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C O N T E N T S

EXECUTIVE SUMMARY PAGE NO

Chapter-1 1-7

Introduction

Objectives of the study

Need, Scope of the study

Chapter-2 8-48

Industry Profile

Company Profile

Chapter-3 49-51

Research Methodology

Chapter-4 52-66

Data analysis and Interpretation

Chapter 5 67-71

Limitations

Findings

Suggestions

Questionnaire 72-74

Bibliography 75-76

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CHAPTER-1

INTRODUCTION

OBJECTIVES OF THE STUDY

NEED, SCOPE OF THE STUDY

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CONSUMER BEHAVIOUR

INTRODUCTION

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

comparing a products perceived performance in relation to the persons

expectations.

Philip kotler

Consumer behaviour is a persons feeling of pleasure or disappointment

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

her expectations.

Philip Kotler

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

and services they supply. Consumers attitude to be that so long as people buy

their products then the products must be accepted.

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

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

out altogether.

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

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

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may change consumer tastes may move on. If standards dont rise and service

evolve and then download sales will appear.

A worse situation arises when the organizations havent got a clue of the

consumers perceptions but think they have. Another situation is when the

organization dont have clue of their consumers perception and dont care either

the org may believe that it is in a monopoly situation and its consumers cant go

else where.

METHDODS OF CONSUMER BEHAVIOUR:

COMPLAINTS SUGGESTIONS SYSTEM: A consumer centered org would

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

suggestion boxes, questionnaire.

CONSUMER BEHAVIOUR SURVEY: A Company must not conclude that it

can get a full picture of consumer suggestions system.

Responsive companies obtain direct measure of consumer behaviour by conducting

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

they feel about the rating aspects of the companys performances. They will also

solicit buyer view on competitors performance.

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

persons to pose as potential buyers to report their findings okay strong and weak

point they experienced in buying the company and competitors products.

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

they receive as consumer.

LOST CONSUMER ANALYSIS: A Company should contact consumer, who

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

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

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

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OBJECTIVES OF THE STUDY

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

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

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

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

e) To Find the reasons for the disconsumer behaviour.

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

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

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

i) To find the area to be improved,

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NEED AND SCOPE OF THE STUDY

NEED

Most marketers see the goal of marketing as those of maximizing not consumption

but consumer behaviour every company exist because they produce goods or

services as required by the consumer. So it is very important that these which the

company produces should satisfy the needs of consumers.

SCOPE

Bajaj Motors aims to deliver its products to retain and create new consumers for its

brand name by its enhanced consumer behaviour process.

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CHAPTER-2

INDUSTRY PROFILE

COMPANY PROFILE

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INDUSTRY PROFILE

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

Two-wheelers: Market Size & Growth

In terms of volume, 4,613,436 units of two-wheelers were sold in the country in9MFY2005 with 256,765 units exported. The total two-wheeler sales of the Indianindustry accounted for around 77.5% of the total vehicles sold in the period

mentioned.

Figure 1

Segmental Growth of the Indian Two Wheeler

Industry (FY1995-2004)

After facing its worst recession during the early 1990s, the industry bounced backwith a 25% increase in volume sales in FY1995. However, the momentum couldnot be sustained and sales growth dipped to 20% in FY1996 and further down to12% in FY1997. The economic slowdown in FY1998 took a heavy toll of two-wheeler sales, with the year-on-year sales (volume) growth rate declining to 3%that year. However, sales picked up thereafter mainly on the strength of an increasein the disposable income of middle-income salaried people (following the

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implementation of the Fifth Pay Commission's recommendations), higher access torelatively inexpensive financing, and increasing availability of fuel efficient two-wheeler models. Nevertheless, this phenomenon proved short-lived and the two-wheeler sales declined marginally in FY2001. This was followed by a revival insales growth for the industry in FY2002. Although, the overall two-wheeler salesincreased in FY2002, the scooter and moped segments faced de-growth. FY2003also witnessed a healthy growth in overall two-wheeler sales led by higher growthin motorcycles even as the sales of scooters and mopeds continued to decline.Healthy growth in two-wheeler sales during FY2004 was led by growth inmotorcycles even as the scooters segment posted healthy growth while the mopedscontinued to decline. Figure 1 presents the variations across various product sub-segments of the two-wheeler industry between FY1995 and FY2004

MARKET CHARACTERISTICS

Segmental Classification and Characteristics

The three main product segments in the two-wheeler category are scooters,motorcycles and mopeds. However, in response to evolving demographics andvarious other factors, other subsegments emerged, viz. scooterettes, gearlessscooters, and 4-stroke scooters. While the first two emerged as a response todemographic changes, the introduction of 4-stroke scooters has followed theimposition of stringent pollution control norms in the early 2000. Besides, these

prominent sub-segments, product groups within these sub-segments have gainedimportance in the recent years. Examples include 125cc motorcycles, 100-125 ccgearless scooters, etc. The characteristics of each of the three broad segments arediscussed in

Segmental Market Share

The Indian two-wheeler industry has undergone a significant change over the past

10 years with the preference changing from scooters and mopeds to motorcycles.The scooters segment was the largest till FY1998, accounting for around 42% ofthe two-wheeler sales (motorcycles and mopeds accounted for 37% and 21 % ofthe market respectively, that year). However, the motorcycles segment that hadwitnessed high growth (since FY1994) became larger than the scooter segment interms of market share for the first time in FY1999. Between FY1996 and9MFY2005, the motorcycles segment more than doubled its share of the two-

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and utility across various applications. Motorcycles, on the other hand, have beentraditionally positioned as vehicles of power and style, which are rugged and moredurable. These features have now been complemented by the availability of newdesigns and technological innovations. Moreover, higher mileage offered by theexecutive and entry-level models has also attracted interest of two-wheelerconsumer. Given this market positioning of scooters and motorcycles, it is notsurprising that the new set of consumers has preferred motorcycles to scooters.With better ground clearance, larger wheels and better suspension offered bymotorcycles, they are well positioned to capture the rising demand in rural areaswhere these characteristics matter most.

