A REPORT ON SUMMER

TRAINING AT
KANNAN MOTORS BAJAJ ARUPPUKOTTAI
Submitted
by
MANIKUMAR.K
(Reg. No. 911818631011)

II Year MBA
of

OAA MAVMM SCHOOL OF MANAGEMENT

(Approved By AICTE & Affiliated to Anna University, Chennai)
MADURAI-625301

In partial fulfilment of the requirements

for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY
CHENNAI 600 025

AUGUST 2019
 BONAFIDE CERTIFICATE

This is to certify that “A REPORT ON SUMMER TRAINING AT KANNAN

MOTORS BAJAJ ARUPPUKOTTAI ” is a bonafide work of MANIKUMAR.K (Reg.
No.911818631011 ), a final year student of Master of Business Administration who
prepared the report under my supervision and guidance. Certified further, that to the best of
my knowledge the work reported herein does not form part of any other report or dissertation
on the basis of which a degree or award was conferred on an earlier occasion on this or any
other candidate.

Guide’s Signature
Dr. M. Lakshmi Shree

College Seal
 DECLARATION

I hereby declare that “A REPORT ON SUMMER TRAINING AT KANNAN

MOTORS BAJAJ ARUPPUKOTTAI” submitted in partial fulfilment of the requirement
for the award of the Degree of Master of Business Administration of Anna University,
Chennai is my original work which does not from part of the award of any other degree or
diploma or certificate of this university or any other university.

Madurai MANIKUMAR.K

Date : (Reg. No.911818631011)

 ACKNOWLEDGEMENT

I respect and thank the management, Principal and Staff of our B-School for providing
me with the necessary infrastructure, resources and encouragement to do a summer project on
the theme “KANNAN MOTORS BAJAJ ARUPPUKOTTAI” in partial fulfillment of the
requirements for the Degree of Master of Business Administration.

I am highly indebted to (Kannan motors bajaj Aruppukottai) for having permitted

me to do the summer project in their organization and extended me all facilities and help
for the successful completion of the summer project.

My special thanks are due to my guide and Supervisor Dr. M. Lakshmi Shree without
whose constant supervision and guidance this summer project would not have been
completed on time.

I would also like to extend my sincere gratitude to everyone who supported me

throughout the course of this MBA Project.

MANIKUMAR.K
ABSTRACT

Table of Contents

Chapter I - Introduction 5 to 6 Pages

Chapter II - Industry Profile 5 to 6 Pages

Chapter III - Company Profile 5 to 6 Pages

Chapter IV - Functional Departments 5 to 6 Pages

Chapter V - Observation (Skills acquired) 5 to 6 Pages

Chapter VI - Chronological Work 3 Pages

Chapter VII - Conclusion 1 Page

Total No. of Pages – Not more than 50 pages

Binding – As per regulations of Anna University, Chennai

Project report submitted (3 copies with One CD and Chronological Diary) for
MBA should be bound using flexible cover of thick white art paper. The spine for the bound
volume should be black Calico of 20mm width.
 TABLE OF CONTENTS

Sl no. Topic Page

no.

1 Introduction 01
2 Industry Profile 03
3 Company Profile 06
4 Functional Departments 18
5 Observation (Skills acquired) 31
6 Work Chronological 48
7 Conclusion 50
CHAPTER 01: INTRODUCTION

Bajaj Auto Ltd is one of the leading two & three wheeler manufacturers in India. The
company is well known for their R&D, product development, process engineering and low-
cost manufacturing skills. The company is the largest exported of two and three-wheelers in the
country with exports forming 18% of its total sales. The company has two subsidiaries, namely
Bajaj Auto International Holdings BV and PT Bajaj Indonesia.

The company was incorporated on April 30, 2007 as a wholly owned subsidiary of erstwhile
Bajaj Auto Ltd (the holding company) with the name Bajaj Investment & Holding Ltd. The
company received the certificate of commencement of business on May 7, 2007. The holding
company operated in the segments, such as automotive, insurance and investment, and others.
Considering the growth opportunities in the auto, wind-energy, insurance and finance sectors, the
holding company de-merged their activities into three separate entities, each of which can focus
on their core businesses and strengthen competencies.

The auto business of the holding company along with all assets and liabilities pertaining thereto
including investments in PT Bajaj Auto Indonesia and in a few vendor companies transferred
to Bajaj Investment & Holding Ltd. In addition a total of Rs 15,000 million in cash and cash
equivalents also transferred to Bajaj Investment & Holding Ltd. As the part of the scheme, Bajaj
Holdings and Investment Ltd were renamed as Bajaj Auto Ltd. The appointed date of this de-
merger was closing hours of business on March 31, 2007.

In April 9, 2007, the company inaugurated their green field plant at Pantnagar in Uttarakhand.
In the first year of operations, the plant produced over 275,000 vehicles. The companys
vehicle assembly plant at Akurdi was shut down from September 3, 2007 due to higher cost
of production.

In November 2007, Bajaj Auto International Holdings BV, a wholly owned subsidiary company
acquired 14.51% equity stake in KTM Power Sports AG of Austria, Europes second largest sport
motorcycle manufacturer for Rs 345 crore.

During the year 2007-08, the company launched XCD 125 DTS-Si and the Three-wheeler Direct
Injected auto rickshaw. The Chakan plant completed the cumulative production of over 2 million
Pulsar.

During the year 2009-10, the company expanded the production capacity of Motorised Two &
Three Wheelers by 300,000 Nos to 4,260,000 Nos. The
company launched Pulsar 220 F, Pulsar 180 UG, Pulsar 150 UG, Pulsar 135 LS and Discover
DTS-si in the market.

