Contructed Report Final Mahesh.1

KTM AG.
Company Towards
VKG BAJAJ KTM Kalaburgi________________________________________________
CHAPTER 1
INTRODUCTION ABOUT THE ORGANISATION&

INDUSTRY
An organization is a social arrangement which pursues collective goals, which controls

its own performance. and which has a boundary separating it from environment.
Organization is the association formed by u group of people who see that there
arebenefits available from working together towards some common goal.
Organization studies are the study of individual and group dynamics in an organizational
setting. as well the nature of organizations themselves. Whenever people interact in
organizations, many factors come in to play. Organizational studies attempt to
understand and model these factors. Organizational study is essential to any MBA
graduate as it helps them to connect theory with practice.
Organization study to the study of organization as a whole and getting adequate

knowledge with various departments in the organization.
OBJECTIVE OF THE STUDY: -

• To familiarize with the organization structure and its functioning.
• To familiarize with the different departments in the organization and their functions
and activities including documentation
• To understand how the key business processes are carried out in on organization.
• To understand the growth and diversification strategies, portfolio Structure of the

Organization.
• To understand the performance measurements of employees and various employee
welfare activities, Training activities.
• To understand the steps taken to increase the productivity in the organization
• To conduct a SWOT analysis of the Organisation.
Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 1

KTM AG. Company Towards
SCOPE OF THE STUDY

The organization study at industries aims at getting accustomed to the business
environment of MEIL for a period of one month. The study will be conducted 10
understand the structure. function and process of various departments and their
interdependence.
LIMITATION OF THE STUDY

There were some limitations in conducting the organization study Industries Ltd.
• There were difficulties in obtaining data from executives and managers due to their
busy work schedule,
• An in-depth study of the company could not be carried out due to shortage of time.
• The reliability of data used for study is largely depends upon the companies reports
and the information given by executives.
• The company has the limitation to disclose their financial details. a detailed analysis
of financial performance of the company is not possible.

Objectives of The Internship:
The internship program is designed to help student’s maximum understanding of the
organization process through the integration of theoretical classroom learning with practical
learning experience. Specifically, the internship experience is designed to help each student.
✓ Integrate and apply the theory and research skill ✓To understand the organizations
process.
✓ To help the student’s future organizational behaviour by understanding the
organization culture.
✓ To understand the current industrial situation.
✓ To know the strength, weakness, opportunities and threats of industry.
✓ Learn about one’s own abilities and aptitudes.

INDUSTRY PROFILE
Introduction about Industry:

KTM AG (the former KTM Sport motorcycle AG) is anAustrianmotorcycle and sports car
manufacturer owned by KTM Industries AG and Indian manufacturerBajaj Auto. It was
formed in 1992 but traces its foundation to as early as 1934. Today, KTM AG is the parent
company of the KTM Group.
KTM is known for itsoff-road motorcycles(enduro, motocross and super moto). Since the late
1990s, it has expanded intostreet motorcycleproduction and developingsports cars– namely
theX-Bow. In 2015, KTM sold almost as many streets as off-road bikes. Production of the
KTM X-Bow started in 2007.
Since 2012, KTM has been the largest motorcycle manufacturer in Europe for four
consecutive years. Globally, the company is among the leading off-road motorcycle
manufacturers. In 2016, KTM sold 203,423 motor vehicles worldwide.
KTM 1953–1991:-
In 1953, businessman Ernst Kronreif became a sizable shareholder of the company which was
renamed and registered as Kronreif&TrunkenpolzMattighofen. In 1954, the R125
Tourist was introduced, followed by the Grand Tourist and thescooterMirabell in 1955. The
company secured its first racing title in the 1954 Austrian 125cc national
championship. In 1956, KTM made its appearance at theInternationalSixDaysTrialswhere
Egon Dornauer won a gold medal on a KTM machine.
In 1957, KTM built the Trophy125cc first sports motorcycle. KTM's firstmoped, called
Mecky, was launched in 1957, followed by PonnyI in 1960 and PonnyII in 1962 and
Comet in 1963. The 1960s also saw the beginning of the bicycle production in
Mattighofen.
Ernst Kronreif died in 1960. Two years later in 1962, Hans Trunkenpolz also died of a heart
attack. His son ErichTrunkenpolz took charge of the company's management.
As the company continued to expand, the workforce totaled 400 in 1971, and forty years after
it was founded, KTM was offering 42 different models. Besides, KTM was able to produce
motorcycles for the racing industry. During the 1970s and 80s, KTM also started to develop

and produce motors andradiators. Radiators sold to European car manufacturers constituted a
sizable part of the company's business in the 1980s.
In 1978, US subsidiary KTMNorthAmerica Inc. was founded inLorain,Ohio.
In 1980, the company was renamed KTMMotor-FahrzeugbauKG. One year later, KTM had
about 700 employees and a turnover of 750m. Schilling (about 54.5m. euros). International
business then amounted to 76% of the company turnover.
However, scooter and moped turnover sank rapidly, and production had to be halted in
1988. Erich Trunkenpolz died in 1989. Takeover of a 51% interest in the company by the
Austrian investment trust GIT Trust Holding controlled by Austrian politician Josef Taus in
1989 was followed by unsuccessful attempts to turn the indebted company around, and in
1991, KTM management was transferred to a consortium of creditor banks.
In 1992, the company was split into four new entities: KTM Sport motorcycle GmbH
(motorcycles division), KTM Fahrrad GmbH (bicycles division), KTM Kühler GmbH
(radiators division) and KTM Werkzeugbau GmbH (tooling division).
Now owned by KTMMotorradholdingGmbH, which was formed by CrossHolding (a Cross

Industries daughter), and other investors, KTM Sport motorcycle GmbH started operation in
1992 and later took over the sibling tooling division KTM Werkzeugbau. In the following
years, while steadily increasing production and turnover, investing in new production and R
and D facilities, introducing new models and successfully sponsoring and taking part in
various race sport events, the company underwent a series of restructurings and stakeholder
changes guided by KTM's managing director and CrossIndustries owner Stefan Pierer. In
1994, KTM started production of the Duke series of road motorcycles, in 1996, KTM
motocross machines were first decked out in KTM's signature orange color, and 1997 saw the
introduction of liquid-cooled two-cylinder Super moto and Adventure motorcycles. In 2007,
the company debuted the KTM X-Bow sports car.

