Affirmative Action. This will be effective from 1st December 2006. 1. The Company affirms that its competitiveness is interlinked with the well being of all sections of the Indian society. 2. The Company believes that equal opportunity in employment for all sections of the society is a component of its growth and competitiveness. It further believes that inclusive growth is a component of growth and development of the country. 3. The Company affirms the recognition that diversity to reflect socially disadvantages sections of the society in the workplace has a positive impact on business. 4. The Company will not practice nor support conscious discrimination in any form. 5. The Company does not bias employment away from applicants belonging to disadvantaged sections of society if such applicants possess competitive skills and job credentials. 6. The Companys selection of business partners is not based on any considerations other than normal business parameters. In case of equal business offers, the Company will select a business partner belonging to a socially disadvantaged section of society. 7. This Code of Conduct for Affirmative Action will be put up on the company web-site to encourage applications from socially disadvantaged sections of society.

8. The Company makes all efforts for upskilling and continual training

of all its employees in order to enhance their capabilities and competitive skills. No discrimination of any type will be shown in this process. 9. The Company may have a partnership programme with educational institution/s to support and aid students from socially disadvantaged sections of society. 10. Company will maintain records of Affirmative Action. 11. Company has nominated Mr. Srinivas, Vice President (HR), to oversee and promote the Affirmative Action policies and programmes. He will be accountable to the Chairman. 12. Company will make available its learning and experiences as a good corporate citizen in Affirmative Action to other companies desiring to incorporate such policies in their own business.

Code of Conduct for Directors and Members of Senior Management

Preface
This code of conduct shall apply to the directors and members of the senior management of Bajaj Auto Limited (referred to hereinafter as BAL or the Company). For this code, members of the senior management (hereinafter referred to as `senior managers') shall mean those personnel of the company, who

are members of the core management team, but shall exclude the wholetime directors. Directors and senior managers shall observe the highest standards of ethical conduct and integrity and shall work to the best of their ability and judgement. Directors and senior managers shall be governed by the rules and regulations of the company as are made applicable to them from time to time. Directors and senior managers shall affirm compliance with this code on an annual basis as at the end of each financial year.

Code of conduct:
1. Directors and senior managers shall ensure that they use the company's assets, properties and services for official purposes only or as per the terms of appointment. 2. Directors and senior managers shall not receive directly or indirectly any benefit from the company's business associates, which is intended or can be perceived as being given to gain favour for dealing with the company. 3. Directors and senior managers shall ensure the security of all confidential information available to them in the course of their duties. 4. No director or senior manager, other than the designated spokespersons shall engage with any member of press and media in matters concerning the company. In such cases, they should direct the request to the designated spokespersons.

5. Directors and senior managers shall not engage in any material business relationship or activity, which conflicts with their duties towards the company.
6. Senior managers shall not, without the prior approval of the

managing director of the company, accept employment or a position of responsibility with any organization for remuneration or otherwise. In case of Whole-time Directors, such prior approval must be obtained from the board of directors of the company. 7. Directors and senior managers shall declare information about their relatives (spouse, children and parents) employed in the company. 8. Senior managers shall follow all prescribed safety and environmentrelated norms.

Global Bajaj
Internationally competitive R&D capabilities Proven technological know-how Cost and quality balance Unique designs Products in sync with market needs Warranty and trained service support

Supply Chain Management

Partnership with globally trusted shipping lines: Maersk Sealand, P&O Nedloyd, APL ensuring safe and timely delivery. Efficiently packed, factory stuffed cargo shipped in CBU, SKD or CKD modes. Specially designed export packing procedure followed. Full container (FCL) or less than container load (LCL) dealt with safety and security.

HR Recruitment Policy
Bajaj Auto is an equal opportunity employer. Selection is based strictly on individual merit. A large number of our recruits are fresh engineers and MBAs. Natural attrition is usually taken care of by promotions and horizontal movements within the organization to provide career opportunities for our employees. Occasionally, specific skill-sets may warrant lateral recruitment.

Entry level Recruitment

Engineers: We recruit Engineering Graduates from reputed institutes from all over India. Bajaj Auto enjoys an excellent reputation with all National Institutes of Technology (NITs) and is among the preferred employers for on-campus recruitment. The selection process comprises a written test in technical, analytical and logical reasoning, group discussion and personal interview.

