Vivekanand Shikshan Sanstha’s

VIVEKANAND ARTS, SARDAR DALIPSINGH

COMMERCE AND SCIENCE COLLEGE,
AURANGABAD

Project report on
SALES MANAGEMENT
AT
BAJAJ AUTO

Submitted to

DR.BABASAHEB AMBEDKAR MARATHWADA

UNIVERSITY,
AURANGABAD

Project Guide

DR. GOPAL BALLOJ

Submitted by

DEVENDRA SHINDE

BBA-3RDYEAR (6TH SEMESTER)

FOR THE ACADEMIC YEAR 2019-2020

1
 Vivekanand Shikshan Sanstha’s
VIVEKANAND ARTS, SARDAR DALIPSINGH
COMMERCE AND SCIENCE COLLEGE,
AURANGABAD.

CERTIFICATE

This is to certify that the project report entitled “Sales

Management ” at BAJAJ AUTO PVT LTD is submitted by
DEVRNDRA SHINDE as per the requirement of
Dr.Babasaheb Ambedkar Marathwada University in partial
fulfillment of Bachelor of Business Administration (6th
semester) for academic year 2019-2020

PROJECT GUIDE COURSE CO-ORDINATOR H.O.D

DR . GOPAL BALLOJ DR . GOPAL BALLOJ DR. A.T. GAIKWAD

2
 ACKNOWLEDGEMENT

I would like to express our immense gratitude towards our institution

Vivekanand Arts, Sardar Dalipsingh Commerce and Science College,
Aurangabad which created a great platform to attain profound technical
skill in BBA thereby fulfilling our most cherished goal.

I would thank to Mr. GOPAL and all the staff member of BAJAJ AUTO
for guiding and helping me in successful completion of the project.

I sincerely express my gratitude to the Head of the Department, DR .

GOPAL BALLOJ. I would also thanks to course coordinator DR.
GOPAL BALLOJ for their inspiration and timely support in successful
completion of my project work.

I am very much thankful tomy Project Guide DR. GOPAL BALLOJ for
extending his valuable guidance and cooperation in completing this in plant
project report.

Last but not least, I would like to convey my thanks to my beloved parents,
friends and my faculties who helped medirectly or indirectly in
completing this project successfully.

3
 DECLARATION

I hereby declare that the project entitled “Sales Management”

BAJAJ AUTO submitted in partial fulfillment of the requirements
for award of the degree of BBA at VIVEKANAND ARTS,
SARDAR DALIP SINGH COMMERCE AND SCIENCE
COLLEGE, AURANGABAD is an authentic work and has not
been submitted to any other university/ Institute for award of any
degree/ diploma.

DEVENDRA SHINDE

Aurangabad

4
 INDEX

S.NO CONTENTS PAGE NO

1. Introduction 6

2. Organization Profile 11

3. Objectives of the study 22

4. Scope & Limitation of study 24

5. Research Methodology 25

6. Literature Study 27

7. Data Analysis And Interpretation 42

8. Finding and suggestion 50

9. Conclusion 52

10. Bibliography 53

11 Annexure 54

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 CHAPTER ONE : INTRODUCTION

Introduction of sales management:

In today’s global market Managers face many challenges related to fulfilling

customer's needs and expectations.Due to globalization of goods and services
customer service has become more complex. Abundant information has helped
customers to take proper decision and concerned with how a sales person can
solve problem and add value to a product or service. Role of intermediaries is
more important to success in this competitive global market place. As a result
sales managers have new challenge of responding to new environment with
innovative techniques for managing and motivating the sales force which
defines general sales management as examining the role of sales manager and
focusing on methods used to manage, lead and motivate employees

Sales management defined:

Sales management can be defined as planning, implementing and controlling

personal contact programs designed to achieve the sales and profile objectives
of the firm. Sales managers assign territories, set goals and establish training
programs and also individual goals. They monitor the performance of sales
people and continually offer direction and leadership on ways to improve their
performance.

Organization structure for sales management varies on firm’s size and

strategy. The structure consists of unit manager, district manager, regional
manager, general manager and vice president of sales. There are distinct
differences in bottom and top level manager is the amount of time they spend
on their tasks. Lower level managers spend majority of time on staffing,
directing and monitoring salespeople while top level managers focuses on
planning, organizing and coordinating their sales strategy, and also sets
objective, develop strategies and policies and establish budgets.

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Sales management strategies:

Sales managers faces many challenges while designing an effective sales

strategy like the sale forces structure, size of sales force needed, methods to
deliver message etc. Strategy varies on the number of products that the firm
offers. Territorial strategy is used when selling one product line to a single
industry with customers in many locations through which a sales manager will
assign sales representatives to exclusive territories in a given region.Product
sales force strategy is often used when a firm sells along product lines, sales
managers will require their representative to focus on selling small or single
product and used when products are numerous and complex. It is used in
health care sales focusing sales to doctors and healthcare provider. Sales
managers may use a customer focused sales force strategy where products and
services are matched to target customers.

A) Motivating the sales force:

Motivation is an important aspect of sales management. There are many

reasons for sales force to have motivation.Firstly, sales people must cope with
acceptance and rejection on a continual basis. They go from being exhilarated
as a result of big sales to disappointment as a result of being turned down.
Sales people will spend many hours on road away from family which may
affect their morale. Sales people usually operate without managerial
supervision which indicates that they require high level of self-motivation to
gain good results. Motivation influences the level of enthusiasm a sales person
has in presenting the products and services to the customer which influences
the decision of customers to purchase. Sales managers are responsible for
maintaining an effective level of motivation in their staffs.

