Varun Prakash
Transcript of Varun Prakash
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CHAPTER1
INTRODUCTION
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EXECUTIVE SUMMARY
Project study report consists of brief description of company BAJAJ AUTO, the special
focus on the Customers. My topic is AN ANALYSIS OF CUSTOMER
SATISFACTION TOWARDS BAJAJ TWO-WHEELERS .This project contains
five sections. The first section contains the Objective of the project and Research
methodology. The main objective of my project is to study about BAJAJ AUTO and I
will take the questionnaire for doing our project.
Second section Literature Review contains information about the Customer satisfaction
of BAJAJ AUTO. The study reveals that the majority of the customers have a good
opinion about the two-wheeler. And many of them are satisfied by owning two-wheeler.
The important factors which effect the buying decision of the customer is the style of the
bike. Most of the respondents were using two-wheeler for a period of 1 to 5 years.
Majority of the respondents were aware about the product through the print media and
TV. Many of the customers think that advertisement and friends suggestions will change
the buying decision of the customers at a certain level.
Third section is the Company Profile which contains the information about the company
BAJAJ AUTO. The Bajaj Group was formed in the first days of India's independence
from Britain. Its founder, Jamnalal Bajaj, had been a follower of Mahatma Gandhi, who
reportedly referred to him as a fifth son. 'Whenever I spoke of wealthy men becoming the
trustees of their wealth for the common good I always had this merchant prince
principally in mind,' said the Mahatma after Jamnalal's death.
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Jamnalal Bajaj was succeeded by his eldest son, 27-year-old Kamalnayan, in 1942.
Kamalnayan, however, was preoccupied with India's struggle for independence. After
this was achieved, in 1947, Kamalnayan consolidated and diversified the group,
branching into cement, ayurvedic medicines, electrical equipment, and appliances, as
well as scooters.
The forth chapter is the Finding and Analysis, which is shown with the help of pie
charts, bar diagram.
Fifth chapter may contain the project limitation and conclusion and at last bibliography
and annexure. The data has been collected by the researcher using questionnaire and it
has been analyzed.
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OBJECTIVES OF THE STUDY:
1. The main objective of the study is to find out to what extent the customers aresatisfied or dissatisfied.
2. To know the factors which influences the customers decision for purchasing theBajaj bike.
3. To study the level of customer satisfaction in terms of the services rendered by thedealer.
4.
To study the level of customer satisfaction in terms of the companys after Sales
and Services.
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CHAPTER - 1
RESEARCH
METHODOLOGY
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RESEARCH METHODOLOGY
2.1 STATEMENT OF THE PROBLEM:
Consumers needs are the focuses of marketing. To be successful marketing managers, it
is important for him to understand the nature and characteristics of consumers. The
Customer of New Delhi can be described as one who is at active stage of development
the difference exists in incomes, literacy, culture make it a Herculean task to typify
customer of New Delhi.
India is emerging as one of the fastest developing nation in the world with the economic
liberalization in full swing, the most MNC are making a beeline favor country with their
Hi-tech consumer durables, particularly. So in two-wheeler industry, the leading local
players in the two-wheeler industry are tying up with reputed MNC to come out with new
model and technology to cater to the growing needs of the two-wheeler marketing.
Generally people buy two wheelers to meet their needs, status, comfort, etc. Among
different brands of vehicles Bajaj is the most popular vehicle since many decades. In this
context, it is necessary to find out how many consumers prefer Bajaj over other vehicles.
It is necessary to know what more attributes is introduced in Bajaj vehicles can increase
their sales.
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Therefore this study has been conducted to find the consumers perception towards Bajaj
vehicles.
2.4 METHODOLOGY:
1. Sampling:
The size of a sample can be determined either by using statistical techniques are through
adhoc methods which are used when a person knows from experience what sample size
to adopt or when they are constraints that dedicated the sample size.
2. Sample:
Sample denotes only a part of the universe and conclusions are draw none the entire
universe process of sampling involves selecting the sample size. The type of sample
chosen was convenient sampling.
3. Sample unit:
The marketing research must define a target that was sampled.
4. Sampling size:
It is that which denotes hoe many people surveyed an important decision that has to be
taken in adopting a sampling technique about the size of the sample. The size of the
sample means the number of sampling units to be selected from the universe for the
investigation
5. Sample size - 100.
2.5 TOOLS AND TECHNIQUES FOR COLLECTION OF DATA:
Primary data was collected through Questionnaire by distributing questionnaires to the
respondents.
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Questionnaire consist of personal; details and core details. Seven personal details were
included in the question which consisted of name, age, income, sex, occupation, etc. Core
details include questions relating to Bajaj vehicles and the responses given by the
respondents, which have formed a basis for giving suggestions.
1. Contacting method:In this method the customers were personally contacted and interviewed.
2. Field analysis:A field work is an important step in the process of market research. It has been
carried out with in prior planning and with almost accuracy and also in a systematic
manner. The prepared questionnaire is circulated among the respondents: the field
work activities involve the data collection by containing the respondents the places
for data collection were choosing at various areas. Briefly were made to clear away
doubts and the concepts to get a better and right response.
