Bajaj: Riding into glory

From riding the Chetak scooter to zipping past the Pulsar 220CC, it has been an evolution for Bajaj Auto. India's second largest two-wheeler maker's origins is rooted in Bachchraj Trading Corporation, first set up to trade in a few 2 and 3-wheelers. Founded by Jamnalal Bajaj, who associated closely with Mahatma Gandhi during the freedom struggle, the Bajajs' have seen real growth starting from the sixties. Though Bajaj started off as dealers in imported 2 and 3-wheelers, it was only in 1960, that it started manufacturing, having obtained the precious manufacturing licence from the government. In mid-sixties, current Chairman Rahul Bajaj took over the reins as the CEO, but the eighties are still seen as the best years for Bajaj. "The decade of the 80s was the greatest decade for Bajaj Auto. We did well in the 70s, but 70s was a disaster for Indian industry. It was the height of misguided socialism. No technology was allowed to come," reminisces Bajaj. Interestingly, during the 80s, Bajaj Auto's production jumped 8 fold to touch 8 lakh units! In the 80s, the company also touched the magic figure of Rs 100 crore, which was in 1980-81. But the rapid expansion saw a cooling off in the 90s. Volumes grew by only about 78%, partly because the scooter king was faced with consumer preference shifing from scooters to bikes. Bajaj had no presence in bikes and had to forge an alliance with Japanese major Kawasaki to get a jumpstart in the motorcycle business in 1986. That was not good enough to fight the new rivals - the Munjals with the Hero Honda joint venture. As a result of the Kawasaki partnerships, Bajaj succeeded where LML and Kinetic had failed. That success called for a crucial makeover time for the Bajaj management. The next generation Rajiv Bajaj and Sanjiv Bajaj were inducted into the company in the early nineties. The young energy of the two brothers backed by an equally energetic research team helped Bajaj Auto roll out a winner in this Pulsar in 2001. This model, the first indigenously developed one by the company, catapulted what was then called a 'niche segment' with sales of around 10,000 units per month among three players to around 60,000 now. Pulsar today has a market share of over 50% in that category. In the last six years, constant upgradation has led the Pulsar grow from a single variant to four engine options now. A unique technology feat was achieved with what Bajaj calls DTSi having two spark plugs and added frills. Bajaj is itching to push its frontiers to the global markets with buyouts being eyed in Europe. It will be more to enter new markets or acquire prestigious brands than technology,

because, as MD Rajiv Bajaj sees its, "I believe technology is actually to be grown inside out. It's never to be acquired from outside in and certainly, in this business, which is not new to us." For the business, which is new to the company, Bajaj has started talking to French car major Renault to explore a collaboration for 'very competitively priced vehicles'. This move could also be to pre-empt any problem similar to the scooter to motorcycle shift it faced earlier. That deal may take shape early next year. While these moves are expected to grow Bajaj into a full fledged automobile company, Rahul Bajaj has clearly charted out the succession plan. The financial acivities of the company have been demerged and will be led by Sanjiv Bajaj. It has been a gradual, seamless handover of responsibilities carefully planned by the Bajaj patriarch. Says the Chairman, "I take more credit for that change than I take for whatever little I did in the 60s, 70s and 80s." There are others who also commend the transition of the company. Shankar Sharma, who heads a share broking business with a portolio of over USD 100 million, is one of the few who had a bullish view about Bajaj Auto even during its tough times in early 90s. "You have to credit them for changing the DNA from a monopoly, to being an aggressive, lean and agile company," he said. Bajaj Auto has no choice. It's history to wait for a Bajaj Chetak for eight years. So, Bajaj is not wasting time to launch its next motorcycle platform with another technology upgradation, due in September. And it's also leveraging its arrangment with Kawasaki's Philippine subsidiary to export around 100,000 bikes. All these activities to capture a 10% share of the global 2-wheeler market. And as a four wheeler manufacturer, well it will only start on that jounrey in 2009.

Mumbai: After at least two decades as Indias dominant three-wheeler maker, Bajaj Auto Ltd, already struggling with sagging motorcycle volumes, is losing ground to smaller rivals. Piaggio Vehicles India Pvt. Ltd, the local arm of Italys Piaggio and C SpA, has claimed the lead in the overall domestic autorickshaw market so far in fiscal 2008-09, while Bajajs share has contracted. Even Mahindra and Mahindra Ltd, a relatively smaller player in the segment, has increased its market share to double digits.