Management Graduates: We recruit management graduates from reputed management institutes all over India. The selection procedure comprises a written test in analytical and logical reasoning, group discussion and personal interview. All entry-level selections are made through on-campus recruitment only. After recruitment, new entrants undergo a thorough induction-training programme before their placement in the company. Departments are allocated on the basis of the individual recruits aptitude and our requirements. Usually, after completing two years of service they are provided opportunities for job-rotation.

Work Culture
Our work culture supports and enhances our brand. The Bajaj brand signifies excitement. Bajaj strives to inspire confidence through excitement engineering. The culture is built on core values of learning, innovation, perfection, speed and transparency. Facilitative leadership style helps in developing leaders at all levels and establishes accountability. Brand Values We live our brand by its values of Innovation, Perfection, and Speed. Bajaj will be distinctly ahead through excitement engineering. Innovation is how we create the future. It is a value that provokes us to reach beyond the obvious in pursuit of that which exceeds the ordinary. Perfection is how we set new standards. It is a value that exhibits our determination to excel by endeavoring to establish new benchmarks all the time. Speed is how we convey clear conviction.

It is a value that keeps us sharply responsive, mirroring our commitment towards our goals and processes.

Competency Building
Bajaj Auto has a very flat organization structure with three management levels. Each level represents a specific role and hence needs relevant competencies. Competency building at Bajaj Auto is a combination of development for current and future roles. We cater to these needs by using interventions like development centres, need-based training and job-rotation plans. We use different methods of imparting training like lectures, group-discussions, roleplays, seminars, outbound training, assignments and on-the-job tasks.

Compensation Philosophy
We strive to be amongst the top quartile in our compensation structure. Competence and performance are the key drivers of our compensation policy. A significant part of the compensation is in the form of variable pay linked to the individuals and the organizations performance.

Remuneration criteria for NEDs

CRITERIA FOR PAYMENT OF REMUNERATION TO NON-EXECUTIVE DIRECTORS OF BAJAJ AUTO LTD. Non-executive directors of the company play a crucial role to the independent functioning of the board. They bring in external and wider perspective to the decision-making by the board. They provide leadership and strategic guidance, while maintaining objective judgment. They also

help the company in ensuring that all legal requirements and corporate governance are well taken care of. The responsibilities and obligations imposed on the non-executive directors have increased manifold in the recent years on account of a number of factors, including the growth in the activities of the company and the rapid evolution arising out of legal and regulatory provisions and requirements. Non-executive directors of the company are paid the following:

a) Sitting Fees
Non-executive directors are paid a sitting fee of Rs.20,000/- for every meeting of the board or committee thereof attended by them.

b) Commission
Non-executive directors are paid commission upto an aggregate amount not exceeding 1% of the net profits of the company for the year. The payment of commission is based on their attendance at the board and the committee meetings. With effect from 1 April 2006, commission is payable to them at the rate of Rs.50,000/- for every meeting of the board or committee thereof attended by them. Apart from sitting fees, commission and reimbursement of travelling expenses for their attending the board and committee meetings, no payment by way of bonus, pension, incentives etc. is paid to any of the non-executive directors. The company has no stock option plans and hence, such instruments do not form part of remuneration package payable to non-executive directors.

Community Initiatives
Bajaj in the community
Bajaj Auto is committed to nation-building and contributing to the uplift and development of the weaker sections of society. This is a legacy of our founders, Jamanalalji, Kamalnayanji and Ramkrishna Bajaj.

Jankidevi Bajaj Gram Vikas Sanstha (JBGVS) Samaj Seva Kendra Kamalnayan Bajaj Hospital

Janki devi Bajaj Gram Vikas Sanstha (JBGVS)

Bajaj Autos Corporate Social Responsibility towards the rural poor is carried out by a trust, Jankidevi Bajaj Gram Vikas Sanstha (JBGVS). This trust was formed in 1987. JBGVS acts as a catalyst for development at the grass root level in 44 villages around Bajaj Auto plants in Pune and Aurangabad District.

Vision Statement of JBGVS

JBGVS, a Registered Society and a Trust, is an apolitical and secular organisation which aims to act as a catalyst for rural and urban development. It assists the resident community of the selected villages and areas, in integrated development, making their villages and areas into models of excellence for others to emulate.

Organizational Overview of Rural Development

JBGVS will work with the participating rural community in the selected villages to improve their quality of life. Stress is laid on alleviation of poverty, health care, education, empowerment of women & gender justice. We strive to motivate our rural community to willingly and

enthusiastically undertake the improvement of their villages, so that they become models of excellence within 5 to 7 years.