2.6 PLAN OF ANANLYSIS:
Data collected from various sources were carefully computed, classified, tabulated,
analyzed and interpreted. The tables obtained were analyzed with the help of parametric
statistical techniques, in order to interpret the data and to draw inferences. Conclusions,
suggestions and recommendations are given from this inference.
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2.7 ANALYSIS AND INTERPRETATION OF DATA:
Calculation and tabulation of data:
After collecting and editing data the first step towards is classification. Classification is
arranging the data according into points of similarities and dissimilarities.
1. Objectives of classification:Reduce data into homogenous groups. To prepare data and present it in a tabular form
.To condense the mass data in such a way that its salient features are high lightened. To
facilitate comparison between variables.
2. Types of classification:Broadly data can be classified on the following four bases:
Geographical i.e., Area wise.
Chronological i.e., On the bases of time.
Qualitative i.e., According to some attributes.
Quantities i.e., In terms of magnitude.
3. Tabulation of data:One of the simplest and most reliable devices for summarizing data andpresenting that in
meaningful fashion is the statistical table. The process of tabulationinvolves combination
and totaling of the collected data and used computerfor tabulating data and omits
fractions. The data collected through the researchwork has been analyzed in such a
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manner so that to meet the sequence of theobjectives. This chapter shows how the data
obtained was tabulated and analyzedin order to draw inferences. The data collected from
the respondents havebeen grouped in to categories or classes according to the objectives.
The objectivewas to organize information and prepare a summary which would highlight
itssalient features. This task is statistically known as tabulation. Firstly the answerswere
recorded and depending upon the similarity, the response grouping wasdone. The
tabulation was done by editing function. It is the process by which datacollected has been
scrutinized to insure consistency and accuracy.The data collected was compiled,
encrypted, coded and tabulated for furtherparametric analysis. The analysis is encoded in
following tables and graphs.
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CHAPTER - 2
Review of Literature
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1.7CUSTOMER SATISFACTION:
Organizations are increasingly interested retaining existing customers while targeting
non-customers measuring customer satisfaction provides an indication of how successful
the organization is at providing products and /or services to the marketplace.
Customer satisfaction is an ambiguous and abstract concept and the actual manifestation
of the state of satisfaction will vary from person to person and the product/service to
product/service. The state of satisfaction depends on a number of both psychological and
physical variables which correlates with satisfaction behaviors such as return and
recommended rate. The level of satisfaction can also vary depending on other options the
customer may have and other products against which the customer can compare the
organizations products.
1.7.1 CUSTOMER SWITCHING:
The switching path is triggered by a factor that changes the present relationship between
customer and supplier by somehow making the customer aware of different reasons for
switching. This initiating factor affects the entire switching path. There are three different
triggers: external, internal, and situational. In the trigger, the company that the customer
has switched to has served as some kind of comparative object vis-a-vis the company
with which he has broken the relationship. The new company has perhaps changed or
improved its business concept, is a new competitor, or simply can offer something that
the former company could not. During the process, the customer begins to consider a
change and becomes sensitive to the various factors that finally lead to a switch. The time
span can vary and is here termed process duration.
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The main reason for switching, according to the customer, is called the push factor. There
are also tip factors, which alone cannot speed up or extend the switching process but
which can expedite or delay the path that the customer goes through while considering a
change. Even other factors could be classified as causes for switching, since the) alone
could lead to switching and not only be considered trip factors. These factors are not
classified as switching causes but as sub-push factors because the respondents do not
consider them to be the main reason for switching. Even if a customer has switched, there
can be reasons why he could consider returning to the first company, by the force of a
pull factor. Even if a customer breaks the relationship with a company, it is important to
stress that the break should be handled professionally and end on friendly terms. The
former customer is otherwise likely to spread negative word-of-mouth
1.7.2 CUSTOMER EXPECTATION:
Customer satisfaction is largely a reflection of the expectations and experiences that the
customer has with a product or service. However expectations also reflect that influences
the evaluation of the product or service. When we make major purchases, we research the
product or service and gain information from the advertising, salespersons, and word-of-
mouth from friends and associates. This information influences our expectations and
ability to evaluate quality, value, and the ability of the product or service to meet our
needs. In meeting customers' requirements and measuring customers' satisfaction indexes,
customer perception should be definitely a key consideration. Qualified services in the
operation execution layer, technical management layer and business development layer
are necessary. However, it is even more important to efficiently understand customer
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expectations and make efforts to exceed their expectations. Therefore, customer
perception management becomes a central topic.
Frankly speaking, among all indexes in customer satisfaction management, the biggest
challenge is customer perception management, or customer perception satisfaction.
1.7.3 NECESSITY OF CUSTOMER SATISFACTION:
The emerging consumer movement necessities markets to understand consumer behavior
their needs, expectations and problems. It will be easier in exploiting marketing
opportunities meeting the challenges of the market. Thus marketers must try to offer the
product wanted by the customers at the price he is prepared to pay, through distribution
channel convenient to him and with a proper promotional activities. A consumer by
nature is extrovert, a study of consumer behavior helps to formulate marketing program
mix and policies.