Managers can use various tools to successfully motivate their sales force. The
most powerful motivator is a well-designed compensation package like good

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balance of salary, bonuses and commission. Managers define selling
objectives in the form of quotas, established compensation levels and an
effective proportion. Sales managers use straight commission to reward sales
people for their accomplishments which foster independence, rather than their
time or effort. It is a strong motivator in that payout only occurs if sales is
made, resulting in lower cost for company. It is favorable for companies
wanting to minimize compensation costs especially new growing companies.

Another compensation program frequently used is salary plus bonus which is a

base salary with a performance based bonus paid when sales goals and quotas
are achieved. Unlike straight commission, this program reduces rate of
employee turnover and encourages salespeople to build long term relation with
customer. When selling complex products or services, a salary plus
commission structure may be used to compensate the sales force. Under this, a
sales person is guaranteed a base salary and is awarded a commission based on
factors determined by organization. It is structured around upper and lower
thresholds related to sales volume.

Salary plus commission and bonus is a combination of the aforementioned

programs which combines the stability of a salary, the incentive of a
commission as well as special bonus award. There is complexity in
administering the program.Short term incentive programs are often used by
firms to motivate salespeople beyond standard compensation package. Sales
contest are the most common incentives used to generate excitement about
selling products and services. Contest usually runs for a limited time and
includes cash prizes or travel to those salespeople who achieve a certain level
of sales. This contest should be rolled out during slower seasons of given
industry in order to boost and to generate increment revenue.

B) Recruiting a successful sales force:

The sales manager is responsible for recruiting sales people by identifying

source for new employee, screening applicants, conducting interviews,
contacting references and recommending candidates to regional manager.

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Regional sales manager recruits and selects new sales people when needed.
Managers should identify certain qualities when recruiting candidates for
employment like personality, empathy, ego and optimism which are good
personality attributes. Empathy is the ability to sense the reaction of another
person and ego refers to the inner need to persuade another individual for one's
own satisfaction. Optimism and enthusiasm are good indicators of the ability
of a salesperson.

Candidate selection process will resemble

1. First interview by district sales manager

2. Candidates that submit an application are invited to a second interview
with district manager
3. Candidates may spend a day in the field with a salesperson and district
manager receives feedback from the sales person on the candidate's
level of enthusiasm
4. District manager checks the candidate's reference and criminal
background
5. Regional sales manager interviews the candidate
6. Regional manager and district manager discuss the candidate via
telephone conference or personal meeting
7. Regional sales manager formally offers the job to the candidate
8. Physical examination is needed if offer is accepted by the candidate

C) Total Quality Management (TQM) and customer

satisfaction :

A primary responsibility of a sales manager is managing relation with

customers. TQM is defined as a management process and set of discipline that
are coordinated to ensure that the organization consistently meets customer
expectations. In sales and marketing context, TQM defines the quality of the
sales and services effort in terms of customer satisfaction. The goal of TQM is
to sell service and quality driven value, to create loyal customers and long
term profits. Marketing designs its new products with the customer in mind.

9
The customer is considered from every aspect of TQM. By focusing on
customer expectation and questioning those using formal techniques, TQM
can discover previous misconceptions and new opportunities. They are making
improvements to products and services, eliminating defects, doing right for the
first time and understanding the employees. Intangible issues are considered
when managing relationships with customer which is a difficult process.
Customers are expected to give feed backs to the company on products and
services to allow continuous improvement to the process.Customer
satisfaction is central to the philosophy of TQM. Insale management TQM
suggests that organizations need to have the majority of employees in
customer support functions with fewer staff positions which allow
organization to be flexible enough to change quickly to support new sales
opportunities.

D) Career paths:
Sales management jobs are found in both consumer and commercial industries
in positions ranging from district manager to vice president of marketing and
sales, to top sales management of the firm. Competition for sales management
job can be intense. Sales managers typically start out as salespeople, working
their way to the top with strong leadership and organizational abilities. It is
likely that a sales representative will spend a portion of their career as a
district or regional sales trainer before moving into a senior sales management
role. The progression of salespeople into management positions vary based on
the size and organizational structure of the organization.

Therefore, in today’s marketplace, manager face many challenging needs and

expectations. As a results, sales managers have a new challenge of responding
to this new competitive global marketplace.

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 CHAPTER TWO : ORGANISATION PROFILE
Bajaj Auto Limited is an Indian global two-wheeler company and
three-wheeler manufacturing company based in Pune, Maharashtra. It
manufactures motorcycles, scooters and auto rickshaws. Bajaj Auto is a part of
the Bajaj Group. It was founded by Jamnalal Bajaj in Rajasthan in the 1940s.
It is based in Pune, Maharashtra, with plants in Chakan (Pune), Waluj
(near Aurangabad) and Pantnagar in Uttarakhand The oldest plant
at Akurdi (Pune) now houses the R&D centre 'Ahead'. Bajaj Auto is the
world's third-largest manufacturer of motorcycles and the second-largest
in India. It is the world's largest three-wheeler manufacturer.

On May 2015, its market capitalisation was ₹640 billion (US$9.0 billion),
making it 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

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.

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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.

In 2005, Rahul Bajaj's son Rajiv Bajaj stepped into the shoes of Managing
Director of Bajaj Auto and steered the organization to becoming a global
automobile behemoth. He introduced the Pulsar range of bikes, that
revolutionised the two wheeler market in India. The legacy of our Auto
Rickshaws have been soaring heights and display unparalleled market
dominance across any automobile segment.

In 2007, Bajaj Auto acquired a 14% stake in KTM that has since grown to
48%. This partnership catalysed Bajaj Auto’s endeavour to democratise
motorcycle racing in India. Bajaj Auto today exclusively manufactures Duke
range of KTM bikes and exports them worldwide. In FY2018, KTM was the
fastest growing motorcycle brand in the country

Bajaj Auto has also led the pioneering introduction of India’s first ever
Quadricycle – Qute.

