project ON Submitted to Rashtrasant Tukdoji Maharaj Nagpur COMPARATIVE STUDY OF MARKETING STRATEGIES OF BAJAJ AUTOMOBILE WITH TVS MOTOR

COMPANY LIMITED IN BIKE SEGMENT, IN NAGPUR CITY University, Nagpur in the partial fulfillment for the Award of degree of MASTER OF BUSSINES ADMINISTRATION For the academic year (MBA) 2010-2012

Submitted By MR. MAHENDRA N. KSHIRSAGAR

Under the guidance of Mrs.: MEENA RAJESH

(Chaitanya Bahu-Uddeshiya Sanstha Khaparkheda) G.H.Raisoni Institute of Management & Research Nagpur

INDEX

SR.NO. 1 2 3 4 5 6 7 8

PARTICULARS
Introduction

PAGE NO.

Automobile bike segments

Aims & objective

Hypothesis

Limitation

Research methodology

Data analysis

Finding and suggestion

Conclusion

10

Bibliography

CHAPTER -1

INTRODUCTION

INTRODUCTION
The topic of the study is comparative performance of marketing strategies for bajaj automobile and Hero MotoCorp Ltd on this topic my study was carried out and I was trained by sales department. By visiting various service department, which were directly related to the sales department, was quite useful my study. I had tried to put finding in the most appropriate way though the topic has some limitation.

Marketing strategy

1.1 Definition
The term strategy is drawn from the armed forces. It is a strategic plan that interlocks all aspects of the corporate mission designed to overpower the enemy or the competitor. An appropriate strategy is considered to be essential to face adverse situations such as cut-throat competition. Strategy may imply general or specific programmers of action outlining how the resources are deployed to attain goals in a given set of conditions. If these conditions change, the strategy also changes. Strategies give direction for the achievement of objectives necessary through the deployment of resources. The American Marketing Association defines marketing as "the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives." Marketers use an assortment of strategies to guide how, when, and where product information is presented to consumers. Their goal is to persuade consumers to buy a particular brand or product.

A marketing strategy is a plan or an approach for marketing your products and services. Successful marketing strategies create a desire for a product. A marketer, therefore, needs to understand consumer likes and dislikes. In addition, marketers must know what information will convince consumers to buy their product, and whom consumers perceive as a credible source of information. Some marketing strategies use fictional characters, celebrities, or experts (such as doctors) to sell products, while other strategies use specific statements or "health claims" that state the benefits of using a Particular product or eating a particular food.

A strategy is an operational tool to achieve the goals, and thus, the corporate mission. Strategies do not attempt to outline exactly how the enterprise is to accomplish its objectives. A company may view downsizing as a strategy in a competitive market to render cost-effective services. Thus, strategy provides a framework to guide thinking and action. Strategies are very much useful in organizations for guiding, planning and control. Strategy is a way of life both at the macro as well as micro levels for everyone, whether it is a nation or a company. To win over in a given complex situation, the organizations, even transnationals adopt strategies. They make changes, if necessary, even to their global strategies. An individual company may formulate its own strategy to bring out the desired results. The eventual success of the organization depends upon strategy formulation and implementation.

The recently initiated moves such as globalization, privatization and liberalization are strategies to attain a globally competitive economy. Some marketing strategies are created for the purpose of capturing a certain segment of the market, but the majority of small business strategies are more generic in nature. Even so, it's important to understand what your strategy is trying to achieve

FACTORS INFLUENCING MARKETING STRATEGY

Environment

Economic/dem ographic

Communicator

Competitor Technologic al/physical Product, place, promotion, price Publics

Social/cultur e

Suppliers

Target customers

Political/leg al

Marketing intermediari es

MARKETING STRATEGIES AND TARGETCUSTOMERS:

The results of analyzing market segments lead the marketer to consider one of the following target marketing strategies.

Undifferentiated or Mass Marketing- Under this strategy the marketer attempts to

appeal to one large market with a single marketing strategy. While this approach offers advantages in terms of lowering development and production costs, since only one product is marketed, there are few markets in which all customers seek the same benefits. While this approach was very popular in the early days of marketing (e.g., Ford Model-T), few companies now view this as a feasible strategy.

Differentiated or Segmentation MarketingMarketers choosing this strategy try to

appeal to multiple smaller markets with a unique marketing strategy for each market. The underlying concept is that bigger markets can be divided into many sub-markets and an organization chooses different marketing strategies to reach each sub-market it targets. Most large consumer products firms follow this strategy as they offer multiple products (e.g., running shoes, basketball shoes) within a larger product category (e.g., footwear).

Concentrated or Niche MarketingThis strategy combines mass and segmentation

marketing by using a single marketing strategy to appeal tone or more very small markets. It is primarily used by smaller marketers who have identified small sub-segments of a larger segment that are not served well by larger firms that follow a segmentation marketing approach. In these situations a smaller company can do quite well marketing a single product to a narrowly defined target market.

Customized or Micro-Marketing - This newest target marketing strategy attempts to

appeal to targeted customers with individualized marketing programs. For micro-marketing segmentation to be effective the marketer must, to some degree, allow customers to build-TheirOwn products. This approach requires extensive technical capability for marketers to reach individual customers and allow customers to interact with the marketer. The Internet has been the catalyst for this target marketing strategy. As more companies learn to utilize the Internet micro-marketing is expected to flourish.

TYPES OF MARKETING STRATEGIES:

Marketing strategies may differ depending on the unique situation of the individual business. However there are a number of ways of categorizing some generic strategies. A brief description of the most common categorizing schemes is presented below: Strategies based on market- In this scheme, firms are classified based on their market share or dominance of an industry. Typically there are three types of market dominance strategies: O Leader O Challenger O Follower Porter generic strategies- strategy on the dimensions of strategic Scope and strategic strength. Strategic scope refers to the market Penetration while strategic strength refers to the firms sustainable competitive advantage. O Product differentiation O Market segmentation

Innovation strategies - This deals with the firm's rate of the new product development and business model innovation. It asks whether the company is on the cutting edge of technology and business innovation. There are three types: Pioneers O Close followers O Late follower

Growth strategies -In this scheme we ask the question, How should the firm grow? There are a number of different ways of answering that question, but the most common give four answers: O Horizontal integration O Vertical integration