CHAPTER2
ORGANIZATION PROFILE:
The company was started on 29 November 1945 and BAJAJ Auto comes into existence as
M/s Bachraj
Trading Corporation Private Limited. On 1960 BAJAJ Auto becomes a public limited
company. Bhoomi Poojan of Akrudi Plant. Or 19 January 1984 Foundation stone laid for the
new Plant at Waluj, Aurangabad. On November 2001 Bajaj Auto launches its latest offering
in the premium bike segment ‘KTM’, On October 2003 KTM DTS-I was launched.

Background:
➢ 1945: - The company was incorporated on the 29th of November in the name of
Elachraj Trading corporation, Ltd...
➢ 1960: - On 21st June, the name was changed to Bajaj Auto pvt, Ltd. On 24th August
the name again changed to Bajaj Auto Ltd.
➢ 1991: - During this period production of a 4 stroke motor cycle in collaboration with
Kawasaki heavy industry Ltd.
➢ 1993: - Bajaj stride will be ‘launched with certain improvements based on initial
feedback during the year “Chetak Classic”. A powerful and full efficient 4S
Champion a highly fuel efficient 4-stroke motorcycle and M-80 Motorcycle with
additional utility features were introduced.
➢ 1995: - During this period “Sunny Zip” a 60CC upgraded version of ‘Baja] Sunny’
was launched.
➢ 1996: - Company was planning to set up a 31d manufacturing plant near Pune. To
house manufacturing facility for production of new generation 2 Wheelers with a
Production capacity of 10 lacks vehicles per annum.
➢ 1997: - The Company has introduced during the year under review, Boxer, a 4-stroke
motorcycle.
➢ 1998: - During this year the company launched its diesel. Autoriksha in Andhra
Pradesh.
➢ 2000: - Baja] Auto Ltd launched India’s first three speed, automatic four stroke
scooter ‘Safire’.
➢ 2001: - Bajaj Auto launched ‘Kawasake Bajaj Eliminator’ the country’s first cruiser
motorcycle.
➢ 2002: - Bajaj Auto Unveiled the ‘Boser AR’ touting the bike’s ability to tame any
terrian, to matter how challenging.
➢ 2004: - Bajaj Auto on January 15 unveiled its new corporate logo.
➢ Bajaj Auto inters Global alliance with Kawasake for Asian safari.
➢ Baja] Auto has unveiled its latest offering the Baja] ‘CTIOO’, a four stroke, 100CC
motorcycle.
➢ Baja] Auto launched Discover

➢ 2005: - Bajaj Auto launched its automatic Scooter ‘Wave’, in the city at Varun, Bajaj
on June-42005 Wave is aggressively price @ Rs, 32,700 it is Rs. 6000 less than
Honda Activa and Rs, 1000 more than the 60CC sccoty.
➢ 2006: - Bajaj Unveils new bike Platina
➢ Bajaj Auto Ltd, Unveils its 1st product in Indonesia, Bajaj KTM DTS-T (Digital Twin
Spark Ignition), a 180-CC sport motorcycle in Novermer-9.
➢ 2007: - Bajaj Auto Unveils 4th KTM Variant.
Nature of Business
The most important equity holdings of KTM AG are KTM Sportmotorcycle GmbH,
Husqvarna Motorcycles GmbH, KTM Technologies GmbH, KTM Immobilize GmbH.
KTM AG with its registered office in Mattighofen produces and develops race-ready off road
and street motorcycles. The subsidiaries of KTM GROUP also include KTM-Racing AG and
KTM Sport car GmbH, among other.
Vision, mission, quality policy:
❖ Vision:
Our vision is to create high performance motor vehicles that are never anything short
of premium and made from the highest quality components.
❖ Mission:
Focus on value based manufacturing and pollution free and safe environment.
❖Quality Policy
KTM stands for reliability and quality. Our faith in our products is such that we
provide a 24-month manufacturer’s warranty on our street motorcycles. Professional
servicing and inspections by authorized KTM dealers must be carried out to maintain
the right to claim under warranty.

Work Flow Model
KTM bikes India offers 8 new models in India with price starts at Rs. 1.42 Lakh and goes
up to Rs. 3.04 Lakh . The popular bikes of KTM include 200 Duke (Rs. 1.76 Lakh), 125
Duke (Rs. 1.42 Lakh) and RC 200 (Rs. 2 Lakh) . The cheapest KTM bike is 125 Duke
(Rs. 1.42 Lakh) and the most expensive one is 390 Adventure (Rs. 3.04 Lakh). KTM
bikes in India are expected to launch 1290 Super Duke R (Rs. 12.5 Lakh), 790 Duke (Rs.
8.63 Lakh) and Electric Scooter (Rs. 1.5 Lakh) in the year 2020-2021 .To get more details
of KTM Bikes, download Zig wheels App and get the latest offers in your city, prices,
variants, specifications, pictures, mileage and reviews.
KTM Bikes Price List (2020) in India
Model Ex-
showroom
Price
KTM 200 Duke Rs. 1.76 Lakh
KTM RC 200 Rs. 2 Lakh
KTM RC 125 Rs. 1.59 Lakh
KTM RC 390 Rs. 2.53 Lakh
KTM 390 Rs. 3.04 Lakh
Adventure
Product profile
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
Akurdi and Chakan (near Pune), Waluj (near Aurangabad) and Pantnagar in Uttaranchal.
Bajaj Auto makes and exports motor scooters, motorcycles and the auto rickshaw.

The Forbes Global 2000 list for the year 2005 ranked Bajaj Auto at 1946. Over the last
decade, the company has successfully changed its image from a scooter manufacturer to a
two wheeler manufacturer. Its product range encompasses Scooterettes, Scooters and
Motorcycles. Its real growth in numbers has come in the last four years after successful
introduction of a few models in the motorcycle segment.
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 ii
India. in 1959, it obtained license from the Government of India to manufacture two- and
threewheelers 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
I million vehicles in a year.
BAJAJ AUTO LTD.
Founder: 1945
Headquarter: Pune, India
Key people: Rahul Bajaj (Chairman)
Rajiv Bajaj(M.D)
Revenue: Rs. 81,063 billion (2005) ORUSD, 1,32 billion
Net income: Rs. 11,016 billion
Employees: 10,250(2006-2007)
MARKET POSITION OF PULSER (DTS - i)
As of 2005, the Bajaj KTM Arguably from the most popular motor bike product in the newly
emerging 150 + CC class of Indian two wheeler market. Bajaj KTM directly competes with
several other Indian motorbike in this class, such has, CBZ from Hero Honda, Apache &
Fiero from TVS, Unicorn from Honda and a few models from Yamaha and Suzuki, to retain

KTM’s position of leadership in its class. Bajaj Automobile has been regularly making
alteration to it to make the motor bike look fresh at all time.
KTM-Sport motorcycle AG is an Austrian bicycle manufacturer, which was formed in 1981

but traces its foundation as early as in 1934. In 1992 the company was spun off from its
parent company KTM when it ran into financial troubles. KTM was split into four
companies, all of which shared the same KTM branding, and in present have many more
subsidiaries with the same branding. However, KTM-Sport motorcycle is most commonly
associated with the KTM brand, because it still continues the flagship business of its parent
company. KTM is known for itstwo-strokeandfour-strokeoff-roadmotorcycles though in
recent years it has expanded into street motorcycle production and developing sports cars.