Implementation strategy
(1) To ensure the involvement of our rural community, JBGVS relies on a participatory approach in implementing all its projects. (2) In addition, the trust secures the participation of local elected bodies like the Gram Panchayat (village council), Co-operative Societies, Self Help Groups, Women and Youth Clubs in decision making. (3) JBGVS undertakes large-scale human resource development projects in agriculture, animal husbandry, dairy, horticulture, health, education and income generation to accelerate the pace of development activities. (4) JBGVS disengages from the village that achieves 80% of development as per our social indicators and discontinues active participation but monitors their progress incase they need assistance and guidance. JBGVS plan for Integrated Rural Development rolls on to another village awaiting development. Putting a Smile on the Face of Rural India! JBGVS works at the grassroots level in 33 villages and hamlets of Khed and Maval Talukas of Pune District and 11 villages of Aurangabad district, Maharashtra. The integrated development activities under implementation include women empowerment, income generation, health programmes, agricultural extension, animal husbandry, watershed development, drinking water schemes, sanitation and education. 5600 families comprising a rural population of about 30,000 people are our copartners in these development activities.

Education
The socio economic condition of the villages around Pune is rapidly changing due to manufacturing, service, agro and IT industries. Education and vocational training need to be given further emphasis. JBGVS, implements programmes for non formal education, school education and vocational training. A project on Rural Education and Information Network (REIN) is being implemented in 27 villages of Maval Taluka. This project imparts non formal education, through KIRANS (volunteers), to non school going and poorly performing school going children. About 400 primary students undergo the programme each year. JBGVS also conduct classes for vocational training like tailoring, bamboo craft, handicraft, making of greeting cards, mats, paper bags and assist computer training for Maharashtra State-CIT examination.

Computer class

Tailoring Class

Health Care
The health care programme, which includes mother and child care, eradication of malnutrition, TB, leprosy etc, is implemented through women Health Workers (HW). Each village has a HW who makes home visits to assist/ advise villagers on health matters and administer simple medicines for minor ailments. JBGVS is also providing medical services, for a nominal fee or free for the BPL/ poor, at the door steps of the villagers, through the mobile clinic. A close coordination is maintained with

Government Health Department for participating in immunisation and pulse polio drives, workshops on health and hygiene awareness, and utilise the services of Primary Health Centers.

Mobile Clinic Van

Eliza testing for HIV

HIV/AIDS Awareness, Prevention and Care Programme

The aim of this programme is to generate awareness about HIV/AIDS, thereby, arrest further spread of disease and help those affected to lead a comfortable life. Project JEEVAN was launched in September 2004, to cover 33 villages in Pune District and slums of Pimpri Chinchwad Municipal Corporation (PCMC) area. Till the end of 2007, we covered 24000 population and facilitated 1000 voluntary tests for HIV detection.

Income Generation and Poverty Alleviation Agriculture

Over the years JBGVS has been demonstrating advanced agricultural practices for enhancing the quantity and quality of yield, and improve the economic condition of the farmers. Production and use of organic manure, more especially vermicompost is advocated.

Vermicompost

Organic Cabbage

Veterinary Services and Dairy Development

Milk production and dairy products are emerging as important support to agriculture. JBGVS provide quality veterinary services, through qualified live stock supervisors, to increase milk production and to keep animals in healthy state. The services include artificial inseminations, cultivation of quality fodder, establishing dairy / milk society etc. 78 families were partly assisted by JBGVS to purchase a goat each and were given training and guidance in goat rearing. They get an additional income of Rs. 1000 to 1200/- for every goat born.

Model Cowshed Designed by JBGVS Community Construction Assets and

Proud Owners of Goats Environment Development Activity

JBGVS assist BPL families to construct low cost houses under Indira Awas Yojana. As also help repair school rooms, old structures and construct cowsheds / mangers, community centers etc.

Watershed Development
JBGVS has been implementing Drought Prone Area Development Project of Zilla Parishad in 7 villages of Pune District since 2003. The overall project cost is Rs.2.10 crores and it includes watershed development work

over 3,500 ha. 22 farm ponds, 3 diversion bunds, 4 soil nala bunds and 3 cement check dams have been constructed till April 2008. The activities carried out under this programme helps increase water table in non irrigated area, wells and thereby increase crop yield.