Scooters are perceived to be family vehicles, which offer more functional valuesuch as broader seat, bigger storage space and easier ride. However, with thesecond-hand car market developing, a preference for used cars to new two-

wheelers among vehicle buyers cannot be ruled out. Nevertheless, the past fewyears have witnessed a shift in preference towards gearless scooters (that arepopular among women) within the scooters segment. Motorcycles, offer higherfuel efficiency, greater acceleration and more environment-friendliness. Given thedeclining difference in prices of scooters and motorcycles in the past few years, thepreference has shifted towards motorcycles. Besides a change in demographicprofile, technology and reduction in the price difference between motorcycles andscooters, another factor that has weighed in favour of motorcycles is the high re-sale value they offer. Thus, the consumer is willing to pay an up-front premiumwhile purchasing a motorcycle in exchange for lower maintenance and a relativelyhigher resale value.

Supply

Manufacturers

As the following graph indicates, the Indian two-wheeler industry is highlyconcentrated, with three players-Hero Honda Motors Ltd (HHML), Bajaj AutoLtd (Bajaj Auto) and TVS Motor Company Ltd (TVS) - accounting for over

80% of the industry sales as in 9MFY2005. The other key players in the two-wheeler industry are Kinetic Motor Company Ltd (KMCL), Kinetic EngineeringLtd (KEL), LML Ltd (LML), Yamaha Motors India Ltd (Yamaha), MajesticAuto Ltd (Majestic Auto), Royal Enfield Ltd (REL) and Honda Motorcycle &Scooter India (P) Ltd (HMS

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Shares of Two-Wheeler Manufacturers in Industry Sales

(FY2000-9MFY2005)

Although the three players have dominated the market for a relative long period oftime, their individual market shares have undergone a major change. Bajaj Autowas the undisputed market leader till FY2000, accounting for 32% of the two-wheeler industry volumes in the country that year. Bajaj Auto dominance arosefrom its complete hold over the scooter market. However, as the demand startedshifting towards motorcycles, the company witnessed a gradual erosion of itsmarket share. HHML, which had concentrated on the motorcycle segment, was themain beneficiary, and almost doubled its market share from 20% in FY2000 to

40% in 9MFY2005 to emerge as the market leader. TVS, on the other hand,witnessed an overall decline in market share from 22% in FY2000 to 18% in9MFY2005. The share of TVS in industry sales fluctuated on a year on year basistill FY2003 as it changed its product mix but has declined since then.

Technology

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

A third form - that is, the 100% owned subsidiary route - found favour in the early2000s. A case in point is HMSI, a 100% subsidiary of Honda, Japan. Table 2details the alliances of some major two-wheeler manufacturers in India.

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

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in Integra Overseas Limited for manufacturing and marketing Suzuki motorcyclesin India).

Technological tie-ups of Select PlayersNature of Alliance Company Product

Bajaj

Auto

Technological tie-up

Kawasaki HeavyIndustries Ltd, Japan

Motorcycles


Tokya R&D Co Ltd,Japan

Two-wheelers


Kubota Corp, Japan DieselEngines

HHML Joint Venture Honda Motor Co, Japan Motorcycles

KEL Technological tie-up

Hyosung Motors &Machinery Inc

Motorcycles

KEL Tie up formanufacturingand distribution

Italjet, Italy Scooters

LML Technological tie-up

Daelim Motor Co Ltd Motorcycles

Hero

Motors


Scooters

With the two-wheeler market, especially the motorcycle market, becoming offernew models to meet fast changing consumer preferences has become imperative.In this context, the ability to deliver newer products calls for sound technologicalbacking and this has become one of the critical differentiating factor among

companies in the domestic market. Thus, the players have increased their focus onresearch and development with some having indigenously developed new modelsas well as improved technologies to cater to the domestic market. Further, withexports being one of the thrust areas for some Indian two-wheeler companies, theIndian original equipment manufacturers (OEMs) have realised the need toupgrade their technical capabilities. These relate to three main areas: fuel economy,environmental compliance, and performance. In India, because of the cost-

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

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

TRENDS IN THE TWO-WHEELER INDUSTRY

Companies raising capacity to meet the growing demand

All the major two-wheeler manufacturers, viz. Bajaj Auto, HHML, TYS, HMSI

and others, have increased their manufacturing capacities in the recent past. Thetotal capacity of these players stood at 7.8 million units per annum (FY2003) asagainst total market sales of 3.8 million units in FY2002. Most of the players haveeither expanded capacity, or converted their existing capacities for scooters andmopeds into those for manufacturing motorcycles. The move has been promptedby the rapid growth reported by the motorcycles segment since FY1995.

HHML increased the capacity of its plants from 1.8 million units in FY2003 to2.25 million in FY2004 and has been able to achieve 92% capacity utilisation. Inlight of the increase in demand for motorcycles, the company plans to set up a new

plant. Since its entry in the Indian market during FY2002, HMSI has aggressivelyexpanded its capacity.

Niche markets also witnessing intense competition

A significant trend witnessed over the past five years is the inclination ofconsumers towards products with superior features and styling. Better awarenessabout international models has raised expectations of consumers on some keyattributes, especially quality, styling, and performance. High competitive intensity

has prompted players to launch vehicles with improved attributes at a price lessthan the competitive models.