KTM-Sport motorcycle AG
Type corporation
Industry Motorcycle
Founded 1934
Founder Hans Trunkenpolz
Headquarters Mattighofen,Austria
Key people Stefan Pierer (CEO)

Dr. Rudolf Knünz (Chairman)
Parent KTM AG
Subsidiaries HusabergHusqvarna
Slogan Ready to Race
Website ktm.com
ATWO-STROKE ENGINE
A two-stroke, or two-cycle, engine is a type ofinternal combustion enginewhich completes
a power cycle with two strokes (up and down movements) of thepistonduring only one
crankshaft revolution. This is in contrast to a "four-stroke engine", which requires four

strokes of the piston to complete a power cycle. In a two-stroke engine, the end of the
combustion stroke and the beginning of the compression stroke happen simultaneously, with
the intake and exhaust (orscavenging) functions occurring at the same time.
Two-stroke engines often have a highpower-to-weight ratio, usually in a narrow range of
rotational speeds called the "power band". Compared to four-stroke engines, two-stroke
engines have a greatly reduced number of moving parts, and so can be more compact and
significantly lighter.
The first commercial two-stroke engine involving in-cylinder compression is attributed to

Scottish engineerDugald Clerk, who patented his design in 1881. However, unlike most later
two-stroke engines, his had a separate charging cylinder. The crankcase-scavenged engine,
employing the area below the piston as a charging pump, is generally credited to
EnglishmanJoseph Day. The first truly practical two-stroke engine is attributed to
YorkshiremanAlfred Angas Scott, who started producing twin-cylinder water-cooled
motorcycles in 1908.
Gasoline(spark ignition) versions are particularly useful in lightweight or portable

applications such aschainsawsand motorcycles. However, when weight and size are not an
issue, the cycles potential for highthermodynamic efficiencymakes it ideal for
dieselcompression ignitionengines operating in large, weight-insensitive applications, such
asmarine propulsion,railway locomotivesandelectricity generation. In a two-stroke engine,
the heat transfer from the engine to the cooling system is less than in a four-stroke, which
means that two-stroke engines can be more efficient. However, crankcase-compression
twostroke engines, such as the common small gasoline-powered engines, create more exhaust
emissions than four-stroke engines because theirpetroillubrication mixture is also burned in
the engine, due to the engine'stotal-loss oiling system.
Foundation

KTM in 2012
KTM in 2012
In 1934 an Austrian engineer Johann (Hans) Trunkenpolz set up

ametalworkingandlocksmithshop inMattighofen. In 1937 he started sellingDKWmotorcycles
andOpelcars the following year. His shop was known as Kraftfahrzeug Trunkenpolz
Mattighofen but the name was unregistered. During theSecond World Warhis wife took care
of the business which grew mainly of diesel engine repairs.
After the war, demand for repair works fell sharply and Trunkenpolz started thinking about
producing his own motorcycles. The prototype of first motorcycle R100 was produced in
1951. All of the components of the motorcycle were produced in house, except for
theRotaxengines which were made byFichtel & Sachs.
KTM Era
In 1953, businessman Ernst Kronreif became a sizable shareholder of the company which
was then renamed and registered as Kronreif & Trunkenpolz Mattighofen. KTM started serial
production of R100 in 1954. With just 20 employees, motorcycles were built at the rate of
three per day.
The company’s first title was secured shortly thereafter with the 1954 Austrian 125 national
championship. KTM first made an appearance at the International Six Days Trials (Enduro)
in 1956 where Egon Dornauer secured a gold medal. Racing continued to be a testing ground
for production technology, but next in line was its first scooter, the Mirabell. It started
providing a factory team for the ISDE in ’64. As the company continued to expand, the
workforce totaled 400 in 1971, and forty years after it was founded, KTM was offering 42
different models

In 1955 Tourist 125cc model was developed. In 1957 KTM built the first sports motorcycle
Trophy 125cc. KTM's first moped, called Mecky was launched in 1957, followed by Ponny I
in 1960 and Ponny II in 1962. The 1960s saw the beginning of the bicycle production.
Beside, KTM was also able to produce motorcycles for the racing industry. Ernst Kronreif
died in 1980. Two years later in 1982 Hans Trunkenpolz also died of a heart attack and his
son Erich Trunkenpolz took charge of the company's management. Its name was changed
back to Kraftfahrzeug Trunkenpolz Mattighofen. At that time, KTM had about 180 employee
and a turnover of €3.5m.
In 1988, US subsidiary KTM North America Inc. was founded in Lorain, Ohio. International
business then amounted to 72% of the company turnover. In 1990, it was renamed KTM
MotorfahrzeugbauAG.
Scooter and moped turnover sank rapidly, and production had to be halted in 1982. Erich
Trunkenpolz died in 1989 and in 1991 KTM applied for insolvency. Its management was
taken up by banks who split the company into four new entities in 1992:
• KTM SportmotorcycleGmbH, motorcycles division
• KTM Fahrrad GmbH, bicycles division
• KTM Kühler GmbH, radiators division
• KTM Werkzeugbau GmbH, tooling division
KTM-Sportmotorcycle
KTM Sportmotorcycle GmbH started operation in 1992 and later took over the sibling
tooling division KTM Werkzeugbau. In 1994 KTM Sportmotorcycle GmbH was renamed
KTM-Sportmotorcycle AG. In the same year it started production of Duke series of road
motorcycles.
In 1995 KTM acquired Swedish motorcycle makerHusabergAB, and took control of the
Dutch company White Power Suspension.
In 1997 LC4 Super moto and LC4 Adventure motorcycles are introduced by KTM.

