You are on page 1of 109

Industry Analysis of Two wheeler Market

By Adnan Kitabi Anil Nandyala Avishek Mehra Gaurav Agarwal Ranabir Pal

Agenda
Industry Overview Market Players SWOT Industry Life Cycle and PLC Porters 5 forces

Industry Overview

Automobile Industry in India


Market share
2 wheeler 76% Passenger vehicle 16.25% Commercial vehicle 4.35% 3 wheeler 4.4%

Overview
Consolidated Industry Market size is 10,000-11,000 crores 80% of market share between
Hero Motocorp- 41% Bajaj Motors- 25% TVS - 14%

Segmental Analysis
Industry Segments
Motorcycles- 78% Mopeds- 17% Scooters- 5%

Segmental Analysis
Motorcycles
Hero Motocorp- 56% Bajaj Motors- 25% TVS- 6%

Scooters
TVS- 19% Hero Motocorp- 16%

Mopeds
TVS- 49% Bajaj Motors- 32%

Segmental Analysis
2010-11 Segment Growth
Motorcycles- 24% Scooters- 42% Mopeds- 23%

2011-12 Segment Growth


Motorcycles- 14% Scooters- 26% Mopeds- 12%

Industry Happenings
Hero Honda dissolved their joint venture in 2010 Honda is the clear market leader in the fastest growing scooter segment with over 50% of market share in the segment Honda sells close to 100,000 units per month

Industry Happenings
125cc motorbikes has become a distinct category Intense competition in the premium segment of motorcycles By 2015-16 industry is expected to reach maturity stage (ICRA)

Investment Required
Investment required for a new entrant is unknown as all the players are present for more then 2decades and investment required at that time cannot be compare to what is needed today

Investment Required
Hero invested 400 crores for an additional plant capacity of 750,000 units Hero invested another 1100 crores for another plant for a capacity of 1.2 million Hero invested another 500crores to expand its existing capacity to increase capacity of another 1 million

Capacity Utilization
Hero Motocorp- 98% Bajaj Motors- 75% TVS- 86%

Expansion Plans
Hero Motocorp
750,000 capacity plant in Rajasthan 1.2 million capacity which will increase to 1.8 million in next phase in Gujarat 1 million in expanding existing plants

Bajaj Motors
1.26 million in expanding existing plants

TVS
No such plans

Market Size
The current market size is 15.4 million units as on 2011-12 This is expected to reach 22 million units by 2015-16 (ICRA)

Future Capacity Utilization


Hero Motocorp- 91% Bajaj Motors- 86% TVS- 100% (will lose 0.58million of sales)

Cost of Material
Hero Motocorp- 68% Bajaj Motors- 71% TVS- 72%

Net Profit
Hero Motocorp- 9% Bajaj Motors- 15% TVS- 3%

Average Collection Period


Hero Motocorp- 3 Days Bajaj Motors- 12 Days TVS- 13 Days

Average Age of Inventory


Hero Motocorp- 13 Days Bajaj Motors- 17 Days TVS- 40 Days

Average Payment Period


Hero Motocorp- 45 Days Bajaj Motors- 51 Days TVS- 49 Days

Cash Conversion Cycle


Hero Motocorp- -30 Days Bajaj Motors- -22 Days TVS- 3 Days

Asset Turnover Ratio


Hero Motocorp- 58% Bajaj- 50% TVS- 60%

CSF
To survive and prosper in an industry a firm must meet 2 criteria 1. What do our customers want? 2. What does a firm need to do to survive competition?

CSF
Prerequisites for success

What do customers want?

How does the firm survives the competition?

Analysis of Demand Who are our customers? What do they want?

Analysis of competition What drives competition? What are the main dimensions of competition? How intense is competition? How can we obtain a superior competitive position?

CSF
To keep customer satisfied and loyal Clientele Product Design Market Segmentation Differentiation Servicing Low cost factor

Recent Events
Mahindra recently entered scooter segment Hero and Honda split
Both continue to operate in the market seperately

Future Outlook
By 2013 India will become largest 2 wheeler market in India India will over take China India+ China+ Indonesia=60% of global 2 wheeler market Among these 3, only India post positive growth for FY 2012-13 Replacement demand will be key contributor

Future Outlook
Motorcycles:
The growth rate of entry price segment is expected to be lower then the industry (below 40,000) Competition is likely to intensify in executive segment (price 40,000-50,000) Premium class segment is expected to grow at the fastest rate (above 50,000)

Future Outlook
Scooter:
Expected to increase the market share steadily Expected to double in size by 2014-15 Segment to reach profitability due to expansion

Market Players

HERO MOTOCORP
Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) is the world's largest manufacturer of two wheelers, based in India.