In an effort to satisfy the distinct needs of consumers, producers are identifyingemerging consumer preferences and developing new models. For instance, in themotorcycles segment, motorcycles with engine capacity over 150cc, is a segmentthat has witnessed significant new product launches and hence, become more

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

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

In the scooters segment, the market for plastic-bodied variomatic scooterscontinues to witness growth in the scenario of overall decline in scooter volumes.

Higher volumes and growth are especially true for certain scooter models, such asHonda Activa, that brought in new technology (besides variomatic transmission) tofurther differentiate themselves. Thus, the need to differentiate and create a nichehas led to companies strengthening their research and development (R&D)capabilities and reducing the development time for new models.

Adequate fiscal incentives are proposed to promote the use of low-emission autofuel technology (in line with the Auto Fuel Policy). The auto policy states theGovernment's intent to align domestic policy with the international practice of

imposing higher road tax on old vehicles so as to discourage their use.

About Bajaj

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The Bajaj Group is amongst the top 10 business houses in India. Itsfootprint 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 well-known in over a

dozen countries in Europe, Latin America, the US and Asia.

Founded in 1926, at the height of India's movement for independence from the

British, the group has an illustrious history. The integrity, dedication,

resourcefulness and determination to succeed which are characteristic of the group

today, are often traced back to its birth during those days of relentless devotion to acommon 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.

Our Philosophy:

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We approach our responsibilities with ambition and resourcefulness. We organize

ourselves for a transparent and harmonious flow of work. We respect sound theory

and encourage creative experimentation. And we make our workplace a source of

pride. We believe in: Transparency--a commitment that the business is managed

along transparent lines. Fairness&mdash all stakeholders in the Company, butespecially to minority shareholders. Disclosure--of all relevant financial and non-

financial information in an easily understood manner. Supervision--of the

Company's activities by a professionally competent and independent board of

directors. ustomer

New Competition in the 1980s :

Japanese and Italian scooter companies began entering the Indian market in

the early 1980s. Although some boasted superior technology and flashier brands,

Bajaj Auto had built up several advantages in the previous decades. Its consumers

liked the durability of the product and the ready availability of maintenance; the

company's distributors permeated the country.

The Bajaj M-50 debuted in 1981. The new fuel-efficient, 50cc motorcycle was

immediately successful, and the company aimed to be able to make 60,000 of them

a year by 1985. Capacity was the most important constraint for the Indian

motorcycle industry. Although the country's total production rose from 262,000vehicles in 1976 to 600,000 in 1982, companies like rival Lohia Machines had

difficulty meeting demand. Bajaj Auto's advance orders for one of its new mini-

motorcycles amounted to $57 million. Work on a new plant at Waluj, Aurangabad

commenced in January 1984.

The 1986-87 fiscal year saw the introduction of the Bajaj M-80 and the Kawasaki

Bajaj KB100 motorcycles. The company was making 500,000 vehicles a year at

this point.

Although Rahul Bajaj credited much of his company's success with its focus on

one type of product, he did attempt to diversify into tractor-trailers. In 1987 his

attempt to buy control of Ahsok Leyland failed.

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The Bajaj Sunny was launched in 1990; the Kawasaki Bajaj 4S Champion

followed a year later. About this time, the Indian government was initiating a

program of market liberalization, doing away with the old 'license raj' system,

which limited the amount of investment any one company could make in a

particular industry.

A possible joint venture with Piaggio was discussed in 1993 but aborted. Rahul

Bajaj told the Financial Times that his company was too large to be considered a

potential collaborator by Japanese firms. It was hoping to increase its exports,

which then amounted to just five percent of sales. The company began by shipping

a few thousand vehicles a year to neighboring Sri Lanka and Bangladesh, but soon

was reaching markets in Europe, Latin America, Africa, and West Asia. Its

domestic market share, barely less than 50 percent, was slowly slipping.

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

Several of Bajaj's rivals were looking at this market as well, which was being

rapidly liberalized by the Indian government.

Bajaj Auto produced one million vehicles in the 1994-95 fiscal year. The company

was the world's fourth largest manufacturer of two-wheelers, behind Japan's

Honda, Suzuki, and Kawasaki. New models included the Bajaj Classic and the

Bajaj Super Excel. Bajaj also signed development agreements with two Japaneseengineering firms, Kubota and Tokyo R & D. Bajaj's most popular models cost

about Rs 20,000. 'You just can't beat a Bajaj,' stated the company's marketing

slogan.

The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw were introduced in

1997. The next year saw the debut of the Kawasaki Bajaj Caliber, the Spirit, and

the Legend, India's first four-stroke scooter. The Caliber sold 100,000 units in its

first 12 months. Bajaj was planning to build its third plant at a cost of Rs 4 billion

($111.6 million) to produce two new models, one to be developed in collaboration

with Cagiva of Italy.

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New Tools in the 1990s

Still, intense competition was beginning to hurt sales at home and abroad during

the calendar year 1997. Bajaj's low-tech, low-cost cycles were not faring as well as

its rivals' higher-end offerings, particularly in high-powered motorcycles, sincepoorer consumers were withstanding the worst of the recession. The company

invested in its new Pune plant in order to introduce new models more quickly. The

company spent Rs 7.5 billion ($185 million) on advanced, computer-controlled

machine tools. It would need new models to comply with the more stringent

emissions standards slated for 2000. Bajaj began installing Rs 800 catalytic

converters to its two-stroke scooter models beginning in 1999.