Ownership pattern
KTM-Sport motorcycle AG is owned by KTM AG (formerly known as KTM Power Sports
AG). In November 2007,Bajaj Auto Limitedof India acquired 14.5% stake in KTM Power
Sports AG and increased their shareholding to 47% by 2012.
At present KTM AG is 51% owned by CROSS KraftFahrZeug Holding GmbH, a subsidiary
of CROSS Industries AG and 47% owned by Bajaj Auto. CROSS Industries is founded by
KTM's current CEO Stefan Pierer.
•Subsidiaries
In present KTM-Sport motorcycle AG has the following subsidiaries:
• KTM-Racing AG
• KTM Events & Travel Service AG
• KTM Dealer & Financial Services GmbH
• HusabergAB
• Husqvarna
• Joint Ventures
KTM started exporting their GS model to USA in 1968 through an American importer, John
Penton under the Penton brand. This JV lasted until KTM established KTM America Inc. in
Ohio in 1978.
In 2005, KTM-Sport motorcycle began a partnership
withATVmanufacturerPolarisIndustrieswith the goal of shared R&D, and more importantly
shared distribution networks. This partnership was a two-year trial arrangement, at the end of
which both parties had the option of merging the two companies into one. In 2006, KTM
announced that the partnership with Polaris had been downgraded, and would instead only
supply their 450cc and 510cc RFS engines to Polaris.
In January 2008, Bajaj announced that it would jointly develop two new 125cc and 200cc
bikes for Europe and the Far East. The bikes would be badged KTM. In January 2012, Bajaj
launched the Duke 200 model in India.
In 2015, KTM announced that it will invest US$5 million in a plant in the town of Campana
(Buenos Aires), and begin production in Argentina, one of the models of their bikes, for
which it will partner with SIMPA Group.

Awards/Achievements
Category Awarded To Award Details
Product And KTM 200 Duke CNBC – TV18

Technology OVERDRIVE Award –
Viewer’s Choice Bike of the
Year.
KTM 200 Duke IMOTY Indian

Motorcycle of the year
KTM 200 Duke AutoBild Bike of the

year
KTM 200 Duke Autocar Awards 2013
Viewer’s Choice

Future Growth and Prospects:

• Introducing the KTM 1190 Adventure R& KTM 690 Duke
KTM 1190 Adventure R

KTM Sport Motorcycle AG is an Austrian company which has launched the upgraded
model of KTM 1190 Adventure in the international market. It is considered as one of the safest
motorcycles in the world and is already on sales in the European countries. The KTM 1190
Adventure R is expected to be available in India by the end of 2015. Let's take a look at this travel
bike.

KTM 690 Duke

KTM Sport Motorcycle AG is an Austrian company which has launched the upgraded
model of KTM 1190 Adventure in the international market. It is considered as one of the
safest motorcycles in the world and is already on sales in the European countries. The
KTM 1190 Adventure R is expected to be available in India by the end of 2015. Let's take
a look at this travel bike.

CHAPTER 3
Mckensy’s 7’s Framework

The 7-S model can be used in a wide variety of situations where an alignment perspective is
useful, for example, to help you:
• Improve the performance of a company.
• Examine the likely effects of future changes within a company.
• Align departments and processes during a merger or acquisition.
• Determine how best to implement a proposed strategy.
While some models of organizational effectiveness go in and out of fashion, one that has
persisted is the McKinsey 7-S framework. Developed in the early 1980s by Tom Peters and
Robert Waterman, two consultants working at the McKinsey & Company consulting firm.
The Seven Elements
• The McKinsey 7S model involves seven interdependent factors which are categorized
as either "hard" or "soft" elements:
Hard Soft
Elements Elements
Strategy Shared Values
Structure Skills
Systems Style
Staff

HARD “S”
• Strategy
The plan devised to maintain and build competitive advantage over the competition.
• Structure
The way the organization is structured and who reports to whom that will be decided
by the manager in the industry. Firstly the manager takes decisions on the bases of
given direction by the MD, and all the related decision is taken by the manager by
coordinating with the department heads. This type of procedure will be follow in the
industry.

• NUMBER OF DIFFERENT DEPARTMENT AND THEIR PRODUCTS
KTM started exporting their GS model to USA in 1968 through an American importer, John
Penton under the Penton brand. This JV lasted until KTM established KTM America Inc. in
Ohio in 1978.
In 2005, KTM-Sport motorcycle began a partnership
withATVmanufacturerPolarisIndustrieswith the goal of shared R&D, and more importantly
shared distribution networks. This partnership was a two-year trial arrangement, at the end of
which both parties had the option of merging the two companies into one. In 2006, KTM
announced that the partnership with Polaris had been downgraded, and would instead only
supply their 450cc and 510cc RFS engines to Polaris.
In January 2008, Bajaj announced that it would jointly develop two new 125cc and 200cc
bikes for Europe and the Far East. The bikes would be badged KTM. In January 2012, Bajaj
launched the Duke 200 model in India.
In 2015, KTM announced that it will invest US$5 million in a plant in the town of Campana
(Buenos Aires), and begin production in Argentina, one of the models of their bikes, for
which it will partner with SIMPA Group. Initially produce the KTM Duke 200, a motorcycle
that the company plans to sell in the domestic market and the projection for 2015 it's produce
six models in total.
Design
KTM Quad

Since 1990, KTM motorcycles and automobiles (X-Bow) have been designed by Kiska
Design, a Salzburg-based design firm. It is responsible for the overall branding for KTM;
including the design of the vehicles, shops, exhibits and printed material.
Racing sponsorship
Mika Kallio's 125 cc road race motorcycle
Samuli Aro'sWECE2 class bike

Tony Cairoli's 350 SX bike
KTM began in motorsports competing inmotocrossracing. KTM won its first championship
in1974whenGuennady Moisseevclaimed the 250ccMotocross WorldChampionship.[14]In the
last few years KTM has gained more success in motorsports by dominatingrally-raidevents
such as theParis-Dakar Rallyand the Atlas-Rally. In 2003, KTM started sponsoring and
supportingRoad racingin various capacities, with the most successful results stemming from
their Supermotoefforts. KTM's new road racing focus will soon grow to
includeSuperbikecompetition with the help of their newly developedV-Twinengine dubbed
the LC8 as employed in the950 Adventuredual-sport motorcycle, and more specifically the
2005/2006 990 Super Duke followed by the superbike contender known as the1190 RC8. The
Super Duke will have a higher output, second generation version of the LC8 engine, geared
for high rpm peak power as required in road racing and superstreet applications while the
RC8 will sport a 1,190 cc version of the LC8 for more midrange. KTM riders took wins in
every race of the Moto3 class during the2013 Grand Prixmotorcycle racing season. The
company won a third consecutive manufacturers MotoGP title during the2014 Moto3 season.
They also supply the spec bike for theRed Bull MotoGPRookies Cup.
KTM offers a range of different engines for its larger motorcycles, all liquid-cooled.
KTM's official company/team colours are orange, black and silver. To create a strong brand
identity, all competition-ready KTMs come from the factory with bright orange plastic with