In 2001, the company achieved the coveted position of being the largest two-wheeler manufacturing company in India.

MANUFACTURING
Hero MotoCorp two wheelers are manufactured across three globally benchmarked manufacturing facilities. Two of these are based at Gurgaon and Dharuhera which are located in the state of Haryana in northern India. The third and the latest manufacturing plant is based at Haridwar, in the hill state of Uttrakhand.

MILESTONES
1983 Joint Collaboration Agreement with Honda Motor Co. Ltd. Japan signed Shareholders Agreement signed. 1985 - First motorcycle "CD 100" rolled out. 1987 - 100,000th motorcycle produced. 1992 - New motorcycle model - "CD 100 SS" introduced 500,000th motorcycle produced. 1994 - New motorcycle model - "Splendor" introduced. 1,000,000th motorcycle produced.

MILESTONES
1998 - 2,000,000th motorcycle produced. 1999 - New motorcycle model - "CBZ" introduced. 2000 - 4,000,000th motorcycle produced. 2003 - Becomes the first Indian Company to cross the cumulative 7 million sales mark. 2005 - Hero Honda is the World No. 1 for the 4th year in a row. 2011 - New licensing arrangement signed between Hero and Honda (Hero Honda is renamed as Hero)

CSR
Raman Munjal Vidya Mandir Raman Munjal Memorial Hospital Raman Munjal sports Complex Vocational Training Complex Adult Literacy Mission Marriages of unprivileged girls Rural Health Care Safe side program

LISTING INFORMATION
The Company is listed in both: National Stock exchange Bombay stock exchange

PRODUCTS
HERO TWO WHEELERS
Passion X Pro IGNITOR MAESTRO IMPULSE HF-DAWN HF-DELUXE PLEASURE SPLENDOR +

PRODUCTS
Splendor NXG Passion PRO Super Splendor Glamour Splendor PRO Achiever Xtreme HUNK Karizma Karizma ZMR

Advantages Of Corporate sales at HERO


Single window processing for delivery at multiple locations No running around for documentation Attractive finance options Hero MotoCorp Passport - Unique CRM Program Bulk Incentive Schemes

SPORTS PRODUCTS
HERO also make sports products like BAT. Kashmir Willow English Willow

Hero Motocorp
Past strategy:
Focus on economy segment with splendor and passion being the flagship product Minimal presence in the premium segment

Impact
Largest selling 2 wheeler in the world Started losing due to market evolution

Hero Motocorp
Current Strategy
Fully utilize the domination in the economy segment Have bigger presence in the premium segment

Hero Motocorp
It is enjoying 3% advantage in terms of cost of goods sold over Bajaj Still their bottom line is 6% thinner then Bajaj Their operating and non operating cost is 9% dearer then Bajaj This is because of high non cash expenses which is likely to go up with 2 new plants Their utilization of capacity is the most optimum among the three

Hero Motocorp
They have a robust collection mechanism which ensures their collection period is by far the best in the industry Their production speed is the fastest among the 3 players They are also making their supplier happy by having the best payment period Due to the first 2 points their cash conversion cycle is the best despite getting less bargain from suppliers

Hero Motocorp
They are able to roll money 3 times before paying to the supplier They are able to generate 58 paisa out of every rupee invested

BAJAJ GROUP
BAJAJ MOTORS Esvee Precision Component limited

BAJAJ SONS

BAJAJ GROUP

Ludhiana Motor Agency

Saroop Sons industries limited

Veer Industrial corporation

BAJAJ MOTORS
Bajaj Motors Limited was incorporated in 1986 and started its commercial production in 1989. BAJAJ MOTORS was started as a machining unit with backward integration in Forgings of Auto Components They are into manufacturing of auto components mainly precision engine & transmission components for Two Wheelers, Four Wheelers, Tractors and other Heavy goods.

BAJAJ MOTORS
Located on the Delhi-Jaipur Highway on 39-40 milestone, Bajaj Motors Limited is ISO 9001:2000certified & recommended for TS-16949, ISO-14001 certifications from TUV GmBH, Germany. Since its inception in 1986, BAJAJ MOTORS has its specialization in Machining for Auto components specifically Precision Engine Components.