Cement Check Dam at Shivli

Soil Nala Band - Retwadi

Environmental Sanitation
JBGVS insist on high standard of environmental sanitation in the village. Seven of our villages, where JBGVS had worked in the past, received Nirmal Gram Abhiyan and Sant Gadgebaba Swachata Abhiyan awards. JBGVS has withdrawn from these villages as they attained 80% development as per JBGVS laid down indicators. They continue to give guidance when necessary. Leadership, Social, Cultural Development and Women Empowerment JBGVS helps to maintain cultural fabric of the society by organizing various programmes. The Mahila melavas are organized in each cluster of villages, where subjects like Income Generation activities, Bank Linkages of SHGs, Insurance, alcohol de-addiction, health, HIV/AIDS etc. are discussed. Training programmes for personality development, social awareness, banking, decision making, and income generation are conducted through out the year by JBGVS.

Project monitoring JBGVS has an elaborate follow-up, monitoring and impact analysis mechanism for all its programmes. They have 20 sub indicators grouped in five main development indicators, where, development status of each village is assessed through a survey conducted every three years. The priority of works is decided and future budget is planned. A village that achieves 80% of development is considered as fairly well developed. JBGVS then disengage from the village and discontinue active participation but monitor their progress incase they need assistance and guidance. JBGVS plan for Integrated Rural Development rolls on to another village awaiting development.

Samaj Seva Kendra (SSK)

Samaj Seva Kendra was established in 1975 by Bajaj Auto and is part of JBGVS. SSK provides facilities for social development of the residents of Akurdi, Nigdi and adjoining townships, with the aim of improving their quality of life, through skill development training, hobby centre, nursery education, health care, sports, music, dance and cultural programmes. It has a membership of 1000 families. SSK, also conduct joint programmes with Pimpri Chinchwad Municipal Corporation, Kamgar Kalyan Kendra, Jan Shikshan Sanstan, Shramik Shiksha Board, World Centre of Girl Guides and Scouts. A modern, 135-bed hospital at Aurangabad in Western Maharashtra, the Kamalnayan Bajaj Hospital provides high-quality secondary and tertiary healthcare and specialist facilities under one roof. Its panel of renowned full-time consultants provides comprehensive multispecialty care and advanced surgical procedures such as coronary artery bypass, beating heart graft surgeries, joint replacements, complex neurosurgical procedures, kidney transplants. The hospital's well-designed suite of five operation theatres is equipped to cater to complex surgical procedures. The hospital has state-of-the-art facilities like a cardiac catheterisation lab, advanced spiral computer topography (CT) scanner, a colour doppler all from GE Medical Systems a Mac 5000-series stress test machine, a holter monitor from GE-Marquette, ultra-touch dialysis equipment from Baxter and an advanced reverse osmosis plant. A well-equipped, 26-bed multi-specialty intensive care unit (ICU) provides emergency and post-operative care that is on par with the best in the country.

The hospital has a critical-care ambulance (a hospital on wheels) with a defibrillator, portable ventilator, pulse oximeter, ECG machine and Glucometer. The ambulance is attended round the clock by a physician, a nurse and support team of qualified paramedics. The hospitals facilities range from spacious and hygienically maintained general wards with all essential amenities to large deluxe rooms furnished with sofas, telephones, refrigerator, television and a small kitchenette. For relatives of patients, the hospital provides guesthouse facilities and a professionally managed cafeteria.The large hospital campus with its wide open spaces, pleasing landscape, ample parking are meticulously maintained. The hospital offers a specially designed health insurance and annual medical check-up plan in association with Bajaj Allianz General Insurance, which provides cash-less hospitalisation and treatment.

Performance Reports
Sales in numbers for the month of September 2006 1st October 2006

Product Motorcycles Other 2 Wheelers Total 2 Wheelers Three Wheelers Grand Total Press

For September 2006 271,377 894 272,271 27,870 300,141

Upto September 2006 1,191,249 12,412 1,203,661 151,558 1,355,219

For September 2005 180,926 14,298 195,224 23,118 218,342

Upto September 2005 868,100 71,180 939,280 121,796 1,061,076

Bajaj Auto flags off Kawasaki tie-up for Philippines

Launch a beginning of global thrust in collaboration with Kawasaki. Bajaj Auto and their technology partners Kawasaki Heavy Industries (KHI, Japan, a Fortune 500 company) have flagged off their first Global sales tieup on 3rd February 2004. Bajaj products will be jointly marketed in a phased manner across the globe.

