Customer Relationship Management

Group – 12
• 1911121 – Subasis Naik
• 1911136 – Rakesh Kumar Sethy
• 1911267 – Sandeep Kumar Mohanty
• 1911273 – Pranay Patil
• 1911382 – Eshan Bedagkar
 Agenda

Study the CRM Practices adopted by Bajaj.

Analyze the Technology and Knowledge Strategy.

Understand the Partner and Customer Relationship.

Understand Employee Engagement.

Company and Competitor Strategy.

Consumer Survey Analysis.

Key Learnings and Recommendations.

 CRM Process
Customer Attracted through Online/Offline Customers are attracted through online/offline
Campaigns promotional campaigns, events and referrals
from existing customers.

Sales Executives at Dealerships End feed walk-

Data Entry through Bajaj’s CDMS Database in enquiries customer data into the system
management system
Clinical Database Management System (CDMS).

The Data is used by Centralized Cloud Calling

All India Centralised Cloud Calling system with
HO at Mumbai system to do tele calling activities and customer
care services.

Bajaj Focuses extensively on the after-

After Purchase 3 Free Services purchase services to retain the customer
through Good Service.

Once the customer gets his need regarding

Retention Strategy : Spares made widely available spare parts fulfilled the customer will be
hooked with the company.
 Technology & Knowledge Strategy
CRM Tools
Bajaj Mobile Application CRM

• Enhanced CDMS Software used to keep track of retail data.

• Enquiry Management Application – Baja App under project
Pragati
• Excellon as technology partner for Website and other technology
development and management.

CRM Integrated Website

All the Data collected through online media and

customer/dealership feedback are used to develop new strategy by
the company.
 Partners
§ Bajaj Has total of 1479 Dealership & 923 Service Centres in India; Around 20K+ stakeholders working with partners of Bajaj
§ On average, each dealership has five no. Sales/service Agents, one receptionist & a general manager for showroom mngmt

In 2018, Bajaj came up with concept ‘Pragati’ which focused on Processes at dealers: BIR Reports
enhancing dealer business using IBU App, CDMS, Business insight
Monthly
dashboard PSF Calling Planning &
Performance Target Setting
Standardization of Sales & Utility
Review Utility
Dealer
Operations Service Processes, Driving Sales Satisfaction Target
efficiency Setting

Better Enquiry & sales Standardise BIR Route

Report
achievements; Better Data &
dashboards/reports; Planner

Improve coverage Outcomes Reviews Identify Business Business Activity

Result Planning
Problems

Route
Planner
Training Programs BIR Report
Coverage and Activity
Execution by Field
Route Daily/Weekly
Team
• Process Literature for Dealership Planner Review
• 360 Degree training program for Dealer field force SOP
IBU App
Enquiry
Management
IBU App
 Customer Relationship
How Bajaj Distinguishes its
Customer Feedback
customers

• Exclusive Finance/Loan • As found from our survey the

schemes from Bajaj FinServ on purchase experience of the
purchase of Bajaj Vehicle customers are not satisfactory.

• Media promotion in • Sales Executives require

vernacular language for the training regarding customer
comfort of local customers. handling.

Public Relation / Promotion in Vernacular language

Mobile Friendly
Brochures
 Employee Engagement
Freedom of Employee to take customer centric Perks Enjoyed by the employees
Decisions

• Regional Team has capabilities to do limited price
control activities on favour of the customer as and
when required.
• Most of the vehicles purchased with insurance, the
down payment amount is decided by the regional
Team.
• The regional team have freedom to provide service
in regional/vernacular languages.
• E – Learning Modules for ASMs at regular
interval of time.
• Annual Meets/reviews planned at foreign
locations
• Accommodation/ Travel Expenses and Food
Provided by the company
 Company & Competitor Strategy
Market share of 2-Wheelers players in India

3.82% 3.21%
3.82% Hero Motorcorp • The core competency of Bajaj Auto Ltd is its
12.05%
36.04%
Honda Motorcycles &
Scooters
technology and innovation. Both DTS-i
TVS
(Digital Twin Spark Ignition) and DTS-Fi
Bajaj Auto

Royal Enfield
(Digital Twin Spark Fuel Ignition) are
14.86%
India Yamaha Motor
technological breakthroughs by Bajaj.
Suzuki Motorcycles

26.20%
• However, Absence of a product in the
scooter segments was a set back to the
Rank Company FY 2016-17 FY 2015-16 company. Bajaj tried to fill this gap with
1 Bajaj Auto 12,18,541 14,59,295
2 TVS Motor Company 3,64,112 3,58,515 relaunch of Bajaj Chetak
3 Honda Motorcycles & Scooters 2,83,163 2,00,145
India
4 Hero Motorcorp 1,80,391 2,10,239
5
6
India Yamaha Motor
Suzuki Motorcycles India
1,71,622
72,116
1,54,485
65,001
• Bajaj is the Highest exporter of two
7 Mahindra two wheelers 23,079 18,043 wheelers from India.
8 Royal Enfield 15,383 9,363
9 Harley Davidson India 5,561 5,241
10 Piaggio Vehicles 5,305 866
 Company & Competitor Strategy
Parameters
Zig Wheels Bike wale
Brand
Bike Name Performance Maintenance Comfort Overall Performance Maintenance Comfort Overall