Bajaj Auto exports to 70+ countries and a significant share of revenues come
from Exports. This stands as a testament to the new brand image – The
World’s Favourite Indian.

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Brand Values

Brand values: Learning, Innovation, Perfection, Speed and Transparency.

Bajaj constantly inspires confidence through excitement engineering.

Learning:
Learning is how we ensure proactivity.
It is a value that embraces knowledge as the platform for building well
informed, reasoned, and decisive actions.

Innovation:
Innovation is how we create the future.
It is a value that provokes us to reach beyond the obvious in pursuit of that
which exceeds the ordinary.

Perfection:
Perfection is how we set new standards.
It is a value that exhibits our determination to excel by endeavouring to
establish new benchmarks all the time.

Speed:
Speed is how we convey clear conviction.
It is a value that keeps us sharply responsive, mirroring our commitment
towards our goals and processes.

Transparency:
Transparency is how we characterise ourselves.
It is a value that makes us worthy of credibility through integrity, of trust
through sensitivity and of loyalty through interdependence

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 HISTORICAL BACKGROUND
COMPANY PROFILE

Bajaj Auto Ltd. is the largest exporter of two and three wheelers. With
Kawasaki Heavy Industries of Japan, Bajaj manufactures state-of-the-art range
of two-wheelers. The brand, Pulsar is continually dominating the Indian
motorcycle market in the premium segment. Its Discover DTSi is also a
successful bike on Indian roads.

Bajaj is promoted by the highly qualified and experienced promoters

having a successful track record of more than 40 years of experience in the
manufacture of auto parts.

Bajaj Brand Identity

Our brand is the visual expression of our thoughts and actions. It

conveys to everyone our intention to constantly inspire confidence. Our
customers are the primary audience for our brand. Indeed, our brand identity is
shaped as much by their belief in Bajaj as it is by our own vision. Everything
we do must always reinforce the distinctiveness and the power of our brand.
We can do this by living our brand essence and by continuously seeking to
enhance our customer’s experience. In doing so, we ensure a special place for
ourselves in the heats and minds of our customers.

Bajaj Brand Essence

Our brand Essence is the soul of our brand. Our brand essence
encapsulates our mission at Bajaj.

It is the singular representation of our terms of endearment with our

customers. it provides the basis on which we grow profitably in the market.
Our brand essence is excitement. Bajaj strives to inspire confidence through
excitement engineering. Blending together youthful creativity and competitive
technology to exceed the spoken and the implicit expectation of our
customers. By challenging the given. By exploring the unknown and thereby
stretching ourselves towards tomorrow, today.

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Bajaj Brand Values

We live our brand by its values of learning, innovation. Perfection,

speed and transparency. Bajaj will constantly inspire confidence through
excitement engineering.

Learning: Learning is how we ensure proactively. It is a value that embraces

knowledge as the platform for building well informed, reasoned and decisive
actions.

Innovation: Innovation is how we create the future. It is a value that provokes

us to reach beyond the obvious in pursuit of that which exceeds the ordinary.

Perfection: Perfection is how we set new standards. It is a value that exhibits

our determination to excel by endeavoring to establish new benchmarks all the
time.

Speed: Speed is how we convey clear conviction. It is a value that keeps us

sharply responsive. Mirroring our commitment towards our goals and
processes.

Transparency: Transparency is how we characterize ourselves. It is a value

that makes us worthy of credibility through integrity, of trust through
sensitivity and of loyalty through interdependence.

Industry Profile:

Founder Jamnalal Bajaj

Year of Establishment 1926

Industry Automotive - Two & Three Wheelers

Business Group The Bajaj Group

Listings & its codes BSE - Code: 500490; NSE - Code: BAJAJAUTO

Presence Distribution network covers 50 countries.

Dominant presence in Sri Lanka, Bangladesh, Columbia,

15
 Guatemala, Peru, Egypt, Iran and Indonesia.

Joint Venture Kawasaki Heavy Industries of Japan

Registered & Head Akurdi Pune - 411035

Office India
Tel.: +(91)-(20)-27472851
Fax: +(91)-(20)-27473398

Works Akurdi, Pune 411035, Bajaj Nagar, Waluj Aurangabad

431136

Chakan Industrial Area, Chakan, Pune 411501

E-mail rahulBajaj@Bajajauto.co.in

Website www.Bajajauto.com

Management profile:

Rahul Bajaj Chairman

Madhur Bajaj Vice Chairman

Rajiv Bajaj Managing Director

Sanjiv Bajaj Executive Director

Ranjit Gupta Vice President (Insurance)

C P Tripathi Vice President (Operations)

N H Hingorani Vice President (Materials)

Kevin P D'sa Vice President (Finance)

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Pradeep Shrivastava Vice President (Engineering)

S Sridhar Vice President (Mktg & Sales - 2Wh.)

V S Raghavan Vice President (Corporate Finance)

S Ravikumar Vice President (Business Development)

K Srinivas Vice President (Human Resources)

Abraham Joseph General Manager (Research & Development)

Company Perspectives: Our Philosophy: We approach our responsibilities

with ambition and resourcefulness. We organize ourselves for a transparent
and harmonious flow of work. We respect sound theory and encourage
creative experimentation. And we make our workplace a source of pride. We
believe in: Transparency a commitment that the business is managed along
transparent lines. Fairness & macho all stakeholders in the Company, but
especially to minority shareholders. Disclosure--of all relevant financial and
non-financial information in an easily understood manner. Supervision-- of the
Company's activities by a professionally competent and independent Board of
Directors.

2007

September Launch of XCD DTS-Si

June National Launch of 220 cc Pulsar DTS-Fi.