Although its domestic market share continued to slip, falling to 40.5 percent, Bajaj

Auto's profits increased slightly at the end of the 1997-98 fiscal year. In fact, Rahul

Bajaj was able to boast, 'My competitors are doing well, but my net profit is still

more than the next four biggest companies combined.' Hero Honda was perhaps

Bajaj's most serious local threat; in fact, in the fall of 1998, Honda Motor of Japan

announced that it was withdrawing from this joint venture.

Bajaj Auto had quadrupled its product design staff to 500. It also acquired

technology from its foreign partners, such as Kawasaki (motorcycles), Kubota

(diesel engines), and Cagiva (scooters). 'Honda's annual spend on R & D is morethan my turnover,' noted Ruhal Bajaj. His son, Sangiv Bajaj, was working to

improve the company's supply chain management. A marketing executive was

lured from TVS Suzuki to help push the new cycles.

Several new designs and a dozen upgrades of existing scooters came out in 1998

and 1999. These, and a surge in consumer confidence, propelled Bajaj to sales

records, and it began to regain market share in the fast-growing motorcycle

segment. Sales of three-wheelers fell as some states, citing traffic and pollution

concerns, limited the number of permits issued for them.

In late 1999, Rahul Bajaj made a bid to acquire ten percent of Piaggio for $65

million. The Italian firm had exited a relationship with entrepreneur Deepak

Singhania and was looking to reenter the Indian market, possibly through

acquisition. Piaggio itself had been mostly bought out by a German investment

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bank, Deutsche Morgan Grenfell (DMG), which was looking to sell some shares

after turning the company around. Bajaj attached several conditions to his purchase

of a minority share, including a seat on the board and an exclusive Piaggio

distributorship in India.

In late 2000, Maruti Udyog emerged as another possible acquisition target. The

Indian government was planning to sell its 50 percent stake in the automaker, a

joint venture with Suzuki of Japan. Bajaj had been approached by several foreign

car manufacturers in the past, including Chrysler (subsequently DaimlerChrysler)

in the mid-1990s.

Employment fell from about 23,000 in 1995-96 (the year Bajaj suffered a two-

month strike at its Waluj factory) to 17,000 in 1999-2000. The company planned to

lay off another 2,000 workers in the short term and another 3,000 in the following

three to four years.

Principal Subsidiaries:

Bajaj Auto Finance Ltd.; Bajaj Auto Holdings Ltd.; Bajaj Electricals Ltd.; Bajaj

Hindustan Ltd.; Maharashtra Scooters Ltd.; Mukand Ltd.

Principal Competitors:

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

Yamaha Motors

KEY STEP TOWARDS STRATEGIC PLAN

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KEYS TO BUSINESS STRATEGIES

A SWOT analysis is a planning tool used to understand this strategies,strengths, weakness opportunities and threats involved in project or in abusiness. It involves stating the objective of the business and identifying theexternal and internal factors that are either supportive or unfavorable to achievethat objective.

Internal Factors

Positive factors Negative Factors

Strengthens Weakness

Opportunities Threats

External Factors

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SWOT ANALYSIS OF BAJAJ AUTOS ARE AS FOLLOWS

Strength :

Highly experienced management

Product design and developed capabilities

Extensive R & D focus

Wide spread distribution network

Highly export to domestic sales ratio

High economics of sales

High economics of scope

Weakness :

Hasnt employed the excess cash for low

Not a global player in spite of huge volumes

Opportunities :

Double digit growth in two Three wheelers market

Untapped market above 18occ in motor cycles

More maturity and movement towards higher end motors

The growing gearless trends scooters and scooters market.

Threats :

The competition catches -up any new innovation in no time

Threat of cheap imported motorcycles from china

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

Hero Honda is a serious competition for two wheeler segment.

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Infrastructure

Plants

Bajaj Auto's three plants at Akurdi, Waluj and Chakan in Maharashtra and oneplant at Pant Nagar in Uttranchal, western India, produced 1,814,799 vehicles in2004-05.

Akurdi Geared scooters, ungeared scooters, CT100 and Discover

Waluj Bajaj - Kawasaki range of motorcycles and three-wheelers

Chakan Bajaj motorcycles - Pulsar and Discover

PantNagar

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

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Key Policies

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PRODUCTS & SERVICES

Products

BAJAJ XCD 135 DTS-Si

PULSAR220 DTS-Fi

BAJAJ PLATINA

BAJAJ DISCOVER

BAJAJ PULSAR DTS-i

BAJAJ AVENGER DTS-i

SCOOTERS

THREE WHEELERS

Service

Constant endeavourer is to support the companys mandate of providing highest

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

maintenance through vast network of committed dealers & service outlets spread

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

standards for motorcycle servicing supported by fully equipped infrastructure in

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

service technicians. Having motorcycle serviced at an authorized workshop

ensures highest standards of service quality and reliability.

Management Profile:

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Rahul Bajaj Chairman

Madhur Bajaj Vice Chairman

Rajiv Bajaj Managing Director

Sanjiv Bajaj Executive Director

Abraham Joseph Vice President (Research & Development)S Sridhar CEO (2WH)

Rahul Bajaj,Chairman

Rahul Bajaj is an Honours Graduate in Economics and Law and a BusinessGraduate from the Harvard Business School. He was appointed Chief ExecutiveOfficer of Bajaj Auto in 1968 and took over later as Head of the Bajaj Group ofcompanies.

Madhur Bajaj , Vice Chairman

After graduating in Commerce, Mr Bajaj did his MBA from Lausanne,Switzerland. Joined as DGM in March 1983, took over as General Manager -Aurangabad Division in June 1986, as its Chief Executive in October 1988,became President of Bajaj Auto in September 1994, Executive Director in May2000 and is Vice Chairman since July 2001.