To analysts, Bajajs three-wheeler division is its cash cow, owing to the higher margins it earns. The company doesnt give its segment-wise revenue break-up, but an average of estimates by three analysts shows its autorickshaw sales accounts for about 23% of total annual revenue. Also See Losing Pace (Graphic) In the 11 months from April 2008 to end-February, Piaggio sold 131,438 three-wheelers overall in India against Bajajs 121,628 and Mahindras 40,490, according to data from the Society of Indian Automobile Manufacturers, or Siam. Piaggios share of the pie has increased to 41.52% from 40.71% in the corresponding year-ago period, and Mahindras to nearly 13% from 9%; Bajajs share has contracted from about 43% to 38%, the data shows. The performance of Piaggio, which is likely to remain at the top in terms of volume sales in the three-wheeler segment this year, came in a shrinking market. Sales of three wheelers have slipped at least 5% to 316,599 units, mainly because of higher borrowing costs and the economic slowdown. The year has been bruising for Bajaj Auto in its mainstay two-wheeler business, with market share contracting to 17.6% from 23.6% in the 11 months to end-February. Rival Hero Honda Motors Ltds market share in the segment has increased to 48.5% from 44%. R.C. Maheshwari, chief executive of Bajaj Autos commercial vehicle business, attributed the companys shrinking volumes to its concentration in the cities. Its a question of our own presence in the so-called rural segment. We have very limited presence there. The shrinking volumes, he added, also have to do with Bajajs focus on cleaner fuels such as compressed natural gas, or CNG, which are not easily available in smaller cities and rural areas. He, however, expects Bajaj to recoup volumes and market share in the domestic market after it launches five new cargo and passenger autorickshaws, starting in the first quarter of fiscal 2010. Some of these were to be launched by end-March. Mitul Shah, an analyst with First Global Securities Ltd, put Bajajs declining volumes down to the increasing acceptance of Piaggio, which has a stronger rural and semi-urban base, having launched several new products in the past two years. The declining volumes (for Bajaj) are largely due to the lack of innovative products from the company. It has been beaten by products like Mahindra Champion (companys three-wheeler range), said Mahantesh Sabarad, an analyst with Centrum Broking Ltd. Piaggio and Mahindra have a stronger base in the hinterland, which has allowed them to rake in volumes. These regions are relatively insulated during a cyclical downturn, added Shah.

Ravi Chopra, managing director, Piaggio Vehicles India, said sales at Piaggio and other manufacturers have spiked since January owing to the government stimulus measures and the company expects to sell at least 13,500 vehicles in March. Vaishali Jajoo, an analyst with Angel Broking Ltd, doesnt see Bajajs new launches softening the pressure on its volumes. With the segment expanding with newer players, Bajajs dominance in the three-wheeler segment will continue to be threatened. The new entrants, with lower bases, will continue to grow at a faster pace, she said. Bajaj still tops the passenger autorickshaw segment, which accounts for 76% of the threewheeler market. Its market share in the passenger segment is about 46%, smaller than last years 55%, but well ahead of Piaggios 38% and Mahindras 10%. Overall, sales of passenger three-wheelers has gone up by 13% to 242,149 units, while sales in the cargo segment have slipped nearly 39% to 74,450 units. Analysts attribute this decline to the shift in market preference from bigger three-wheelers to sub-1 tonne vehicles such as Tata Motors Ltds Ace. Autorickshaw sales could revive in fiscal 2010 following the cut in excise duty for commercial vehicles to 10% from 12%, as part of the governments third stimulus package to hold up a slowing economy and an overall easing of liquidity. Many three-wheeler and light commercial vehicle makers have already reduced prices. But access to loans for vehicle purchases remains key in a market where three out of four threewheelers are bought with financing. Unlike a car, when people prefer financing over cash purchase even when they have the buying capability, for taxation purposes, an average threewheeler buyer hails from a lower income group and cannot afford the vehicle without finance, said Shah of First Global. Added Bajajs Maheshwari: With banks still wary of lending to buyers in this segment, a softer interest rate (regime) along with an excise duty cut is required to prop up the sales.

