Professional Documents
Culture Documents
1. OBJECTIVES 3
2. HISTORY OF BAJAJ 4
- Profile
- Key Person
- Bajaj Intro
- Company History
- Timeline of new releases
4. RESEARCH METHODOLOGY 20
- Data Source
- Research Approach
- Sampling unit
- Data Completion and Analysis
- Scope
7. CONCLUSION 35
8. RECOMMENDATION 36
9. BIBLIOGRAPHY 37
10. QUESTIONNAIRE 38
Bajaj Auto has three manufacturing units in the country at Akurdi, Waluj and Chakan in
Maharashtra, western India, which produced 2,314,787 vehicles in 2005-06. The sales are
backed by a network of after sales service and maintenance work shops all over the
country.
Bajaj Auto has products which cater to every segment of the Indian two wheeler market
Bajaj CT 100 Dlx offers a great value for money at the entry level. Similarly Bajaj
Discover 125 offers the consumer a great performance without making a big hole in the
pocket.
PROFILE:
L.S.Raheja College of Arts & Commerce 5|Page
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, Guatemala, Peru, Egypt, Iran and Indonesia.
Joint Venture Kawasaki Heavy Industries of Japan
Registered & Head Office Akurdi
Pune - 411035
India
Tel.: +(91)-(20)-27472851
Fax: +(91)-(20)-27473398
Works Akurdi, Pune 411035
Bajaj Nagar, Waluj Aurangabad 431136
Board of Directors
Rahul Bajaj Chairman
Madhur Bajaj Vice Chairman & Whole-Time Director
Rajiv Bajaj Managing Director
Sanjiv Bajaj Executive Director
D.S. Mehta Whole-Time Director
Kantikumar R. Podar Director
Shekhar Bajaj Director
D.J. Balaji Rao Director
J.N. Godrej Director
S.H. Khan Director
Mrs. Suman Kirloskar Director
Naresh Chandra Director
Nanoo Pamnani Director
Manish Kejriwal Director
P Murari Director
Niraj Bajaj Director
Remuneration committee
D.J. Balaji Rao Chairman
S.H. Khan
L.S.Raheja College of Arts & Commerce 7|Page
Naresh Chandra
Type Public
Founded 1945
Headquarters Pune, India
Key people Rahul Bajaj (Chairman)
Rs. 1,01,063 billion or USD 1.87
Revenue
billion
Net income Rs. 17,016 billion
Employees ???
Website www.bajajauto.com
Bajaj Auto is a major Indian automobile manufacturer. It is India's largest and the
world's 4th largest two- and three-wheeler maker. It is based in Pune, Maharashtra, with
plants in Waluj near Aurangabad, Akurdi and Chakan, near Pune. Bajaj Auto makes
motorscooters, motorcycles and the auto rickshaw.
Contents
1 Company's history
o 1.1 Timeline of new releases
2 Scooters
3 Motorcycles
4 Upcoming Models
8 References
Company's history
Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading
Corporation Private Limited. It started off by selling imported two- and three-wheelers in
India. In 1959, it obtained license from the Government of India to manufacture two- and
three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle. In
1977, it managed to produce and sell 100,000 vehicles in a single financial year. In 1985,
it started producing at Waluj in Aurangabad. In 1986, it managed to produce and sell
500,000 vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicle
and produced and sold 1 million vehicles in a year.
Some of the models that Bajaj makes (or has made) are:
Scooters
o Bajaj Sunny
o Bajaj Chetak
o Bajaj Cub
Motorcycles
o Kawasaki Eliminator
o Bajaj Pulsar
o Bajaj Kawasaki Wind 125
o Bajaj Boxer
o Bajaj CT 100
o Bajaj Platina
o Bajaj Caliber
o Bajaj Discover
o Bajaj Avenger
Upcoming Models
New Image
The company, over the last decade has successfully changed its image from a scooter
manufacturer to a two wheeler manufacturer, product range ranging from Scooterettes to
Scooters to Motorcycle. Its real growth in numbers has come in the last 4 years after
successful introduction of a few models in the motorcycle segment.
The company is headed by Rahul Bajaj who is worth more than US$1.5 billion.
The license raj that existed between the1940s to1980s in India, did not allow foreign
companies to enter the market and imports were tightly controlled. This regulatory maze,
before the economic liberalization, made business easier for local players to have a
seller’s market. Customers in India were forced to wait 12 years to buy a scooter from
Bajaj. The CEO of Bajaj commented that he did not need a marketing department, only a
dispatch department. By the year 1990, Bajaj had a waiting list that was twenty-six times
its annual output for scooters.
The motorcycle segment had the same long wait times with three manufacturers; Royal
Enfield, Ideal Jawa, and Escorts. Royal Enfield made a 350cc Bullet with the only four-
stroke engine at that time and took the higher end of the market but, there was little
competition for their customers. Ideal Jawa and Escorts took the middle and lower end of
the market respectively.