Rajiv Bajaj , Managing Director

Rajiv Bajaj, who took charge as Managing Director on 1st April 2005, is aMechanical Engineer from Pune University. He later did his Masters inManufacturing Systems Engineering from the University of Warwick. He Joined asOfficer on Special Duty in 1990, took over as General Manager (Products) inFebruary 1993, Vice President (Products) in June 1995, President in May 2000,
http://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#madhurhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rajivhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#sanjivhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#josephhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#ssridharhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rahulhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#madhurhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#rajivhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#sanjivhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#josephhttp://www.bajajauto.com/1024/aboutbajaj/profile.asp#ssridhar

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

Sanjiv Bajaj , Executive Director

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

Abraham Joseph

Vice President (Research & Development)

Mr. Joseph started his tenure in Bajaj in July 1989 as a Graduate Trainee Engineer,

took over as General Manager (R&D) in April 2005 and is currently the Vice

President (R&D) since April 2007 .He is a Mechanical Engineer from the National

Institute of Technology, Bhopal.

S.Sridher CEO (2 Wh)

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

Milestones

2007

September Launch of XCD DTS-Si

JuneNational Launch of 220 cc Pulsar

DTS-Fi.

April Bajaj Auto Commissions New Plant

at Pantnagar, Uttarakhand

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February 200 cc Pulsar DTS-i launched

January Bajaj Kristal DTS-i launched

2006

April Bajaj Platina launched

2005

December Bajaj Discover launched

June Bajaj Avenger DTS-i launched

February Bajaj Wave DTS-i launched

2004

October Bajaj Discover DTS-i launched

AugustNew Bajaj Chetak 4 stroke withWonder Gear launched

May Bajaj CT100 LaunchedJanuary

Bajaj unveils new brand identity,dons new symbol, logo and brandline

2003

October Pulsar DTS-i is launched.

October107,115 Motorcycles sold in amonth.

JulyBajaj Wind 125,The World Bike, islaunched in India.

FebruaryBajaj Auto launched its Caliber115"Hoodibabaa!" in the executivemotorcycle segment.

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2001

November

Bajaj Auto launches its latest

offering in the premium bikesegment Pulsar.

January The Eliminator is launched.

2000 The Bajaj Saffire is introduced

1999 Caliber motorcycle notches up100,000 sales in record time of 12months.

Production commences at Chakan

plant.

1998

June 7thKawasaki Bajaj Caliber rolls out ofWaluj.

July 25thLegend, Indias first four-strokescooter rolls out of Akurdi.

October Spirit launched.

1997The Kawasaki Bajaj Boxer and theRE diesel Autorickshaw areintroduced.

1995

November 29 Bajaj Auto is 50.

Agreements signed with Kubota ofJapan for the development of dieselengines for three-wheelers and withTokyo R&D for ungeared Scooterand moped development.

The Bajaj Super Excel is introducedwhile Bajaj celebrates its ten

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millionth vehicle.

One million vehicles were producedand sold in this financial year.

1994 The Bajaj Classic is introduced.1991 The Kawasaki Bajaj 4S Champion isintroduced.

1990 The Bajaj Sunny is introduced.

1986

The Bajaj M-80 and the KawasakiBajaj KB100 motorcycles areintroduced.500,000 vehicles produced and soldin a single financial year.

1985

November 5 The Waluj plant inaugurated by the erstwhile President ofIndia, Shri Giani Zail Singh.

Production commences at Waluj, Aurangabad in a recordtime of 16 months.

1984 January 19 Foundation stone laid for the new Plant at Waluj,

Aurangabad.

1981

1981 The Bajaj M-50 is introduced.

1977 The Rear Engine Autorickshaw is introduced.

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

1976 The Bajaj Super is introduced.

1975 BAL & Maharashtra Scooters Ltd. joint venture.

1972 The Bajaj Chetak is introduced.

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1971 The three-wheeler goods carrier is introduced.

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

1960 Bajaj Auto becomes a public limited company. BhoomiPoojan of Akurdi Plant.

1959

1959 Bajaj Auto obtains licence from the Government of Indiato manufacture two- and three-wheelers.

1948

1948 Sales in India commence by importing two- and three-wheelers.

1945,November29

Bajaj Auto comes into existence as M/s Bachraj TradingCorporation Private Limited.

Awards

Product Award Year By

Bajaj Pulsar DTS-Fi - Bike of the Year 2007 CNBC-TV18 Autocar AutoAwards

Bajaj Platina 100cc - Bike of the Year 2007 NDTV Profit Bike India

Mr. Rajiv Bajaj - Man of the year 2005 2005 Autocar Professional

Mr. Rajiv Bajaj Automotive Man of theyear 2005

2005 Bike India & NDTV India

Bajaj CT 100 - Motorcycle Total Consumerbehaviour Study 2005

2005 TNS Automotive

Bajaj Discover DTS-i - Bike of the Year 2005 OVERDRIVE Awards 2005

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2005

Bajaj Discover DTS-i - Indigenous Designof the Year 2005

2005 OVERDRIVE Awards 2005

BAJAJ AUTO - Bike Maker of the Year

2004

2004 ICICI Bank OVERDRIVE

Awards 2004DTS-i Technology - Auto Tech of the Year2004

2004 ICICI Bank OVERDRIVEAwards 2004

Bajaj Pulsar DTS-i Bike of the Year 2004 2004 ICICI Bank OVERDRIVEAwards 2004

Wind 125 Two Wheeler of the Year 2004 2004 CNBC AUTOCAR Awards2004

Wind 125 Bike of the Year 2004 2004 Business Standard Motoring

Bajaj Pulsar 180 DTS-i BBC World WheelsViewers Choice Two Wheeler of Year 2003

2003 BBC World Wheels Award2003

Bajaj Pulsar 180 DTS-i BBC World WheelsAward for Best Two Wheeler between Rs55,000 to Rs 70,000