A peek into Bajaj Auto's illustrious journey

Last updated on: December 11, 2009 10:06 IST

The Beginning

The Bajaj Group is among the top 10 business houses in India. The group's flagship company, Bajaj Auto, is
ranked as the world's fourth largest two- and three- wheeler manufacturer. Founded in 1926 by the redoubtable Jamnalal Bajaj, the company's businesses range form automobiles (twowheelers and three-wheelers), home appliances, lighting, iron and steel, insurance, to travel and finance. Jamnalal Bajaj was a close confidant and disciple of Mahatma Gandhi.

Being deeply involved with the Independence struggle, Jamnalal Bajaj did not get much time to spend on his newly launched business venture. His son, Kamalnayan Bajaj, at the age of 27, took over the reins of business in 1942. Kamalnayan Bajaj consolidated the group and diversified it into various manufacturing activities. His son, Rahul Bajaj, took charge of the business in 1968. Under his leadership, the turnover of the Bajaj Auto has zoomed from Rs 7.2 crore (Rs 72 million) to Rs 4,616 crore (Rs 46.16 billion) over time. Bajaj's products now have a global market.

Will Bajaj Pulsar 200 NS be highly successful?

Starting from 2001, the launching year of Pulsar, Bajaj has a good record in India. They have recently launched the advanced Pulsar series in India. Priced at about 95,000 (on-road) the new series has been widely anticipated by people. 200 NS is the worlds first bike to have three spark plugs and the first among Pulsar versions to feature mono-shock suspension. The other USP of Pulsar 200 NS are the 195 cc liquid cooled single cylinder, easily comprehensible dials, unique color pattern and seating arrangement, which makes it suitable for long rides. But, will this technologically advanced bike be successful in Indian market? Our Vedic astrologers have made an in-depth assessment of the chances for Bajaj Pulsar 200 NS in India based on the present planetary features and the launching date of the first Pulsar series, i.e. -24th November, 2001. On 24th November 2001, Aquarius was the Moon sign, which was the 11th house (describes your hopes and aspirations, capacity for happiness, success, income etc.) from natural zodiac sign. This was an auspicious position for the Bajaj Pulsar series to be successful. The analysis of present planetary positions showed the presence of Saturn; the lord of Aquarius in 9th house (indicates publicity). This powerful position of Saturn will continue until November, 2014. This is yet another highly auspicious planetary position favoring the good sales for Bajaj Pulsar 200 NS. Moreover, one of the most benefic planets, Jupiter will enter the auspicious position from May, 2013, which will boost the sales of Bajaj Pulsar 200 NS. This favorable period will be at its peak till May, 2014. So, according to our Vedic experts, the time is highly beneficial for Bajaj Pulsar 200 NS to find success in India. You can also clear your doubts or problems by contacting our Vedic astrologers through our Prasna Astrology Services. Planets, their aspects, movements and associations influence our lives in various ways. Some planetary aspects may be favorable whereas others can cause problems in life. Astrology can help you a lot to overcome negative influences of planets with proper remedies.

Our expert astrologers will let you know in detail that how planets are affecting your life by analyzing your horoscope.

AUG 26, 2007

28The inspiring story behind the Birth of the "Pulsar"..!!

The Inspiring story of how the Bajaj Pulsar was born and how Bajaj Auto learnt the art of making motorcycles "We were telling our people that there are 15 guys who have never made a bike but are going to come together to do that. They are going to do that on their own, and not with Kawasaki. They are going to do a 200cc bike when we couldn't make a 100cc one. They are going to make the fastest motorcycle when we couldn't make a mass motorcycle. And they are going to make a huge amount of profit when we were making a loss. This seemed like nonsense. But they proved it wrong."

Rajiv Bajaj (MD, Bajaj Auto): Business World

That's Rajiv Bajaj, the elder Bajaj scion narrating to BusinessWorld how tough it was for him to persuade his own board of directors.

The idea was to develop an indigenously developed performance oriented motorcycle without any help of its Japanese partner Kawasaki. And how he and his team has been successful in achieving

what many people thought was impossible to achieve.

Rajiv Bajaj was just in his early 30's when he tried to sell this idea.

From Number One to Number Four:

The mid-nineties were tough times for Bajaj Auto. Bajaj Auto used to dominate Indias two wheeler industry with its scooter for the better part of the last century. But as India marched towards the new millennium, there was a dramatic shift in the preference of consumers. The market shifted in favor of Motorcycles. By 1999 motorcycles overtook scooter sales for the first time.