"KTM" emblazoned on the side of the radiator shrouds. All KTM bikes also come from the
factory with aMotorexsticker on the outside of the motor. All first fills of oil come
fromMotorexas well. Some official KTM teams use different colors for their bikes, most
noticeably in theDakar Rally.
KTM announced plans to launch a UK-basedUCI Continentalcycling team.[15]The team,
known as KTM Cycling Team – Road and Trail.com, made its debut in 2014, albeit without
UCI Continental status.[16]Subsequently in November 2014 it was announced that they would
supply bikes toTeam La Pomme Marseille 13from 2015, with the team becoming Team
Marseille 13 KTM.
Off-road motorcycles

PRODUCT / SERVICES DETAILS
KTM Duke 200
KTM 390 Duke ABS
KTM RC 200

RECRUITMENT PROCESS AND SELECTION PROCESS
HRM is concerned with the people dimension in management. Since every organization is
made up of people acquiring their services, developing their services, developing their skills,
motivating them to high levels of performance.
According to Edwin.B.Flippo. Human resource management is the planning; organizing,
directing and controlling of the procurement, development, compensation, integration,
maintenance and separation of human resources to the end that individual organizational and
social objectives are accomplished.
Recruitment is the process of searching for prospective employees stimulating and
encouraging them to apply for jobs in the industry.
Definitions: whether and Davis defined “recruitment is the process of finding and attracting
capable applicants for employment. The process being when new recruits are sought and ends
when their applications arc submitted. The result is a pool of applicant’s forms which new
employees are selected.
Edwin.B. Flippo defined requirements as “the process of searching for prospective employees
and stimulating them to apply for jobs in the organization.’
Recruitment is a positive process of employment. It increases the ratio of applicants and
members of the posts vacant and thus provides an opportunity to the management to select
suitable persons.
It is the first step in employment process. Recruitment is the process of searching for
prospective employees and stimulating them to apply for jobs in organizations.
The success of any organization largely depends upon team of skilled and qualified workers
who are chosen out of a number of applicants for the job.
Hence it is a Herculean task to keep separate departments manned is specialists and
technicians competent to handle a run them while making efforts to coordinates the processes
and thus stream ling the entire functions. The company has reposed great trust by assigning
this Herculean task as a component of our project.

FACTORS AFFECTING RECRUITMENT
The sources of recruitment are broadly divided into internal sources and external sources.
Internal sources are the sources within organizational pursuits. External source are sources
are sources outside organizational pursuits.
INTERNAL SOURCE: internal source includes: (i) present permanent employees, (ii)
present temporary/casual employees, (iii) retrenched or retired employees etc
(i) Present permanent employees: organizations consider the candidates
from this source for higher level jobs due to: availability of most suitable
candidates for relatively or equally to the external source, to meet the trade
union demands and due to the policy of the organization to motivate the
present employees.
(ii) Presenttemporary or casual employees: organizations find this source to
fill the vacancies relatively at the lower level owing to the availability of
candidates or trade union pressure or in order to motivate them on the
present job.
(iii) Retrenched or retired employees: generally, a particular organization
retrenches the employees due to lack of work. The organization takes the
candidates for employment fiom the retrenched employees due to
obligation, trade union pressure and the like. Sometimes, the organizations
prefer to re-employ their retired employees as a token of their loyalty to
the organization or to postpone some interpersonal conflicts for promotion
etc.
EXTERNAL SOURCES: (i) campus recruitments, (ii) private employment

agencies/consultants. (iii) Public employment exchange etc
i. Campus recruitments: different types of organization like industries, business
firms; service organization, social or religious organization can get inexperienced
candidates of different types from various educational institutions like colleges and
universities imparting education in science, commerce, arts, engineering and
technology, agriculture, medicine, management studies etc., and trained candidates in
vocational training institutes of state government in various trades, national industrial
training institutes for engineering etc.

ii. Private employment agencies/consultants: public employee agencies or
consultants like ABC consultants in India perform recruitment functions on behalf of
a client company by charging fees. Line managers are relieved from recruitment
functions so that they can concentrate on their operational activate and recruitment
functions are entrusted to a private agency or consultants but due to limitations
ofhigh cost, ineffectiveness in performance, confidential nature of this function,
managements sometimes do not depend on this source. However, these agencies
function effectively I the recruitment of executives. Hence, they are also called
executive search agencies. Most of the organizations depend on this source for highly
specialized position and executive positions.
iii. Public employment exchange: the government setup public employment exchanges
in the country to provide information about vacancies to the candidates to help the
organizations in finding out suitable candidates. The employment exchange
(compulsory notification or vacancies) act, 1959 marks it obligatory for public
employment - exchange. These industries have to depend on public employment
exchanges for the specified vacancies.
Sources of Recruitment
There are various sources of recruitment available for an organization. They have to choose
the most suitable ones depending on its recruitment needs and recruitment policy. The
different sources of recruitment are:
1) Internal sources and 2)
External sources.
Internal sources include personnel already on the pay-roll of an organization i.e. if present
working force whenever any vacancy occurs, somebody from within the organization is
upgraded, transferred, promoted or sometimes demoted. Usually internal sources can be used
effectively if the number of vacancies are not very large, adequate employees records are
maintained and employees have presented themselves for promotions. External sources
include employment agencies, educational and technical institutes, casual labor, trade unions,
application fills and other sources. External sources provide the requisite type of personnel
for an organization, having skill, training and education up to the required standard.