O Diversification O Intensification

CHAPTER -2
TWO-WHEELER SECTOR

Indian auto industry

Introduction to Indian Two-wheeler Sector: The Indian automotive industry consists of five segments: commercial vehicles; multi-utility vehicles & passenger cars; two-wheelers; three-wheelers; and tractors. With 7,822,963 units sold in the domestic market and 753,591 units exported during the first nine months of FY2007, the industry (excluding tractors) marked a growth of 43% over the corresponding previous. The two-wheeler sales have witnessed a spectacular growth trend since the mid nineties. India is the second largest producer and manufacturer of two-wheelers in the world. Indian twowheeler industry has got spectacular growth in the last few years. Indian two-wheeler industry had a small beginning in the early 50's. The Automobile Products of India (API) started manufacturing scooters in the country. Bikes are a major segment of Indian two wheeler industry, the other two being scooters and mopeds. Indian companies are among the largest two-wheeler manufacturers in the world. Hero Honda and Bajaj Auto are two of the Indian companies that top the list of world companies manufacturing two-wheelers. The two-wheeler market was opened to foreign companies in the mid 1980s. The openness of Indian market to foreign companies leads to the arrival of new models of two-wheelers into India. Easy availability of loans from the banks, relatively low rate of interest and the discount of prices offered by the dealers and manufacturers lead to the increasing demand for twowheeler vehicles in India. This lead to the strong growth of Indian automobile industry.

Evolution of Two-wheeler Industry in India: Two-wheeler segment is one of the most important components of the automobile sector that has undergone significant changes due to shift in policy environment. The two-wheeler industry has been in existence in the country since 1955. It consists of three segments viz. scooters, motorcycles and mopeds. In India there are some MNCs and Indian company dealing in automobile sector. The main key players who are dealing in this sector are Hero motocorp, Bajaj, Yamaha, Honda, and TVS. Hero Honda is the biggest player in this sector in India as well as in the world and playing a very important role in two wheeler automobile sector. Hero Honda, Bajaj and TVS are the Indian companies and Yamaha & Honda are international automobile brand. Bajaj is the first Indian two wheeler automobile company in the market since 1945 with the name M/s Bacharj trading corporation private limited. In 1959 M/s Bacharj trading corporation private limited change its name as Bajaj Auto Ltd. Bajaj Auto obtains license from the Government of India to manufacture two- and three-wheelers vehicles in 1959. Hero Honda Motors Limited was established in 1984, as a joint venture between India's Hero Group (world's largest bicycle manufacturers) and Japan's Honda Motor Company And created the world's single largest two wheeler company and also one of the most successful joint ventures worldwide. During the 80s, Hero Honda became the first company in India. Over 19 million Hero Honda two wheelers running on Indian roads today. TVS Motors is the third largest company in the two-wheeler industry with a market share of 16%. Infect, it is the only Indian company without a foreign collaboration in the twowheeler industry. When the company opted out of the collaboration with Suzuki in 2002, many believed that TVS was headed towards extinction. But the company proved the doomsayers wrong and came out with a very successful `TVS Victor'. TVS Motors Ltd. originally incorporated in 1982 to manufacture two-wheelers in collaboration with Suzuki Motors of Japan, TVS was one of the leaders in two-wheeler industry. Yamaha Motor Corporation is the auto mobile company of Japan (1953) which works in India since 1955 and providing latest technology in India from last two decades. Yamaha Motor India was incorporated in august 2001 as a 100% subsidiary of Yamaha motor corporation, Japan Honda motors of Japan is not a new name in the two wheeler scenario in the country, they were in a tie up with the Firodias owned Kinetic group. However in the late 90s they parted ways after problems arose over issues like introduction of new models, advertising expenditure, marketing strategies and other related issues. In the mid 80 Honda motors of Japan joined hands with the largest bicycle maker of India the Hero cycles to create Hero Honda

which in a couple of decades or so have gone on to become the single largest motorcycle company in the world. Though Honda has come on its own on the Indian market yet it will be providing technological support to Hero Honda for the next ten years. Thus presenting a unique situation in which the company will be in direct competition with the company which it has been associated for nearly two decades. Honda Motorcycles and Scooters India limited, a 100% subsidiary of Honda motor company Japan eventually entered the Indian market with Honda Unicorn in 2004.

Profile Change in Indian Two-Wheeler Industry

The demand shift from scooters to motorcycles in the 1990s was without parallel in any comparable product category in India. This was mainly attributed to the change in customers' preference towards fuel-efficient and aesthetically appealing models, which scooter manufacturers failed to provide. The delayed launch of new, advanced scooter models, fear of four-stroke scooters being prone to increased skidding risks and vibrations, and the difficulty of maintenance also contributed to this shift. Interestingly, the growth in the motorcycle segment was mainly driven by the demand from rural and semi-urban consumers. An estimated 60% of the demand for motorcycles came from rural and semi-urban customers. The rise in their disposable incomes on account of good monsoons in the 1990s provided the normally conservative rural and semi-urban customers with extra money that induced them to experiment with new, innovative products. Advanced technology, larger wheelbase, higher ground clearance and the ability to ride on bad roads with less effort and less danger of skidding and decreased maintenance cost were the other factors that encouraged customers to choose motorbikes over other two-wheelers.

Key Earnings Drivers Below are the key factors, which strongly affect the auto industry: Government policy impact on petrol prices: Petrol prices determine the running cost of two/three wheelers expressed in Rupees per kilometer. Petrol prices are the highest in India as GOI subsidizes kerosene and diesel. But with the recent change in GOI policy to reduce the subsidy, the prices of petrol will remain constant at the current prices. This will have a positive effect on purchases of two/three wheelers. Improvement in disposable income: With the increase in salary levels, due to entry of multinationals following liberalization process and fifth pay commission, the disposable income has improved exponentially over the years. This will have multiplier effect on demand for consumer durables including two-wheelers. Changes in prices of second-hand cars: The second hand car prices of small cars have come down sharply in the recent past. This will shift the demand from higher-end two-wheelers to cars and affect the demand for two-wheelers negatively. A further drop in second-hand car prices will lead to pressure on the two-wheeler majors who plan to release higher-end scooters and motorcycles. Implementation of mass transport system: Many states have planned to implement mass transport systems in state capitals in the future. This will have negative impact on demand for two-wheelers in the long run. But taking into account the delays involved in implementation of such large infrastructure projects the demand to be affected only five to seven years down the line. Availability of credit for vehicle purchase: The availability and cost of finance affects the demand for two- and three-wheelers as the trend for increased credit purchases for consumer durables have increased over the years. Therefore, any change with respect to any of these two parameters as a result of change in RBI policy has to be closely watched to assess the demand for two- and three-wheelers. India is the 2nd largest two wheelers market in the world 4th largest commercial vehicle market in the world 11th largest passenger car market in the world and is expected to become the 7th largest by 2016

Automobile industry in India bike segment

Sales

two wheelers passenger vehicles commercial vehicle three wheelers

Automobile bike segments manufacture growth factors

The gross domestic product has grown up to 8%. The average family income has increased. The finance have become to easier to access. The reduction in taxes and duties. Introduction of international standards in India. The economic and fuel-efficient engine. The teenagers and youth using more and more motorcycles.