During the year 2010-11, the company expanded the production capacity of Motorised Two &
Three Wheelers by 780,000 Nos to 5,040,000 Nos. The company launched Avenger 220 DTS-i,
KTM Duke 125, Discover 150 and Discover 125 in the market.

The company plans to maintain the capacity of two and three-wheelers at the current level of
5,040,000 numbers per annum during the year ending 31 March 2012. The 4 wheel vehicle
development work is under progress and commercial launch of the first product from this
platform is scheduled for 2012.

In 2012, Bajaj Auto tied up with Japans Kawasaki in Indonesia. In 2013, the Company has
introduced another variant of premium motorcycles under the Bajaj-KTM joint venture
namely Duke 390cc for a price of Rs 1.83 lakh. The company also received CII Design
Excellence Award

In 2014, Bajaj Auto bagged order in Sri Lanka -Peoples Choice Bike of the Year - CNBC
TV18 Overdrive Awards. The Company has also received Bike of the Year BBC Topgear
Awards.

In 2015, Bajaj Auto has introduced the all-new Platina electric start 100 cc bike to the long-
distance commuter.
CHAPTER 02: INDUSTRY PROFILE

The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches over a
wide range of industries, spanning automobiles (two wheelers manufacturer and three wheelers
manufacturer), home appliances, lighting, iron and steel, insurance, travel and finance. The
group's flagship company, Bajaj Auto, is ranked as the world's fourth largest three and two
wheeler manufacturer and the Bajaj brand is well-known across several countries in Latin
America, Africa, Middle East, South and South East Asia. Founded in 1926, at the height of
India's movement for independence from the British, the group has an illustrious history. The
integrity, dedication, resourcefulness and determination to succeed which are characteristic of
the group today, are often traced back to its birth during those days of relentless devotion to a
common cause. Jamnalal Bajaj, founder of the group, was a close confidant and disciple of
Mahatma Gandhi. In fact, Gandhiji had adopted him as his son.

This close relationship and his deep involvement in the independence movement did not leave
Jamnalal Bajaj with much time to spend on his newly launched business venture. We are
celebrating 125th Birth anniversary of Shri. Jamnalal Bajaj on 4th of November 2014.

His son, Kamalnayan Bajaj, then 27, took over the reigns 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 INR.72 million to INR. 120 billion, its product portfolio has
expanded and the brand has found a global market. He is one of India‟s most distinguished
business leaders, bike manufacturer india and internationally respected for his business acumen
and entrepreneurial spirit.

Bajaj Auto Limited is an Indian automobile manufacturing company. It manufactures two and
three-wheeler machines. It manufactures and sells motorcycles, scooters and auto rickshaws. Bajaj
Auto Limited is a part of Bajaj Group of industries. The Bajaj Auto was founded by Jamnalal
Bajaj in Rajasthan in the year 1940s. It has its plants in Mumbai, Pune, Chakan, Waluj, Pantnagar
in Uttarakhand. Its oldest plant was in Akurdi(Pune) which is know transformed into the R&D
center.
Bajaj Auto is the world‟s 6th largest motorcycles manufacturing company and the 2nd largest in
India. It is the world largest three-wheeler manufacturer. It gave a start to the manufacturing of
scooters from getting license from Vespa. The most popular scooter by Bajaj was the Chetak
scooter. This scooter had a waiting period of about a year, and its production lasted for about 34
years. By around 1990‟s Bajaj Auto started focusing more on motorcycles since the market
trend was shifting. It also came as a surprise to all when it announced that the company will
withdraw from scooter manufacturing since the scooter had created the goodwill for Bajaj Auto
Limited. Saffire was the last scooter produced by Bajaj. It then mainly focused on motorcycles
and Bajaj Boxer and Bajaj discover were its commuter brand in the country and the sales of this
motorcycles rised very fast. Then it came with Bajaj Avenger which still remains the most
Affordable cruiser in India. But it was mainly because of Bajaj Pulsar the name of Bajaj came into
existence and cemented its position in the motorcycle segment in India. It was positioned as the
performance bike-maker in Indian market. The main feature of the bikes where because of its
value for money without compromising on its features, power, technology. The pulsar range of
Bajaj motorcycles has grown a lot and at a steady pace with many iterations and a 400cc Pulsar
version in a power cruiser form is launched in the market in August,2016 in the form of Bajaj
Pulsar CS400.

Bajaj currently sells its products through 2 formats, 1. Bajaj showrooms which sells all Bajaj
bikes.2. Pro-biking showrooms which sells bikes of KTM and Kawasaki.

On May 2015, its market capitalization was ₹640 Billion (US $9.9 Billion), making it the India‟s
23rd largest publicly traded company by market value. The Forbes Global 2000 list for the year
2012 ranked Bajaj Auto at 1,416 Rank.
CHAPTER 03: COMPANY PROFILE

Name of the Firm Kannan motors bajaj

Year of Establishment 2010
Form of Organisation Private Limited
Size of Organisation Medium Scale
Location of Office No 1/109 Thiruchuli Road,
Aruppukottai.
Location of Factory Kannan Motors Bajaj
Thiruchuli Road,
Aruppukottai.