April Bajaj Auto Commissions New Plant at Pantnagar, Uttarakhand

February 200 cc Pulsar DTS-i launched

January Bajaj Kristal DTS-i launched

17
2006

April Bajaj Platina launched

2005

December Bajaj Discover launched

June Bajaj Avenger DTS-i launched

February Bajaj Wave DTS-i launched

2004

October Bajaj Discover DTS-i launched

August New Bajaj Chetak 4 stroke with Wonder Gear launched

May Bajaj CT100 Launched

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

2003

October Pulsar DTS-i is launched.

October 107,115 Motorcycles sold in a month.

July Bajaj Wind 125,The World Bike, is launched in India.

Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive

February
motorcycle segment.

2001

November Bajaj Auto launches its latest offering in the premium bike segment ‘Pulsar’.

January The Eliminator is launched.

2000

The Bajaj Saffire is introduced.

1999

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

18
 Production commences at Chakan plant.

1998

June 7th Kawasaki Bajaj Caliber rolls out of Waluj.

July 25th Legend, India’s first four-stroke scooter rolls out of Akurdi.

October Spirit launched.

1997

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

1995

November
Bajaj Auto is 50.
29

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.

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1985

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

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

1984

January 19 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.

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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

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

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CHAPTER THREE : OBJECTIVES OF THE STUDY

The main objective to study this project is to know about the different
strategies of bajaj ltd. The main objectives in the mind: to study company
profile to study the products offered to study the financial position of bajaj
automobiles to study the different policies to study the price range of different
products of different companies.

Environmental policy

Towards creating and preserving a cleaner environment

Bajaj Auto Ltd., manufacturer of two and three wheeler vehicles is committed
to prevention of pollution, continual improvement of our environmental
performance and compliance with all applicable environmental legislation and
regulations.

Towards this, we shall strive to:

Create a proactive environment management system that addresses all

environmentally significant aspects related to our products and processes,

Minimize the generation of waste and conserve resources through better

technology and practices, and Promote environmental awareness amongst our
employees and motivate them to fulfill our commitments.

Quality Policy

We at Bajaj Auto continue to firmly believe in providing the customer Value

for money, for years through our products and services. This we shall maintain
and improve.

In our decision making, quality, safety and service will be given as much
consideration as productivity, cost and delivery.

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Quality shall be built into every aspect of our work life and business
operations. Quality improvements and customer satisfaction shall be the
responsibility of every employee.

TPM Policy

We at Bajaj Auto adopt Total Productivity Maintenance as a means of creating

a safe and participative work environment in which all employees target the
elimination of losses in order to continuously enhance the capacity, flexibility,
reliability and capability of its processes, leading to higher employee morale
and greater organizational profitability.

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 CHAPTER FOUR : SCOPE OF THE STUDY

The satisfaction level of the customer study will help to know the
performnace of BAJAJ Motors & it also help the management can emphasize
on their weaker areas for improvement.

LIMITATION:

1. This research is geographically restricted to India only, hence the

result cannot be extrapolated to other places.
2. The seriousness of the respondents and their ability to justify their
answers may also be a limitation.
3. Findings are based on sample survey.
4. The study is also restrained by time factor.

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 CHAPTER FIVE : RESEARCH METHODOLOGY

Research methodology is the systematic approach to the given

problem. In other words, it is the way in which we go for collection of data.
There fore the better way of collecting data is very important than the data
collected because ultimately the data collected is depended upon how we
approach towards the data. The data has been collected in the following ways:

 PRIMARY DATA:

Primary data is the actual and very important data collected by researchers. It
involves the formal way of collecting data wherein there is a formal meeting
with different managerial personnel, operations staff and personal
observations.

The following were the sources of primary data

 The questionnaire prepared after discussion with the guide ,is

the tool for primary Data collection

 Experts views

SECONDARY DATA:

It is the data which is already collected by someone else and which is used for
our study purpose. It is the data, which gives relevant information in different
fields wherever we want. The following were the sources of secondary data

 Websites.
 Company Manuals, Magazine.
 Company Reports.

25
 RESEARCH METHODOLOGY

Data Source : Primary Data

(From questionnaire and personal

interaction)

Secondary data –Website, Company

Manuals, Company Reports, Magazine .

Research approach : Survey method.

Research Instrument : Questionnaire.

Sample plan : Personal Interview

Sample unit : Customers of Bajaj.

Sampling method : Convince probability sampling

Sample Size :

Area of survey : The area selected for survey is India

26
 CHAPTER SIX : LITERATURE STUDY

Bajaj Automobiles is one of the largest two-wheeler manufacturers in

the world. Bajaj Auto is present in every segment of the market be it scooters,
motorcycles and three wheelers. It has supplemented its collaboration with
Kawasaki with its own range of motorcycles and scooters.

MOTORCYCLES FROM BAJAJ AUTO:

Bajaj motorcycle range extends from the value for money CT100 DLX
to the Pulsar DTS-I in the performance segment. The latest launch in the 135
cc segment in the Discover and 180cc segment in the Pulsar.

Further the motorcycles can be characterized in segment.

1) Standard segment Bike:

Bajaj CT100:

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Bajaj CT100 Dlx provides features never before offered on an entry-level
motorcycle. such as better power, better pick-up, better mileage, better
comfort and better safety.

Bajaj CT100 Dlx also has the world first SNS (Spring-in spring ) suspension
,which protects the backbone of the rider. Bajaj CT100 Dlx is available in
following colours. Such as Jet Black, Candy wine red, olive green and blue.

Features:

Superior Comfort:

You can experience the comfort of a 125-m front suspension and the world
first 100mm SNS (Spring-in-Spring) Suspension, with a certified triple- rated
spring. It cushions your back, even on the most unforgiving roads.

While the 1235-mm wheelbases stability, and the wider rear tyre provides
better road grip.

Superior Style:

Smart styling attractive decals, never before colours, aerodynamic fairing and
much more.