Bajaj Pulsar 150 DTS-i BBC World WheelsAward for Best Two Wheeler between Rs45,000 to Rs 55,000


Bajaj Boxer AT KTEC BBC World WheelsAward for Best Two Wheeler under Rs30,000


Bajaj Pulsar - Motorcycle Total Consumerbehaviour Study

2003 NFO Automotive

Bajaj Pulsar - Bike of the year 2003 ICICI Bank OVERDRIVEAwards 2003

Bajaj Pulsar - Most exciting bike of the year 2002 OVERDRIVE Awards

Bajaj Eliminator - Bike of the year 2002 OVERDRIVE Awards

Bajaj Eliminator - Most exciting bike of theyear

2001 OVERDRIVE Awards

Chakan Plant Super Platinum Award forManufacturing Excellence

2006-07 Frost and Sullivan

Chakan & Waluj Plants Audit Passed for TPMExcellence Award

2006-07 TPM

Bikemaker of the Year 2006-07 Overdrive Awards

Bike Manufacturer of the Year 2007 2006-07 NDTV Profit Bike

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India

All India Trophy for Highest Exporter 1998-99 EEPC

Focus LAC Award for Outstanding Performance 1998-99 India TradePromotion

OrganisationExport Excellence 1998-99 EEPC

Certificate of Merit 1998-99 India TradePromotionOrganisation

Award for Export Excellence 1997-98 EEPC

Export Excellence 1997-98 MCCIIA

All India Trophy for Highest Exporter 1997-98 EEPC

Top Exporter Shield Western Region 1996-97 EEPC

Export Excellence 1996-97 MCCIA

Regional Top Exporter Large ScaleManufacturer

1995-96 EEPC

Highest Export Performance 1995-96 EEPC

Outstanding Export Performance 1995-96 Government of India, Ministry ofCommerce

Export Excellence Award 1995-96 MCCIA

Top Exporter Shield Western Region 1995-96 EEPC

Certificate of Merit 1995-96 Government of

India, Ministry ofCommerce


Regional Top Exporter Large ScaleManufacturer

1994-95 EEPC

All India Special Shield - Consumer DurablesExporter

1994-95 EEPC

National Export award for Outstanding

Performance

1994-95 Government of

India, Ministry ofCommerce

Western Region Top Export Award 1994-95 EEPC

All India Special Shield - Consumer Durables 1994-95 EEPC

Regional Special Shield - Capital GoodsCategory

1993-94 EEPC

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Capital Goods Export 1992-93 EEPC

Regional Special Shield - Capital GoodsCategory

1990-91 EEPC

Certificate of Export Excellence 1986-87 EEPCCertificate of Export Recognition 1980-81 EEPC

Certificate of Export Recognition 1979-80 EEPC


Certificate of Merit 1978-79 Government of India, Ministry ofCommerce




Export Promotion 1976 FICCI

Golden Jubilee Export Year Award 1976 FICCI

Export Excellence 1975-76 EEPC

Safety Awards Year By

Meritorious Performance inIndustrial Safetyfor three consecutive years

2001 National Safety Council

Certificate of Excellence 2001 National Safety Council

Achieving Lowest AverageFrequency Rate

2001 National Safety Award





Achieving Longest Accident-freePeriod under Heavy Engineering


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Industries Group



Achieving Longest Accident-freePeriod under Heavy EngineeringIndustries Group

1998 Council of Industrial Safety





Achieving Lowest FrequencyRate under Heavy Engineering

Industries Group


Achieving Longest Accident-freePeriod under Heavy EngineeringIndustries Group


Longest Accident-free Period 1992 Council of Industries, Mumbai

Best Safety Performance 1989 CII

Longest Accident-free Period 1987 National Safety Council

Accomplishments

Bajaj Auto continued to be Indias largest exporter of two and three wheelers.

During 2005-06, it exported 250,204 two and three-wheelerswhich 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.

]

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Global Players in India

Companies

Bajaj Auto Hero Honda

TVS

Yamaha

Kinetic

COMPANY PROFILE

Pulsar Platina

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discovery avenger

ct 100 platina 125cc

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

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

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

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

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

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

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

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

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

mechanics.

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

the consumers who wish to buy the vehicles in finance.

Company History:

Bajaj Auto Limited is India's largest manufacturer of scooters and motorcycles.The company generally has lagged behind its Japanese rivals in technology, buthas invested heavily to catch up. Its strong suit is high-volume production; it is thelowest-cost scooter maker in the world. Although publicly owned, the companyhas been controlled by the Bajaj family since its founding.

Origins :

The Bajaj Group was formed in the first days of India's independence from Britain.

Its founder, Jamnalal Bajaj, had been a follower of Mahatma Gandhi, who

reportedly referred to him as a fifth son. 'Whenever I spoke of wealthy menbecoming the trustees of their wealth for the common good I always had this

merchant prince principally in mind,' said the Mahatma after Jamnalal's death.

Jamnalal Bajaj was succeeded by his eldest son, 27-year-old Kamalnayan, in 1942.

Kamalnayan, however, was preoccupied with India's struggle for independence.

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After this was achieved, in 1947, Kamalnayan consolidated and diversified the

group, branching into cement, ayurvedic medicines, electrical equipment, and

appliances, as well as scooters.