Phone Number Office 02822 – 220213, 227171

Phone Number Factory 08282 – 287500-700-900
Fax Number 02822 – 287558
E-Mail kannanbajaj@gmail.com
Web Site www.kannanbajaj.com
Registered Certificate No. U26914GJ2002 PPC 43194
Sales Tax No. 0922008001
CST No. 99984063
Excise Registration No. AABCV7523MXM001
Product Vitrified Tiles & glass
No. of Employees 20
Bankers SBI Main Branch, Aruppukottai
Investment 10 Lakhs
Area Covered 25
Market State
The growth

Exit from scooters

Let us take bit of a flashback into the 70's and imagine a world in B&W. Bajaj introduced its first
indigenous scooter brand - Chetak. Its practicality and reasonable price made it a blockbuster
product for the company. Bajaj's name became synonymous with scooters, just like Colgate
stood for toothpaste. In the 80's the company spawned few more brands like Priya, Super etc.
and the brand slogan 'Humara Bajaj' was ubiquitous. In the absence of a formidable
competition, the company had a near monopoly in two-wheelers.

HeroHonda's-entry-in-1984

HH started offering motorcycles to the Indian customers. Share of motorcycles among two
wheelers increased gradually. Bajaj kept its fingers crossed on the scooter segment.

Entry of Honda Motorcycles and Scooters India in 2001

HMSI launched Activa gearless scooter which quickly became a success because of its easy
handling, electric start, refined engine and distinct looks. Customers started migrating towards
Honda and Bajaj's geared scooters began to appear ancient. Undisputed leadership often leads
to indifference and ignorance (remember Kodak?). Bajaj went into a dormant state and failed
to wake up to changing market dynamics until it was too late. It tied up with Kawasaki to enter
into motorcycles in 1986 but found itself lagging behind. The iconic Chetak ran on ventilator
support and was killed in 2005.

In a last minute attempt to salvage volumes, Bajaj came up with its gearless scooter 'Kristal' in
2006 which failed miserably. Once a dominating force, their market share fell significantly by 2009.
MD Rajiv Bajaj decided to vacate the scooter segment citing focus on motorcycles. This is
where we feel the company left the mine just before striking gold. Increased acceptance of
modern gearless scooters among all age groups led to a phenomenal growth of this segment.
Share of scooters has increased from 14 per cent in FY08 to about 25 per cent in FY14 and the
absence of Bajaj served the growth pie in a platter to Honda, that too for free!
The idea to completely back off from scooters was not the ideal one because Bajaj had an
extremely strong image of a scooter manufacturer with a high brand recall. 'Humara Bajaj' jingle
still resonated with people. That image had to be shed and converted to Bajaj as a motorcycle
maker, which was extremely tough even after spending truckloads of money on promotion. A
new manufacturing plant along with R&D and product development facilities had to be
established, which meant spending of more money.

Bajaj's dealers which were used to sell scooters now had to be re-trained to sell motorcycles.
Also, the distribution network had to be modified. Add few more truckloads of money. Cost of
lost opportunity. Probably worth more truckloads of money than the above three combined. If
Bajaj stayed and captured even 15 per cent of the market, it would have earned more volumes
than it currently gets from Platina.

Absence from scooter segment will continue to hurt Bajaj as scooters are likely to grow faster
than motorcycles in the years to come.

Entry-into-Motorcycles

Bajaj's motorcycle journey began in 1986 with economy bike KB100 in collaboration with
Kawasaki of Japan. The bike stayed in production for 10 years and spawned several variants.
It was replaced with Boxer in 1997 which was further succeeded by CT100 in 2004.

Executive commuter bike Caliber was launched in 1998 and managed 1 lakh units within 12
months. It got succeeded by Wind 125 standard street bike in in 2003. This bike was rebadged
within a year as Discover for the 125cc segment and the 100cc version was launched as Platina in
2006.

Bajaj entered the Premium bike segment with Pulsar and Eliminator in 2001. The Pulsar brand
turned out to be a huge success for the company. Tens of design changes and hundreds of
variants later it still continues. Eliminator was eliminated in 2005 and replaced with Avenger in 2005.

Bajaj also has a partnership with Austrian manufacturer KTM in which it also holds a 48 per cent
stake. The KTM models available in India are Duke 200, Duke 390, RC200 and RC390. Next we
break down Bajaj's performance in each segment and check if there is a devil in the details.
Motorcycles-(75-110cc)

This is the segment which brings the highest volumes to the motorcycle market. Even a few
percentage points of market share would translate into numbers in 5 digits. Keeping that in mind,
Bajaj lost 1.87 per cent of its market share in 2014, even though the segment witnessed a decent
growth of 4.44 per cent.

The company's range of Discover 100/100 M and Platina 100/ 100 ES finds itself hammered by
market leader Hero Motocorp's onslaught through Splendor/ Passion/ HF Deluxe/ HF Dawn
range of motorcycles, which sell almost 4 times in volumes. Clearly Bajaj falls short of offerings
here and needs to introduce fresh products if it wants to capture a larger pie of this segment.

The exports however show a complete role reversal. Bajaj effectively dominates the market more
or less holding on to its share of almost 74 per cent over the past three years. The Boxer and
CT 100 brands of motorcycles, which are exclusively made for exports have been well received
in the foreign markets. In fact, Boxer is the leading brand in Africa among all competitors. The
company's exports grew 3.26 per cent in FY14 while the total exports in the segment grew by
4.43 per cent.

Motorcycles-(110-125cc)

The fall in Bajaj's market share in this segment can be compared to the fall in crude oil prices
over the past one year, both have nearly halved. Bajaj lost 12.35 per cent of its market share in
2014, while the segment grew a miniscule 0.39 per cent over the previous year. Whatever
share of pie was lost by Bajaj seems to have been equally distributed between Hero and Honda.
This drastic performance of the company in a segment where it held one-third of the market needs
to be probed deeper. The Discover brand has been losing its significance despite having given
several product updates. What Bajaj has done is that they have extended the brand in both the
upper 150cc segment and the lower 100c segment along with tens of variants. Two things could
have happened here: Brand Dilution - presence in three different segments confused customers
what Discover actually stands for, so they migrate to the competitors.