 We have appointed M/s Kawasaki Motor Philippines Corporation (KMPC) as our exclusive distributors to market our 2 wheelers in that country. KMPCs is a joint venture company of KHI Japan with a local Philippines company in the Philippines. They have commenced with 3 of our motorcycles namely the BYK, Caliber 115 and the Wind 125. Our products shall be sold under 'Bajaj' brand throughout Kawasaki network all over the Philippines. This is the first time that Kawasaki is sourcing products from Bajaj for selling the same through its network outside of India Currently the Philippines market is being catered by Japanese and Chinese products. This is for the first time an Indian Manufacturer would be entering this market in a major way with its own Brand Name. Philippines traditionally has been a market where motorcycles have been used as tricycles after attaching a side car to them, as taxis. Of late, mopeds/step-thrus from the Japanese and Chinese, at much cheaper prices, have penetrated the market and that has resulted in 2 wheelers being used for personal usage. This has given the market good growth and the market today stands at approx. 300,000 units. Motorcycles are being launched in the Philippines Market at a comparable price to the Srtep-thrus. This is expected to result in a substantial lateral shift from 100-125 cc Step-thrus to motorcycles at a comparable competitive price. Bajaj models will present an opportunity to the Philippines customer to use attractively styled motorcycles for personal use. Kawasaki conducted consumer research over a period of 4

months-the response was very positive. The products will be sold through 65 dealers with 365 branches across the Philippines. The Philippines launch on 3rd Feb was attended by Kawasaki Dealers and their response to the Bajaj range was highly enthusiastic. The vehicles are being sent as CBU to Philippines. 360 vehicles have already been exported with another 360 nos being sent in February itself. Their plan is to sell approx. 3500-4000 units in the first year of operation. Currently the tie-up is only for the Philippines market. This will be the be the test market for further expanding the Bajaj Kawasaki tie-up to other S-E Asian and South American Markets. Speaking on the occasion Of the Wind Launch in Mumbai last year , Mr. Morita had said, "This model is going to be produced only in India and Kawasaki is going to export it to many countries of the world. The Wind 125 is designed keeping the export markets in mind. It also indicates the close collaborative effort between Kawasaki & Bajaj. With our longstanding association we are keen to emerge as the dominant player in the Indian motorcycle market." The Bajaj Wind125, India's first World Bike will be manufactured at the state-of-the-art motorcycle plant at Waluj. Kawasaki has identified Bajaj Auto's Waluj facility as a Global Hub for sub-250 cc range of Kawasaki Motorcycles. These motorcycles will be manufactured in Waluj for serving the worldwide Kawasaki sales network in addition to the Indian market.

With over 3 million Kawasaki Bajaj bikes on Indian roads the 18-year strong Kawasaki-Bajaj collaboration is moving from strength to strength.

Awards
Product Award Bajaj Pulsar DTS-Fi - Bike of the Year Bajaj Platina 100cc - Bike of the Year Mr. Rajiv Bajaj - Man of the year 2005 Mr. Rajiv Bajaj - Automotive Man of the year 2005 Bajaj CT 100 - Motorcycle Total Customer Satisfaction Study 2005 Bajaj Discover DTS-i - Bike of the Year 2005 Bajaj Discover DTS-i - Indigenous Design of the Year 2005 BAJAJ AUTO - Bike Maker of the Year 2004 DTS-i Technology - Auto Tech of the Year 2004 Bajaj Pulsar DTS-i Bike of the Year 2004 Wind 125 Two Wheeler of the Year 2004 Wind 125 Bike of the Year 2004 Year 2007 2007 2005 2005 2005 2005 2005 2004 2004 2004 2004 2004 By CNBC-TV18 Autocar Auto Awards NDTV Profit Bike India Autocar Professional Bike India & NDTV India TNS Automotive OVERDRIVE Awards 2005 OVERDRIVE Awards 2005 ICICI Bank OVERDRIVE Awards 2004 ICICI Bank OVERDRIVE Awards 2004 ICICI Bank OVERDRIVE Awards 2004 CNBC AUTOCAR Awards 2004 Business Standard Motoring

Bajaj Pulsar 180 DTS-i BBC World Wheels Viewers Choice Two Wheeler of Year 2003 Bajaj Pulsar 180 DTS-i BBC World Wheels Award for Best Two Wheeler between Rs 55,000 to Rs 70,000 Bajaj Pulsar 150 DTS-i BBC World Wheels Award for Best Two Wheeler between Rs 45,000 to Rs 55,000 Bajaj Boxer AT KTEC BBC World Wheels Award for Best Two Wheeler under Rs 30,000 Bajaj Pulsar - Motorcycle Total Customer Satisfaction Study Bajaj Pulsar - Bike of the year Bajaj Pulsar - Most exciting bike of the year Bajaj Eliminator - Bike of the year Bajaj Eliminator - Most exciting bike of the year