Superior Mileage:

Exhaust TEC is a device incorporated in exhaust system of ‘CT100 Dlx’

engine. TEC stands for ‘Torque Expansion Chamber’. This world-first
technology developed by Bajaj Auto improves the ‘Scavenging’ process. It
gives 108 kmpl on road. Not just that, the unique Ride Control Switch acts as
a virtual instructor, indicating optimum throttle opening.

Superior Safety:

• Safe driving on all roads and instant stopping.

• Low seat with high ground clearance.
• Clear visibility during night/ rainy days

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 2) Executive Segment Bike:
Bajaj Discover DTS-i:

The recently upgraded discover 135 with its option electric starter and
alloy wheels is perfectly suited for those looking for better performance
without sacrificing on fuel economy or pricing

Features:

Superior Style:

 Athletic, lean and muscular styling.

 Gorgeous graphics
 Integrated new style tail lamp and fluid grab rail design

135cc DTS-I Engine:

Discover is the world first DTS-I engine which gives best in class
power of 8.47 kw and delightful lileage. The digital powerhouse incorporates
Trics III, Constant Vacum (CV) Carburetor, digital CDI unit and digital twin
spark which substantially improves power, mileage and reduce emissions.

Exhaust TEC:

29
 World first exhaust TEC ( Torque Expansion Chamber) technology for
the exhaust system improves engine torque at low rpms and its optimized to
get maximum performance from the engine

Electric start:

The new Bajaj discover will give you the kicks, without you having to
deliver any

just thumb the electric start switch, and ready to roll as the Bajaj Discover
135cc DTS-I engine purrs to life instantaneously.

Superior premium alloy wheels:

High performance 17’’ premium alloy wheels which are lighter and
stronger. This provides smashing profile looks and nimble handling for
superior agility

3) Premium Segment Bike:

Bajaj Pulsar DTS-i:

30
 The Bajaj Pulsar DTS-I with its 150 and 180 variants have redefined
the performance segment in the motorcycle market and have recently
undergone upgrades. Along with additional power, improvements
include a longer wheel base, gas filled rear shock absorbers and six
spoke alloy wheel

Features:

DTS-I engine

The revolutionary Bajaj DTS-i engine technology is the heart of digital biking.
It incorporates digital Twin Spark Ignition (DTS-i) system, digital CDI and
TRICS III. The combined action of these technological breeakthrough send
other bikes to where in belongs the stone age. Digital biking will redefine
biking in India for a long time to come.

Enhanced comfort:

Experience the power of Nitro- nitrogen assisted rear gas shockers with triple
rated spring and front telescopic suspension which ensure air cushion feel
even on extreme terrain.

31
Bajaj Avenger DTS-i:

The 2019 Bajaj Avenger has now been facelifted with a lot of improvisations
with body frame, fine-tuned engine, and safety features like ABS for a long
and secure run. The Avenger comprises of 2 variants namely Street 220 ABS
and Cruiser 220 ABS which offers the best of both worlds i.e street racing and
cruising.

Features:

DTS-I engine

The handling of the Bajaj Avenger 220 is magnified by its low kerb weight of
154 kg which makes it easy to manoeuver across the city streets. The
performance of the motorcycle is enhanced by its suspension which is
telescopic forks in the front and hydraulic-shock absorbers at the rear. Talking
of the top speed, the bike touches a max speed of 180 Kmph.

Enhanced comfort:

32
Talking about styling quotient of the Bajaj Avenger 220, it boasts of a low-
slung cruiser looks with the classic tank, flamboyant silver chrome plating and
a gorgeous sculpted tank for a retro look. To magnify the beauty there is a
halogen headlamp with LED DRL, LED turn signal lamp and spoke wheels
measuring 17 inches in the front and 15 inches at the rear. Talking of the rear,
there is an LED tail lamp to showcase an exuberant style statement. As far as
convenience is concerned, there is a push-button indicator cancellation, a low
battery level indicator, a digital speedometer, digital tachometer and digital
odometer. For the comfort of the rider, there is a special pillion backrest, low
saddle height, broad seats, forward foot riding posture for rider and a dual
foam density single seat in Avenger Street 220 and split seats in the Avenger
Cruise 220. The fuel tank capacity comes around 14L with 3.4L meant for
reserve.

BAJAJ CHETAK

After a rigorous effort, Bajaj Auto Ltd has finally launched their first-ever
electric two-wheeler vehicle. Bajaj has revived the Chetak name with the
launch of the scooter. Bajaj is placing this scooter as a premium product in the

33
market. They have also promised that they will be able to price the Chetak
attractively. Bajaj Chetak will be launch in India by January 2020.

Features:

Bajaj Chetak exteriors follow a clean and minimal design language with no
angular lines. Bajaj has played safe with the design and build of the scooter,
all the body panels are made of steel and all of the lines have been kept subtle.
At the front, there is a pentagonal LED headlight with Daytime Running
Lamps, elegantly designed rearview mirrors multi-spoke 12-inch alloys, LED
dynamic turn signal lamp. Talking of the rear, are the split LED tail lights,
pillion grab rail and backlit switchgear. The digital instrument console shows
vital information to the driver such as battery level, speedometer, odometer
and much more. There are buttons placed on the handlebars to select the drive
as the scooter also gets reverse assist function. The names of the drive modes
are Eco and Sport. Bajaj is also featuring connected features with the Chetak
like remote immobilizer and geo-fencing. You can also receive a notification
in case someone tries to access your scooter.

Enhanced comfort:

Bajaj Chetak specifications include an IP67 lithium-ion battery pack and a

4kW electric motor. Having said that Bajaj has not revealed the full
specifications of the motor and the battery.

