Industry Analysis of Two wheeler

Market
 Agenda
• Industry Overview
• Market Players
• SWOT
• Industry Life Cycle and PLC
• Porter’s 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 2011-12
• Segment Growth • Segment Growth
– Motorcycles- 24% – Motorcycles- 14%
– Scooters- 42% – Scooters- 26%
– Mopeds- 23% – 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

How does the firm survives the

What do customers want? competition?

Analysis of competition
•What drives competition?
Analysis of Demand •What are the main dimensions of
•Who are our customers? competition?
•What do they want? •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
Esvee
Precision
Component
BAJAJ limited
BAJAJ SONS
MOTORS

BAJAJ GROUP

Ludhiana Veer
Motor Industrial
Agency Saroop corporation
Sons
industries
limited
 BAJAJ MOTORS
• Bajaj Motors Limited was incorporated in 1986 and
started it’s 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 2007-
08.
 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
Porter’s 5 Forces
Porter’s 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 Buyer’s 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