Key players of the automobile bike sectors in the market

Bajaj automobile limited Hero motocorp limited Tvs motor company Honda motor cycle India limited Yamaha motor India pvt ltd Lml India limited

INDIAN MARKET SHARES

Sales

BAJAJ AUTO HERO MOTOCORP TVS MOTORS Honda yamaha lml india

Overview Of Bajaj Automobile Limited

Bajaj Automobile is one of the largest industries in global market in the world. The Bajaj brand is well-known in over a dozen countries in Europe, South America, the US and Asia. The Bajaj Group comprises 27 companies and its flagship company Bajaj Auto is ranked as the world's fourth largest two- and three- wheeler manufacturer and it is the second largest two-wheeler manufacturer in India.
Bajaj Auto's two and three wheelers are manufactured in three modern mass production

facilities at Pune, Aurangabad and at a state of the art plant at Chakan. The combined installed capacity at the company's manufacturing locations exceeds three million vehicles. Further expansion is underway with a plant being put up at Pantnagar in Uttranchal and also another plant at Chakan for a new range of three and four wheeler goods carriers.
Bajaj Auto Ltd. is the largest exporter of two and three wheelers . With Kawasaki

Heavy Industries of Japan, Bajaj manufactures state-of-the-art range of two-wheelers. The brand, Pulsar is continually dominating the Indian motorcycle market in the premium segment. Its Discover DTSi is also a successful bike on Indian roads . In 1995, it rolled out its ten millionth vehicle and produced and sold 1 million vehicles in a year. Over the last few years, Bajaj Auto has smartly and successfully transformed its image from a scooter manufacturer to a two wheeler manufacturer. At present, the product range of Bajaj Auto includes Scooters, Scooterettes and Motorcycles. The last few years have seen company's real growth in numbers after it successfully introduced a number of new models in various segments of the fast growing bike market in India. In fact, Bajaj Auto smartly introduced new segments in the motorcycle market to take on its arch rival and market leader Hero Honda. The Pulsar, introduced in November 2004, is continually dominating the premium segment of the motorcycle market, helping to maintain the market superiority. Discover DTSi, one more successful bike on Indian roads, is in the 'value' segment of the motorcycle market.

Bajaj Automobile

Bajaj Auto limited is one of the largest two wheeler manufacturing company in India apart from producing two wheelers they also manufacture three wheelers. The company had started way back in 1945. Initially it used to import the two wheelers from outside, but from 1959 it started manufacturing of two wheelers in the country. By the year 1970 Bajaj Auto had rolled out their 100,000th vehicle. Bajaj scooters and motor cycles have become an integral part of the Indian milieu and over the years have come to represent the aspirations of modern India. Bajaj Auto also has a technical tie up with Kawasaki heavy industries of Japan to produce the latest motorcycles in India which are of world class quality The Bajaj Kawasaki eliminator has emerged straight out of the drawing board of Kawasaki heavy industries. The core brand values of Bajaj Auto limited includes Learning, Innovation, Perfection, Speed and Transparency.

Bajaj Auto has three manufacturing units in the country at Akurdi, Waluj and Chakan in Maharashtra, western India, which produced 2,314,787 vehicles in 2005-06. The sales are backed by a network of after sales service and maintenance work shops all over the country.

Bajaj Auto has products which cater to every segment of the Indian two wheeler market Bajaj CT 100 Dlx offers a great value for money at the entry level. Similarly Bajaj Discover 125 offers the consumer a great performance without making a big hole in the pocket.

COMPANY PROFILE:

Founder: Jamnalal Bajaj Year of Establishment: 1926 Industry: Automotive - Two & Three Wheelers Business Group: The Bajaj Group Presence: Distribution network covers 50 countries. Dominant presence in Sri Lanka, Bangladesh, Columbia, Guatemala, Peru, Egypt, Iran and Indonesia. Joint Venture: Kawasaki Heavy Industries of Japan Works: Akurdi, Pune Bajaj Nagar, Waluj Aurangabad Chakan Industrial Area, Chakan, Pune Registered & Head Office: Akurdi Pune India

KEY PERSONS:

Board of director Rahul bajaj: chairman Madhur bajaj: vice chairman Rajiv bajaj: managing director Sanjiv bajaj: executive director d.s. Mehta: whole-time director kantikumar R. podar:director shekahr bajaj: director D J balaji rao: director J N godrej: director S h khan: director Mrs suman kirlosakar: director Naresh Chandra: director Nanu pamnani: director Manish kejariawal: director P murari: director Niraj bajaj: director

Bajaj auto

Type Public Traded as BSE: 532977,NSE: BAJAJ-AUTO BSE SENSEX Constituent Industry Automotive Headquarters Pune, Maharashtra, India Key people Rahul Bajaj (Chairman) Products Motorcycles, three-wheeler vehicles and cars Revenue Net income 16,974 crore (US$3.39 billion) (2011) 3,454 crore (US$689.07 million) (2011)

Employees 10,250 (2006-07) Parent Bajaj Group Website www.bajajauto.com

Bajaj Auto is a major Indian automobile manufacturer. It is India's largest and the world's 4th largest two- and three-wheeler maker. It is based in Pune, Maharashtra, with plants in Waluj near Aurangabad, Akurdi and Chakan, near Pune. Bajaj Auto makes motorscooters, motorcycles and the auto rickshaw.

Company's history
Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. It started off by selling imported two- and three-wheelers 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 vehicles and produced and sold 1 million vehicles in a year.