1.7.4 FACTORS:
To understand consumer behavior on the eventual buying decisions, the major factors
have to be clearly understood and analyzed.
They are:
1. Buyer characteristics.
2. Personal characteristics.
3. Seller characteristics.
4. Situational characteristics.
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1. Buyer characteristics:
It deals with the individuals, personal, psychological, cultural and social
characteristics.
2. Personal characteristics:
It deals with the factors like age, sex, occupation, lifestyles, economic and
financial conditions, culture which affects the consumers purchase behavior.
3. Seller characteristics:
Influences the buying decision factor lies in the image of the facilities offered by
the companies or retail out lets etc affects the choice of the buyers. The buyers
decision will be based on the attitudes, behaviors and characteristics of the s eller
or sales person.
4. Situational characteristics;
This also plays an important role in influencing the decision of the buyer. The
aspects such as time, day, season, financial conditions, marketing situations,
demand for the products etc.
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1.7.5 METHODS OF TRACKING AND MEASURING CUSTOMER
SATISFACTION:
A company tools for tracking and measuring customer satisfaction range from primitive
to sophisticate. The following methods are used to measure customer satisfaction
1. Complaints and suggestion system:
A customer centered organization would make it easy for its customer to deliver
suggestions and complaints. Many customers maximize the ease with telephone numbers,
customer can inquire, make suggestion on complaint. These information flows provide
these companies with many good ideas and enable them to act more rapidly to resolve the
problems.
2. Lost customer analysis:
Companies should contact customers who have stopped buying or switched to another
supplier. It is important to conduct exit interview and monitor the customer loss rate.
3. Customer satisfaction survey:
A company must not conclude that it can get a full picture of customer satisfaction and
dissatisfaction by simply running a complaint and suggestion system. Studies show that
customer4s are dissatisfied with one out of every ten purchases and less than 2%
dissatisfied customers will complain customers may feel that their complaints are minor.
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4. Purchasing and consuming
It is important to distinguish between purchase and consumption for three reasons. Firstly
the product may be purchased by 1% and consumed by another. Secondly the purchase
depends on consumer expectation of the degree to which brands are likely to satisfy
needs. Thirdly a consumer post purchase evolution determines whether the brand is likely
to be repurchased.
5.Satisfaction v/s Dissatisfaction
Satisfaction occurs when customers expectations met to exceed and the purchase
decision is reinforced. Satisfaction reinforces positive attitudes towards the brand leading
to a greater likelihood that the customer will re purchase the same brand, dissatisfaction
results when consumer expectation is not met. Thus we assert that the buyers forms a
judgment of value acts on it whether the buyers are satisfied after purchase depends upon
the offer performance in relation to the buyers expectation. Here is our definition of
customer satisfaction, thus the satisfaction level is a function of the difference between
perceived performance and expectations. a customer could experience on their board
level of satisfaction. If the performance matches the expectations the customer is satisfied
if the performance exceeds expectations, a customer is highly satisfied, pleased or
delighted. But how do buyers form their expectations? Expectations are formed on the
basis of the buyers past buying experience, statements made by friends and associates and
market and competitor information and promises etc. if marketers raise expectations to
high the buyers are likely to be disappointed, some of todays most successful company
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is raising expectations and delivering performance to match. Thus companies are aiming
for total consumer satisfaction.
Customer Satisfaction:
Customer Satisfaction may be defined as a qualitative measure where in a customer
experiences various degrees of satisfaction until the performance of the product matches
his expectations.
Customers satisfaction with a product depends on the products performance relative to
the buyers expectations. If the performance of the product falls short of his expectations
the customer is dissatisfied. If the performance of the product matches his expectations
the customer is satisfied. If the performance of the product exceeds his expectations the
customer is highly satisfied. Customer Satisfaction can be achieved through quality,
value and service.
For a customer-centered company customer satisfaction is both a goal as well as a major
factor in the companys success. Companies that achieve high customer satisfaction
ratings must make sure that their target customers come to know of it. The companies
must realize that highly satisfied customers produce several benefits to the company.
They are fewer pricessensitive and they remain customers for the longer period. They
also talk favorably to the others about the company and its product and services.
Although customer-centered firms seek to deliver a high level of customer satisfaction
than their competitors, they do not attempt to maximize the customer satisfaction. A
company can always increase customer satisfaction by lowering the price and increasing
its services. But this may result in lower profits. The company may be able to increase
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profitability along with customer satisfaction by improving its manufacturing or investing
on the R & D.
Satisfaction is the customers fulfillment response. It is a judgment that a product or
service feature, or the product or service itself, provides a pleasurable level of
consumption-related fulfillment.
In less technical terms, we translate this definition to mean that satisfaction is the
customers evaluation of product or service in terms of whether that product or service
has met their needs and expectations. Failure to meet needs and expectations is assumed
to result in dissatisfaction with the product or service.