METHODOLOGY FOLLOWED FOR RECRUITMENT
Recruitment is to be done by following certain parameters specified by the company.
For this there is a methodology as how to go about in recruitment. The following

methodology has been followed for recruiting insurance consultants:
1. Analyse the organizations working and the kind of human resource management it
requires.
2. Analyse the role of each function with reference to the organization.
3. Define other parameters required based on analysis together with the parameters
provided by the company.
4. Prepare a checklist of the key indicators of performance.
5. Identify a list of documents, which would help in throwing light on recruitment and
take them for references.
6. Make suggestions or recommendations which may add value to the organizations.
Recruitment process
The process comprises five inter-related stages, viz.,
i.Planning ii.Strategy
development iii.Searching
iv.Screening and
v. Evaluation and control
Recruitment Planning
The first stage in the recruitment process is planning. Planning involves are translation of
likely job vacancies and information about the nature of these jobs into a set of objectives or
targets that specify the (a) numbers and (b) types of applications to be contracted.
Strategy Development
Once it is known how many and of what types of recruits are required, serious consideration
can be given to

i.where to look ii. how to look
and iii. when to carry out certain
activities.
Searching
Search involves two steps: sources activation and selling.
Source activation
Typically sources and search methods are activated by the issuance of an employee
requisition. This means that no actual recruiting takes place until line managers have verified
that a vacancy does exist or will exist.
Selling:
A second issue to be addressed in the searching process concerns the matter of

communications. On the one hand, they want to do whatever they can to attract desirable
applicants. On the other hand, they must resist the temptation of overselling their virtues.
Screening
Screening of applications can be regarded as an integral part of the recruiting process,

through many view it as the first step in the selection process. Even the definition on
recruitment.
Evaluation and control
Evaluation and control has two important aspects: monitoring and feedback.
Monitoring involves the tracking of various indicators of performance on an ongoing basis.
Such indicators are quantity, quality, efficiency, and the recruits themselves. Quantity
indicator refers to whether or not all job vacancies are filled.
Feedback
Evaluation of data obtained from monitoring provide relatively hard measure to improve the
performance of a recruiting unit or even or individual recruiters.

ORGANIZATION STRUCTURE
(KALABURGI)
Gulbarga
Cluster Head (Proprietors)
Sales Service Spares
  
Executive Head Three Service MRGC Head
  
2
2 Sales Mgrs 12 Members Members

5 Members
Helpers Helpers
Bajaj KTM has made a revolution leaving behind all the companies and has changed the life
style of the people and has influenced many consumers. It has been rapidly spreading all
over Gulbarga is also the one of the branch Gulbarga district consist of 3 departments under
which the work if done they are:-
1) Sales department
2) Service department
3) Spares department

STRUCTURE OF THE DEPARTMENT
Marketing has become a much wider term in this today’s world selling and marketing are
synonymous in nature. They are the 2 faces of the coin. A team of 5-members takes the
responsibility under the sales managers of sales promotion under the executive head.
Service Department

Service has grown dramatically in recent years services vary greatly. The service department
consists of the members who try to differentiate their service delivery by having more able
and reliable customer contact people, then try to provide the best service along with the help
of guidance of service managers.
Spare parts Department
This is the department which is handled by manager or head with involvement of 2 members
where all work is done of the maintenance and looking after the overall of the department.
NUMBER OF EMPLOYEES AND THEIR CADRE
Employees No. of employees
Office boys 2
Security guard 2
Sweeper 3
Helper 4
Mechanic 4
Supervisor 3

Spares salesmen 1
Workshop manager 1
Spares manager 1
Cashier 1
Accountant 2
Salesmen 5
Tele marketer 1
Receptionist 1
Computer operator 2
General manager 1
Total No. of employees 34
PRODUCT LINE LENGTH / WIDTH / DEPARTMENT
i. Product Mix Length:
It refers to the total number of items (in all the product lines) in product mix. For example,
product mix of Bajaj Company has more than 100 items in various product lines, such as
fans, bulbs and tubes, heaters, motorbikes, shooters, rich-show, processing machines, and
many other ranges.
ii. Product Mix Width or Breadth:
It indicates the total number of product lines a company carries. For example, two wheelers
(including various models) constitutes one of the product lines of Bajaj Company.
iii. Product Mix Depth:

It refers to a number of varieties in forms of sizes, colors, and models offered within each
product line. It can be said as the average number of product items offered by the firm in each
product line.
MARKET SHARE AND THE COMPETATORS

India is set to become the largest market for KTM, Europe's largest two-wheeler maker in
2017, which is part owned by the home-grown Bajaj Auto.
Last year, India was the number two market for KTM at 36,000 units, just 1,000 units behind
TheUnitedStates.
But with the company launching its range of Duke bikes (Duke 200 at Rs 1.43 lakh, Duke
250 at Rs 1.73 lakh and Duke 390 at Rs 2.25 lakh, ex-showroom New Delhi) on Thursday,
India is expected to close 2017 with sales of approximately 50000 units.
Amit Nandi, president - pro biking, Bajaj Auto, while declining to forecast the position for
KTM this year, said India was a very close number 2 market for KTM in 2016. The gap was
very wide five years ago. The company’s aim is to be the number 1 in KTM’s global sales.
Bajaj Auto owns about 47% in KTM.
“India’s role is set to grow for KTM. With the revamping of the entire line-up and the
addition of Duke 250, we are eyeing a strong double digit growth this year too,” said Nandi

The Duke 250’s entry — part of KTM’s global portfolio — into India has been timed well to
take on the new competition from TVS-BMW, which is set to hit the market in the second
half of 2017.
KTM has been one of the fastest growing two-wheeler brands in India with a compounded
annual growth rate of 48% in past five years, and is expected to do well this year too.
PORTER’S FIVE FORCE MODEL
Competition in the industry

Potential of new entrants into the industry
Bargaining Power of suppliers
Bargaining Power of Customers
Threat of Substitutes
Let's look at each of the five forces in a bit more information to define the method by which
they work. The previous force has to do with you. In order to end up a complete competitive
analysis, the Ktm Growth Strategies porter's 5 forces must be compensated. Provider power is
no problem for McDonald's in the quick food market. It is high if the purchaser is not rate
uneducated and delicate regarding the product. For the extremely very first time, the power
seems shifting from a couple of centralized banks to the hands of the client. The bargaining
power of providers is high in the event the buyer doesn't represent a large part of the supplier's
sales.

The point is that the bargaining power of the supplier in a market impacts the competitive
atmosphere for the purchaser and influences the purchaser's capability to achieve profitability.
In addition, the five forces model overlooks the function of development along with the
significance of individual firm differences. Designing your small organisation model is all
about systems believing At the basic (level 1) a service model is all about how you plan to
make cash.
Competition in the Industry

The trick to establishing a competitive technique is to realize the sources of the
competitive forces. Item advancement method ought to be used if the present market
development is slow and the industry is filled. As soon as your analysis is ended up, it's
time to implement a technique to broaden your competitive benefit.
Consumers have power whenever there aren't a variety of them, however plenty of sellers,
in addition to when it is easy to change from 1 service's services or products to another. If
they receive incentives, they are most likely to keep using your services. They are in a far
much better position to bargain than ever previously. Purchaser PowerLow Customers
have restricted power over console designers, considering that the range of prospective
consumers is huge, the firm isn't too concerned about losing clients. An increasing market
and the capability for high revenues causes new firms to go into a market and incumbent
companies to increase production. Do not forget that five forces impact different
industries in a different way and therefore don't use exactly the same outcomes of analysis
for even comparable markets!
Ktm Growth Strategies Case Study Help
In case the business has a fantastic brand image, then customer would enjoy to stay with the
brand solutions. An electrical contractor organisation in Denver is not likely to assist me in
Seattle. Firms also might be unwilling to enter markets that are quite unpredictable, specifically
if going into involves expensive start-up expenditures. As the company restructured, divesting
from the shipbuilding plant wasn't feasible given that such a large and exceptionally specialized
investment was not able to be offered readily, and Litton was made to stay in a decreasing
shipbuilding industry. In an increasing market, firms are all set to improve earnings even if of
the broadening market.