New Image
The company, over the last decade has successfully changed its image from a scooter manufacturer to a two wheeler manufacturer, product range ranging from Scooterettes to Scooters to Motorcycle. Its real growth in numbers has come in the last 4 years after successful introduction of a few models in the motorcycle segment. The company is headed by Rahul Bajaj who is worth more than US$1.5 billion.

PRODUCT PROFILE OF BAJAJ AUTOMOBILE

1960-1970 - Vespa 150 - Under the licence of Piaggio of Italy 1971 - three-wheeler goods carrier 1972 - Bajaj Chetak 1976 - Bajaj Super 1977 - Bajaj Priya 1977 - Rear engine Autorickshaw 1981 - Bajaj M-50 1986 - Bajaj M-80, Kawasaki Bajaj KB100, Kawasaki Bajaj KB125, 1990 - Bajaj Sunny 1991 - Kawasaki Bajaj 4S Champion 1993 - Bajaj Stride 1994 - Bajaj Classic 1995 - Bajaj Super Excel 1997 - Kawasaki Bajaj Boxer, Rear Engine Diesel Autorickshaw 1998 - Kawasaki Bajaj Caliber, Bajaj Legend, 1999 - Bajaj Spirit[5] 2000 - Bajaj Saffire 2001 - Eliminator, Bajaj Pulsar 2003 - Caliber115, Bajaj Wind 125, Bajaj Pulsar Bajaj Endura FX 2004 - Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder Gear, Bajaj Discover DTS-i

2005 - Bajaj Wave, Bajaj Avenger, Bajaj Discover 2006 - Bajaj Platina 2007 - Bajaj Pulsar-200 (Oil Cooled), Bajaj Kristal, Bajaj Pulsar 220 DTS-Fi (Fuel Injection), XCD 125 DTS-Si

2008 - Bajaj Discover 135 DTS-i - sport (Upgrade of existing 135cc model) 2009 - Bajaj Pulsar 135(December 9) (January) Bajaj XCD 135 cc, Bajaj Pulsar 150 DTS-i UG IV, Bajaj Pulsar 180 DTS-i UG IV, Bajaj Pulsar 220 DTS-i, Bajaj Discover 100 DTS-Si, Kawasaki Ninja 250R

2012 - Bajaj RE 60, mini car for intra-city urban transportation 2012 - KTM Duke 200, launch of 200cc bike from the KTM stable 2012 - Bajaj Pulsar 200 NS, launch of 200cc bike 2012 - Discover 125ST, launch of 125cc bike.

MARKETING STRATEGIES BAJAJ AUTOMOBILE LIMITED

The focus of BAL off late has been on providing the best of the class models at competitive prices. Most of the Bajaj models come loaded with the latest features within the price band acceptable by the market. BAL has been the pioneer in stretching competition into providing latest features in the price segment by updating the low price bikes with the latest features like disk-brakes, anti-skid technology and dual suspension, etc. BAL adopted different marketing strategies for different models, few of them are discussed below: CALIBER - The focus for the Caliber 115 was youth. And though Bajaj made the bike look bigger and feel more powerful than its predecessor (characteristics that will attract the average, 25-plus, executive segment bike buyer). Going by the initial market response, the campaign was clearly a hit in the 5-10 years age bracket. So, the teaser campaign and the emphasis on the Caliber 115 being a `Hoodibabaa' bike placed it as a trendy motorcycle for the college-goers and the 25 plus executives both at the same time. PULSAR - Pulsar was launched in direct competition to the Hero Honda's 'CBZ' model in 150 cc plus segment. The campaign beared innovative punch line of "Definitely Male" positioning Pulsar to be a masculine-looking model with an appeal to the performance sensitive customers. Pulsar currently offers four varieties the Bajaj Pulsar 150 cc,the Bajaj Pulsar 180 cc, the Bajaj Pulsar 200 cc, and the Bajaj Pulsar 220cc. Bajaj Pulsar bikes range in on road prices from around Rs. 62,500 to Rs. 90,500. The Pulsar DTS Fi is the first bike in the Indian market to have both front and rear disc brakes. DISCOVER - The Bajaj Discover has two variants with 110 cc and 135cc engine. Bajaj Discover targets the middle class two wheeler consumers with Bajaj bike prices ranging from Rs. 46,000 to Rs. 55000. The Bajaj Discover 135 cc is easy to control, easy on the pocket, and a good choice between a 125 cc and 150 cc motorbike. PLATINA : It is the leader in mileage & looks in the 100 cc class. The Bajaj Platina is resplendent in Platinum silver color and shiny chrome graphics enhanced by a contrasting matt black silencer and graphite-tinted engine. The bike has a plush ride without sacrificing handling. It has an upright riding posture inline with other commuter bikes Currently there are two variants of Platina available with engine capacities of 100 and 125 cc. The 100 cc Platina was

launched in April 2006 at an ex-showroom price of Rs 36,000 and crossed sales of 500,000 units within eight months of its launched Platina 125 DTS-Si was introduced in September 2008 with sales of more than 30,000 units per month AVENGER - Bajaj Avenger (DTSi) offers the ultimate cruiser experience. Offering high stability and long cruising delights, Bajaj Avenger (DTSi) possesses wider saddle seat, special backrest besides 180cc powerful engine. It is targeted at the upper middle-class bike lovers. The Avenger now has a single variant, the Bajaj Avenger priced at around Rs. 70,000.

MR. RAHUL BAJAJ , CHAIRMAN BAJAJ AUTOMOBILE LIMITED

Rahul bajaj is an Indian businessman, politician and philanthropist. He is the chairman of Indian conglomerate Bajaj Group and Member of Parliament. He took over control of the Bajaj Group in 1965 and successfully established one of India's best companies. He established factories at Akurdi and Waluj. In 1980s Bajaj Auto was India's topmost scooter making company. After ten years of Bajaj Auto's success Chetak was launched. Bajaj Auto had to face many challenges with the liberalization of the Indian economy. The slump in the sale of scooters and the downfall of the stock market of 2001 hit the company hard. It was forecast by some business analysts that Bajaj industries would have to shut down soon. But without losing hope Rahul Bajaj with his business expertise re-established the battered company. He established another factory in Chakan, invested in R&D and came up with Bajaj Pulsar Motorcycle. Bajaj Pulsar is presently a leader in its sector. In June 2006, Rahul Bajaj was elected as a Rajya Sabha MP from Maharashtra.