In addition to a sense of fulfillment in the knowledge that ones needs have been met,
satisfaction can also be related to other types of feelings, depending on the particular
context or type of service. For example, satisfaction can be viewed as contentment
more of a passive response that consumers may associate with services they dont think a
lot about or services that they receive routinely over time. Satisfaction may also be
associated with feelings of pleasure or services that make the consumer feel good or
associated with a sense of happiness. For those services that really surprise the consumer
in a positive way, satisfaction may mean delight. And in some situations, where the
removal of a negative leads to satisfaction, the consumer may associate a sense of relief
with satisfaction.
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It is also important to recognize that although were tend to measure customer satisfaction
at a particular point in time as if it were static. Satisfaction is dynamic, moving target
that may evolve overtime. Influenced by a variety of factors. Particularly when product
usage or the service experience takes place over time, satisfaction may be highly variable
depending on which point in the usage or experience cycle one is focusing on. Similarly,
in the case of very new services or a service not previously experienced, customer
expectations may be barely forming at the point of initial purchase; these expectations
will solidify as the process unfolds and consumer begins to form his or her perception.
Through the service cycle the consumer may have a variety of different experiences
some good, some not good-and each will ultimately impact satisfaction.
What determines Customer Satisfaction?
Customer Satisfaction is influenced by specific product or service features and by
perceptions of quality as suggested. Satisfaction is also influenced by customers
emotional responses, their attributions, and their perceptions of equity.
Product and service features
Customer Satisfaction with a product or service is influenced by significantly by the
customers evaluation of product or service features. Research has shown that customers
of services will make trade-offs among different service features (for example, price level
versus quality versus friendliness of personnel versus level of customization), depending
on the type of service being evaluated and criticality of service.
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Customer Emotion
Customers emotions can also affect their perceptions of satisfaction with products and
services. These emotions can be stable, preexisting emotions.
Attributions for Service success or failure
Attributions- the perceived causes of events influence perceptions of satisfaction as
well. When they have surprised by an outcome, consumer tend to look for the reasons,
and their assessments of the reasons can influence their satisfaction.
National Customer Satisfaction Indexes
Because of the importance of customer satisfaction to firms and overall quality of life
many countries have a national index that measures and tracks customer satisfaction at a
macro level. Many public policy makers believe that these measures could and should be
used as tools for evaluating the health of the nations economy, along with traditional
measures of productivity and price. Customer Satisfaction indexes begin to get at the
quality of economic output, whereas more traditional economic indicators tend to focus
only on quantity.
The American Customer Satisfaction Index (ACSI)
The ACSI, developed by researcher at the National Quality Research Center at the
University of Michigan, is a measure of quality of goods and services as experienced by
consumers. The measure tracks customer perceptions across 200 firms representing all
major economic sectors, including government agencies. For each company
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approximately 250 interviews are conducted with current customers. Each company
receives an ACSI score computed from its customers perceptions of quality, value,
satisfaction, expectations, complaints, and future loyalty.
Customer Expectations of Service
Customer Expectations are beliefs about service delivery that functions as standards or
reference points against which performance is judged. Because customers compare their
perceptions of performance with these reference points when evaluating service quality,
through knowledge about customer expectations is critical to services marketers.
Knowing what the customer expects is the first and possibly most critical step in
delivering quality service. Being wrong about what customers want can mean expending
money, time, and other resources on things that do not count to the customer. Being
wrong can even mean not surviving in a fiercely competitive market.
Customer Perceptions
How customers perceive services, how they assess whether they have experienced quality
service, and whether they are satisfied.
Customers perceive services in terms of the quality of the service and how satisfied they
are overall with their experiences. These customer oriented terms quality and
satisfaction have been the focus of attention for executives and researchers a like over the
last decade or more. Companies today recognize that they can compete more effectively
by distinguishing themselves with respect to service quality and improved customer
satisfaction.
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Satisfaction versus Service quality
Practitioners and writers in the popular press tend to use the terms satisfaction and quality
interchangeably, but researches have attempted to be more precise about the meanings
and measurements of the two concepts, resulting in considerable debate. Consensus is
growing that the two concepts are fundamentally different in terms of their underlying
causes and outcomes. Although the certain things in common, satisfaction is generally
viewed as a broader concept, whereas service quality assessment focuses specifically on
dimensions of service. Based on this view, perceived service quality is a component of
customer satisfaction.
Methods of measuring Customer Satisfaction
A companys tools for tracking and measuring Customer Satisfaction range from
Primitive to the sophisticated methods. Companies use following methods to measure
how much Customer Satisfaction they are creating.
Complaint & Suggestion Systems:
A customer centered organization would make it easy for its customers who deliver
suggestion and complaints. Many restaurants and hotels provides from guests to report
their likes and dislikes. Some companies establish customer hot line with toll-free
numbers to maximize the ease with which customers can inquire, make suggestions or
complaints. This inform action flows provide this companies with many good ideas and
enable then to act more rapidly to resolve problems.