Cannibalization - A price sensitive buyer goes for the lower segment for more value for money
and a performance seeking buyer opts for the upper segment rendering the middle segment of no
consequence. The picture was not that bad
in the exports where Bajaj lost 2.63 per cent market share over FY13 though there was an
increase in the absolute numbers by 12.11 per cent over the previous year. The company holds
56.49 per cent of the exports in this segment. TVS and Suzuki, though exporting much lower
numbers are steadily increasing their share.

Motorcycles (125-150cc)

This segment is yet another headache for Bajaj and for the industry as a whole. The segment
volumes have shrunk by 20.67 per cent over the past two years while that for Bajaj have declined
even faster at 36.76 per cent. As a result, Bajaj's market share has dwindled by a significant
10.42 per cent to land at
40.94 per cent.

A sigh of relief for Bajaj is that they still hold the leadership position in this segment and are fairly
ahead of their closest competitor Honda which holds
26.67 per cent share. However, if this downward trend continues for another year their
leadership position may be well within arm's reach of Honda.

The Pulsar 150 has been Bajaj's star product since its inception and its 'performance' bike image
has clicked with the Indian customers. However, the company has given it the same treatment as
the Discover. Pulsar now comes in 5 different engine options - 135/150/180/200/220 cc.

Bajaj has historically followed the strategy of putting more focus on the higher engine size
segments. The company has also launched the Discover 150cc in 2014 to reinforce their market
presence. Though these segments contribute a lower volume as compared to executive bikes,
they are expected to grow significantly in the long term as the customers move upmarket. If that
happens, Bajaj might have a competitive edge by having a stronger brand and a wider product
portfolio.

The situation on the export side looks much worse than the domestic. The segment returnedto
almost the same volumes in 2014 as it had in 2012 but sadly Bajaj's did not. Their volumes got
eroded by 22.32 per cent. As a result, the share of exports dwindled from 65.51 per cent in
FY12 to 51.05 per cent at the end of FY14. The volume eater for the company here is Yamaha
Motors whose share increased from 20.79 per cent to 33.98 per cent over the two years. Here
too, Bajaj's leadership position is under grave danger and the panic button should have
been pressed by now.
Motorcycles (150-200cc)

This segment has only two players fighting with each other. Bajaj offers the Pulsar 180 and
200NS along with KTM Duke 200 and RC 200 while TVS's Apache RTR is their lone fighter.
Contrary to expection, this lone fighter completely demolishes the comparatively fresh opposition
single handedly. In FY14, TVS snatched away 10.20 per cent market share from Bajaj despite the
product onslaught by the latter. This being a more premium segment with major customers being
the urban youth, the importance of brand is significant. Keeping that in mind, having a strong
domestic brand like Pulsar and a global brand like KTM has not helped Bajaj salvage its volumes.

On the other hand, exports in this segment have seen stellar growth for the company. Over the
past two years Bajaj's volumes have grown by 171%, much faster than the overall export growth
of 72 per cent. Much of this success is credited to new model launches namely Pulsar 200NS
and KTM RC200.

Motorcycles (200-250cc)

This segment is a three sided battle among Pulsar & Avenger 220 from Bajaj, Karizma from Hero
and CBR 250R from Honda, all of which are strong and popular brands. However, it's Bajaj
which scores a convincing win over the others. Despite the segment volumes declining by 6.34
per cent since FY12, Bajaj has increased its market share from 57.29 to 67.87 percent. In
absolute terms, out of 137454 units sold in 2014, 93290 units belonged to Bajaj. Once a marginal
entity, the Avenger has now caught the fancy of urban Indians who want to ride cruisers. In
FY14, the company sold about 41,000 Avengers and its demand has been increasing within a
niche section of customers. Bajaj commands a major share of the exports in this segment and
represented 78.63 per cent of the volumes in FY14. However, being an upper segment the
volumes are comparatively low. On top of that, export volumes of the segment have declined by
56.12 per cent and that of Bajaj have gone down by 64.09 per cent in the
span of two years.

Motorcycles (350-500cc)

Bajaj is a recent entrant in this segment with the KTM RC390 launch in 2014. The good news
here is that in the first year itself the bike has managed to capture 15.85% of the market and it
is expected to increase more by this year end. With its trademark orange frame and alloy wheels,
the KTM's have become quite a rage among the youth in urban India. The rest of the segment
belongs to the Royal Enfield heavyweights. RC390 provides a sports bike body style in
this segment which otherwise has only street and cruiser bikes, hence offering a new proposition
to attract buyers. Bajaj has exported more KTM's than it has sold in the domestic market and it
has led to more than four-fold increase in the export volumes of this
segment.

Commercial vehicles - three wheelers

Bajaj is the world's largest producer and India's largest exporter of three wheelers. The
company's brand RE (which stand for Rear Engine) range has three wheelers running on diesel,
alternative and hybrid power. In FY14, Bajaj held 39 per cent share in the domestic market but
sales numbers declined. The drop can be attributed to sluggish economy and lower issue of
permits by transport authorities. The competition from Piaggio and Mahindra is also increasing
in this space. Numbers did grow in exports but slower than the overall market.
FUNDAMENTAL DEPARTMENT
 MARKETING
 SALES
 SERVICE
 CUSTOMER CARE
 FINANCE

MARKETING STRATEGIES OF BAJAJ AUTO

From the last decade the Bajaj has changed its image, earlier it was known for producing scooter
now Bajaj is focusing on manufacturing a two wheeler bike. Its number has increased in last
decade after targeting the motorcycle segment. In 1959 Bajaj obtain license from the Govt. of
India to manufacture 2 –wheeler
and 3- wheeler and in 1960 in went public. In the year 1977 Bajaj managed to produce and sell 100000
vehicles globally during that financial year. In the year 1986 Bajaj managed to produce and sell 500000
vehicles globally.