OVERVIEW OF TVS MOTOR COMPANY LIMITED

TVS Motor Company Limited (BSE: 532343, NSE: TVSMOTOR) is the fourth largest twowheeler manufacturer in India. It is the flagship company of the parent TVS Group employing over 40,000 people with an estimated 15 million customers.It manufactures motorcycles, scooters, mopeds and auto rickshaws. It is India's only two-wheeler company to have won the Deming Prize awarded for commitment to quality control, received in 2002. History TVS Motor traces its origins back to the entrepreneurial spirit of Trichur Vengaram Sundaram Iyengar who gave up lucrative careers in the Indian Railways and in banking to set up his own business. He began with Madurai's first bus service in 1911 and founded T.V.Sundaram Iyengar and Sons Limited, a company that consolidated its presence in the transportation business with a large fleet of trucks and buses under the name of Southern Roadways Limited.[3] When he died in 1955 his sons took the company ahead with several forays in the automobile sector, including finance, insurance, manufacture of two-wheelers, tyres and components. The group has managed to run 33 companies that account for a combined turnover of nearly $3 billion. Early years Sundaram Clayton, then the flagship company, was founded in 1962 in collaboration with Clayton Dewandre Holdings, United Kingdom. It manufactured brakes, exhausts, compressors and various other automotive parts. The company set up a plant at Hosur in 1978 to manufacture mopeds as part of a new division.[4] A technical collaboration with the Japanese auto giant resulted in the joint-venture Ind Suzuki Limited in 1982 between Sundaram Clayton Ltd and Suzuki Motor Corporation. Commercial production of motorcycles began in 1984. Suzuki relationship TVS and Suzuki shared a 19 year long relationship that was aimed at technology transfer to enable design and manufacture of two-wheelers specifically for the Indian market. Rechristened TVS-Suzuki, the company brought out several models such as the Suzuki Samurai, Suzuki Shogun and Suzuki Fiero. Differences in opinion on how to run the join venture eventually led to the partners going their separate ways in 2001 with the company being renamed TVS Motor, relinquishing rights to use the Suzuki name. There was also a 30 month moratorium period

during which Suzuki promised not to enter the Indian market with competing two-wheelers.[5] The company also got over a period of labour unrest that required Chairman Venu Srinivasan to take tough measures to resurrect a company that was in a state of turmoil. He would go on to invest in new technology, nurture in-house design, and implement Toyota-style quality programs Recent Over the years TVS Motor has grown to be the largest in the group, both in terms of size and turnover, with four state of the art[7] manufacturing plants in Hosur, Mysore and Nalagarh in India and Karawang in Indonesia. TVS Motor is credited with many innovations in the Indian automobile industry, notable among them being the introduction of India's first two-seater moped, the TVS 50cc. The company became the leader in its category of sub 100 cc mopeds, having sold 7 million units. It also introduced the TVS Scooty, which is India's second largest brand in the scooterette segment.[8] The TVS Jive launched in November 2009 became India's first clutch-free motorbike aimed at a stress-free rider experience[9] while the unisex scooter TVS Wego is targeted at urban couples, featuring body-balance technology for easier handling.

TVS MOTOR COMPANY

The TVS group was established in 1911 by Shri. T. V. Sundaram Iyengar. As one of Indias largest industrial entities it epitomizes Trust, Value and Service. It all began way back in 1984 when Sundaram Clayton Limited (A TVS Group company) introduced its 50 CC mopeds in the arena of road racing, notching up unbelievable speeds of 105 kmph. Since then, there has been no looking back for TVS Motor Company. TVS Racing was established in 1987 with the objective of improving the performance of its bikes. Over the years it has provided valuable data, design inputs, development of reliable motorcycle models, excellent vehicle dynamics & handling etc. The true evidence of it is seen in today's TVS Victor and TVS Fiero. Today, there are over thirty companies in the TVS Group, employing more than 40,000 people worldwide and with a turnover in excess of USD 2.2 billion. With steady growth, expansion and diversification, TVS commands a strong presence in manufacturing of two-wheelers, auto components and computer

peripherals. We also have vibrant businesses in the distribution of heavy commercial vehicles passenger cars, finance and insurance. TVS Motor Company Limited, the flagship company of the USD 2.2 billion TVS Group, is the third largest two-wheeler manufacturer in India and among the top ten in the world, with an annual turnover of over USD 650 million. The year 1980 is one to be remembered for the Indian two-wheeler industry, with the roll out of TVS 50, India's first two-seater moped that ushered in an era of affordable personal transportation. For t h e Indian A u t o m o b i l e s e c t o r, i t w a s a

breakthrough to be etched in history. TVS Motor Company is the first two-wheeler manufacturer in the world to be honoured with the hallmark of Japanese Quality The Deming Prize for Total Quality Management.

As an industrialist

Sundram Iyengar later quit his jobs and laid the foundation for the motor transport industry in South India when he first started a bus service in the city of Madurai in the year 1912. He established the T.V. Sundaram Iyengar and Sons Limited in 1923, which by his death in 1955, operated a number of buses and lorries under the title of Southern Roadways Limited. This paved the way for the genesis of the TVS Group. During the times of the Second World War, Madras Presidency was met with petrol scarcity. To meet the demands, Sundaram Iyengar designed and produced the TVS Gas Plant. He also started a factory for rubber retreading, besides two more concerns, the Madras Auto Service Ltd. and the Sundaram Motors Ltd., the former was the largest distributors of General Motors in the 1950s. What started as a single mans passion soon became the business of a family. Sundaram Iyengar had five sons and three daughters, and in his patriarchal Tamil Brahmin family all male members got into the business. With his son, Duraisamys early death, four other son T.S. Rajam, T.S. Santhanam, T.S. Srinivasan and T.S. Krishna became an integral part of the business and ever since there have been four largely distinct branches that, however, have worked under the TVS umbrella. The group established by Sundaram Iyengar, according to the company, is currently the largest automobile distribution company in India enjoys a turnover of about US$ 1 Billion (INR 40,000 Million) and has employee strength of 4000. The group operates in diverse fields like automotive component manufacturing, automotive dealerships, finances and electronics,[4] as well as into IT solutions and services.Some of the TVS group are:

MANY FIRSTS TO THE AUTOMOTIVE INDUSTRY IN INDIA

TVS has been at the forefront in bringing a revolution in the way personal commutation was happening, way back in the 1980s. Beginning with launching a simple, easy-to-use moped for the middle class in India in the 1980s to launching 7 new bikes in a single day (first time in the history of the automotive industry in the world), TVS has often taken the unbeaten path to innovation.