Upon its launch, the upcoming BajajChetak will be locking its horns against
the 22Kymco Like EV and Okinawa iPraise.

34
 LITERATURE REVIEW

Customer Satisfaction

Customer satisfaction is the key to success, getting our customers to tell you
what’s good about your product or services and where you need improvement.
It helps you to ensure that your businesses measure up to their expectations.
The attached file contains a customer satisfaction survey from designed to
make it easy for customer to fill out and to fill and to make it easy for you to
quickly customize to exactly match your company’s activities. It also includes
suggestion for distributing the form, ensuring that customer will return the
form and following up on comments

Customer’s satisfaction defined

The reason for a business firm to come into being is the existence of customer
who has unfilled needs and wants. Customer satisfaction ha been
conceptualized in several ways. It consists of expectations, performance
interaction, pleasured or displeasure and the evaluation of the benefits of
consumption.

Customer satisfaction is result of confirmation of expectation. Bajaj has been

focusing on the improvement and Excellency in the processes, which it uses to
satisfy there to accomplish, this it has focused on improving customer-
orientation and value chain integration. Thus meeting the expectation of the
customer.

Components of customer satisfaction/ dissatisfaction

Purchase Process: It refers to the actions of the customers in buying the

product. Could he find product easily?

Did he have to travel for to buy? Whether proper quantities were available?
Was sufficient information available?

35
Obviously, for a manufacture that exercises strong control over his distribution
channel, any measurement of consumer’s satisfaction should include this
component.

Bajaj has always been focusing on network expansion.

Decision

It refers to the extent to which the customer thinks about correctness of his
decision with regard to satisfaction. Apart from the product of the process, the
customer might have regret about one component which would affect other
components. consumers to action, they must gain their attention.

Sales management is a business discipline which is focused on the practical

application of sales techniques and the management of a firm's sales
operations. It is an important business function as net sales through the sale of
products and services and resulting profit drive most commercial business.
These are also typically the goals and performance indicators of sales
management.
Sales manager is the typical title of someone whose role is sales management.
The role typically involves talent development .

Sales management is the coordination of people and resources to effectively

produce the desired goal. These long term goals can be wide ranging, however
they are generally increased sales volume, contribution to profits, and
continuous growth. To achieve these objectives, sales managers have vast
responsibilities including, but not limited to: demand/sales forecasting,
establishing quotas/objectives, budgeting, organization, recruitment, training,
compensation, and sales performance evaluation. In the end of the day,
however, the most important role of sales management is not to manage sales,
but to manage the people who make the sales.

36
The important tasks in sales management:

1. Sales planning

This area of sales management involves setting the objectives toward which
the sales team will work. Some of the individual tasks involved are setting
overall sales targets, quotas, demand/sales forecasting and strategy.

2. Recruitment of sales staff

An integral portion of sales management. Sales managers are tasked with
managing the personnel they have under them. This extends from the
recruitment and hiring of staff, through training and one on one coaching.
When it comes to the recruitment of staff, sales managers must analyze the
open position, create a job description, and qualify the applicants.

3. Sales reporting
Sales management is also tasked with developing and analyzing KPI’s for
their sales team. By understanding these indicators, managers are better able to
track and make adjustments to improve productivity. Reports passed up the
ladder allow senior management to evaluate the overall health of sales, as well
as the performance of the sales manager individual

Sales Manager
A sales manager is someone who directs an organization’s sales team,
oversees its processes, and is typically in charge of talent development and
leadership.

Clarity and scope is essential to sale managements, as they typically need to

oversees planning and execution of companywide targets. Having an effective
management process will allow them to drive their company forward. They’ll
have a clearer vision of where they stand amongst their competition and know
how to stay ahead of the competition.

37
What role does a sales manager play?

Being a good sales person doesn’t directly translate into becoming a good
sales manager. It is not up to them to create sales themselves; successful sales
managers must create sales through developing, motivating, and managing
competent teams. Managers must create an atmosphere based around
comradely and common goals.

1. Share organizations vision

Sales managers must instill a shared, organization-wide vision into a sales
team. This vision will give reps an idea of what the company is trying to
achieve, and help direct everybody towards that goal. Having a shared vision
will light a fire under the sales teams as they move forward.

2. Communicate the mission statement

The mission statement is key to any company attempting to on-board new
hires. It creates a path that employees can latch onto coming into an
organization. Without clearly stating what a company is trying to achieve,
employees will not have clear direction.

3. Bring guide principles to sales team

Managers are tasked with providing guiding principles that are understood and
supported throughout the entire organization. These principles shape how
decisions and overall policy will be made and altered.

Sales management is the process of developing a sales force, coordinating

sales operations, and implementing sales techniques that allow a business to
consistently hit, and even surpass, its sales targets.

38
If your business brings in any revenue at all, a sales management strategy is an
absolute must. When it comes to boosting sales performance for any size of
operation, no matter the industry, the secret to success is always precise sales
management processes.

Besides helping your company reach its sales objectives, the sales
management process allows you to stay in tune with your industry as it grows,
and can be the difference between surviving and flourishing in an increasingly
competitive marketplace.

Whether you’re an experienced or new sales manager, you should be able to

evaluate and gain visibility into your current sales force with the following
guide to sales management.

Once you have a clear picture of what processes to monitor and how to keep
track of them, you’ll be equipped to pinpoint issues early on, coach people
before its too late, and have a better overview of the tasks the team should be
doing to increase its sales.

Overall, sales management will help businesses and their workers better
understand results, predict future performance, and develop a sense of control
by covering the following three aspects.

The Three Key Aspects of Sales Management

There are three “umbrellas” to manage within the sales process:

 Sales Operations

 Sales Strategy

 Sales Analysis

39
The process will vary from business to business, especially as you work your
way down the line, but operations, strategy and analysis are the three key
starting or focal points.