As the dominant online search engine virtually every supplier develops their web existence
around Google search algorithms. To discover attention businesses, deal with various
companies to reference links and with Google to crawl their site to score it. They also use
loyalty programs to decrease purchaser power. In order to cut the hazard of brand-new entry,
business must produce an excellent brand name image. German car organisations have actually
dominated the world in regards to the high-performance segment of the world car market.
Potential of New Entrants into an Industry

Suppliers products have a couple substitutes. Powerful customers can apply pressure to
drive down costs, or boost the essential quality for exactly the exact same rate, and so
minimize earnings in a business. Ford's customers considerably help figure out the
service. Provider power is no issue for McDonald's in the fast food market. The
bargaining power of suppliers is high in the event the purchaser does not represent a large
part of the provider's sales.
The point is that the bargaining power of the provider in a market impacts the competitive
environment for the purchaser and affects the purchaser's ability to obtain profitability.
Customers have power whenever there aren't a number of them, however plenty of sellers,
in addition to when it is not challenging to change from 1 organisation's services or items
to another. Buyer PowerLow Customers have restricted power over console developers,
given that the variety of prospective customers is substantial, the company isn't too
concerned about losing customers.
In your expert small organisation discussions, an individual ought to present options based
on the carried out analysis of the service enterprise. Porter's 5 forces analysis is a
significant tool for everybody trying to assess the strategic standing of an existing
company, or considering a brand-new endeavor into a present industry. The analysis
working with the Porter's 5 forces analysis ought to be a basis where the firm discovers
and implements their method which must increase their competitive advantage.
Power of suppliers
The trick to developing a competitive technique is to recognize the sources of the competitive
forces. It is also valuable for assisting you to customize your strategy to fit your competitive
environment, and to increase your possible revenue. If the present market growth is slow and the

marketplace is saturated, product advancement technique requires to be utilized.
When an industry pays, or attractive in a long-term tactical fashion, then it's going to be appealing
to brand-new businesses. As a circumstances, the airline organisation has intense competition
among the 2 producers, Airplane and Boeing. Bear in mind that five forces impact numerous
industries differently and therefore don't use exactly the exact same results of analysis for even
similar industries! Typically, a market with higher rivalry or moderate competition is going to
have the uniform type of product. In addition, the market is saturated enough with the present
gamers that there is extremely little destination for a competitor huge enough to threaten IKEA's
position. Every current market or market differs.
In case today firms do not allow it to be challenging for other people to join the market, the
profitability will have a tendency to fall towards absolutely no. Companies can take advantage by
raising the expense and decreasing of the product, however it's normally taken to have short-term
benefits. Despite the truth that it does not sound very appealing for companies to go into the
airline company, it's NOT difficult.
In order to cut the danger of brand-new entry, business must develop a great brand name image. If
it has an excellent brand image, then client wishes to stick with the brand name items. It is quite
tough for a company to get in the Vehicle industry and compete with one of the greatest
companies in the world. If there's a selection of quality products is readily available in the market
in direct competition with it, 1 company might wind up having little or no power in its own
market. In addition, it must be simple for them to change from one firm to another.
Bargaining Power of Customers
The Porter's 5 Forces tool is quite a strong tool. Since that time, it is now a frequently used
tool for evaluating a company's industry structure and its business technique. Extra
modeling tools will most likely help you complete your understanding of your business
and its potential.
You're forecasted to recognize the strength of each one of the forces. As it will help to
comprehend not merely the strength of current competitive position but in addition the
strength of an anticipated position, it's extremely valuable.
Let's look at every one of the 5 forces in a bit more information to spell out the method by
which they work. It isn't constantly easy to learn which force is the essential one. 5 Forces
evaluates the viability of a particular item or assistance. After evaluating the forces, you

should find methods to affect the forces. In order to complete a whole competitive
analysis, the porter's 5 forces need to be compensated. Ktm Growth Strategies Porter's
Five Forces is a great beginning indicate assess a service however shouldn't be utilized in
seclusion.
Threat of Substitutes
In your expert little company discussions, a specific ought to present services based on the
carried out analysis of the service enterprise. Ktm Growth Strategies Porter's five forces
analysis is a substantial tool for everybody trying to assess the strategic standing of an
existent company, or thinking about a brand-new venture into a present industry. The
analysis working with the Porter's five forces analysis ought to be a basis where the firm
discovers and executes their method which should increase their competitive benefit.
CHAPTER 4
SWOT ANALYSIS
• STRENGTH
• Bajaj is one of the most trusted names in two-wheeler industries and has a strong
goodwill from its legacy of “Humara Bajaj” and Pulsar bikes
• KTM is a well-known brand known for its Style and Performance
• KTM Duke 125 is a complete package in terms of style and fuel economy
• Has a Strong distribution and service channel with its 1,100-service centre and
600 dealers all across India
• Experienced management having years of experience in bike launch
• Increase in purchasing power of youth and young professional
• 125 cc bike market showing a consistent growth as compared to other segment
bikes in India
• One of the kind Duke 125 cc bike having 6 speed gear system for optimal
performance and speed.
• Only performance bike in 125 cc segment that gives high fuel economy

• Bajaj has won several awards for its reliability, innovation, consumer`s preference
and performance segment in past years.
• WEAKNESS
• Highly competitive market
• Increase in fuel price which restrict middle income group from buying modern
bikes.
• Price tag is $ 2,100 and many heavy cc bikes are available in that price.
• OPPORTUNITY
• To become a leader in 125 cc bike market by launch of Duke
• To increase market share through increased sales
• To make a trust of KTM in Indian market, so other KTM bikes can be launched
under
Bajaj brand
• Opportunity for Bajaj to become a global brand in world through tie up with
KTM Motorcycles.
• Create a shift in consumer preferences from higher end bike to small cc bikes
which offers more style and fuel economy as compared to traditional bikes
available.
• THREATS
• Pilot launch of KTM Duke 125 cc under Bajaj brand, it may tamper Bajaj image
if the product does not meet consumer expectation.
• New modern design bike may not appeal to Indian consumer, irrespective of high
sales at Global platform.