MARKET SEGMENTATION, TARGETING AND POSITIONING SEGMENTATION

Before the Bajaj pulsar came to the Indian market Bajaj was known for manufacturing scooter,
various attempt was failed because of hero Honda legacy.

It was strategic move by Bajaj when it introduced the Bajaj pulsar 150cc against CBZ 150 cc.

Pulsar proved to be one of the most successful two wheeler bike and became the threat for the
hero Honda rule in the Indian market

Bajaj has segmented its bike category

From 100 CC To 125 CC bike – Lower And Lower Middle Class family. From 125 CC
To 150 CC bike – Middle and Upper Middle Class family. From 150 CC To 220 CC
bike – Upper Middle and Upper Class family.

SALES
A sale is the exchange of a commodity or money as the price of a good or a service. Sales (plural
only) is activity related to selling or the amount of goods or services sold in a given time period.
The seller or the provider of the goods or services completes a sale in response to an acquisition,
appropriation, requisition or a direct interaction with the buyer at the point of sale. There is a passing of title
(property or ownership) of the item, and the settlement of a price, in which agreement is reached on a price for
which transfer of ownership of the item will occur. The seller, not the purchaser generally executes the sale and
it may be completed prior to the obligation of payment. In the case of indirect interaction, a person who sells
goods or service on behalf of the owner is known as a salesman or saleswoman or salesperson, but this often
refers to someone selling goods in a store/shop, in which case other terms are also common, including
salesclerk, shop assistant, and retail clerk.

In common law countries, sales are governed generally by the common law and commercial codes. In
the United States, the laws governing sales of goods are somewhat uniform to the extent that most jurisdictions
have adopted Article 2 of the Uniform Commercial Code, albeit with some non-uniform variations.
Meaning
A person or organization expressing an interest in acquiring the offered item of value is referred to as a
potential buyer, prospective customer or prospect. Buying and selling are understood to be two sides of the
same "coin" or transaction. Both seller and buyer engage in a process of negotiation to consummate the
exchange of values. The exchange, or selling, process has implied rules and identifiable stages. It is implied
that the selling process will proceed fairly and ethically so that the parties end up nearly equally rewarded. The
stages of selling, and buying, involve getting acquainted, assessing each party's need for the other's item of
value, and determining if the values to be exchanged are equivalent or nearly so, or, in buyer's terms, "worth
the price". Sometimes, sellers have to use their own experiences when selling products with appropriate
discounts.
From a management viewpoint it is thought of as a part of marketing, although the skills required are
different. Sales often form a separate grouping in a corporate structure, employing separate specialist
operatives known as salespersons (singular: salesperson). Selling is considered by many to be a sort of
persuading "art". Contrary to popular belief, the methodological approach of selling refers to a systematic
process of repetitive and measurable milestones, by which a salesman relates his or her offering of a product or
service in return enabling the buyer to achieve their goal in an economic way. While the sales process refers to
a systematic process of repetitive and measurable milestones, the definition of the selling is somewhat
ambiguous due to the close nature of advertising, promotion, public relations, and direct marketing.
Selling is the profession-wide term, much like marketing defines a profession. Recently, attempts have
been made to clearly understand who is in the sales profession, and who is not. There are many articles looking
at marketing, advertising, promotions, and even public relations as ways to create a unique transaction.

Two common terms used to describe a salesperson are "Farmer" and "Hunter". The reality is that most
professional sales people have a little of both. A hunter is often associated with aggressive personalities who
use aggressive sales technique. In terms of sales methodology a hunter refers to a person whose focus is on
bringing in and closing deals. This process is called "sales capturing". An example is a commodity sale such as
a long distance sales person, shoe sales person and to a degree a car sales person. Their job is to find and
convert buyers. A sales farmer is someone who creates sales demand by activities that directly influence and
alter the buying process.

SALES

 A Product is any offering that can satisfy a need or want, while a brand is a specific offering from a
known source.
 When offerings deliver value and satisfaction to the buyer, they are successful.
 Exchange involves obtaining a desired product from someone by offering something in return. Five
conditions must be satisfied for exchange to occur.
 Transaction involves at least two things of value, agreed-upon conditions, a time of agreement, and
a place of agreement.
 The marketing program is developed to achieve the company’s objectives. Marketing mix decisions
include:

• Product: provides customer solution.

• Price: represents the customer’s cost.
• Place: customer convenience is key.
• Promotion: communicates with customer.

Globalization, technological advances, and deregulation have created many challenges:

 Customers
 Brand Manufacturers
 Store-Based Retail

Sales Department

 Bike model
 Design & Colors
 Kilometer
 Bike capacity
 Bike CC

Marketing Concepts

• Needs, wants, and demands

• Target markets, positioning, segmentation
• Offerings and brands
• Value and satisfaction
• Marketing channels
• Supply chain
• Competition
• Marketing environment

Marketing Management Tasks

  Develop market strategies and plans
 Capture marketing insights
 Connect with customers
 Build strong brands
 Shape market offerings
 Deliver value
 Communicate value
 Create long-term growth

• It is intangible.
• It does not result in ownership.
• It may or may not be attached with a physical product
• Regardless of the “product”, there is a services component to the offerings of all firms service is
performed in support of the sale of a tangible product.

