SUMMER PROJECT

PROGRESS REPORT NO. 3

ON

MARKET (SECTOR) ANALYSIS OF BAJAJ

(MARKETING)

SUBMITTED TO: SUBMITTED BY:

Ms. REEPU ASHISH BHADURI

ASST.PROF . UID:- 20MBA1314

Chandigarh University MBA-Batch

2020-22

Location: Gharuan, Mohali

Bajaj Auto was established on 29 November 1945 as M/s Bachraj Trading Corporation Private
Limited It initially imported and sold two- and three-wheelers in India In 1959, it obtained a
license from the Government of India to manufacture two-wheelers and three-wheelers and
obtained Licence from Piaggio to manufacture Vespa Brand Scooters in India. It became a public
limited company in 1960
With the launch of motorcycles in 1986, the company changed its branding from a scooter
manufacturer to a two-wheeler manufacturer.
In 1984, Bajaj Auto signed a technical assistance agreement with Kawasaki, cooperating to
expand production and sales of motorcycles in the local market.
In the early 2000s, Bajaj Auto bought a controlling stake in the Tempo Firodia company,
renaming it "Bajaj Tempo". Germany's Daimler-Benz owned 16% of Bajaj Tempo, but Daimler
sold their stake back to the Firodia group. It was agreed that Bajaj Tempo would gradually phase
out the use of the "Tempo" brand name, as it still belonged to Mercedes-Benz The name of the
company was changed to Force Motors in 2005, dropping "Bajaj" as well as "Tempo", over the
objections of Bajaj Auto with whom the company shares a long history as well as a compound
wall.
In 2007, Bajaj Auto, through its Dutch subsidiary Bajaj Auto International Holding BV,
purchased a 14.5% stake of Austrian rival KTM gradually increasing its stake to a 48% non-
controlling share by 2020. In December 2020, Bajaj started discussions on swapping its stake
from KTM to KTM's controlling shareholder Pierer Mobility, a subsidiary of Pierer Industries
On 26 May 2008, Bajaj Auto Limited was split off into three corporate entities — Bajaj Finserv
Limited (BFL), Bajaj Auto Ltd (BAL), and Bajaj Holdings and Investment Ltd (BHIL)
In 2017, Bajaj Auto and Triumph Motorcycles Ltd teamed up to build mid-capacity motorcycles
In 2017, Bajaj and Kawasaki ended a sales and services partnership in India for the sale and
after-sales service of Kawasaki motorcycles, which had been established in 2009. The
partnership's dealerships were later converted into KTM ones. Bajaj and Kawasaki continue with
their relationship in overseas markets
On 26 November 2019, Bajaj Auto invested about 57 crore ($8 million) in bicycle and electric
scooter rental startup Yulu. In this deal, Bajaj would also manufacture customised electric
scooters for Yulu.

Bajaj manufactures and sells motorcycles, scooters, auto-rickshaws and cars. As of 2004, Bajaj

Auto was India's largest exporter of motorcycles.
Bajaj is the first Indian two-wheeler manufacturer to deliver 4-stroke commuter motorcycles
with sporty performance for the Indian market.Bajaj achieved this with the 150cc and 180cc
Pulsar.

Financial Analysis of BAJAJ AUTO Ltd

Sales Growth and Profitability

Bajaj Auto on Thursday reported a 7 per cent year-on-year decline in its consolidated net profit
at Rs 4,857 crore for fiscal year 2020-21 on fall in vehicle sales. ... For January-March quarter,
Bajaj Auto reported a 15 per cent growth in net profit at Rs 1,551 crore, while turnover grew 21
per cent to Rs 8,880 crore.

Tax Rate

The company has been consistently paying taxes in line with the standard corporate tax rate
prevalent in India over years.

1) Analysis of Balance Sheet

 The company's current liabilities during FY19 stood at Rs 49 billion as compared to Rs 41

billion in FY18, thereby witnessing an increase of 18.5%.
 Current assets fell 24% and stood at Rs 71 billion, while fixed assets fell 4% and stood at
Rs 18 billion in FY19.
 Overall, the total assets and liabilities for FY19 stood at Rs 288 billion as against Rs 251
billion during FY18, thereby witnessing a growth of 15%

2) Analysis of Cash Flow statements:

 BAJAJ AUTO's cash flow from operating activities (CFO) during FY19 stood at Rs 25
billion on a YoY basis.
 Cash flow from investing activities (CFI) during FY19 stood at Rs -3 billion on a YoY
basis.
 Cash flow from financial activities (CFF) during FY19 stood at Rs -21 billion on a YoY
basis.
 Overall, net cash flows for the company during FY19 stood at Rs 1 billion from the Rs 5
billion net cash flows seen during FY18.

Job Profiles available in Human resource

HR manager

HR recruiter

HR

HR Director

Chief HR Officer.