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Customer Satisfaction Survey:
A company may not conclude that it can get a full picture of customer satisfaction and
dissatisfaction by simply running a compliant and suggestion system. Companies cannot
use complaint level as a measure of customer satisfaction. Responsive companies obtain
a direct measure of the customer satisfaction by conducting surveys. They send
questionnaires or make phone call to random sample of their recent customer to find out
how they feel about various aspects of the companys performance. They will solicit
buyers view on the competitors. Customer Satisfaction can be measured in a number of
ways. It can be measured directly by asking indicate how satisfied you are with service
X on the following scale.
Highly Dissatisfied
Dissatisfied
Indifferent
Satisfied
Highly Satisfied
Respondents can be asked as well to rate how much they expected of a certain attribute
and also how much they expected it. (Derived Satisfied)
Another method is to ask respondents to list any problems they have had with the offer
and to list any improvements they could suggest. (Problem Analysis).
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Finally, companies could ask respondents to rate various elements of the offer in terms of
the importance of each element and how well the organization performed each element.
(Importance, Performance rating).
The last method helps the company to know if it is under performing on important
elements and overperforming on relatively unimportant elements.
While collecting customer satisfaction data it would be useful asking additional questions
to measure the customers repurchase intention. This will normally be high if the
customer satisfaction is high.
It would be useful to measure the likelihood or willingness to recommend the company
and brand to other persons. A high positive word or mouth score indicates that the
company is producing high customer satisfaction
Ghost Shopping:
Companies can hire persons to pose as potential buyers to report their findings on strong
and weak points they experienced in buying the companys and competitors product.
Lost Customer Analysis:
Companies should contact customers who have stopped buying or have switched to
another supplier to learn why this happened.
Satisfaction:
Satisfaction is a function of perceived performance and expectation. If the performance
matches the expectations the customer is satisfied. If the performance exceeds the
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expectations the customer is highly satisfied and delighted. If the performance does not
match the expectations the customer is dissatisfied. Satisfaction is a persons feelings of
pleasure or disappointment resulting from comparing a products perceived performance
(out-come) in relation to his/her expectation. The link between customer satisfaction and
customer loyalty is proportional. The key to generating high customer loyalty is to deliver
high customer value. A companys value proposition ismuch more than its positioning
on a single attribute. Most of the successful companies are raising expectations and
delivering performances to match. These companies are aiming for TCS Total
Customer Satisfaction. Customer satisfaction is both a goal and a marketing tool.
Companies that achieve high customer satisfaction ratings make sure that their target
market is known.
Customer Satisfaction may be defined as a qualitative measure where in a customer
experiences various degrees of satisfaction until the performance of the product matches
his expectations.
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CHAPTER - 3
Industry Profile
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1.1INTRODUCTION TO THE INDUSTRYThe liberalization policy and various tax reliefs by the Govt. of India in recent years have
made remarkable impacts on Indian Automobile Industry. Indian auto industry, which is
currently growing at the pace of around 18% per annum, has become a hot destination for
global auto players. A well-developed transportation system plays a key role in the
development of an economy, and India is no exception to it. With the growth of
transportation system, the Automobile Industry of India is also growing at rapid speed,
occupying an important place on the canvas of Indian economy. Today Indian
automobile industry is fully capable of producing various kinds of vehicles and can be
divided into 3 broad categories: cars, two-wheelers and heavy vehicles. Among the two-
wheeler segment, motorcycles have major share in the market. Hero Honda contributes
50% motorcycles in the market. In it Honda holds 46% share in scooter and TVS makes
82% of the mopeds in the in the country.
Snippets
The first automobile in India rolled in 1897 in Bombay India being recognized as
potential emerging market:
1. Within two wheelers, motorcycles contribute 80% of the segment size.2. India is the largest three wheeler market in the world3. India is the largest two-wheeler manufacturer in the world.4. India is the fifth largest commercial vehicle manufacturer in the world.5. The number one global motorcycle manufacturer is in India.
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1.2 INDIAN TWO-WHEELER INDUSTRY:
Automobile is one of the largest industries in the global market. Being the leader in
product and process technologies in the manufacturing sector, it has been recognized as
one of the drivers of economic growth. During the decade will directed efforts have been
made to provide a new look to the automobile policy for realizing the sectors full
potential for the economy. Steps like abolition of licensing, removal of quantitative
restrictions and initiatives to bring the policy framework in consonance with WTO
requirements have set the industry in a progressive track. Removal of the restrictive
environment has helped restructuring and enabled industry to absorb new technologies,
aligning itself with the global development and also realize its potential in the country.
The liberalization policies have led to continuous increase in competition that has
ultimately resulted in modernization in line with global standards as well as in substantial
cut in price. Aggressive marketing by the auto finance companies have also played a
significant role in boosting automobile demand, especially for the population in the
middle income group.