 Goods - things you can touch - “tangible”.

 Services - things you can’t touch - but you can see their effect is “ Services are not physical, they are
intangible”.

Features

 Intangibility: difficult to sample and to evaluate

 Inseparability: difficult to separate services from the service provider; mainly direct sales; staff are
essential to the delivery of quality service.
 Heterogeneity: virtually every service is different; very difficult to standardize quality.
 Perishability: those not sold cannot be stored.
 Fluctuating demand: demand for some services fluctuates by season, or even by time of day.

SPECIAL SERVICE

 Job cords
 Free service
 Quickly service
 Regular service
 Customer call
 Customer feedback
Customer satisfaction
Customer and industrial products require pre & post purchase services. Service department is often
addressing for customer complaints, Number and type of complaints are important inputs for marketing
strategies, product modification, and new product development. Regular & Explicit communication should be
established between service, marketing and other relevant functions.

A delighted customer is a satisfied customer. Satisfied customer is more likely to acquire additional
product/ services, and therefore become a profitable customer. Satisfied customer is also more likely to
maintain and group the relationship over an extended period of time

 Use technology to create an immediate, tangible benefit for the consumer.

 Make the technology easy to use.
 Execution matters: prototype, test, and refine.
 Recognize that customers' response to technology varies.
 Build systems that are compatible with the way customers make decisions.
 Study the effects of technology on what people buy and on how they shop.
 Coordinate all technologies that touch the customer.
 Revisit technologies that failed in the past.
 Use technology to tailor marketing programs to individual customer’s requirements.
 Build systems that leverage existing competitive advantages.

The services marketing mix is an extension of the 4Ps framework. The essential elements of product,
promotion, price and place remain but 3 additional elements - people, physical evidence and process are
included to the 7Ps mix. The need for the extension is due to the high degree of direct contact between service
providers and its customers, the highly visible nature of the service process, and the simultaneity of the
production and consumption.

People
The simultaneity of production and consumption in services the company's staff occupy the key
position in influencing customer's perceptions of product quality. In fact the service quality is inseparable from
the quality of service provider. An important marketing task is to. set standards to improve quality of services
provided by employees and monitor their performance. Without training and control employees tend to be
variable in their performance leading to variable service quality. Training is crucial so that employees
understand the appropriate forms of behavior and trainees adopt the best practices
Physical evidence
This is the environment in which the service is delivered and any tangible goods that facilitate the
performance and communication of the service. Customers look for clues to the likely quality of a service also
by inspecting the tangible evidence. For example, prospective customers may look to the design of learning
materials, the appearance of facilities, staff, etc.
Process
This means procedures, mechanism and flow of activities by which a service is acquired. Process
decisions radically affect how a service is delivered to customers. The service in organizations includes several
processes e.g. first contact with customers, administrative procedure regarding delivery, preparation and
evaluation of service offerings.
Marketing of services is the diametrically opposed non-material counter piece of a physical good. A
service provision comprises a sequence of activities that does not result in ownership of the outcome, and this
is what fundamentally differentiates it from furnishing someone with physical goods. Service provision is a
process that creates predetermined benefits by effectuating a change of service consumers, a change in their
physical possessions or a change in their intangible assets. Marketing a service base business is different from
marketing a goods-base business.
There are several major differences, including:
 The buyer purchases are intangible
 The service may be based on the reputation of a single person
 It's more difficult to compare the quality of similar services
 The buyer cannot return the service
 Marketing of service is a set of singular and perishable benefits
 Delivered from the accountable service provider, mostly in close coactions with his service suppliers.

TARGETING

Bajaj did the right move by targeting the youth of the India as in India 65 % of the
population is from 18-35.

Pulsar was the Bajaj first bike without Kawasaki label on it.

The bike was mainly targeting the male segment and known for its macho look.

POSITIONING

Bajaj has positioned Pulsar in the “high style and high price “category along with the hero
Honda Karizma, hero Honda CBZ, Royal Enfield.

Bajaj also positioned CT 100 in the “low style and low price “category along with Herohonda
Splender , TVS star city.

BRANDING
BRAND POSITIONING

Pulsar
Discover
Rebranding from Hamara Bajaj to Distinctly Ahead

Hamara Inspiring Distinctly

Bajaj Confidence Ahead

Earlier Bajaj used “B” logo in a hexagon that was known for” Hamara Bajaj” was replaced with
a more attracting, stylish, vibrant, dynamic look moving from the lower caps to upper caps which
symbolize the
rejuvenated Bajaj auto ltd.

The change in the logo was the ongoing change Bajaj

has transformed its facilities like manufacturing process,
service and distribution network, created its benchmark in
research and development activities. When customer has
changed in terms of quality and style then change in the
identity became the necessary change for the Bajaj to invite
the paradigm shift in the consumer‟s perception regarding
the company.
Bajaj pulsar joined hands with MTV India in the year
2009 in order to launch pulsar MTV stunt
mania which was India‟s first ever bike stunt reality show. The main intention of the Bajaj to
target the youth of the India and MTV being the youth centric for the excellent choice.

ADVERTISING STRATEGY

Bajaj is known for its outstanding ads because they don‟t use the brand ambassadors in their
ads which help the company to save lots of cost. Bajaj used punch line like “Naye Bharat kin
aye Tasveer “ added great value to its two – wheeler product.