HR manager

The human resource manager's primary responsibility is to oversee staffing, relations, benefits,
and compensation related to all the companies' components. The HR manager also ensures that
all the policies and laws implemented in the company favor both management and
employees.The HR manager manages the whole HR team, and he/she is the one who facilitates
the projects, communicates with all the management and executive team members, tackles all
their problems with their management and communication skills.You can appear for an HR
manager interview if you have at least five years of experience and efficiently analyze human
resource tasks. You would get an average annual salary of approximately Rs. 632,303 per year.

HR Recruiter

An HR recruiter's primary objective is to find and hire talented and high-quality potential
employees to escalate organizational productivity.The HR recruiter needs to have excellent
discernment and interviewing skills because these skills will assist the HR recruiter in
recognizing whether the candidate is a right fit for their company or not.HR recruiters have to
work under the HR manager or HR director of their company to handle all the tasks.The HR
recruiter's average annual salary would range from Rs 1,20,000 per year to Rs 13,00,000 per
year.

HR (Human Resource)

HR is responsible for screening job candidates, interviews and give orientation to the new
employees. In some of the organizations, HR may also be assigned with some other duties like
employee retention, administration benefits, etc.They are the one who is the source of
communication between management and employees. All the work done by HR is reported to
the HR manager and director. Moreover, they are also responsible for:

Update employment records

Complete all the paperwork

Explain company policies and rules to existing and new employees

Address all the issues related to employment

Inform job duties to all the aspirants

Evaluate the performance of employees and many more.

If you want to make your career as an HR, you will get an average HR salary in India, which
would range from Rs 12,000 to Rs15,195 per month approximately.

HR Director

The main in-charge of human resources is the HR director. All the actions taken by the HR team
are implemented after the HR director's acceptance, such as updating the company policies,
insurance, aspirants recruitment, employee retention, promotions, etc.HR director also focuses
on motivating existing employees by designing programs and making benefit plans for all the
company's hardworking and deserving employees. He/she has to check whether all the activities
that are implemented or want to apply are within the company's budget or not.If you want to be
in the HR director position, you need to have around decades of experience or be currently
working as an HR manager in some reputed company.The average salary of the HR Director
would be near about Rs 2,621, 018 per year.

Chief HR Officer

We all know that there are frequent changes within every company's policies, rules, and
regulations. Have you ever thought about who is the person behind it? Let me tell you. The Chief
HR officer is the one who oversees all the changes done in the Human resource
department.Furthermore, he inspects and shares every aspect of human resource documents and
updated reports directly to the CEO.Due to the chief HR officer's advanced duties, you should
have well-honed decision-making skills with one or two decades of experience if you want to
work as a Chief HR officer.The average salary of the Chief HR officer would be approximately
Rs 3,096,721 per year.

Business Development Executive

We are looking for a resilient, empathic business development executive to contribute to the
growth of our company. Business development executives are responsible for finding and
retaining clients, encouraging extant clients to purchase added products or features, and
remaining abreast of changes in consumption. You will also be required to build capacity in staff
through regular training and mentorship.

To be successful as a business development executive, you should attend networking events with
the intention of attracting and retaining clientele. Ultimately, an outstanding business
development executive will keep a close eye on clients' feedback to ensure that our products and
services always exceed expectations.

Business Development Executive Responsibilities:

 Familiarizing yourself with all products and services offered by our company.

 Procuring new clients through direct contact, word-of-mouth, and collaboration with the
marketing department.

 Attending networking activities to research and connect with prospective clients.

 Maintaining meaningful relationships with existing clients to ensure that they are
retained.

 Suggesting upgrades or added products and services that may be of interest to clients.

 Crafting business proposals and contracts to draw in more revenue from clients.

 Negotiating with clients to secure the most attractive prices.

 Equipping staff with the technical and social skills needed to enhance sales.

 Reviewing clients' feedback and implementing necessary changes.

 Remaining in tune with trends in consumption to ensure that our offerings remain
relevant.

 Business Development Executive Requirements:

  Degree in marketing, business administration, or similar.

 Extensive sales experience.

 Intuitive and insightful, particularly regarding human behavior.

 Ability to generate revenue by identifying pain points and suggesting suitable products or
services.

 Professional yet affable disposition.

 Neat, well-groomed appearance.

 Great networking skills.

 Excellent written and verbal communication.

 Resourceful, with outstanding research skills.

 Emboldened by challenges

Employee benefits structures

In general, companies have two different ways to structure, contribute, and offer employee
benefits:

Organizational-oriented benefits: Offer employees a specific or defined benefit. Benefits are

employer-owned and employer-selected. Examples include a traditional health insurance policy,
retirement pension or 401(k), or formal wellness program.