From being the number one Bajaj Auto suddenly found itself in the 4th position after Hero Honda, Yamaha and TVS. The experts never really gave Bajaj Auto much of a chance. Rajiv Bajaj says this is what people used to say about Bajaj Auto, "You can't make bikes. Even if you make bikes, you can only make 100cc bikes with the help of Kawasaki. That too with issues of quality. Then you need hundreds of Japanese to come and set it right".

Frankly speaking at that time either the very brave or the foolish would have dared to put his smart money on Bajaj Auto. Bajaj Auto was primarily a scooter manufacturer. Its motorcycle manufacturing cost was high, the quality too low. Its initial models failed to excite the consumer. The company faced a question of survival.

What was wrong with Bajaj Auto..??

The challenge was to get the right products at the right price and to bring in Japanese Style Management Practices.. But people at Bajaj Auto did not want to change.. Rajiv Bajaj says that the problem was of one of attitude: Bajaj was a scooter company and therefore the motorcycle department was given second-class treatment (it was only 10 per cent of their business in 1996), the quality of the products was poor, and they did not offer fuel efficiency the way the Japanese bikes did. The manufacturing processes were outdated. Simply put Bajaj Auto did not know how to make motorcycles and the people at Bajaj Auto were not willing to change.

In 1991, Rajiv Bajaj completed his M.S. in manufacturing systems engineering from the University of Warwick, UK and returned to join Bajaj Auto. Rajiv Bajaj recalls how things were wrong at Bajaj Auto. "We went into a series of new products around 1995, and started focusing on motorcycles. And we were aghast because the only reasonably sophisticated product we were making was the Kawasaki four-stroke motorcycle. And the warranty cost of our motorcycle was five to six times that of Hero Honda. It was bad quality... bad quality of manufacturing."

"There was great cynicism whether something was wrong with Kawasaki or with Bajaj. Kawasaki couldn't have gone wrong in that. We were sure that the same motorcycle made by Kawasaki in Japan would not have had these problems. There was probably something wrong with us."

It takes great courage for someone to accept ones mistakes and faults. But then accepting and taking ownership of ones fault is the first step towards improvement. The challenge next was to get the right products at the right price and to bring in Japanese productivity tools (the management practices that the Japanese pioneered for efficient production) to reduce costs just as the competitors were doing.

Sanjiv Bajaj Sanjiv Bajaj, the younger brother of Rajiv had joined the company armed with an MBA from Harvard, says his reading of big companies like Honda, Toyota and Apple had taught him one thing: a successful company needs a good product. But most workers in the Pune plant did not believe you could bring in Japanese management practices into India; there was stiff resistance to the move.

The problem with Bajaj was that we were so successful with autorickshaws that all that mattered was production. Manufacturing was the overall priority at a time when there was a 10-year waiting list. But there wasn't any focus in the organisation to build a company where people with an open mind would try new things.

Fighting Back:

"Each time I tried to push a radical idea, I always got the answer directly or indirectly -- that it's OK in Japan. It doesn't happen in India" All those who did not want to change were simply sacked..!! Having studied about manufacturing systems in his MS, Rajiv Bajaj wanted to implement similar changes in Bajaj Auto. But it was met with cynicism from the companys own board members. Most of them laughed at his idea and were of the opinion that Indians were not able to achieve to achieve Japanese levels of quality. That's when the two brothers made an unusual decision. They decided to set up a new plant. They chose Chakan, an hour's drive from Pune for the new plant. Says Sanjiv: "We realised that sometimes people have to be taught by example. That's what we did in Chakan." Says Rajiv, "Each time I tried to push a radical idea, I always got the answer directly or indirectly -- that it's OK in Japan. It doesn't happen in India. So I was desperate to prove that it happens in

India. I wanted a plant where we start the right way from day one. That's how Chakan started."

Chakan was the third plant of Bajaj apart from the ones at Akrudi and Waluj. The Chakan plant was started to only produce the new bike (Pulsar) with an entirely new workforce and new management. The workforce mainly constituted of fresh graduates from college who were open to new ideas.

What happened to the senior management who resisted Rajiv Bajajs radical ideas..?? Well all those who did not want to change were simply sacked..!!