Sport 3.7 3.9 3.6 3.8 5 5 4 4.3

Raedon 3.9 3.9 4.1 4 5 4 4 4.5
TVS Star City Plus 4.1 4.2 4 4.1 4 4 4 4.4
Apache RTR 200 4.4 3.9 4.4 4.2 4 4 4 4.5
Splendor + 4.1 4.1 3.9 4 4 2 4 4.6
Passion Pro 4 4 4 4 5 4 4 4.3
Hero
X Pulse 200 4.3 4.4 4.2 4.3 3 5 4 4.6
Glamour 3.9 4 3.9 3.9 3 4 4 4.3
Pulsar 150 4 4 4 4.5 4.2 3.9 4.2 4.5
Platina 110H 4.3 4.1 4.3 4.2 5 5 4 4.6
Bajaj
Avenger 160 4 4.4 3.9 4 5 5 5 4.4
CT 100 4 4.2 3.8 3.9 4 4 4 4.4
CD 110 Dream 4 4 3.8 3.9 5 2 3 4.2
Unicorn 4.4 4 4 4.2 5 4 3 4.4
Honda
Hornet 2.0 4.3 4 4.4 4.2 3 3 4 4.2
Shine 4.2 4 4 4 4 3 4 4.4
In a highly competitive market, most bikes in a segment, have similar specs, the CRM makes all the differences
Note: The ratings are out of 5 and are provided by users
We have tracked 3 parameters; however the overall score is a composite of other parameters like reliability, mileage, customer service etc.
 Statistical Outcomes
We floated a survey and received 203 responses. From the survey, we found 75 were Bajaj users & rest were
user of two-wheeler products offered by competitors.
Demographics:

Gender Profession Geographic

Net Promoter Score NPS

 Statistical Outcomes
• We run a regression with likeliness of the customer to purchase Bajaj product as dependent
variable and factors such as Overall quality, value, Purchase experience, Usage experience,
Multiple
After purchase service, road side part availability and sales rep knowledge as Independent
Regression
variable. We can clearly see that for Bajaj customers value, after purchase service and
roadside part availability matter the most.

Likeliness to Purchase = 2.65+0.071*Overall quality + 0.6817Value + 0.0534*Purchase experience + 0.4293*Usage

experience + 0.8196*After purchase service + 0.5610*Road side part availability+ 0.0021*Sales Rep Knowledge

• We run a T-test to understand how Bajaj is performing in various parameters with respect to
the user’s importance on the factor while purchasing a two wheeler. How ever customers
T-Test
expect more in terms of better purchase experience and more towards sales rep
knowledge.

• From Factor analysis we can conclude that two factors contribute around 60% of the result.
For customers Overall quality, Usage experience, After purchase service, Road side part
Factor Analysis availability all similarly perceived. This group can be viewed as Performance of Bajaj after
purchasing the bike.
• Similarly Value, Purchase experience and Sales rep knowledge we can name them as
performance of Bajaj during the purchase.
 Key Learnings

Bajaj Customers are satisfied with the after sales services but are not happy with
the purchase experience and expect better service from sales executives.

Bajaj Application developed is not used by the dealership as they find it difficult to
enter data into the system. It needs automation.

Customers show concern regarding long waiting time in service centers.

Customers are not satisfied with the delayed response from company on new
enquiries and in Hindi/English customer care support.

Customers prefer telephonic service in vernacular language and not in available

Hindi/English Language.

Customer older customer segment are preferable satisfied with the services, but
Bajaj needs to improve its CRM to meet the new generation needs.
 Recommendations
New leads generated takes around 2 days for following up with an enquiry. It can
be eliminated by implementing API with the app to automate the process.

The customer service cloud calling network is controlled from HO Mumbai. We

recommend that each state should have a vernacular language customer service
cloud calling network to speed up the process and to make it more customer friendly.

Bajaj should push for more workshops/training sessions for its Dealerships Sales
Executive to improve the customer purchase experience

Implementation of mobile app to pre book service slot to optimize operations and
improve customer satisfaction.