The precursor to Bajaj Auto had been formed on November 29, 1945 as M/sBachraj Trading Ltd. It began selling imported two- and three-wheeled vehicles in

1948 and obtained a manufacturing license from the government 11 years later.

The next year, 1960, Bajaj Auto became a public limited company.

Rahul Bajaj reportedly adored the famous Vespa scooters made by Piaggio of Italy.

In 1960, at the age of 22, he became the Indian licensee for the make; Bajaj Auto

began producing its first two-wheelers the next year.

Rahul Bajaj became the group's chief executive officer in 1968 after first pickingup an MBA at Harvard. He lived next to the factory in Pune, an industrial city

three hours' drive from Bombay. The company had an annual turnover of Rs 72

million at the time. By 1970, the company had produced 100,000 vehicles. The oil

crisis soon drove cars off the roads in favor of two-wheelers, much cheaper to buy

and many times more fuel-efficient.

A number of new models were introduced in the 1970s, including the three-

wheeler goods carrier and Bajaj Chetak early in the decade and the Bajaj Super andthree-wheeled, rear engine Autorickshaw in 1976 and 1977. Bajaj Auto produced

100,000 vehicles in the 1976-77 fiscal year alone.

Achievements Of RITHVIKAA BAJAJ in the Last Five Years:

Sales During 2007-2008 Financial Year:

Model Number of sales

CT 100 09

Discover 1219

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Kristal 41

Platina 1171

Pulsar 799

XCD-125 399



CT 100 309

Discover 1153

Kristal 3

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Platina 869

Pulsar 587

Avenger 2

Chetak 2

Wave 16



CT 100 1556

Discover 656

Spirit 002

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Wave 090

Pulsar 480

Wind 011



CT 100 06

Discover 05

Pulsar 04

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Caliber 13

Boxer 04

Spirit 02

Chetak 02

Wind 11



Boxer AR 288

Pulsar 90

Pulsar 138

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Caliber 357

Boxer AT 129

Chetak 05

Byk 29

Spirit 140

Wind 63

Present models

Kristal

Platina (O&MET)

Platina125CC UGS

Platina125ES

Discover135 UGKS

Discover135 ESDR

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Discover135 Disk

Pulsar150

Pulsar180

XCD135

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CHAPTER-3

RESEARCH METHODOLOGY

o

Primary Data

o Secondary Data

RESEARCH METHODOLOGY

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

.The administrative office of Rithvikaa bajaj .

.The annual report and other reports .

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

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RESEARCH METHOD:

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

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

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

received by the company and the competitor.

DATA COLLECTION:

The information needed to further proceed had been collected through

primary and secondary data.

PRIMARY DATA:

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

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

contracted. Survey research is the approach gathering and information.

CONTACTED METHOD:

The information was solicited by administering structured questionnaire to

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

sales before and after sales service.

SECONDARY COLLECTION:

The secondary data consist of information that already existing

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

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

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

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

magazines, newspapers, internet other service conducted by researcher.

METHODS OF DATA COLLECTION:

The basic method adopted in conducting the study is a structured

questionnaire. Questionnaire is administered on the sample respondents.

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

with consumers to find how the consumer behaviour level

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CHAPTER -4

ANALYSIS AND INTERPRATION

Data Analysis & Interpretation

Analyze Survey Report

1) Features made you purchase this bike

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0%

10%

20%

30%

40%

50%

60%

Percentage

Television

News paper

Dealer

Friends

Interpretation:

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

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

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

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

S.No Consumer

behaviour Level

No.of

Respondents

Percentage

1 Excellent 25 25 %

2 Good 70 70 %

3 Average 5 5 %

4 Poor 0 0 %

5 Very Poor 0 0 %

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0

10

20

30

40

50

60

70

Percentage

Excellent

Good

Average

Poor

Very Poor

Interpretation:

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

of the respondents are average level of consumer behaviour.

4) What influenced you to purchase this bike?

Sno Features No of

respondents

Percentage

1 Style & Design 35 35%

2 Price 10 10%

3 Mileage 45 45%

4 Advertisement 10 10%

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0%

5%

10%

15%

20%

25%30%

35%

40%

45%

percentage

Style & Design

Price

Mileage

Advertisement

Interpretation:

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

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

advertisement.

5) What is your favourate bike among Bajaj Auto?

sno Fovourate bike No of respondents

Percentage

1 Avenger 18 18%2 Pulsar 35 35%

3 Discover 15 15%

4 XCD135 8 8%

5 CT100 10 10%

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0

5

10

15

20

25

30

35

Percentage

Avenger

Pulsar

Discover

XCD135

CT100

Interpretation:

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

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

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

8% of the respondents of the favourate bike XCD 135

6) Do you think technology fulfill your requirement?

SNO Technology

requirement

No of respondent Percentage

1 Yes 80 80%

2 No 20 20%

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0%

10%

20%

30%

40%50%

60%

70%

80%

YESNO

3-D Column 3

Interpretation:

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

20% of the respondents are not fulfill technology requirement.

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

S No Competitors No. of respondents Percentage

1 Hero Honda 66 66 %

2 TVS 20 20 %

3 Yamaha 10 10 %

4 Suzuki 4 04 %

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0%

10%

20%

30%

40%

50%

60%

70%

Percentage

Hero Honda

TVS

Yamaha

Suzuki

Interpretation:

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

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

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

are think suziki is the competitor.