Ushering in the personal transportation revolution 1980 1984 1994 1996 Launched TVS 50, India's first 2 seater 50 cc moped First Indian company to introduce 100 cc Indo - Japanese motorcycles Launched India's First indigenous scooterette (sub - 100 cc variomatic) TVS Scooty Introduced India's first catalytic converter enabled motorcycle, the 110 cc

1997 Shogun Introduced India's first 5 speed motorcycle, Shaolin 2000 2001 2004 Launched India's first 150 cc, 4 stroke motorcycle - The Fiero Launched India's first fully indigenously designed and manufactured motorcycle. the revolutionary VT-I engine for the best in class Launched mileage in

2006 TVS CentraTVS Apache - first bike to win 6 awards in a row Launched 2007 2008 Apache RTR - first two wheeler in India to have racing inspired engine and features. TVS Flame, TVS Scooty Electric Vehicle and Three wheeler TVS King

2009-10 launched.the year, the company launched TVS JIVE and TVS During Wego in the market October 2010
2011

In, the company won the SAP ACE Award for Consumer Excellence 2010 in 'Best Run Award in Automotive' category. the company introduced ABS (Anti-lock Braking System) in their premium segment motorcycle TVS Apache RTR 180

TVS MOTORS LIMITED.

TVS Motors

Type Public company Traded as BSE: 532343, NSE: TVSMOTOR Industry Automotive Founded 1978 Founder(s) T S Srinivasan Headquarters Chennai, India Key people Venu Srinivasan (Chairman & MD) Products Motorcycles, scooters, three-wheeler vehicles and spare parts Revenue INR 62.99 billion (US $ 1.26 billion) Parent Sundaram-Clayton Limited Subsidiaries PT TVS Motor, Indonesia Website www.tvsmotor.in

TV Sundaram Iyengar and Sons Limited (TVSs) is the holding company for the TVS Group of companies engaged in the manufacturing of almost all kinds of automotive components, best two wheelers and a few other industrial products. They are also into the financial services sector. The turnover of the entire group was close to $2 billion in 2003.TVS was founded by T. V. Sundaram Iyengar in 1911. It is the only automotive manufacturer in India to get the prestigious Deming Prize. One of its subsidiaries Sundaram Clayton was the first company in India to receive the Deming allowed by Sundaram Brake Linings also getting the Deming Prize. This prize is "given to organizations or divisions of organizations that have achieved distinctive performance improvement through the application of TQM in a designated year." Sundaram Clayton went on to be awarded the Japan Quality Medal. The TVS group of companies is mainly situated in Padi, Tamil Nadu, in the outskirts of Chennai (formerly Madras).

TVS MOTORS
TVS Motor Company has its origin in SUndaram CLayton Limited, Moped Division, started in 1980. The factory was started in Hosur, Tamilnadu in southern India. The first product launched was a 50 cc moped, which appealed to the masses because of its capability to carry two people. In the same location, the same promotors started another company in 1984, in collaboration with Suzuki Motor Corporation of Japan, for the manufacture of 100 cc motorcycles under the brand name of Ind-Suzuki Motorcycles. Subsequently in the moped division was bought by Ind Suzuki Motorcycles in 1987 and the company changed its name to TVS Suzuki Ltd. Even though the company started producing all kinds of two wheelers like mopeds, scooters and motorcycles, the collaboration with Suzuki continued for the motorcycles only. The collaboration with Suzuki Motor Corporation ended in 2001 and since then the name of the company changed to TVS Motor Company. The company now develops all types of two-wheelers through its own in house R&D facility and manufactures in three locations in India, Hosur in Tamlnadu, Mysore in Karnataka and Baddi in Himachal Pradesh. It has recently started a new manufacturing plant in Indonesia to cater to the South east Asian market. The Chairman and Managing Director of the Company is Mr. Venu Srinivasan who is the grandson of TV Sundaram Iyengar.

TVS Group Companies

Sundaram Brake Linings Sundaram Fastners Southern Roadways Sundaram Finance Sundharams Private Limited Brakes India Limited

THE MAJOR PRODUCTS Motorcycles

TVS Ind Suzuki AX 100 TVS MAX 100 TVS MAX R 100 TVS Supra TVS Suzuki Samurai TVS Suzuki Shogun TVS Suzuki Shaolin TVS Suzuki Fiero TVS Fiero TVS Star TVS Star City TVS Star city deluxe TVS Star Sport TVS Fiero F2 TVS Fiero FX TVS Centra TVS Victor (110 cc) TVS Victor GLX (125 cc) TVS Victor EDGE (125 cc) TVS Flame (125 cc,ccvti technology) TVS Apache (150 cc,13.7 Ps @8500rpm) TVS Apache RTR 160 TVS Apache RTR 160 EFI (Electronic Fuel Injection) TVS Flame

Scooterettes

TVS Scooty ES (60 cc) TVS Scooty KS (60 cc) TVS Scooty Pep (75 cc) TVS Scooty Pep + (90 cc) TVS Teenz TVS Teenz Electric

Mopeds

TVS XL 50(50 cc) TVS XL (60 cc TVS Eco TVS Astra TVS XL Super (60 cc) TVS XL Super Heavy Duty TVS Champ (60 cc) TVS Super Champ (60 cc)

MR.VENU SRINIVASAN, CHAIRNMAN OF TVS MOTOR COMPANY

Venu Srinivasan is an Indian industrialist; the Chairman and Managing Director of Sundaram Clayton Ltd and TVS Motor Company, the third largest two wheeler manufacturer in India. He also served as the President of Confederation of Indian Industry for the year 2009-10. He is the Honorary Consul General of Republic of Korea and a Member of the Prime Ministers Council on Trade & Industry. He was also President of the Society of Indian Automobile Manufacturers.