The Team that made it possible: "We have a young bunch of people, many of whom are motorcycle riders. They are crazy about bikes and understand the customers requirements as users," adds Abraham Joseph, the R&D Head Rahul Bajaj, father of Rajiv Bajaj was not exactly sure whether it was the right thing to do but he nevertheless chose to keep his faith on his sons. Rajiv Bajaj along with his younger brother Sanjiv Bajaj went ahead to set things right along with a new team. His new team comprised of mostly guys who them selves loved riding bikes and understood biking.

"We have a young bunch of people, many of whom are motorcycle riders. They are crazy about bikes and understand the customers requirements as users," adds Abraham Joseph, the R&D Head who himself joined in 1989. There are others like Ravi Darad, Bajaj Auto's stylist who is an engineer from IIT-Bombay and who is a keen biker himself. The guys who teamed up with the Bajaj Brothers for this remarkable turnaround were. Abraham Joseph (R&D)

Pradeep Shrivastava (Manufacturing)

S Sridhar (Marketing and Sales)

Kevin P D'Sa (Finance)

K Srinivas (Human Resources)

Vendors: The cost effectiveness and quality of motorcycles manufactured depends on the management of the vendors which supplies the parts. The Bajaj brothers discovered that they had over 1,000 vendors supplying them components, many of which were plain bad in quality, Rajiv decided to prune them down to a around 200. The vendors were even given training on producing quality components. If required they were given training by foreign consultants.

Dealers: Bajaj Dealers so far had been selling scooters. Rajiv Bajaj understood that selling motorcycles were an entirely different proposition. The dealers were overhauled so that they could sell motorcycles. The result is there for all of us to see now. Bajaj Dealerships all over the country have been designed to cater to the new motorcycle buying customer.

The R&D team: "Our target was: full throttle for 100 hours continuously. The first time, it failed within 10 minutes. Today, the Pulsar engine goes 300 hours full throttle."

Abraham Joseph, the R&D Head is a Mechanical Engineer from the National Institute of Technology (previously called Regional Engineering College), Bhopal.

Abraham Joseph, Bajaj R&D Head Rajiv Bajaj put his faith on his young engineers to develop an engine rather than on their Japanese partner, Kawasaki. This is what Rajiv Bajaj has to say about R&D: "What is R&D? It's nothing but an engineer who wants to try something. We always tell ourselves that some of the best motorcycles were made by BMW and Honda long before the computers were invented. It's really the spirit of the engineer which is important for R&D. When I walked into the Kawasaki R&D for the first time, I thought I would see a lot of old greyhaired people with thick glasses. The average age there is 26 or 27. The engineer does not require experience. You need people with imagination. Our R&D today is 113 people. The average age there is under 30."

"The number of mistakes we have made in the Pulsar engine before we got it right is really the learning. One of the endurance tests we have is to take the engine full throttle. Now, full throttle on a bike is rare on the road. Our target was: full throttle for 100 hours continuously. The first time, it failed within 10 minutes. Today, the Pulsar engine goes 300 hours full throttle."

How the Pulsar was conceived:

The reason behind the success of the Pulsars soon became obvious to the Bajaj Brothers when they saw the stance that riders took while driving the bike. The Pulsar was fulfilling the desire of the riders to take on a youthful persona.

The Marketing Team provided the inputs for the concept bike. They found there was a market of customers looking for something more than just a bike for commuting. They wanted rugged styling and more power.

The design department then came up with eight-10 different designs that Rajiv and his team narrow down to three or four. Feedback on the styling was sought through market surveys; finally, two prototypes of the bike are made. Rajiv & his team worked on at least two to three variations of engines, of which one is selected. Rajiv Bajaj personally supervised even nitty-gritty details, from the styling and paint to the design of the console, the right grip and even the spark plug to use. All this took 24-30 months.

Finally the Pulsar was launched in November 2001 with two engine options of 150 cc and 180 cc.

Sanjiv Bajaj notes, "When we conceived the bike, we thought the target audience would be 25-35year-olds. But when we saw the sales chart, it was being being picked up by 35-45-year-old customers."

They soon realized the reason when they saw the stance that riders took while driving the bike. The Pulsar was fulfilling the desire of the riders to take on a youthful persona. Perhaps in the same way the formally dressed executive in the US may drive a Range Rover SUV to create the image of a man who seeks adventure.