Recently ,Bajaj changed its logo and also changed its punch line “Hamara Bajaj” which got
converted to “inspiring confidence” the reason for the change as told by the company officials
was to keep pace with the new technologies in the fast moving world to match with other
competitor. Even though Bajaj has changed its punch line which doesn‟t created much impact
on the brand image of the company. .
OBESERVATION (SKILL ACQUIRED)

 The internal and external relationship management is good.

 The quality of the product is assumed as best when compared to the competitors.
 The management maintains the accounts properly and auditing periodically at regular intervals.
 The company delivers the product to the consumer at the appropriate time.
 They are provide break time to relaxation and reduce the stress in the company
 The company provides more job opportunities and provides enough training to the employees.
 The management maintains good relationship with the employees by conducting the periodical
meeting.
 The company used old machines which lead to wastage. It also reduces the productivity of
workers.
 Manpower are skilled.
 There is good facility and proper maintenance.
Major Events

2001-2002:

Product Award

Bajaj Eliminator Most Exciting Bike of the Year 2001

Bajaj Eliminator Bike of the Year 2002

Bajaj Pulsar Most Exciting Bike of the Year 2002

Bajaj Pulsar Bike of the Year 2002

2002-2003:

Product Award

Bajaj Pulsar Bike of the Year 2003

Bajaj Pulsar Motorcycle Total Customer Satisfaction Study 2003

Bajaj Boxer AT BBC World Wheels Award for Best Two Wheeler under Rs 30,000
KTEC

Bajaj Pulsar 150 BBC World Wheels Award for Best Two Wheeler between Rs 45,000 to
DTS-i Rs 55,000
Product Award

Bajaj Pulsar 180 BBC World Wheels Award for Best Two Wheeler between Rs 55,000 to
DTS-i Rs 70,000

Bajaj Pulsar 180 BBC World Wheels Viewers Choice Two Wheeler of the Year 2003
DTS-i

2003-2004:

Product Award

Bajaj Wind 125 Bike of the Year 2004

Bajaj Wind 125 Two Wheeler of the Year 2004

Bajaj Pulsar DTS-i Bike of the Year 2004

DTS-i Technology Auto Tech of the Year 2004

2004-2005:

Product Award

Bajaj Pulsar DTSi TNS Automotive Total Customer Satisfaction.

Bajaj Discover DTS-i Bike of the Year.

Bajaj Discover DTS-i Indigenous Design of the Year.

2005-2006:

Bajaj CT 100 Motorcycle Total Customer Satisfaction Study 2005.

Bajaj Discover DTS-i Indigenous design of the year 2005.

Bajaj Discover DTS-i Bike of the year 2005.

2006-2007:
Pulsar DTS-Fi Bike of the year.

Platina 100cc Bike of the Year.

2007-2008:

Product Award

Bajaj Pulsar DTSi TNS Automotive Total Customer Satisfaction.

Bajaj Discover DTS-i Bike of the Year.

Bajaj Discover DTS-i Indigenous Design of the Year.

2005-2006:

Bajaj CT 100 Motorcycle Total Customer Satisfaction Study 2005.

Bajaj Discover DTS-i Indigenous design of the year 2005.

Bajaj Discover DTS-i Bike of the year 2005.

2006-2007:

Pulsar DTS-Fi Bike of the year.

Platina 100cc Bike of the Year.
Pulsar Ranked First in 'TOP 30 AUTOMOBILE BRANDS OF INDIA.'

Bajaj Auto, Waluj First prize for category "Productivity Thru Quality".

Mr. Rajiv Bajaj Rashtrabhusan Award.

Mr. Rahul Bajaj Lakshya Business Visionary Award.

2008-2009:

Discover DTS-Si 100cc Bike of the Year.

Pulsar 135LS 150cc Bike of the Year.

Kawasaki Ninja 250cc Bike of the Year.

Pulsar 135LS 4-V Technology of the Year.

Discover DTS-Si Most Value for Money-Bike of the Year.

Kawasaki Ninja Motorcycle of the Year - Bike upto 250 cc.

Bajaj Discover DTS-Si Motorcycle of the Year - Bike upto 125 cc.

Kawasaki Ninja Two Wheeler of the Year.

Bajaj Discover And Pulsar Best Integrated Campaign - Two wheelers.

Kawasaki Ninja Bike of the Year.

Bajaj Discover Best StoryBoard Commercial.

Bajaj Discover Best TV Commercial.

Kawasaki Ninja Bike of the Year 2009.

2009-2010:

Kawasaki Ninja Bike of the Year.

Pulsar 135LS Bike of the Year.

Discover DTS-Si 100cc Bike of the Year.

2010-2013:

Pulsar 200 NS NDTV Car & Bike Two wheeler of the Year.

Pulsar 200 NS NDTV Car & Bike Motorcycle of the year upto 250cc
Pulsar 200 NS NDTV Car & Bike Automotive Design of the Year

2013-2016:

Publication/TV Channel Awards for BAL

Autocar/ Times Now RS 200- Reader's Choice bike of the year

BBC TopGear RS 200- Reader's Choice bike of the year

Timeline of Events

2009 (JANUARY):

Bajaj Pulsar 150 & Pulsar 180 upgrade launched.

2008 (AUGUST JULY JUNE):

Bajaj Platina 125 DTS-Si launched.

2007 (JUNE AUGUST JULY JUNE APRIL FEBRUARY

JANUARY):

RE GDi autorickshaw launched.

2006 (APRIL):

Bajaj Platina launched.

2005(JUNE FEBRUARY):

Bajaj Discover launched

2004(AUGUSTMAYJANUARY):

Bajaj Discover DTS-i launched.