MILESTONES
1989 - Start of Bajaj Motors Ltd 1995 - Establishment of Current Location Bajaj Motors Ltd. 1998 - Introduction of Flexible Manufacturing Concept. 2000 - Establishment of Microtek Forgings as Backward Integration. 2004 - Started Export Activities 2005 - Iintegrated Management System Certification of BML, from TUV, Germany.

MILESTONES
2006 - Establishment of Ferrous Casting, as backward Integration. 2007 - IMS Certification for Microtek Forging Established Aluminium Forging. Plant at Pantnagar. 2010- Plant at Haridwar for HHML . 2011 - New Dedicated Export Line for Machining in IMT Manesar,Gurgaon. 2012 - New Forgong Plant at Bawal Industrial area, Gurgaon.

Facilities
The facilities can be divided in 3 categories: Machining Forging Casting

Products
Bajaj Platina (all variant) Bajaj Discover

Bajaj XCD
Bajaj Pulsar (all variant) Bajaj Avenger

Bajaj Motors
Past strategy:
Full reliance on scooter segment

Impact:
Was numero uno when scooter was a dominant segment Lost out after the entry of motorcycles in the market

Bajaj Motors
Current Strategy
Target the youth with sporty bikes

Bajaj Motors
Need to reduce the cost of goods sold which is now as high as 71% Strategy of backward integration can be deployed Need to re enter the fastest growing scooter segment Need to capture more market share if they want to make more optimum use of their capacity

Bajaj Motors
Their collection period is 4 times more lag then Hero but still better then TVS The production speed is just above 30% slower then Hero They are getting the best terms with their suppliers Like Hero they are also enjoying negative cash conversion cycle but a week worse then Hero due to the first 2 points

Bajaj Motors
They are able to roll the money around 1.5 times before paying it to the suppliers They are generating 50 paisa out of every rupee invested worst among the 3

TVS
TVS Motor Company is the third largest two-wheeler manufacturer in India and one among the top ten in the world, with annual turnover of more than USD 1 billion in 2008-2009, and is the flagship company of the USD 4 billion TVS Group.

Milestones
1980 Company launched the first two seater. 1984 Company launched 100cc bike and took first mover advantage. 1994 Company launched scooty for women. 1996-97 They introduced green concept by introducing 110 cc Shogun 2000 Introduced 150 cc, 4 stroke motorcycle 2002 They won total quality management award

Continued
2005-06 It launched its first Indonesian Plant. 2007 It introduced 7 new products. 2009-10 It introduced Jive- auto-clutch bike.

International Performance
TVS Motor Company has been awarded 'Star Performer - Silver Shield' in two/three wheelers category, by EEPC India, for excellent export performance for year 200708.

Products
Motorcycles
Apache RTR 180 Flame DS 125 Flame TVS Jive Star City Sports

Continued
Variomatic Scooters
TVS Wego Scooty Streak Scooty Pep+ Scooty Teenz

Continued
Mopeds
TVS XL Super TVS XL Heavy Duty.

Service
Extended Warranty Xpress Service Online Service booking

TVS
Past strategy
Focus on rural/semi urban population

Impact
Did poorly in urban areas Started losing due to
Population Migration Increase in purchasing power

TVS
Current strategy
Maintain dominance in rural/ semi urban population Focus on economy segment in urban population Presence in premium segment

TVS
Need to expand its capacity so as to not to lose market share Can take advantage of its financial leveragability which is as low as 0.61 Need to reduce its cost of goods sold as it is most expensive for them They need to get their expansion plan in place

TVS
The robustness of their collection mechanism is similar to that of Bajaj The production process is where they are losing big time with the other which is more then double then that of Bajaj and more then triple then that of Hero Their payment terms with suppliers are similar to the other 2 Especially due to the production speed it is the only company with a positive cash conversion cycle

TVS
Their money is locked in the system for 3 days They are generating as high as 60 paisa out of every rupee invested which is the best in the industry

SWOT Analysis

SWOT for HERO


Strengths
Largest manufacturer of two wheelers in India Many service stations Easy availability of replacement part/spare parts Products for all the segments