2003

BBC World Wheels Award 2003

2003

BBC World Wheels Award 2003

2003

BBC World Wheels Award 2003

2003

BBC World Wheels Award 2003

2003 2003 2002 2002 2001

NFO Automotive ICICI Bank OVERDRIVE Awards 2003 OVERDRIVE Awards OVERDRIVE Awards OVERDRIVE Awards

Award Chakan Plant Super Platinum Award for Manufacturing Excellence Chakan & Waluj Plants Audit Passed for TPM Excellence Award Bikemaker of the Year Bike Manufacturer of the Year 2007 All India Trophy for Highest Exporter Focus LAC Award for Outstanding Performance Export Excellence Certificate of Merit Award for Export Excellence Export Excellence

Year 200607 200607 200607 200607 199899 199899 199899 199899 199798 1997-

By Frost and Sullivan TPM Overdrive Awards NDTV Profit Bike India EEPC India Trade Promotion Organisation EEPC India Trade Promotion Organisation EEPC MCCIIA

98 All India Trophy for Highest Exporter 199798 Top Exporter Shield - Western Region 199697 Export Excellence 199697 Regional Top Exporter - Large Scale 1995Manufacturer 96 Highest Export Performance 199596 Outstanding Export Performance 199596 Export Excellence Award 199596 Top Exporter Shield - Western Region 199596 Certificate of Merit 199596 Award for Export Excellence 199495 Regional Top Exporter - Large Scale 1994Manufacturer 95 All India Special Shield - Consumer Durables 1994Exporter 95 National Export award for Outstanding 1994Performance 95 Western Region Top Export Award 199495 All India Special Shield - Consumer Durables 199495 Regional Special Shield - Capital Goods 1993Category 94 Award for Export Excellence 199394 Capital Goods Export 199293 Regional Special Shield - Capital Goods 1990Category 91 Certificate of Export Excellence 198687 Certificate of Export Recognition 1980-

EEPC EEPC MCCIA EEPC EEPC Government of India, Ministry of Commerce MCCIA EEPC Government of India, Ministry of Commerce EEPC EEPC EEPC Government of India, Ministry of Commerce EEPC EEPC EEPC EEPC EEPC EEPC EEPC EEPC

Certificate of Export Recognition Award for Export Excellence Certificate of Merit Certificate of Export Recognition Award for Export Excellence Certificate of Export Recognition Export Promotion Golden Jubilee Export Year Award Export Excellence Safety Award Meritorious Performance in Industrial Safety for three consecutive years Certificate of Excellence Achieving Lowest Average Frequency Rate Achieving Lowest Average Frequency Rate Meritorious Performance in Industrial Safety for three consecutive years Achieving Longest Accident-free Period under Heavy Engineering Industries Group Meritorious Performance in Industrial Safety for three consecutive years Achieving Longest Accident-free Period under Heavy Engineering Industries Group Achieving Lowest Average Frequency Rate Meritorious Performance in Industrial Safety Year 2001

81 197980 197980 197879 197879 197778 197778 1976 1976 197576

EEPC EEPC Government of India, Ministry of Commerce EEPC EEPC EEPC FICCI FICCI EEPC

By National Safety Council

2001 2001 2000 2000

National Safety Council National Safety Award National Safety Award National Safety Council

1999

National Safety Council

1999

National Safety Council

1998

Council of Industrial Safety

1998 1998

National Safety Award National Safety Council

for three consecutive years Achieving Lowest Frequency Rate under Heavy Engineering Industries Group Achieving Longest Accident-free Period under Heavy Engineering Industries Group Longest Accident-free Period Best Safety Performance Longest Accident-free Period

1997

Council of Industrial Safety

1997

Council of Industrial Safety

1992 1989 1987

Council of Industries, Mumbai CII National Safety Council

Bajaj Finance
Bajaj Auto Finance Ltd offers schemes that are specially formulated with you in mind, and go easy on your wallet. All schemes are:

Completely transparent with absolutely no hidden costs or charges. Offer the lowest interest rates. Open throughout the year, whenever you need a loan.