2003(OCTOBER JULY FEBRUARY):

Bajaj Pulsar DTS-i is launched.

2001(JANUARY):

Bajaj Auto launches its latest offering in the premium bike segment 'Pulsar'.
2000:
 The Bajaj Saffire is introduced.

1999:

Caliber motorcycle notches up 100,000 sales in record time of 12 months.

1998(JUNE JULY OCTOBER):

Production commences at Chakan plant.

1997:

The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are introduced.

1995:

Bajaj Auto is 50. Agreements signed with Kubota of Japan for the development of diesel
engines for three-wheelers and with Tokyo R&D for ungeared Scooter and moped development.
The Bajaj Super Excel is introduced while Bajaj celebrates its ten millionth vehicle. One million
vehicles were produced and sold in this financial year.

1994:

The Bajaj Classic is introduced.

1991:

The Kawasaki Bajaj 4S Champion is introduced.

1990:

The Bajaj Sunny is introduced.

1986:

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

1985:

The Waluj plant inaugurated by the erstwhile President of India, Shri Giani Zail Singh.
Production commences at Waluj, Aurangabad in a record time of 16 months.

1984:

Foundation stone laid for the new Plant at Waluj, Aurangabad.

1981:

The Bajaj M-50 is introduced.

1977:

The Rear Engine Autorickshaw is introduced. Bajaj Auto achieves production and sales of
100,000 vehicles in a single financial year.

1976:

The Bajaj Super is introduced.

1975:

BAL & Maharashtra Scooters Ltd. joint venture.

1972:

The Bajaj Chetak is introduced.

1971:
The three-wheeler goods carrier is introduced.
 1970:

Bajaj Auto rolls out its 100,000th vehicle.

1960:

Bajaj Auto becomes a public limited company.Bhoomi Poojan of Akurdi Plant.

1959:

Bajaj Auto obtains license from the Government of India to manufacture two- and three-
wheelers.

1948:

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

1945:

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

SWOT ANALYSIS

SWOT Analysis means the analysis of

S  Strength
W  Weakness
O  Opportunity
T  Threat

Strength
 Kannan motors Bajaj is giving employment around 20 employees.
 Strong market presence
 Develop rural area to reach at the global position.

Weakness
 Irregularity in time cost.
 Kannan motors bajaj entered late in the market

Opportunity
 Rapidly and continuous growth in the market, so company will th ink about expansion.

Threat
 Highly competitive market against imported vitrified tiles.
 CHRONOLOGICAL DIARY

MANAGERIAL SKILL
DATE DEPARTMENTS DETAIL
ACQUIRED/ DEVELOPMENT
ROAD
24.05.19 MARKETING HOW TO ROAD ADVERTISEMENT
ADVERTISEMENT
25.05.19 MARKETING CLIENT MEETING HOW TO CLIENT MEET
TRAVELLING
HOW TO FOLLOW CUSTOMER
27.05.19 SALES FOR CUSTOMER
TRAVELLING
FOLLOW
28.05.19 MARKETING BIT NOTICES HOW TO BIT NOTICES CUSTOMER
29.05.19 EDP SERVICES HOW TO WATER WASH
ACCOUNTS ARRANGEMENT
30.05.19 HOW TO ARRANGEMENT DOCUMENT
DEPARTMENT DOCUMENT
TV HOW TO SHOW OWNER COMPANY
31.05.19 MARKETING
ADVERTISEMENT ADVERTISEMENT SOME ONE TV
1.06.19 SALES SALES HOW TO PRODUCED SALES
HOW TO ADVERTISEMENT IN OUT
3.06.19 MARKETING OUT DOOR
DOOR
ADVERTISEMENT
4.06.19 MARKETING HOW TO DISTRIBUTING PAMPLET
PAMPLET
MS OFFICE
5.06.19 HR HOW TO MS OFFICE WORKING
WORKING
6.06.19 INSURANCE BANK VISIT HOW TO BANK VISIT
7.06.19 HR OBERSERVING DETAIL ABOUT THE BUSINESS PILLARS
8.06.19 HR OBERSERVING EXPLAIN ABOUT SWOT
11.06.19 HR OBSERVING STRUCTURE OF ORGANISATION
13.06.19 FINANCE ANALYSE FINANCIAL DEPARTMENT WORK
HOW TO MAINTAIN CUSTOMER
14.06.19 SERVICE OBERSERVING
REPUTION
15.06.19 SERVICE OBERSERVING DELIVERY SERVICE TO CUSTOMER
HOW SALES
17.06,19 SALES EXECUTIVES MARKETING SKILLS
SHOULD
 PERFORM
HOW THEY
18.06.19 SALES ACHIEVE THEIR MARKETING SKILLS
TARGET
HOW TO CO-
19.06.19 HR HR SKILLS
ORDINATE
20.06.19 FINANCE OBERSERVING ABOUT FUNCTION OF DEPARTMENT
INFORMATION
COLLECTED
21.06.19 HR HR SKILLS
FROM HR
DEPARTMENT
SALES AND
22.06.19 OBERSERVING OFFERS DETAILS COLLECTED
MARKETING
CONCLUSION

CONCLUSION

The study undertaken has brought in to the light of the following conclusions. According to this project
I came to know that from the analysis of overall department function, it is clear that KANNAN MOTORS
BAJAJ ARUPPUKOTTAI. The company’s overall position is at a good position .Particularly the sales and
service department position is well due to raise in the profit level from of the company. It shows “BEST
SERVICE FOR BAJAJ BIKES”.