In the mid-1980s, the Indian government regulations changed and permitted foreign
companies to enter the Indian market through minority joint ventures. The two-wheeler
market changed with four Indo-Japanese joint ventures: Hero Honda, TVS Suzuki, Bajaj
Kawasaki and Kinetic Honda. The entry of these foreign companies changed the Indian
market dynamics from the supply side to the demand side. With a larger selection of two-
wheelers on the Indian market, consumers started to gain influence over the products they
bought and raised higher customer expectations. The industry produced more models,
styling options, prices, and different fuel efficiencies. The foreign companies new
technologies helped make the products more reliable and with better quality. Indian
companies had to change to keep up with their global counterparts.
BOARD OF DIRECTORS
Contents
[ Models ]
Bikes
Company Profile
In the year 1984, Mr. Brijmohan Lal Munjal, the Chairman and Managing Director of
Hero Honda Motors (HHM), headed an alliance between the Munjal family and Honda
Motor Company Ltd. (HMC). HHM Mission Statement is: “We, at Hero Honda, are
continuously striving for synergy between technology, systems, and human resources to
provide products and services that meet the quality, performance, and price aspirations of
our customers. While doing so, we maintain the highest standards of ethics and societal
responsibilities, constantly innovate products and processes, and develop teams that keep
the momentum going to take the company to excellence in the new millennium”. This
alliance became one of the most successful joint ventures in India, until the year 1999
when HMC had announced a 100% subsidiary, Honda Motorcycle & Scooter India
(HMSI). This announcement caused the HHM stock price to decrease by 30 percent that
same day. Munjal had to come up with some new strategic decisions as, HMSI and other
foreign new entry companies were causing increased intensity of rivalry for HHM.
Growth - The business growth of Hero Honda has been phenomenal throughout its early
days. The Munjal family started a modest business of bicycle components. Hero Group
expanded so big that by 2002 they had sold 86 million bicycles producing 16000 bicycles
a day. Today Hero Honda has an assembly line of 9 different models of motorcycles
available. It holds the record for most popular bike in the world by sales for Its Splendor
model. Hero Honda Motors Limited was established in joint venture with Honda Motors
of Japan in 1984, to manufacture motorcycles. It is currently the largest producer of Two
Wheelers in the world. It sold 3 million bikes in the year 2005-2006. Recently it has also
entered in scooter manufacturing, with its model PLEASURE mainly aimed at girls. The
Hero Group has done business differently right from the start and that is what has helped
them to achieve break-through in the competitive two-wheeler market. The Group's low
key, but focused, style of management has earned the company plaudits amidst investors,
employees, vendors and dealers, as also worldwide recognition.
The growth of the Group through the years has been influenced by a number of factors:
Just-in-Time
Ancillarisation
An integral part of the Group strategy of doing business differently was providing
support to ancillary units. There are over 300 ancillary units today, whose production is
dedicated to Hero's requirements and also a large number of other vendors, which include
some of the better known companies in the automotive segment. Employee Policy:
Another Striking feature within the Hero Group is the commitment and dedication of its
workers. There is no organized labor union and family members of employees find ready
employment within Hero. The philosophy with regard to labor management is "Hero is
growing, grow with Hero." When it comes to workers' benefits, the Hero Group is known
for providing facilities, further ahead of the industry norms. Long before other companies
did so, Hero was giving its employees a uniform allowance, as well as House Rent
Allowance (HRA) and Leave Travel Allowance (LTA). Extra benefits took the form of
medical check-ups, not just for workers, but also for the immediate family members.
Dealer Network
The relationship of Hero Group with their dealers is unique in its closeness. The dealers
are considered a part of the Hero family. A nation-wide dealer network comprising of
over 5,000 outlets, and have a formidable distribution system in place. Sales agents from
Hero travels to all the corners of the country, visiting dealers and send back daily
postcards with information on the stock position that day, turnover, fresh purchases,
anticipated demand and also competitor action in the region. The manufacturing units
have a separate department to handle dealer complaints and problems and the first
response is always given in 24 hours.
Financial Planning
The Hero Group benefits from the Group Chairman's financial acumen and his grasp on
technology, manufacturing and marketing. Group Company, Hero Cycles Limited has
one of the highest labor productivity rates in the world. In Hero Honda Motors Limited,
the focus is on financial and raw material management and a low employee turnover.
Quality
Constant technology up gradation ensures that the Group stays in the global mainstream
and maintains its competitive edge. With each of its foreign collaborations, the Group
goes onto strengthen its quality measures as per the book. The Group also employs the
services of independent experts from around the world to assist in new design and
production processes.
Diversification
Throughout the years of enormous growth, the Group Chairman, Mr. Lall has actively
looked at diversification. A considerable level of backward integration in its
manufacturing activities has been ample in the Group's growth and led to the
establishment of the Hero Cycles Cold Rolling Division, Munjal and Sunbeam Castings,
Munjal Auto Components and Munjal Showa Limited amongst other component-
manufacturing units.
Then there were the expansion into the automotive segment with the setting up of
Majestic Auto Limited, where the first indigenously designed moped, Hero Majestic,
went into commercial production in 1978. Then came Hero Motors which introduced
Hero Puch, in collaboration with global technology leader Steyr Daimler Puch of Austria.
Hero Honda Motors was established in 1984 to manufacture 100 cc motorcycles.