Sales Operations: Building the Team

This may not be a total shocker, but the sales team is the backbone of the
company; they are the direct connection between the product and the
customer.

All in all, the sales team should feel like they are a part of the company and be
equipped with the resources to progress rather than be viewed as money-
making machines.

Sales Strategy: Defining the Sales Process

Once you have a team and know your targets, you might be wondering: How
do you actually carry out the sales?

40
Every business has a sales cycle, which is a series of tasks that helps a
company’s product reach its users. Therefore, having a sales pipeline, or sales
funnel, will make that easier to maneuver these deals to completion.

Sales Analysis: Reporting

Reporting is what allows you to understand how your current efforts affect
your company’s success and gives your insight into what you can do to
increase your efforts whether it’s hiring more salespeople or redistributing
tasks.

Successful reporting involves using sales metrics, or quantifiable indicators,

that tell you how each aspect of your sales operations is performing and
whether you are achieving your targets.

Collectingdata will allow you to find your ideal customer quicker and, as a
result, serve them faster. A CRM tool, which you’ll learn more about in the
section on technology below, will help you streamline your sales management
process.

Who Benefits from Sales Management?

Sales management in practice positively affects everyone involved in the sales

cycle.
The more mature your sales process is, the more the manager adapts and
improves it over time, the more likely your team will achieve top performance.
In the same way that we've outlined the three aspects of sales management,
there are three key stakeholders involved with the sales management process:
the sales manager, salesperson, and customer

41
 CHAPTER SEVEN : DATA ANALYSIS AND
INTERPRETATION
1) Did the salesperson spend sufficient time with you and explain
everything about the vehicle?

Did the salesperson spend sufficient time with you and explain
everything about

Cumulative
Frequency Percent Valid Percent Percent
Valid yes 76 76.0 76.0 76.0
no 24 24.0 24.0 100.0
Total 100 100.0 100.0

Did the salesperson spend sufficient time

with you and explain everythin
no
24.00 / 24.0%

yes

76.00 / 76.0%

Interpretation:

From the above graph 76% of respondents says that sales person has spend
sufficient time with them and explained about bikes & remaining 24% of
respondents says that sales persons haven’t spend sufficient time with them.

42
2) Was the vehicle delivered on promised time?

Was the vehicle delivered on promised time?

Cumulative
Frequency Percent Valid Percent Percent
Valid yes 67 67.0 67.0 67.0
no 33 33.0 33.0 100.0
Total 100 100.0 100.0

Was the vehicle delivered on promised time?

no

33.0%

yes

67.0%

Interpretation:

From the above graph we came to know that 67% of the respondents replied
vehicle delivered on promised time and 33% of respondents replied not
delivered on promise time.

43
 3) Were you offered a test drive during your visit to our showroom?

] Were you offered a test drive during your visit to our showroom?

Cumulative
Frequency Percent Valid Percent Percent
Valid yes 79 79.0 79.0 79.0
no 21 21.0 21.0 100.0
Total 100 100.0 100.0

] Were you offered a test drive during your visit to our showroom?

no

yes

Interpretation:

44
It is clearly seen that out of 100 respondents 79% of respondents were taken
test drive and 21% were not taken test drive during the time of purchase of
bike.

4) How do you feel about BAJAJ two wheeler vehicles?

How do you feel about BAJAJ two wheeler vehicles

Cumulative
Frequency Percent Valid Percent Percent
Valid Excellent 11 11.0 11.0 11.0
good 27 27.0 27.0 38.0
Moderate 24 24.0 24.0 62.0
Satisfactory 19 19.0 19.0 81.0
unsatisfactory 19 19.0 19.0 100.0
Total 100 100.0 100.0

How do you feel about BAJAJ two wheeler vehicles

Excellent
unsatisfactory

good

Satisfactory

Moderate

45
Interpretation:

It is clearly seen that out of 100 respondents, 11% of respondent were felt
excellent, 27% were good, 24% were moderate, 19% were satisfactory, 19%
were un satisfactory.

5) State the level of satisfaction for the service provided by BAJAJ?

State the level of satisfaction for the service provided by CHANNAMMA BAJAJ?

Cumulative
Frequency Percent Valid Percent Percent
Valid Completely satisfied 36 36.0 36.0 36.0
satisfied 42 42.0 42.0 78.0
Dissatisfied 9 9.0 9.0 87.0
Not at all satisfied 13 13.0 13.0 100.0
Total 100 100.0 100.0

46
State the level of satisfaction for the service provided by CHANNAMMA BA

Not at all satisfied

Dissatisfied Completely satisfied

satisfied

Interpretation:

Satisfaction level for service provided by bajaj is Out of 100 respondents

36% were completely satisfied, 42%were satisfied, 9% were dissatisfied, 13%
were not at all satisfied

6) What are the reasons to purchase BAJAJ vehicles?

What are the reasons to purchase BAJAJ vehicles?

Cumulative
Frequency Percent Valid Percent Percent
Valid mileage 47 47.0 47.0 47.0
low maintenance 5 5.0 5.0 52.0
Price 13 13.0 13.0 65.0
Wide range of products 2 2.0 2.0 67.0
Brand name 33 33.0 33.0 100.0
Total 100 100.0 100.0

47
 What are the reasons to purchase BAJAJ vehicles?

Brand name

mileage

Wide range of produc

Price

low maintenance

Interpretation:

From the above graph we came to know that 47% of the customers purchase
Bajaj vehicle for mileage, 5% were for low maintenance, 13% were for
price,2% were for wide range products,33% were for its brand name.