Success factors for engaging your BAJAJ workforce

Every employer wants an engaged workforce; people who know what’s expected of them at
work and enthusiastically arrive on the job to earn a paycheck and to contribute to the
organization’s success. Engaged employees are loyal workers who add value to a material
recovery facility (BAJAJ) every day.When engagement is high, employees are loyal, committed
to their work and refer others to the team. On the other hand, BAJAJs that experience high
turnover and poor performance probably have an engagement problem.

The good news is that any BAJAJ can take steps to create an environment that fosters
engagement, productivity and profitability, even among temporary workers.Celebrate
individually and as a team when goals or milestones are achieved.

Start at the interview. Creating an engaged workforce starts at the interview. Set the stage with
an interview space that includes your hiring materials, personal protective equipment (PPE) and
other equipment. This communicates that you’re an organized, prepared and reliable employer.
Be upfront and honest about the work and your expectations. Always follow up with new hires
before the start of their first shift. This makes them feel like they are a part of the team from the
beginning.

Build cooperative teams. The most crucial time to engage with employees is in the first few
days on the job. The BAJAJ environment is fast paced and chaotic; motivation and direction can
easily be lost. Make sure each new hire is catching on to his or her role and answer questions.
Take time to introduce new hires to the rest of the team. Pair new hires with an experienced
“buddy” during the first week on the job. Follow up with new hires regularly to keep building
their engagement.

Get personal. Make an effort to build relationships with your employees. Get to know them as
people, listen to their concerns and give them opportunities to grow. It takes more time to
manage this way, but it creates a team of sorters who care about the job and the company and
translates directly to low turnover and high engagement.

Offer flexibility. Today’s employees often consider a flexible schedule to be equally or more
important than overall compensation. Employers can create flexibility in several ways that may
improve hiring and results, employee satisfaction and loyalty.Rotating schedules and
assignments can keep employees from becoming overworked or bored on the job. For new hires,
consider scheduling them to work a half week or don’t have them sort for a full shift. This can
help them learn the job more quickly. Consider offering tenured employees the option to choose
their preferred shifts.

Keep safety interesting. The safety program at your BAJAJ is an aspect of the employer-
employee relationship that clearly communicates how much you value your workforce. It’s
crucial to keep employees involved, make safety programs interesting and help employees
internalize key points day after day. Effective safety programs can reduce incidents and improve
motivation. Safety huddles are standard at most BAJAJs, but their routine focus could cause
employees to tune out. Try these ideas for safety huddles:

 Create a quiz to test the team’s knowledge. Read it out loud and solicit answers from the
group.
  After the safety meeting, stop and ask employees questions from that day’s meeting.

 Move the location of the safety huddle to a place relevant to the topic. For example, if
you are discussing fire drill and evacuation procedures, meet at the first rally point.
Sound the alarm so employees know what it sounds like.

Safety committees also help to keep safety interesting and a priority. These committees offer
members a chance to prove themselves, connect with management and implement ideas that
make the operation better. When choosing safety committee members, seek out employees who
have been a part of the team awhile and have the respect of their peers; people who enjoy
participating in a group and aren’t afraid of voicing their opinions.

Cross-training is another way to improve output, build retention and increase morale.

Cross-train and promote. A career in recycling can be exciting and appealing to a wide range
of people. Identify sorters who have the potential do to more, then coach them to advance into
roles like line lead or on-site manager. Cross-training is another way to improve output, build
retention and increase morale. At Leadpoint, many of our on-site managers started as sorters,
learned different jobs and worked their way up. Their advancement inspires and creates
engagement at the sites we support.

Set the right wage. Understanding your market and setting attractive and competitive wages for
sorters, line leads and other general labor positions not only generates engagement but also can
result in a net improvement to the bottom line. Here are some reasons why:

 A competitive wage increase can be motivating and create a more loyal, stable
workforce. These engaged workers stay on the job longer and recommend their
workplace to others, so you spend less time on recruiting, training and safety issues.

 When employees believe they are being treated fairly, viewed with respect and valued for
their contributions, they work harder and become more productive over time. That level
of engagement translates to improved efficiency, lower contamination levels, less
equipment downtime and improved diversion rates.

 Keeping a focus on market wages and adjusting as conditions change allows Bajaj to
recruit and retain the best possible employees. The savings that come from reduced
turnover and improved performance can offset the initial cost of the wage increase and
add long-term value through higher quality output.

Set clear expectations and over communicate. Keep job performance top of mind by
communicating what’s expected of employees and how they are doing. Clearly identify the
performance measures for individual and team success. You can’t cover these points once and
move on; they’re something to come back to again and again. Leadpoint’s managers have used
these tactics to set expectations.
 Implement an attendance tracking system. This communicates that each employee’s
attendance matters to the team’s success.

 Post hand speeds and quality data. It’s information everyone can use to understand
expectations and to check their performance against a goal.

 Make job expectations a topic that you address weekly at the daily meeting or devote one
meeting each month to the topic of performance, goals and expectations.

 Celebrate individually and as a team when goals or milestones are achieved.