Although the Pulsars did had quality issues it was the only bike which best satisfied the needs of the Indian Biker. It was powerful, cheaper and muscular looking than other bikes in its category. During those days I used to have a Hero Honda CBZ (Original). Like many Indians even I wasnt convinced that Bajaj could produce a quality product which could compete with the likes of Honda, Yamaha or Suzuki. But the stellar performance of the Pulsar in the premium Bajaj has proved everyone including

me wrong.

The Pulsars has comfortably outsold any other 150 cc motorcycle in India and has dominated the 150 cc and above sales since its launch. Meanwhile instead of sitting idle on its laurels, Bajaj has been constantly upgrading its models giving the mighty Japanese a run for their money.

Moral of the Story

The Pulsar symbolizes the spirit of a resurgent India of the 21'st century. It also represents the manufacturing and managerial prowess of Indians. But there is also a moral to this inspiring story. To tell that, let me first narrate another story ..

It is about how elephants are kept in thailand. I happened to stumbled upon this story in another blog. To keep the elephants from running away all that the thai's do is just tie tie a rope (or a single chain) to the elephants leg and secure it to a stake in the ground. Once his leg is secured, he will not run away. Now, do you think the elephant actually has the potential to break the chain or rope if he wanted to? Of course! He can pull down an entire tree!

But why wont he break the weak rope that holds secures his leg? The answer came from the keepers. It lies in making the elephant "believe" that he "cannot" break the string. This conditioning begins from young. When the elephant is a baby and still too weak to walk or even stand properly, they tie his leg to the stake in the ground. Sure enough when the baby elephant tries to run to its mother, it would not able to break the chains that bind it. When it

attempts to run, the chain will catch its leg and it will fall onto the ground. After expriencing all the pain from falling again and again, one day the elephant will not bother to pull the chain any more. The moment this happens, the keepers know that the elephant has been condiitoned to be trapped for the rest of its life.

The Moral: The workers at Bajaj auto were similarly trapped by their limiting beliefs and habits that they could have easily changed if they wished to but they never attempted because they believed that they could not achieve Japanese levels of efficiency and quality.

This self limiting belief is still present among some consumers who even to this day blatantly refuse to accept that Bajaj and other Bike Makers can produce products which are of good quality. But I have observed that with each successful launch by these Indian bike makers, the number of such non believers are reducing in numbers.

Rajiv and Sanjiv Bajaj Rajiv and Sanjiv Bajaj has shown tremendous courage and self belief that "Impossible is nothing". They have proved that Indians are capable of competing with the best in the world and in this process they have made every Indian proud, including your's truly.

Pulsar Most Profitable Bike In The World!

by FAI SAL KHAN

13420 Share19 February 20, 2012

in BAJ AJ PU LSAR

Every companys primary aim is shareholder wealth maximization and Bajaj Auto is no different in this regard. The 2-wheeler major has been selling the Pulsar in large numbers and Rajiv Bajaj has recently claimed that the Pulsar is the most profitable motorcycle in the whole wide world! He says that a profit margin of 20% is what the company earns on every Pulsar sold, which is indeed remarkable. Infact, Rajiv Bajaj further goes onto claim that Bajaj Auto is the most profitable company in the world, which itself helps them to be cash strong and helps them in picking up stake in global companies. The Bajaj Pulsar has always been priced aggressively and is known as a value for money product. Even with such pricing, Bajaj Auto maintains a stupendous margin on the

product. The reason for such high margins could be extreme localization of parts and long term supplier contracts. Furthermore, the parts from the Pulsar are also used on the Discover and the KTM Duke, thereby giving the company economies of scale. Now we know why the Bajaj RE60 looks like a bigger rickshaw and the company is not even calling it a car, because Bajaj knows that profit maximization is of foremost importance. We read and reply to almost every comment on MotorBeam and last month Neil had put this comment, which sums up why Bajaj Auto is so successful with the Pulsar.
All people enjoy the Yamaha radicals because they have the chassis, engines, etc being developed for 20 years and odd so there is nothing new they profoundly gave it to the R15. But if Bajaj gave all the aspects which a common Indian never knew or had seen before, example projector beam, back lit switches, twin spark, 17-inch wheels, tubeless tyres, where were the Japs (yawning)? Now this all new Pulsar NS has set some ground breaking revelations. Bajaj has planted something new and that too from a Indian Manufacturer we have to appreciate it Neil commented.

Read them too

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