1.3 EVOLUTION OF TWO WHEELER INDUSTRY IN INDIA:
Two wheeler segments is one of the most important components of the automobile sector
that has undergone significant changes due to shift in policy environment. The two
wheeler industry has been existence in the country since 1955. it consists of three
segments- Scooters, Motorcycles and Mopeds. According to the figures published by
SLAM, the share of two-heeler in automobile sector in terms of unit sold was about 80%
during 2003-04. This high figure itself is suggesting of the importance of the sector. In
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the initial years entry of the firms, capacity expansion, choice of products including
capacity mix and technology, all critical areas of functioning of an industry were
effectively controlled by state machinery. The lapses in the system had invited fresh
policy options that came into being in late 60s. Among these policies Monopolies &
Restrictive Trade Practices (MRTP) and Foreign Exchange Regulation Act (FERA) were
aimed at regulating monopoly and foreign investment respectively.
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COMPANY
PROFILE
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1.4.1 THE BACKGROUND OF THE COMPANY:The Bajaj Group was formed in the first days of India's independence from Britain. Its
founder, Jamnalal Bajaj, had been a follower of Mahatma Gandhi, who reportedly
referred to him as a fifth son. 'Whenever I spoke of wealthy men becoming the trustees of
their wealth for the common good I always had this merchant prince principally in mind,'
said the Mahatma after Jamnalal's death.
Jamnalal Bajaj was succeeded by his eldest son, 27-year-old Kamalnayan, in 1942.
Kamalnayan, however, was preoccupied with India's struggle for independence. After
this was achieved, in 1947, Kamalnayan consolidated and diversified the group,
branching into cement, ayurvedic medicines, electrical equipment, and appliances, as
well as scooters.
The precursor to Bajaj Auto had been formed on November 29, 1945 as M/s Bachraj
Trading Ltd. It began selling imported two- and three-wheeled vehicles in 1948 and
obtained a manufacturing license from the government 11 years later. The next year,
1960, Bajaj Auto became a public limited company.
Rahul Bajaj reportedly adored the famous Vespa scooters made by Piaggio of Italy. In
1960, at the age of 22, he became the Indian licensee for the make; Bajaj Auto began
producing its first two-wheelers the next year.
Rahul Bajaj became the group's chief executive officer in 1968 after first picking up an
MBA at Harvard. He lived next to the factory in Pune, an industrial city three hours' drive
from Bombay. The company had an annual turnover of Rs 72 million at the time. By
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1970, the company had produced 100,000 vehicles. The oil crisis soon drove cars off the
roads in favor of two-wheelers, much cheaper to buy and many times more fuel-efficient.
A number of new models were introduced in the 1970s, including the three-wheeler
goods carrier and Bajaj Chetak early in the decade and the Bajaj Super and three-
wheeled, rear engine Autorickshaw in 1976 and 1977. Bajaj Auto produced 100,000
vehicles in the 1976-77 fiscal year alone.
The technical collaboration agreement with Piaggio of Italy expired in 1977. Afterward,
Piaggio, maker of the Vespa brand of scooters, filed patent infringement suits to block
Bajaj scooter sales in the United States, United Kingdom, West Germany, and Hong
Kong. Bajaj's scooter exports plummeted from Rs 133.2 million in 1980-81 to Rs 52
million ($5.4 million) in 1981-82, although total revenues rose five percent to Rs 1.16
billion. Pretax profits were cut in half, to Rs 63 million.
1.4.2 BAJAJ AUTO:
It 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.
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The company is headed by Rahul Bajaj who is worth more than US$1.5 billion.
1.4.3 COMPANY'S HISTORY:
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 in
India. In 1959, it obtained license from the Government of India to manufacture two- and
three-wheelers 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 1 million vehicles in a year.
1.4.3.1TIMELINE OF THE RELEASES:
19601970Vespa 150under the licence of Piaggio of Italy 1971three-wheeler goods carrier 1972Bajaj Chetak 1976Bajaj Super 1977Bajaj Priya 1977Rear engine autorickshaw 1981Bajaj M-50 1986Bajaj M-80, Kawasaki Bajaj KB100, Kawasaki Bajaj KB125, 1990Bajaj Sunny 1991Kawasaki Bajaj 4S Champion