Career Venu Srinivasan is the grandson of the TVS Group's founder, T. V. Sundaram Iyengar.[2] After graduating as an engineer from the University of Madras, he completed a Master's Degree in Management from Purdue University in the USA. He became the Managing Director of Sundaram Clayton Ltd. in May 1979. He went on to become Chairman of TVS Motor Company in July 2002. In the late 1980s, Srinivasan scripted a turnaround of the company, which was then mired in labour trouble and was sinking into the red. Srinivasan dealt with the situation sternly and shut the factory down for three months, forcing the unions to relent. He then re-structured operations by upgrading plant machinery, investing in new technologies and implementing Total Quality Management practices. He also brought in Professor Lord Kumar Bhattacharyya of the University of Warwick as a consultant to provide guidance.In 2001, TVS Motor Company split with Suzuki and started manufacturing on its own. [3] TVS Motor Company re-entered contention by successfully launching Victor, Indias first indigenously built four stroke motorcycles.
[4]

The slew of launches that followed propelled TVS Motor

Company to become the third largest two wheeler manufacturer in India. Srinivasan later brought in Professor Yasutoshi Washio of Japan, a Deming Application Prize Winner and globally renowned expert in Total Quality Management and Japanese

Quality Management Guru Prof Yoshikazu Tsuda as mentors to strengthen the TQM processes within the company. Under his leadership as the Managing Director, Sundaram Clayton's brakes division won the Deming Prize in 1998 for having "achieved distinctive performance improvements through application of company-wide quality control".[5] In 2004, TVS Motor Company also won the Deming Prize, becoming the first two-wheeler company in the world to do so.

CHAPTER-3

AIMS AND OBJECTIVE

OBJECTIVE OF THE STUDY

1. To analyze the customer satisfaction. 2. To analyze the customer preference. 3. To know which manufacturer is providing better services. 4. To analyze after sales services of bikes. 5. To study the behavioral factors of consumers in motor bikes. 6. To suggest various factors to improve sales.

Chapter -4 Hypothesis

CHAPTER -5 LIMITATION

1. Research work was carried out in one Distt of Nagpur only the finding may not be applicable to the other parts of the country because of social and cultural differences.

2. The sample was collected using connivance-sampling techniques. As such result may not give an exact representation of the population.

3. Shortage of time is also reason for incomprehensiveness.

4. The views of the people are biased therefore it doesnt reflect true picture.

CHAPTER-6
RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

It is well known fact that the most important step in marketing research process is to define the problem. Choose for investigation because a problem well defined is half solved. That was the reason that at most care was taken while defining various parameters of the problem. After giving through brain storming session, objectives were selected and the set on the base of these objectives. A questionnaire was designed major emphasis of which was gathering new ideas or insight so as to determine and bind out solution to the problems.

DATA SOURCE

Research included gathering both primary and secondary data. Primary data is the first hand data, which are selected a fresh and thus happen to be original in character. Primary Data was crucial to know various customers and past consumer views about bikes and to calculate the market share of this brand in regards to other brands. Secondary data are that which has been collected by someone else and which already have been passed through statistical process. Secondary data has been taken from internet, newspaper, magazines and companies web sites.

RESEARCH APPROACH

The research approach was used survey method which is a widely used method for data collection and best suited for descriptive type of research survey includes research instrument like questionnaire which can be structured and unstructured. Target population is well identified and various methods like personal interviews and telephone interviews are employed.

SAMPLING UNIT

It gives the target population that will be sampled. This research was carried in Nagpur (Distt Nagpur)

These were 90 respondents. DATA COMPLETION AND ANALYSIS

After the data has been collected, it was tabulated and findings of the project were presented followed by analysis and interpretation to reach certain conclusions.

CHAPTER-7
DATA ANALYSIS AND GRAPHICAL REPRESENTATION

Data analysis and graphical representation

1) Which bike do you have? Bajaj auto Tvs motor Any other

45 25 20

Column1

bajaj auto tvs motor any other

INTERPRETATION: - Out of the sample size of 90 customers, 30 customers are of Bajaj and 25 customers of TVS bikes, 20 other customers are taken into consideration.

2) Which Model do you have?

Bajaj auto
CT 100 Discover Pulsar Any other

customer

TVs motor

customer

8 18 14 5

Flame Star City Apache Any other

7 13 10 15

bajaj auto

20 15 10 5 0 CT 100 Discover bajaj auto Pulsar Any other bajaj auto

INTERPRETATION: - In Bajaj the customers are giving more preference to Discover and Pulsar models.

tvs motor
16 14 12 10 8 6 4 2 0 Flame Star City Apache Any other tvs motor

INTERPRETATION:- In TVS Bikes the customers are giving more preference to the other models rather than Flame, Star city and Apache.

3) In which family Income level do you Fall? 100000-200000

22 45 23 10

200000-300000

300000-400000

above 400000

customer
45 40 35 30 25 20 15 10 5 0 100000-200000 200000-300000 300000-400000 above 400000 customer

INTERPRETATION: - The maximum numbers of customers that are using these bikes fall in the income group of 200000-300000. While this ratio is minimum in case of customers whose income level fall between 300000-400000.

4) For what purpose do you use your Motor Bike?

Bajaj
Office Purpose Personal purpose Joy Purpose Other

tvs 38 27 10 15

42 15 18 15

45 40 35 30 25 20 15 10 5 0 Office Purpose Personal purpose Joy Purpose Other bajaj TVS

INTERPRETATION:- The customers are using their bikes mostly for official and personal purpose.

5) How do you come to know about this Motor Bike?

BAJAJ
Newspaper Television Magazine Friends & Relative

TVS 22 20 21 27

33 28 11 18

35 30 25 20 15 10 5 0 Newspaper Television Magazine Friends & Relative

BAJAJ TVS

INTERPRETATION: - It is observed that the awareness of BAJAJ bikes mostly comes from newspaper, television while of TVS the awareness comes from newspapers and televisions, friends.

6) Does Advertisement Influence your decision in choosing a Motor Bike?

Yes No Cant say

65 15 10

peoples

yes no cant say

INTERPRETATION: - Out of the sample size of 90 customers, 65 customers agrees with the fact that advertisements play a very significant role in influencing their behavior to choose the bike. On the other hand 15 customers do not agree to this fact. While remaining 10 customers are not sure about it.

7) Are you satisfied with the performance of the bike that you are Currently having?

Yes No Cant say

55 28 7

customer

yes no cant say

INTERPRETATION:- Out of the sample size of 90 customers, 55 customers says that they are satisfied with the performance of their bikes. On the other hand 28 customers are not satisfied with the performance of the bikes that they are having. While the remaining10 customers are unable to say anything.