SWOT for HERO


Weakness
After the demerger of Honda from Hero Honda, Hero will not be getting the technical expertise of Honda in motor engineering Capacity utilisation is almost 100% The word Hero Honda and Honda became synonymous for normal people Hero and Honda have almost similar type of models

SWOT for HERO


Opportunity
Increase in the sale of sports bike segment Credit financing by different banks is increasing for the 2 wheeler purchaser Increase in disposable income

SWOT for HERO


Threat
Increase in fuel price Inflation Economic slowdown

SWOT for Bajaj


Strengths
In the last few years they are the innovators in technology (specially for the brand Pulsar) Providing technology which can make fuel efficiency bike Leader in 150+ cc segments

SWOT for Bajaj


Weakness
Not full capacity utilisation Not strong in all the categories Do not have any presence in the moto-scooter segment Worst asset turnover ration in the industry

SWOT for Bajaj


Opportunity
Increase in the sale of sports bike segment Credit financing by different banks is increasing for the 2 wheeler purchaser Increase in disposable income Can re-enter the fastest growing segment

SWOT for Bajaj


Threat
Increase in fuel price Inflation Economic slowdown

SWOT for TVS


Strengths
Strong in the moped segment Gaining popularity in the 100 cc segment Capacity utilisation is 100%

SWOT for TVS


Weakness
Very less product portfolio in the motorcycle segment Least financial leveragability in relation to industry standard No expansion plans

SWOT for TVS


Opportunity
Increase in the sale of sports bike segment Credit financing by different banks is increasing Increase in disposable income

SWOT for TVS


Threat
Increase in fuel price Inflation Economic slowdown Migration of people from moped to motorcycle

Industry Life Cycle and PLC

PLC of two wheeler industry- India

PLC of two wheeler industry- India


Though various segments have reached various levels in the Industry PLC but the industry itself has just entered the maturity stage.

PLC of MotorCycles

PLC of MotorCycles
Motor cycles had a very strong introduction and growth stage. The Indian motorcycle segment has entered the maturity stage

PLC of Scooters

PLC of Scooters
Scooters enjoyed a pretty long stay in the market Decline started after the coming up of motor cycles scooters had reached the start of decline stage With scooty, honda activa,aviator the scooter market re-emerged and PLC got a new curve

PLC of Mopeds

PLC of Mopeds
Started off strong Had a strong growth phase Is now in the end of the maturity

Porters 5 Forces

Porters 5 Forces

Threat of New Entrants


Very Low because Entry barriers are very high Product falls under the category of high level of involvement The biggest challenge is setting up sales service center, which is very hard for a new entrant Well established players are already existing Industry is consolidated Economies of scale

Threat of Buyers Bargaining Power


Very High because So many options are available to buyers Substitutes are available Supply-demand mismatch in the industry Supply is greater than the demand

Threat of Supplier's Bargaining Power


In automobile industry sellers can have bargaining power in the following areas Metal Tires Batteries Auto components

Threat of Supplier's Bargaining Power


Metal : Prices are determined in international markets, chances of Bargaining power is less Tires: They are 40 listed tire manufactures in India, Industry is fragmented. Bargaining power of suppliers is low Batteries: Industry is fragmented. Bargaining power of suppliers is low Component Manufacturers: Industry is fragmented. Bargaining power of suppliers is low

Intensity of Competition
Intensity of competition is high Aggressive competent players are already present 7 players are present in commuter segment Manufacturing capacity already exceeding demand

Threat of Substitutes
Local trains Cars Electrical Vehicles Public transport

Threat of Substitutes
The substitutes in one form or other have the following attributes Relative price of substitutes is cheaper Relative quality of substitutes is higher Switching costs is lower

Threat of Substitutes
Why people are switching to Local trains? Safety Affordability Time saving Cost Pollution

Threat of Substitutes
Why people are switching to Cars? Safety Comfort Status Symbol

Threat of Substitutes
Why people are switching to Public Transport? Safety Affordability Time saving Cost Pollution

Threat of Substitutes
Why people are switching to Electrical Vehicles? Environmental Friendly Maintenance cost

Threat of Substitutes
Reasons for Electrical Vehicles not doing well ? Electrical vehicles at present not competitive with respect to present petrol running vehicles No established player is offering Electrical vehicles

What 2 wheeler companies can do ?


Fill the gaps in their product portfolio
Electrical vehicles for environment friendly Launch a new product which takes care of safety and comfort

Thank You