http://en.wikipedia.org/wiki/Bajaj_Chetakhttp://en.wikipedia.org/wiki/Bajaj_Superhttp://en.wikipedia.org/wiki/Bajaj_Priyahttp://en.wikipedia.org/wiki/Autorickshawhttp://en.wikipedia.org/w/index.php?title=Bajaj_M-50&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bajaj_M-80&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_KB100&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_KB125&action=edit&redlink=1http://en.wikipedia.org/wiki/Bajaj_Sunnyhttp://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_4S_Champion&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_4S_Champion&action=edit&redlink=1http://en.wikipedia.org/wiki/Bajaj_Sunnyhttp://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_KB125&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_KB100&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bajaj_M-80&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bajaj_M-50&action=edit&redlink=1http://en.wikipedia.org/wiki/Autorickshawhttp://en.wikipedia.org/wiki/Bajaj_Priyahttp://en.wikipedia.org/wiki/Bajaj_Superhttp://en.wikipedia.org/wiki/Bajaj_Chetak -
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1993Bajaj Stride 1994Bajaj Classic 1995Bajaj Super Excel 1997Kawasaki Bajaj Boxer, rear engine diesel autorickshaw 1998Kawasaki Bajaj Caliber, Bajaj Legend, 1999Bajaj Spirit[6] 2000Bajaj Saffire, Bajaj Prowler 2001Eliminator, Bajaj Pulsar, CaliberCroma 2003Caliber 115, Kawasaki Bajaj Wind 125, Bajaj PulsarDTS-i, Bajaj Endura
FX
2004Bajaj CT 100, New Bajaj Chetak 4-stroke withWonder Gear, BajajDiscoverDTS-i
2005Bajaj Wave, Bajaj Avenger, Bajaj Discover 112 2006Bajaj Platina 2007Bajaj Pulsar-200 (Oil Cooled), Bajaj Kristal, Bajaj Pulsar 220 DTS-Fi
(Fuel Injection), XCD 125 DTS-Si
2008Bajaj Discover135 DTS-isport (upgrade of existing 135 cc model) 2009Bajaj Pulsar 135, Bajaj XCD 135 cc, Bajaj Pulsar 150 DTS-i UG IV, Bajaj
Pulsar 180 DTS-i UG IV, Bajaj Pulsar 220 DTS-i, Bajaj Discover 100 DTS-
Si, Kawasaki Ninja 250R
2010Bajaj Discover150 2011Bajaj Discover125 2012Bajaj RE 60, mini car for intra-city urban transportation
http://en.wikipedia.org/w/index.php?title=Bajaj_Stride&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bajaj_Classic&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bajaj_Super_Excel&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_Boxer&action=edit&redlink=1http://en.wikipedia.org/wiki/Kawasaki_Bajaj_Caliberhttp://en.wikipedia.org/wiki/Bajaj_Legendhttp://en.wikipedia.org/wiki/Bajaj_Spirithttp://en.wikipedia.org/wiki/Bajaj_Spirithttp://en.wikipedia.org/wiki/Bajaj_Spirithttp://en.wikipedia.org/wiki/Bajaj_Saffirehttp://en.wikipedia.org/w/index.php?title=Bajaj_Prowler&action=edit&redlink=1http://en.wikipedia.org/wiki/Kawasaki_Eliminatorhttp://en.wikipedia.org/wiki/Bajaj_Pulsarhttp://en.wikipedia.org/wiki/Kawasaki_Bajaj_Caliberhttp://en.wikipedia.org/wiki/Kawasaki_Bajaj_Caliberhttp://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_Wind_125&action=edit&redlink=1http://en.wikipedia.org/wiki/Bajaj_Pulsarhttp://en.wikipedia.org/wiki/Bajaj_CT_100http://en.wikipedia.org/w/index.php?title=Wonder_Gear&action=edit&redlink=1http://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Wavehttp://en.wikipedia.org/wiki/Bajaj_Avengerhttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Platinahttp://en.wikipedia.org/wiki/Bajaj_Pulsarhttp://en.wikipedia.org/wiki/Bajaj_Kristalhttp://en.wikipedia.org/wiki/Bajaj_Pulsar#DTS-Fi_220_CChttp://en.wikipedia.org/wiki/Bajaj_Pulsar#DTS-Fi_220_CChttp://en.wikipedia.org/wiki/Bajaj_XCDhttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Pulsar_135http://en.wikipedia.org/wiki/Bajaj_XCDhttp://en.wikipedia.org/wiki/Bajaj_Pulsar_220_DTS-ihttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Kawasaki_Ninja_250Rhttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Kawasaki_Ninja_250Rhttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Pulsar_220_DTS-ihttp://en.wikipedia.org/wiki/Bajaj_XCDhttp://en.wikipedia.org/wiki/Bajaj_Pulsar_135http://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_XCDhttp://en.wikipedia.org/wiki/Bajaj_Pulsar#DTS-Fi_220_CChttp://en.wikipedia.org/wiki/Bajaj_Pulsar#DTS-Fi_220_CChttp://en.wikipedia.org/wiki/Bajaj_Kristalhttp://en.wikipedia.org/wiki/Bajaj_Pulsarhttp://en.wikipedia.org/wiki/Bajaj_Platinahttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Avengerhttp://en.wikipedia.org/wiki/Bajaj_Wavehttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/wiki/Bajaj_Discoverhttp://en.wikipedia.org/w/index.php?title=Wonder_Gear&action=edit&redlink=1http://en.wikipedia.org/wiki/Bajaj_CT_100http://en.wikipedia.org/wiki/Bajaj_Pulsarhttp://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_Wind