7) When did you owned BAJAJ vehicle

When did you owned BAJAJ vehicle

Cumulative
Frequency Percent Valid Percent Percent
Valid 6 month 9 9.0 9.0 9.0
1-2 years 20 20.0 20.0 29.0
3 years 47 47.0 47.0 76.0
3-5 years 24 24.0 24.0 100.0
Total 100 100.0 100.0

48
 When did you owned BAJAJ vehicle

6 month

3-5 years

1-2 years

3 years

Interpretation:

With the help of above graph we came to know that 9% of the customers are
six months old, 20% are 1-2 years old, 47% are 3 years old, 24% are 3-5 years
old.

49
CHAPTER EIGHT : FINDINGS AND SUGGESTON

FINDINGS
1 From the survey of 100 samples, 76% of respondents says that sales
person has spend sufficient time with them and explained about bikes
& remaining 24% of respondents says that sales persons haven’t spend
sufficient time with them.
2 From analysis came to know that 67% of the respondents replied
vehicle delivered on promised time and 33% of respondents replied not
delivered on promise time.
3 Out of 100 respondents 79% of respondents were taken test drive and
21% were not taken test drive during the time of purchase of bike.
4 From the above chapter it is clearly seen that out of 100 respondents,
11% of respondent were felt excellent, 27% were good, 24% were
moderate, 19% were satisfactory, 19% were un satisfactory.
5 Satisfaction level for service provided by bajaj is Out of 100
respondents 36% were completely satisfied, 42%were satisfied, 9%
were dissatisfied, 13% were not at all satisfied.

6 From the above chapter we came to know that 47% of the customers
purchase Bajaj vehicle for mileage, 5% were for low maintenance,
13% were for price,2% were for wide range products,33% were for its
brand name.

7 With the help of above analysis we came to know that 9% of the

customers are six months old, 20% are 1-2 years old, 47% are 3 years
old, 24% are 3-5 years old.
8 Out of 100 sample 45% of the customers demanded service in
time,3% demanded reliable service,19% demanded well trained
mechanics, 33% demanded less labor charge.

50
The above analysis part shows that the problems faced by the customers
during the time of service is 44% were faced problem for high price spare
parts, 43% for not easily available of spare part, and lastly 13% were faced
problem for delay in service

SUGGESTION

 The company should concentrate more on sales and marketing

department so that more and more products can be sold out.

 Advertisements should be the best method to advertise the products

and popular among the public.

 Cheaper products(Motorcycles) should be introduced by the company

so that it can reach the middle class public.

 Transparency should be made in between the product details and the

original product sold to the customers.

 Company –customer ratio should be maintained.

51
 CHAPTER NINE :CONCLUSION

Conclusion:
 Bajaj auto is a major Indian Automobile manufacturer. It is India's
largest and the world's 4th largest two- and three-wheeler maker. With
kawasaki heavy industries of japan, bajaj manufactures state-of-the-art
range of two-wheelers. The brand, pulsar is continually dominating the
indian motorcycle market in the premium segment. Its discover dtsi is
also a successful bike on indian roads.
 BAL is committed to prevention of pollution, continual improvement
of environment performance and compliance with all environmental
legislation and regulations. They always believe in providing the
customer 'value for money' and keeps an special eye upon quality,
safety, productivity, cost and delivery. 40 It incorporates a high degree
of power with fuel efficiency of a 100 cc motorcycle.
• In this project primary data is being used. The questionnaire is being
filled up by 25 persons & according to them bajaj is a good automobile
industry & should add more features in their products & increase their
production so that the company can satisfy their needs successfully.
 So it is concluded that bajaj auto is a good automobile industry but
should do more to satisfy the wants of customers.
 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 and three-wheelers), home appliances,
lighting, iron and steel, insurance, travel and finance.

52
 CHAPTER TEN : BIBLIOGRAPHY
Books:-

 Marketing Management – By Philip Kotler

 Marketing Management- By C.B.Gupta

Magazines:-

 Auto magazine, Aug 2019

 Over drive magazine, Sep 2019
 Business today, Aug 2019

Websites:-

 www.bajajindia.com
 www.google.com
 www.msn.com

Newspapers:-

 Times of India Aug 27 , 19

 The Indian Express Sep 5, 19

53
 Chapter ELEVEN : ANNEXURE

ANNEXURE
Dear customer,

I am BBA student of Vivekanand College, Aurangabad doing a survey

on sales management with regard to Bajaj Auto. I would be grateful to you if
you could spend a few minutes to fill this questionnaire.

QUESTIONNAIRE

1] Name and Address:

2] BAJAJ two wheeler model

3] Did the salesperson spend sufficient time with you and explain everything about

the vehicle ?

Yes No

4] Was the vehicle delivered on promised time?

Yes
No

54
5] Were you offered a test drive during your visit to our showroom?

Yes No

6] How do you feel about BAJAJ two wheeler vehicles?

a] Excellent b] good c] Moderate

d] Satisfactory e] unsatisfactory

7] State the level of satisfaction for the service provided by BAJAJ?

a] Completely satisfied b]satisfied c] Dissatisfied

d] Not at all satisfied e] Neither satisfied nor dissatisfied

8] What are the reasons to purchase BAJAJ vehicles?

a] mileage b] low maintenance c] Price

55
 d] Wide range of products e] Brand name

9] When did you owned BAJAJ vehicle

a) 6 month b) 1-2 years

c) 3 years d] 3-5 years

10] What are improvements in service that you demand from BAJAJ?

a] Service in time b] reliable service

c] well trained mechanics c] less labor charge

11] What are the different problems that you face at the time of service of your

vehicle?

a] High price spare parts b] Non availability of spare parts

56
 c] Delay in service d] Low quality of spare parts

12] How do you rate the service performance of BAJAJ?

A] Very Good b] Good c] Average

D] Bad e] Very bad

13] Do you have any complaint, problem regarding availability of spares parts &

Other services?

14] Do you suggest any improvement in BAJAJ?

57
58