A REPORT ON

SUMMER TRAINING AT
KANNAN MOTORS BAJAJ
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” 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” 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)

Company’s Certificate (original/Colour Xerox)

 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 “topic of the summer project” in partial fulfillment of

the requirements for the Degree of Master of Business Administration.

I am highly indebted to M/s (Kannan motors bajaj) 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 Mr./Mrs/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 03
2 Industry Profile 05
3 Company Profile 07
4 Functional Departments 09
5 Observation (Skills acquired) 15
6 Work Chronological 21
7 Conclusion 23
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
CHAPTER 04: 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.
CHAPTER 05: 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.

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. .
CHAPTER 06: OBESERVATION (SKILL ACQUIRED)
Bajaj Group believes that the true and full measure of growth, success and
progress lies beyond balance sheets or conventional economic indices. It is best
reflected in the difference that business and industry make to the lives of people.
Through its social investments, Bajaj Group addresses the needs of
communities residing in the vicinity of its facilities, taking sustainable
initiatives in the areas of health, education, environment conservation,
infrastructure and community development, and response to natural calamities.
For society, however, Bajaj is more than a corporate identity. It is a catalyst for
social empowerment. It is the reason behind the smiles that light up a million
faces.Its goodwill resonates in the two simple words that live in the collective
consciousness of Indians Hamara Bajaj.
The Corporate Social Responsibility (CSR) activities of Bajaj Group are guided
by the vision and philosophy of its Founder, late Shri Jamnalal Bajaj, who
embodied the concept of Trusteeship in business and common good, and laid
the foundation for ethical, value-based and transparent functioning.
EDUCATION:
The two flagship projects for Bajaj Auto have been the Bajaj Education
Initiative (BEI) and the e-Learning Project. The BEI covers 76 low cost
schools (a mix of private and government schools) in Pimpri-Chinchwad area of
Pune, and supports them with infrastructure development and capacity building.
The e-Learning project has reached more than 1550 schools till date- covering
Maharashtra and Rajasthan. Both of these are implemented by Jankidevi Bajaj
Gram Vikas Sanstha, our own NGO.
In addition Bajaj Auto has supported school infrastructure development,
vocational training for entrepreneurship, teach-to-lead as well as scholarships
for meritorious students.
Bajaj Auto is also supporting Bhartiya Yuva Shakti Trust (BYST) in training
25000 young persons in Aurangabad and Wardha to create 1000 entrepreneurs
in 5 years. Over 177 entrepreneurs have been created in first 2 years of the
project.
WOMEN’S EMPOWERMENT & SELF RELIANCE:
Bajaj Auto has supported IISER, one of India‟s leading research institutes, in
constructing a dedicated Hall of residence for Women Research Scholars. Bajaj
Auto has continued to support the Banasthali Vidyapeeth (a women‟s
university) in setting up a Hostel and a Bajaj center for Automation and Bajaj
Law School.
Bajaj Auto also supports the Kailash Satyarthi Children‟s Foundation in its
work on holistic development and empowerment of children.
SUPPORTING ARMED FORCES & VETERANS:
Bajaj Auto has contributed Rs 1 Crore to the Armed Forces Flag Day Fund.
RURAL DEVELOPMENT & OTHER PROJECTS:
Bajaj Auto has supported Sevagram Pratishthan at Wardha for renovation of
Bapu Kutir and associated buildings. Bajaj Auto has also initiated a partnership
with Raja Dinker Kelkar Museum at Pune for renovation of the museum.
Other supported organisations include Social Work Research Center - Barefoot
College(Tilonia), Development Initiative for Self-Help and Awakening –
DISHA (Pune), Chinmaya Organization for Rural Development (New Delhi),
Prafulla Dahanukar Arts Foundation (Mumbai) etc.
Bajaj Auto Has also supported Paraplegic Rehabilitation Center at Khadaki,
Pune, with 20 State of the Art wheelchairs.
CHAPTER 06: Coping with Changes

Bajaj Auto is the flagship company of the Bajaj Group of Companies. Bajaj
Auto Limited (BAL) is currently India's second largest two wheeler and three
wheeler manufacturer. The core competency of Bajaj Auto Ltd is its technology
and innovation. Both DTS-i (Digital Twin Spark Ignition) and DTS-Fi (Digital
Twin Spark Fuel Ignition) are technological breakthroughs by Bajaj. BAL is
also a pioneer in product innovation having introduced technologies such as
ExhausTEC (Exhaust Torque Expansion Chamber), LED Tail Lamps, LCD
Display, SNS, Spare parts (Tubeless tyres, rear disc brakes), Black colour
scheme etc.
Thus we observe that BAL which used to be a Defender in 1970-1990 through
Bajaj Chetak radically moved towards becoming an Analyzer (1990-1997) by
focussing on bike segments and has now become a Prospector (1997-date) with
several patents in its kitty and new bike launches every year. Therefore, for a
follower to move on and become a market leader it is essential that it focus on
innovation and consumer demand.
The re-branding exercise gone haywire
In the beginning of 2011, Bajaj decided to withdraw its family name from its
products and develop individual brands having their own identity. The rationale
behind this was since Bajaj group diversified into areas like electrical, finance
etc, having the family name would confuse the buyer what they actually stand
for. So basically, Bajaj had restructured itself from a branded house (many
products under an umbrella brand) to a house of brands (separate brands owned
by a parent). For exampleVolkswagen is a house of brands - Audi, Bentley,
Lamborghini function separately and do not carry VW badge anywhere. Though
aimed at reducing confusion the exercise seems to have created just that. The
brands now functioning independently are poaching into each other's territory.
Discover has stepped into Platina's segment, Pulsar has model in KTM' s space
etc. These overlaps create misunderstandings in terms of positioning resulting in
diluted brands and cannibalization of sales. Bajaj has seen its market share
decline since then.