Application UI/UX needs upgradation and user-friendly approach should be

implemented.
Thank You..
 Appendix

Multiple Regression
SUMMARY OUTPUT

Regression Statistics
Multiple R 0.662444809
R Square 0.438833124
Adjusted R Square 0.38016716
Standard Error 0.6695677
Observations 75

ANOVA
df SS MS F Significance F
Regression 7 48.84249938 6.97749991 25.9178089 8.9334E-17
Residual 67 18.03750062 0.26921643
Total 74 34.88

Coefficients Standard Error t Stat P-value Lower 95% Upper 95% Lower 95.0% Upper 95.0%
Intercept 2.635274387 10.8934911 3.5925577 0.00058669 -24.378774 19.1082249 -24.3787736 19.1082249
Overall quality 0.071204182 0.122427883 3.99996968 0.00014867 0.02683711 0.51557126 0.026837105 0.51557126
Value 0.681705792 0.099889494 6.42073662 1.1576E-08 -0.2631973 0.13556321 -0.26319732 0.13556321
Purchase experience 0.053408022 0.09052426 4.13808756 9.1646E-05 -0.1272792 0.2340952 -0.12727916 0.2340952
Usage experience 0.429344695 0.131182273 4.11336929 0.0001 -0.1324962 0.39118561 -0.13249622 0.39118561
After purchase service (warranty,
repair, customer service, etc.) 0.819670482 0.103503148 2.64963988 0.00984678 -0.1869227 0.22626363 -0.18692267 0.22626363
Road side part availability 0.561070477 0.125832046 2.73066773 0.00789611 -0.4618666 0.04045704 -0.46186659 0.04045704
Sales Rep Knowledge 0.002132472 0.067130736 2.74782189 0.00753139 -0.131861 0.13612598 -0.13186104 0.13612598
Dependent variable how likely to
purchase
One sample T-test
t-Test: Paired Two Sample for Means t-Test: Paired Two Sample for Means t-Test: Paired Two Sample for Means t-Test: Paired Two Sample for Means

Bajaj Auto for Overall quality two wheeler - Overall quality Bajaj Auto for Value two wheeler? - Value h Bajaj Auto for Usage experience two wheeler? - Usage experience Bajaj AutoAfter purchase service Two wheeler? - After purchase
Mean 82.81333333 41.22666667 Mean 82.92 41.34666667 Mean 83.12 41.21333333 Mean 83.14666667 41.53333333
Variance 0.694414414 0.61009009 Variance 1.020540541 0.418738739 Variance 0.566486486 0.764684685 Variance 0.991711712 0.657657658
Observations 75 75 Observations 75 75 Observations 75 75 Observations 75 75
Pearson Correlation 0.252738524 Pearson Correlation 0.125685495 Pearson Correlation 0.330155359 Pearson Correlation 0.487490096
Hypothesized Mean Difference 40 Hypothesized Mean Difference 40 Hypothesized Mean Difference 40 Hypothesized Mean Difference 40
df 74 df 74 df 74 df 74
t Stat 13.91245253 t Stat 12.06712899 t Stat 17.43860383 t Stat 15.04893078
P(T<=t) one-tail 1.20277E-22 P(T<=t) one-tail 1.86738E-19 P(T<=t) one-tail 3.16709E-28 P(T<=t) one-tail 1.61172E-24
t Critical one-tail 1.665706893 t Critical one-tail 1.665706893 t Critical one-tail 1.665706893 t Critical one-tail 1.665706893
P(T<=t) two-tail 2.40554E-22 P(T<=t) two-tail 3.73475E-19 P(T<=t) two-tail 6.33417E-28 P(T<=t) two-tail 3.22344E-24
t Critical two-tail 1.992543495 t Critical two-tail 1.992543495 t Critical two-tail 1.992543495 t Critical two-tail 1.992543495

t-Test: Paired Two Sample for Means t-Test: Paired Two Sample for Means t-Test: Paired Two Sample for Means

Bajaj Auto - Sales Rep Knowledge two wheeler? - Sales Rep Knowledge Bajaj AutoPurchase experience two wheeler? - Purchase experience Bajaj Auto: - Road side part availability two wheeleR - Road side part availability
Mean 81.21333333 41.25333333 Mean 81.22666667 41.17333333 Mean 83.26666667 41.28
Variance 1.467387387 0.759279279 Variance 2.042522523 0.956036036 Variance 0.81981982 0.798918919
Observations 75 75 Observations 75 75 Observations 75 75
Pearson Correlation -0.256732996 Pearson Correlation 0.010186232 Pearson Correlation 0.457518104
Hypothesized Mean Difference 40 Hypothesized Mean Difference 40 Hypothesized Mean Difference 40
df 74 df 74 df 74
t Stat -0.208188483 t Stat 0.268006019 t Stat 18.35943728
P(T<=t) one-tail 0.417826871 P(T<=t) one-tail 0.394720167 P(T<=t) one-tail 1.42367E-29
t Critical one-tail 1.665706893 t Critical one-tail 1.665706893 t Critical one-tail 1.665706893
P(T<=t) two-tail 0.835653741 P(T<=t) two-tail 0.789440333 P(T<=t) two-tail 2.84735E-29
t Critical two-tail 1.992543495 t Critical two-tail 1.992543495 t Critical two-tail 1.992543495