• Rumors that other competitors are also coming up in new and stylish 125 cc bikes
in near future.
CHAPTER 5
ANALYSIS OF FINANCIAL STATEMENT
EURO 30/06/2019 31/12/2018
Assets:
Non-current assets:
Property, plant, and equipment 324,566 283,353

96,
Goodwill 97,116
172
326,
Intangible assets 351,991
561
26,
Investments accounted for using the equity method 19,158
138
Deferred tax assets 3,141 3,02

6
9,35
Other non-current assets 8,458
4
804,430 744,604
Cur
rent assets:
Inventories 284,127 286,530

149,
Trade receivables 173,737
357
70,
Receivables and other assets 88,537
539
13,
Tax refund claims 12,678
499
89,
Cash and cash equivalents 98,761
347
609,
657,840
272
1,462,269 1,353,876
EURO 30/06/2019
31/12/2018
Equity and liabilities:
Equity:
Share capital 22,539 22,539

Capital reserves 9,949 9,949
Other reserves including retained earnings 271,849 264,933
Equity of the owners of the parent company 304,33 297,42
Non-controlling interests 253,446 253,355

557,784
Non-current liabilities:
550,776
Financial liabilities 474,294 339,449

Liabilities for employee benefits 27,497 25,036
Deferred tax liabilities 68,509 63,039
Other non-current liabilities 6,994 7,303
577,294 434,827
Current liabilities:
Financial liabilities 44,841 73,163

Trade payables 187,236 190,611
Provisions 16,026 14,731
Tax liabilities 3,574 2,864
Other current liabilities 75,515 86,904
327,192 368,273
1,462,26 1,353,87
9 6
COMPANY TURNOVER / SALES / PROFIT

It has been 10 successful years that KTM and Bajaj Auto have collaborated and the results
have been fruitful till now. With every passing day, KTM bikes became one of the most
favourite pair of wheels for the Indian youth thus providing Bajaj Auto with an unmatched
market value. Now, the coming days of this partnership will be highly dedicated to the
introduction, manufacturing and selling of Husqvarna bikes in India. For this, KTM has
planned to double its manufacturing capacity to 1.8 lakh units per annum in India which is a
part of version 2.0 of the Bajaj-KTM partnership plan.
In a recent statement, KTM CEO Stefan Pierer said that the company is planning to sell over
4 lakh units globally in the coming years and about 1.8 lakh units will be produced at Bajaj’s
Chakan plant. The Husqvarna motorcycles will also be produced at this plant by the end of
2019 and Bajaj will have two more manufacturing facilities in the coming years.
India is the production base of around 40 percent of KTM bikes sold globally which accounts
for 95,000 to 1 lakh units. Also, the country is about to become the largest market for these
Austrian bikes as sales of over 50,000 units a year have been predicted. When KTM and
Husqvarna will start their India operations, the pair might have the potential to garner
revenue of about 3000 crores for Bajaj Auto. KTM is expected to end 2017 with a turnover of
Euro 1.5 billion which is anticipated to rise up to Euro 2.5 billion by the end of 2019.
A major part of Husqvarna motorcycles lying in the 125-400cc segment will start getting
manufactured at Bajaj Auto’s facility by 2019 and the products are likely to be launched by
2020 in India. Since companies like Honda, Suzuki and Yamaha fetch 30 percent of their
global sales from India, Husqvarna too may enjoy good days when it comes to our shores.
CHAPTER: 6
LEARNING EXPERIENCE
During the Organization Study, I have learnt how to work in manufacturing sector with
various departments in the organization helped to know and understand how various
department work. It helped to improve in my communication skill.
I have learnt efficiently by working Researching and analyzing helped me to understand the
need of the customer and organization need wants.
It was a great experience while working out on project. I wish the company to get a grand
success in all its endeavors.
It is happy to know that all the staff and workers of the KTM AG Company are practicing

systematic methods in their work to give the quality of work and performance.

BIBLIOGRAPHY
www.ktm.comwww.google.com
www.slideshare.netwww.ktmgr
oup.com

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KTM AG.

INTRODUCTION ABOUT THE ORGANISATION&

An organization is a social arrangement which pursues collective goals, which controls

Organization study to the study of organization as a whole and getting adequate

OBJECTIVE OF THE STUDY: -

• To understand the growth and diversification strategies, portfolio Structure of the

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 1

SCOPE OF THE STUDY

LIMITATION OF THE STUDY

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 2

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 3

Introduction about Industry:

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 4

Now owned by KTMMotorradholdingGmbH, which was formed by CrossHolding (a Cross

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 5

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 6

➢ Baja] Auto launched Discover

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 7

Vision, mission, quality policy:

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 8

KTM Bikes Price List (2020) in India

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BAJAJ AUTO LTD.

Headquarter: Pune, India

Key people: Rahul Bajaj (Chairman)

Revenue: Rs. 81,063 billion (2005) ORUSD, 1,32 billion

Net income: Rs. 11,016 billion

MARKET POSITION OF PULSER (DTS - i)

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 10

KTM-Sport motorcycle AG is an Austrian bicycle manufacturer, which was formed in 1981

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 11

Founder Hans Trunkenpolz

Key people Stefan Pierer (CEO)

Slogan Ready to Race

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 12

The first commercial two-stroke engine involving in-cylinder compression is attributed to

Gasoline(spark ignition) versions are particularly useful in lightweight or portable

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 13

In 1934 an Austrian engineer Johann (Hans) Trunkenpolz set up

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 14

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 15

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 16

Product And KTM 200 Duke CNBC – TV18

KTM 200 Duke IMOTY Indian

KTM 200 Duke AutoBild Bike of the

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Future Growth and Prospects:

KTM 1190 Adventure R

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KTM 690 Duke

Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 19

Mckensy’s 7’s Framework

• Improve the performance of a company.

• Examine the likely effects of future changes within a company.

• Align departments and processes during a merger or acquisition.

• Determine how best to implement a proposed strategy.

The Seven Elements

Strategy Shared Values

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Dept of MBA Veerappa Nisty Engineering College, Shorapur Page 22

Mika Kallio's 125 cc road race motorcycle