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

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

S No Advertisement Plays No .of respondents Percentage

1 Yes 84 84 %

2 No 16 16 %

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0

20

40

60

80

100

Percentage

Yes

No

Interpretation:

From the above table advertisement plays an important role in decision

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

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

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

S No Not satisfied No .of Respondents Percentage

1 Price 24 24 %2 Mileage 21 21 %

3 Pick Up 55 55 %

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0

10

20

30

40

50

60

percentage

price

mileage

pick up

Interpretation:

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

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

satisfied with mileage.

10) What is the CC you prefer the best?

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

1 100 cc 23 23 %

2 110 cc 10 10 %

3 125 cc 26 26 %

4 150 cc 11 11 %

5 180 cc 09 09 %

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0%

5%

10%

15%

20%

25%

30%

Percentage

100 cc

110 cc

125 cc

150 cc

180 cc

3-D Column 6

Interpretation:

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

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

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

180cc.

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

S No Suggestion toFriends

No.of respondents Percentage

1 Not Definitely 0 05 %

2 Not Sure 2 02 %

3 May Be 10 10 %

4 Definitely 65 65 %

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5 May be 23 23 %

0

10

20

30

40

50

60

70

Percentage

Not Definitely

Not Sure

May Be

Definitely

May be

Interpretation :

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

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

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

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

S.No Prefer Bike No. Of Respondents

Percentage

1 Yes 75 75 %

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2 No 25 25 %

0

10

20

30

40

50

60

7080

Percentage

Yes

No

Interpretation :

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

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

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

S No About Service No. Of consumers

Percentage

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consumers

1 Excellent 22 22 %

2 Good 59 59 %

3 Average 8 08 %

4 Poor 02 02 %5 Very Poor 09 09 %

0

10

20

30

40

50

60

Percentage

Excellent

Good

Average

Poor

Very Poor

Interpretation:

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

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

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

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CHAPTER-5

LIMITATIONS

FINDINGS

SUGGETIONS

CONCLUSION

LIMITATIONS

1. It is primarly a micro level study

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

claim to be a comprehensive study of the population

3. The sample size is restricted to 100 respondents

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

limitations in its analysis and interpretation

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

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

the product.

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

7. Consumers came to know about the product through friends

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

9. The factors influencing the consumer to buy this product are mileage andstyle

10. Pulsar and Platina is the most preferred bike by the consumers followed byXCD and Discovery

FINDINGS

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

2 Advertising plays an important role for the product

3 Tubeless tyres , style and mobile charger, are the features consumers arewilling to have in the product

4 Pick-up of the bike is not satisfactory.

5 125cc is the most preferred option by consumer

6 Servicing parts are not available in the servicing center like petrol locks,speedometer wire, stickers etc.

7 Polishing should be done after water servicing.

8 Generator should be set up art servicing center.

9 Mechanics should call back the consumers if they find any problem in thevechicle during servicing.

10 At least one experienced mechanic should be appointed in order to cope upwith mileage problems

11 Mechanics are driving the vehicles rashly, this should not be done.

12 Servicing charges are collected for small repairs even if there is Warranty.

SUGGESTIONS

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1 Consumer should be educated about the maintenance of the vehicle,maintenance tips should be provided.

2 Servicing should done in less time

3 One mechanic should take care of one consumer at a time.

4 Proper schedule should be maintained for service.

5 Delivery of vehicle should be done at a given time.

6 Good Service is provided .

7 Consumer behaviour with the comfort given by their vehicles is to the

greater extent by 80% of the respondents.

8 Respondents are suggesting brand Bajaj to others.

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

extent.

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

11 Respondents are highly satisfied with the provided by the ccs of bajaj bikes.

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

design

CONCLUSIONS

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

products offered by the Bajaj bikes.

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

for visiting Bajaj Bikes and ambience too.

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

brand value.

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

satisfied with the Bajaj bikes.

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

consumers.

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

64% in the survey, but the loyalty program adopted by the Bajaj Bikes

is not up to the mark and most of the consumers are not even aware of

that program.

7. From the study we can conclude that Bajaj Bikes is Consumers

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

all kinds of services.

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

from its consumers,

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

of the consumers.

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QUESTIONAIRE

Questionnaire

Name: Ph :Postal Address: E-mail:

1. What features made you purchase this bike?

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a. more pick up b. more mileagec. low maintenance d. low price

2. How you came to know about Bajaj Auto?a. television b. news paper

c. dealer d. friends

3. What is the level of consumer behaviour with your bike?a. excellent b. good

c. average d. poor e. very poor

4. What influenced you to purchase this bike?a. style and design b. price

c. mileage d. advertisement

5. What is your favourite bike among Bajaj Auto?a. Pulsar b. Platina

c. Avenger d. Discoverye. XCD f. CT100

6. Do you think technology fulfills your requirement?a. yes b. no

7. who do you think is the near competitor to Bajaj Auto?a. Hero Honda b. tvs c. yanmaha d. Suzuki

8. Do you think advertisement plays an important role in decision making?a. yes b. no

9. Which is the feature you are satisfied with your bike.a. style and design b. mileage c. pick up

10. What is the cc you prefer the best?a. 100 b. 110 c. 125 d. 150 e. 180

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

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

13. How do you feel about the services provided by BAJAJ?a. excellent b. good c. average d. poore. very poor

14. Overall how do you rate your bike?a. excellent b. good c. average d. poore. very poor

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

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BIBLIOGRAPHY

BIBILOGRAPHY

BOOKS

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PRINCIPLES OF MARKETING by

PHILIP KOTLER

ARMSTRONG

INTERNET SITES

www.bajajauto.com

www.auitoindia.com

www.Google.com

NEWS PAPERS

ECONOMIC TIMES

BUISNESS LINE

MAGAZINES

BUISNESS WORLD

OVERDRIVE

Documents

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