The Hero Group also took a venture into other segments like exports, financial services,
information technology, which includes customer response services and software
development. Further expansion is expected in the areas of Insurance and
Telecommunication.
The Hero Group's phenomenal growth is the result of constant innovations, a close watch
on costs and the dynamic leadership of the Group Chairman, characterized by a culture of
entrepreneurship, of right attitudes and building stronger relationships with investors,
partners, vendors and dealers and customers
It is well known fact that the most important step in marketing research process is
to define the problem. Choose for investigation because a problem well defined is half
solved. That was the reason that at most care was taken while defining various
parameters of the problem. After giving through brain storming session, objectives were
selected and the set on the base of these objectives. A questionnaire was designed major
emphasis of which was gathering new ideas or insight so as to determine and bind out
solution to the problems.
DATA SOURCE
Research included gathering both Primary and Secondary data. Primary data is
the first hand data, which are selected a fresh and thus happen to be original in character.
L.S.Raheja College of Arts & Commerce 19 |
Page
Primary Data was crucial to know various customers and past consumer views about
bikes and to calculate the market share of this brand in regards to other brands.
Secondary data are those which has been collected by some one else and which
already have been passed through statistical process. Secondary data has been taken from
internet, newspaper, magazines and companies web sites.
RESEARCH APPROACH
The research approach was used survey method which is a widely used method
for data collection and best suited for descriptive type of research survey includes
research instrument like questionnaire which can be structured and unstructured. Target
population is well identified and various methods like personal interviews and telephone
interviews are employed.
SAMPLING UNIT
It gives the target population that will be sampled. This research was carried in
Muktsar (Distt Muktsar)
After the data has been collected, it was tabulated and findings of the project were
presented followed by analysis and interpretation to reach certain conclusions.
SCOPE
My project was based on the Comparative Study of Bajaj V/S Hero Honda and
data was taken in the City Muktsar only.
2. The sample was collected using connivance-sampling techniques. As such result may
not give an exact representation of the population.
4. The views of the people are biased therefore it doesn’t reflect true picture.
Hero Honda 47
Bajaj 38
Any other 15
Hero honda
Bajaj
Any other
0
1
Model Name
14
12
Bajaj
No of Persons
10
CT 100
8
Discover
6
Pulsar
4
Any other
2
0
1
Model Nam e
100000-200000 22
200000-300000 45
300000-400000 23
above 400000 10
30 200000-300000
20 300000-400000
10 above 400000
0
1
Income level
0-1 year 34
1-2 year 29
2-3 year 26
above 3 year 11
30
No of 0-1 year
20
Persons 1-2 year
10 2-3 year
0 above 3 year
1
No of years
15
No of Persons
Hero Honda
10
Bajaj
5
0
Office Personal Joy Other
Purpose purpose Purpose
Purpose
Television 23 16
Magazine 2 1
Friends &
Relative 18 19
20
New spaper
No of Persons
15 Television
10 Magzine
Friends & Relative
5
0
Hero Honda Bajaj
Name of Com pany
Yes 87%
No 5%
Cant say 8%
Yes 25 23
No 22 15
20
Yes
15
No
10
5
0
Hero Honda Bajaj
Company Name
80% Price
No of Persons
Mileage
60%
Quality
40%
Resale Value
20% Status symbol
0%
Hero Honda Bajaj
Company Name
Q10) How would you rate the following factors of Bikes with
respect to different company?
60% Price
40% Pick up
20% Maintenance
0% Look & Shape
Hero Honda Bajaj Brande Image
Company Name
Q11) If new Bike with good features comes in, then would you
like to change your bike?
Yes 19 21
No 17 14
Cant say 11 3
20
No of Persons
15 Hero Honda
10 Bajaj
0
Yes No Cant say
View s
1. Most of the Pulsar, CBZ & Karizma are purchased by young generation 18 to 30
because they prefer stylish looks and rest of the models of Hero Honda are
purchased more by daily users who needs more average of bikes than looks.
2. Hero Honda is considered to be most fuel-efficient bike on Indian roads.
3. Service & Spare parts are available throughout India in local markets also.
4. While buying a motorcycle, economy is the main consideration in form of
maintenance cost, fuel efficiency.
5. Majority of the respondent had bought their motorcycle more than 3 years.
1. Bajaj should introduce some more models having more engine power.
2. Hero Honda should think about fuel efficiency in case of upper segment bikes.
4. Maintenance cost and the availability of the spare parts should also be given due
importance.
1. www.herohonda.com
2. www.google.com
3. www.bajaj.com
4. www.twowheeler.com
5. www.extrememachines.com
NAME: - ………………………………………………
CONTACT NO ……………………………………….
25.30 Above 30
Student Other
Karizma Other
Pulsar Other
100000-200000 200000-300000
Newspaper Television
Magazines Friends/Relatives
Yes No
Q10) How would you rate the following factors of bikes with respect to different
companies?
Hero Honda Bajaj
Mileage
Price
Pick up
Maintenance
Look/Shape
Brand Image
Q11) In new bike with good feature comes in, then would you like to change your bikes?