Bajaj Auto has partnered iconic British motorcycle brand Triumph to produce mid-
capacity bikes for the Indian and overseas markets.

Engineers from Bajaj Auto and Triumph Motorcycles have been working on the
new motorcycles at the former‟s Chakan plant for some months. The no-equity
partnership will develop a range of mid-capacity 250-750cc motorcycles.

Focus on Gearless Scooters

The market share of gearless scooters is increasing at a healthy rate. Bajaj is
virtually absent in this range that caters to the needs of women and families.
Presently Honda, Hero Honda and TVS are big players in this segment.
Entry into Four Wheeler Segment
Bajaj has entered into a joint venture with Renault-Nissan in the development of
a small car priced at $30004. This is a significant move because it directly
competes with Tata NANO. Bajaj has also displayed its small car prototype in
the recently held auto expo. It promises double the mileage as compared to any
car in the economy segment and is also considering the option of introducing
Diesel and LPG variants. The four wheeler segment will also be able to hedge
any risk that might arise because of the two wheeler industry and would profit
from retaining consumers switching from two wheelers.
Scaling Up Service Centers
BAL needs to scale up its service centers both in numbers and in capacity.
Keeping in line with its growth target for the next 5 years, its service centers
should not only cater to two wheelers but should also be upgraded to cater to the
needs of four wheelers that Bajaj plans to launch.
Focus on Easy Credit Lending
In the present economical crisis, Bajaj can utilize its subsidiary, Bajaj insurance
in coming up with schemes that will help consumers buy two wheelers on
friendly terms.
Investment in Research and Development
We have already identified that the core competency of Bajaj is its R&D and
investment in technology. In order to increase market share and become the
market leader, Bajaj needs to invest heavily in R&D. They have to introduce
efficient and powerful bikes as well as develop alternate energy vehicles.
Focus on Exports and Global Market
Bajaj Electricals has already setup a manufacturing unit in China. As set up
cost and export costs are extremely cheap in China, we recommend the same
strategy for BAL. By doing so, Bajaj can utilize low cost exports.
Bajaj is not yet a global name. Considering the fact that it is one of the oldest
two wheeler companies and is doing very well in India, it should definitely
target global markets. A movement is seen in this direction since it is
focusing on the British cult bike company, Triumph as its target takeover.
Triumph, given its niche positioning, cult brand image and strong product line-
up, is an attractive target for the Pune based firm.
Disbanding of Dedicated Sales Force for each Product
Because of the differentiation in the products that Bajaj currently possesses
and is expected to launch in the near future we recommend Bajaj to
discontinue its current strategy of dedicated sales force for each product line.
This would eventually achieve synergies in selling thereby leading to a
reduction in costs.
CHAPTER 07: 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
KTEC Rs 30,000

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

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

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

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

CHAPTER 8: 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 licence 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 asM/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 200 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.
 CHAPTER 6. 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 FOR
27.05.19 SALES HOW TO FOLLOW CUSTOMER TRAVELLING
CUSTOMER FOLLOW
28.05.19 MARKETING BIT NOTICES HOW TO BIT NOTICES CUSTOMER

29.05.19 EDP SERVICES HOW TO WATER WASH

ARRANGEMENT
30.05.19 ACCOUNTS DEPARTMENT HOW TO ARRANGEMENT DOCUMENT
DOCUMENT
HOW TO SHOW OWNER COMPANY ADVERTISEMENT
31.05.19 MARKETING TV ADVERTISEMENT
SOME ONE TV
1.06.19 SALES SALES HOW TO PRODUCED SALES

3.06.19 MARKETING OUT DOOR HOW TO ADVERTISEMENT IN OUT DOOR

ADVERTISEMENT
4.06.19 MARKETING HOW TO DISTRIBUTING PAMPLET
PAMPLET
5.06.19 HR MS OFFICE WORKING HOW TO MS OFFICE 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

14.06.19 SERVICE OBERSERVING HOW TO MAINTAIN CUSTOMER REPUTION

15.06.19 SERVICE OBERSERVING DELIVERY SERVICE TO CUSTOMER

HOW SALES
17.06,19 SALES EXECUTIVES SHOULD MARKETING SKILLS
PERFORM
HOW THEY ACHIEVE
18.06.19 SALES MARKETING SKILLS
THEIR TARGET
19.06.19 HR HOW TO CO-ORDINATE HR SKILLS

20.06.19 FINANCE OBERSERVING ABOUT FUNCTION OF DEPARTMENT

INFORMATION
21.06.19 HR COLLECTED FROM HR HR SKILLS
DEPARTMENT
22.06.19 SALES AND MARKETING OBERSERVING OFFERS DETAILS COLLECTED
 CHAPTER 09: 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. 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”.