8) Which Factor below Influence your decision? Bajaj

Price Mileage Quality Resale Value Status symbol

22 15 20 14 19

TVS 28 15 16 17 14

30 25 20 15 10 5 0 PRICE MILEAGE QUALITY RESALE VALUE STATUS SYMBOL BAJAJ TVS

INTERPRETATION: - In Bajaj bikes customers gets more influenced by the price and quality of the bike and also they think that it adds value to their prestige. INTERPRETATION: - In TVS bike the economic price of the bikes influences the buying behavior of the customers.

9) How would you rate the following factors of Bikes with respect to different Company? BAJAJ 72% 65% 80% 62% 80% 55% TVS 68% 47% 62% 74% 72% 69%

Mileage Price Pick up Maintenance Look & Shape Brand Image

80% 70% 60% 50% 40% 30% 20% 10% 0%

BAJAJ TVS TVS BAJAJ

INTERPRETATION: - It is observed that in rating of different features of different bikes people give maximum rating to the look and shape of the bike. At the second level they give their rating to the pickup. At the third level they rate mileage. And at the fourth level they give points to maintenance. At last they rate price and brand image.

10)

If new Bike with good features comes in, then would you like to change

your bike?

BAJAJ YES NO CANT SAY 13 25 7

TVS 18 16 11

25

20

15

BAJAJ TVS

10

0 YES NO CANT SAY

INTERPRETATION:- It is observed that the customers of BAJAJ bikes are not ready to change their bikes even if a new bike comes in with good features. While majority of the customers of TVS are ready to change their bikes if new bike provides some good features to them.

CHAPTER -8 FINDING AND SUGGESTION

FINDING

During this research project I came in to contact with many customers who are having bikes. In Bajaj the customers are giving more preference to Discover and Pulsar models and in case of TVS Bikes the customers are giving more preference to the other models rather than Flame, Star city and Apache. The maximum numbers of customers that are using these bikes fall in the income group of 200000-300000. It has been observed that the customers are using their bikes mostly for official and personal purpose. It is observed that the awareness of BAJAJ bikes mostly comes from newspaper and television while of TVS the awareness comes from newspapers and televisions and friends. Out of the sample size of 90 customers, 65 customers agree with the fact that advertisements play a very significant role in influencing their behavior to choose the bike. On the other hand 15 customers do not agree to this fact. While remaining 10 customers are not sure about it. When the customers are asked that are they satisfied with the performance of their bikes then most of them agrees to the fact. Out of the sample size of 90 customers, 55 customers say that they are satisfied with the performance of their bikes. On the other hand 28 customers are not satisfied with the performance of the bikes that they are having. While the remaining 10 customers are unable to say anything. It is observed that most of the customers are having full knowledge of the bike before purchasing It has been seen that in bajaj bikes the mileage of the bike and the value that it adds to the status symbol of the customers influences the decision criteria of most of the customers. In Bajaj bikes customers gets more influenced by the price and quality of the bike and also they think that it adds value to their prestige. While in case of TVS bike the economic price of the bikes influences the buying behavior of the customers. It is observed that in rating of different features of different bikes people give maximum rating to the look and shape of the bike. At the second level they give their rating to the pickup. At the third level they rate mileage. And at the fourth level they give points to maintenance. At last they rate price and brand image.

It is observed that the customers of bajaj bikes are not ready to change their bikes even if a new bike comes in with good features. While majority of the customers of TVS are ready to change their bikes if new bike provides some good features to them.

65

SUGGESTION

1. BAL should adopt a deliberate strategy of focusing on executive and premium segment motorcycles and three-wheelers, and is reducing its dependence on lowerend of motorcycles and scooters segment.

2. Bajaj Auto Ltd needs to tap the export market more efficiently as there is a huge potential to make India as the world's two-wheelers production base. For this, it needs to look for joint ventures abroad.

3. Bajaj auto should think about fuel efficiency in case of upper segment bikes. 4. TVS should introduce some more models having more engine power.

5.

More service centers should be opened by TVS.

6.

Maintenance cost and the availability of the spare parts should also be given due importance by bajaj auto.

7. They should also introduce some good finance/discount schemes for students.

8. The price should be economic.

66

CHAPTER -9 CONCLUSION

67

CONCLUSION

1. bajaj auto bikes is considered to be most fuel-efficient bike on Indian roads, & have better quality, higher resale as compared to tvs motor company. 2. tvs motor company Service & Spare parts are available throughout India in local markets also, & Bajaj bikes have comparatively low maintenance cost in contrast to bajaj auto bikes. 3. While buying a motorcycle, economy is the main consideration in form of maintenance cost, fuel efficiency. 4. Majority of the respondent had bought their motorcycle more than 3 years. 5. Market leader bajaj auto has lost more than 3 per cent of its market share in the motorcycle segment to its nearest rival tvs motor company. 6. Bikes such as Bajaj Pulsar, TVS apache are purchased by young generation 18 to 30 because they prefer stylish looks and rest of the models of bajaj and tvs are purchased more by daily users who needs more average of bikes than looks.

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CHAPTER -10
BIBLIOGRAPHY

69

BIBLIOGRAPHY

Introduction manual of bajaj auto and tvs motor company www.google.com www.tvsmotorcompany.com www.bajajauto.com

SWOT Analysis Strength of hero honda

Ability to understand customers needs and wants Recognized and established brand name
70

 Effective advertising capability

Strength of Bajaj auto

Recognized and established brand name Awarded as largest two wheeler and Three Wheeler producers in India. Suitable for all the class people in terms of Finance as compare to other two wheeler industries in India

Weakness Hero honda

Hero is vulnerable in the joint venture because Honda Motor Company has so much power

Bajaj auto
The resell value of Bajaj vehicles is competently less then Hero Honda

Opportunity
Hero honda
Global expansion into the Caribbean and Central America. Expansion of target market (include women)

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Bajaj auto
The company entered joint venture with Renault and Nissan two major car makers to enter in to small car segment. Looking for launching low cost car as nano

Threats
Hero honda
Honda Motorcycles and Scooters, India can take away market share and cause joint venture to go sour . Bajaj auto is a strong competitor.

Bajaj auto
Bajaj Automobiles in India can take away market share and cause joint venture to go sour for Car industries.

Hero Honda automobile is a strong competitor

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