AUDITED FINANCIAL RESULTS OF BAJAJ AUTO LIMITED FOR THE YEAR ENDED MARCH 31, 2008
(Rs. in Million)

NINE MONTHS QUARTER ENDED ENDED 31.03.2008 31.12.2007 (Audited) (Audited)

YEYEAR ENDED 31.03.2008 (Audited)

pti

Sales in numbers Gross Sales & Income from Operations Less: Excise duty Net Sales & Income from Operations Other Income TOTAL INCOME EXPENDITURE : a. (Increase) / decrease in stock in trade and work in progress b. Consumption of raw materials c. Purchase of traded goods d. Employees Cost e. Depreciation and write downs f. Other expenditure g. Expenses capitalized Total Interest Exceptional Items pen Compensation paid under Voluntary Retirement Schemes (Profit/Loss) from ordinary activities before tax Tax Expenses (Including Fringe Benefit Tax) Net Profit / (Loss) from ordinary activities after tax Prior period adjustments Net Profit / (Loss) for the period Paid up Equity Share Capital (Face value of Rs 10/-) Weighted average number of shares (In million) Reserves excluding Revaluation Reserves as at 31st March 2008 Basic and Diluted Earnings Per Share ( Rs.) a) before extraordinary items b) after extraordinary items Public shareholding No. of shares (See Note) Percentage of Shareholding (See Note)

1,898,819 77969.4 8252.2 69717.2 1022.3 70739.5 (289.5) 49137.2 2115.7 2553.2 1325.7 6048.4 (167.5) 60723.2 33.5 511.8 9471.0 3118.2 6352.8 (2.9) 6349.9 1446.8

552,588 22758.7 2014.4 20744.3 204.6 20948.9 (389.0) 14347.2 1282.1 863.0 413.9 2088.4 (62.9) 18542.7 18.1 511.8 1876.3 669.6 1206.7 1.2 1207.9 1446.8

2,451,407 100728.1 10266.6 90461.5 1226.9 91688.4 (678.5) 63484.4 3397.8 3416.2 1739.6 8136.8 (230.4) 79265.9 51.6 1023.6 11347.3 3787.8 7559.5 (1.7) 7557.8 1446.8 139.5 14429.1 54.2 54.2 70,130,634 48.47%

Note:
After allotment of shares pursuant to scheme of demerger on 3 April 2008, the public shareholding in the company went up to 70,130,634 shares (48.47% of the total capital) as on 3 April 2008. The above results have been reviewed by the Audit Committee and approved by the Board of Directors in the meeting held on May 22, 2008.

Objectives of study :1. To know preference of peoples regarding bajaj auto. 2. To study the factor influencing brand preference for bajaj auto. 3. To know the satisfaction level of customers.

RESEARCH METHODOLOGY
Research design Sampling Measuring techniques Data collection methods

RESEARCH METHODOLOGY
All progress is born of inquiry.Doubt is better than overconfidence for it leads to inquiry and inquiry leads to invention This project was made on the basis of survey conducted by preparing a questionnaire.

RESARCH DESIGN
A research design is an arrangement of condition for collection and analysis Of data in a manner that aims to combine relevance to research purpose with economy in procedure. The approach selected for this research work is Descriptive research. The research method is Descriptive survey method. The universe area is Chandigarh market The method of contact is personl interview. The research instrument is Questionnaire.

SAMPLING PLAN:
Sampling Unit: Professional people, resident, students. Sampling Field Chandigarh region and Mohali. Sample Size: About 25 as some of them were not available and some are non cooperative as the refuse to give any kind of information.

MEASURING TECHNIQUE
Questionnaire The main purpose of preparing questionnaire was to detect any error/mistake in the resarch. After findings some errors/mistakes in the research.,it was rectified and when it was found to be free from errors and mistakes, the same was administered for the research.

DATA COLLECTION METHOD

For making this project report attractive and accurate data is collected from both sources that is primary and secondary sources. Primary Data: OBSERVATION METHOD QUESTIONNNAIRE

Questionnaire consists of various questions. Both type of questions are included that was open and close ended questions in the questionnaire.Only one questionnaire is prepared for both Godrej dealers. Secondary Data: Secondary data was collected from the following sources: a. b. Books Internet (Websites)

Analysis instruments
Diagram Pie-char

LIMITATIONS
All studies conducted may have some shortcomings. A few errors may have crept in despite the best efforts to avoid them but it is expected that still our finding are very much relevant. Following are the limitations.

1.

Persons filled the questionnaire by giving their own opinion and thus, there

could

be possibilities of errors occurred due to the personal biases of the respondents. 2. Due to the time and financial constraints the study was limited to the Chandigarh and Mohali only. 3. Dealers response:Sometime dealers were not available and refused to cooperate Non-response error might have arisen due to this season.

Questionnaire
1) Name: 2) Address: . 3) Contact No: 4) Marital status: a) Married: 14..

b) Unmarried: 11. 5) Occupation: a) Student 8.. b) Business ..7 c) Service 9.. d) Any other.1... 6) Income group: a) 0-100008 b) 10000-200004.... c) 20000-300005. d) More than 300008.. 8) which two wheeler brand you most prefer? a) Bajaj5. b) Hero Honda 6.. c) TVS2 d) Honda5. e) Any Other5. 9) Are you satisfied with your current brand? a) Yes 15 b) No8...... 10) Do you want to shift to some other brand? a) Yes 8 b) No15.. 11) Is the company of this brand provides you after sales services? a) Yes 18 b) No5.. 12) Do you remember any advertisement of your brand a) Yes 17 b) No6.. 13) Are you satisfied with the customer care of the company? a) Yes 10 b) No..13.. 14) Do you know about the schemes available with the company? a) Yes 5

b) No..18.. 15) What is the important deciding factor for the purchase? a) Mileage16 b) Price18.. c) Design10 d) Colour10 e) Any other3 16) Do you know something about MVSA (Motor vehicle safety act)? a) Yes 4. b) No.21

Evaluation
1) Marital status: a) Married: 14.. b) Unmarried: 11.
No. of persons 16 14 No. of persons 12 10 8 6 4 2 0 Married Unmarried Marital Status No. of persons

2) Occupation:

a) Student 8.. b) Business ..7 c) Service 9.. d) Any other.1...

9 8 7 6 No. of persons 5 4 3 2 1 0 Student Business Service Any Other No.of Persons

Occupation

3) Income group: a) 0-100008 b) 10000-200004.... c) 20000-300005. d) More than 300008..

No. of persons 8 7 6 5 No.pf persons 4 3 2 1 0

No. of persons

0-10000

1000020000

2000030000

More than 30000

Income groups

4) Do you have any? a) Two wheeler9.. b) Four wheeler ..14 c) Any other.2..
No.pf persons 16 14 No. of persons 12 10 8 6 4 2 0 Two wheeler Four wheeler Vehicles Any other No.pf persons

5) which brand of two wheeler you prefer the most?

a) Bajaj5. b) Hero Honda 6.. c) TVS2 d) Honda5. e) Any Other5.

6 5 4 No. of persons 3 2 1 0
HERO Honda BAJAJ

No. of persons

TVS Brands

Honda

Any Other

6) Are you satisfied with your current brand? a) Yes 15 b) No8......

Are you satisfied with your current brand?

Yes No

7) Do you want to shift to some other brand? a) Yes 8 b) No15..

Shift to other brand

Yes No

8) Is the company of this brand provides you after sales services? a) Yes 18. b) No5..
Sales Services

Yes No

12) Do you remember any advertisement of your brand company: a) Yes 17 b) No6..

Advertisement

Yes No

13) Are you satisfied with the customer care of the company? a) Yes 10 b) No..13..

Customer Care

Yes No

14) Do you know about the schemes available with the company? a) Yes 5 b) No..18..

Schemes Availability

Yes No

15) What is the important deciding factor for the purchase? a) Mileage16 b) Price18.. c) Design10

d) Colour10 e) Any other3

Factor of purchasing
18 16 14 12 10 No. of Persons 8 6 4 2 0

No. of persons

Mileage

Price

Design Factors

Colour

Any Other

16) Do you know something about MVSA (Motor vehicle safety act)? a) Yes 4. b) No.21
Knowledge about MVSA

Yes No

Findings
Mileage is the most influencing factor while purchasing a motorcycle.

 Most of the consumer buy the vehicle when company offers discount The most preferred sources of information from which the respondents came to know about brands are advertisements and friends. Majority of respondents including male and females prefer to buy Hero Honda than any other brands.

Conclusion

From the above data it is concluded that Bajaj is ruling over the auto market. Bajaj is the heart of Indian customers as it gives the quality product and services with negligible maintenance. Bajaj has provided its services to every class of employee (Lower to top class). It has the two wheeler and three wheeler which is on the economic level of the people. It gives the true value of money, as its product gives the maximum satisfaction to its customers in the society. It also takes initiative for the societal welfare.