_125&action=edit&redlink=1http://en.wikipedia.org/wiki/Kawasaki_Bajaj_Caliberhttp://en.wikipedia.org/wiki/Kawasaki_Bajaj_Caliberhttp://en.wikipedia.org/wiki/Bajaj_Pulsarhttp://en.wikipedia.org/wiki/Kawasaki_Eliminatorhttp://en.wikipedia.org/w/index.php?title=Bajaj_Prowler&action=edit&redlink=1http://en.wikipedia.org/wiki/Bajaj_Saffirehttp://en.wikipedia.org/wiki/Bajaj_Spirithttp://en.wikipedia.org/wiki/Bajaj_Spirithttp://en.wikipedia.org/wiki/Bajaj_Legendhttp://en.wikipedia.org/wiki/Kawasaki_Bajaj_Caliberhttp://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_Boxer&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bajaj_Super_Excel&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bajaj_Classic&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bajaj_Stride&action=edit&redlink=1 -
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2012KTM Duke 200, launch of 200 cc bike from the KTM stable 2012Bajaj Pulsar 200 NS, launch of 200 cc bike, Discover 125ST, launch of
125 cc bike[7]
1.5SPINOFFS AND ACQUISITIONS:
It has been reported that Bajaj is headed for a demerger into two separate companies:
Bajaj Auto and Bajaj Finance. It is expected that the sum of the parts created will be
worth more than the current whole, as was the case in the de-merger of Reliance
Industries.In November 2007, Bajaj Auto acquired 14.5% stake in KTM Power Sports
AG (holding company of KTM Sport Motorcycles AG). The two companies have signed
a cooperation deal, by which KTM will provide the know-how for joint development of
the water-cooled 4 stroke 125 and 250 cc engines, and Bajaj will take over the
distribution of KTM products in India and some other Southeast Asian nations. Bajaj
Auto said it is open to take a majority stake in KTM and is also looking at other takeover
opportunities. On the 8th of January 2008, Managing Director Rajiv Bajaj confirmed the
collaboration and announced Bajaj Auto's intention to gradually increase their stake in
KTM to 25%.
http://en.wikipedia.org/wiki/Bajaj_Auto#cite_note-7http://en.wikipedia.org/wiki/Bajaj_Auto#cite_note-7http://en.wikipedia.org/wiki/Bajaj_Auto#cite_note-7 -
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1.6PRODUCT PROFILE:
I. AVENGER 220:
Class Cruiser
Engine 219.89 cc
Transmission 5-Speed
Suspension Telescopic
BrakesFront - 260mm Hydraulic Disk
RearDrum
Wheelbase 1,475 mm (58.1 In)
Dimensions L - 2,195 mm, W750mm & H1,070 mm
Weight 154 kg
Fuel Capacity 14kmpl
Price 77,159/-
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II. PULSAR 200 NS:
Class Sports
Engine 199.50 cc
Transmission 6-Speed
Suspension Telescopic
BrakesFront - Petal Hydraulic Disk
RearPetal Hydraulic Disk
Wheelbase 1,475 mm (58.1 In)
Dimensions L - 2,195 mm, W750mm & H1,070 mm
Weight 154 kg
Fuel Capacity 30kmpl
Price 96,750/-
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III. PULSAR 220 DTS-i:
Class Standard
Engine 220 cc
Transmission 5-Speed
Suspension Telescopic
BrakesFront - Hydraulic Disk
RearHydraulic Disk
Wheelbase 1,320 mm (58.1 In)
Dimensions L - 2,195 mm, W750mm & H1,070 mm
Weight 152 kg
Fuel Capacity 18 kmpl
Price 70,300/-
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iv. PULSAR 180 DTS-i:
Class Standard
Engine 180 cc
Transmission 5-Speed
Suspension Telescopic
BrakesFront - Hydraulic Disk
RearHydraulic Disk
Wheelbase 1,320 mm (58.1 In)
Dimensions L - 2,195 mm, W750mm & H1,070 mm
Weight 149 kg
Fuel Capacity 18 kmpl
Price 70,300/-
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IV. PULSAR 150 DTS-i:
Class Standard
Engine 150 cc
Transmission 5-Speed
Suspension Telescopic
BrakesFront - Hydraulic Disk
RearHydraulic Disk
Wheelbase 1,320 mm (58.1 In)
Dimensions L - 2,195 mm, W750mm & H1,070 mm
Weight 135 kg
Fuel Capacity 25kmpl
Price 67,100/-
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v. PULSAR 135 LS:
Class Standard
Engine 135 cc
Transmission 5-Speed
Suspension Telescopic Fork
BrakesFront - Hydraulic Disk
RearHydraulic Disk
Wheelbase 1,320 mm (58.1 In)
Dimensions L - 2,195 mm, W750mm & H1,070 mm
Weight 120 kg
Fuel Capacity 35kmpl
Price 58,900/-
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V. DISCOVER 150:
Class Standard
Engine 150 cc
Transmission 5-Speed
Suspension Telescopic
BrakesFront - Hydraulic Disk
RearDrum
Wheelbase 1,305 mm
Dimensions L - 2,195 mm, W750mm & H1,070 mm
Weight 121 kg
Fuel Capacity 50kmpl
Price 54,350/-
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VI. DISCOVER 125 ST:
Class Standard
Engine 125 cc
Transmission 5-Speed
Suspension Front Telescopic, Rear Nitrox
BrakesFront - Hydraulic Disk
RearDrum
Wheelbase 1,320 mm (58.1 In)
Dimensions L - 2,195 mm, W750mm & H1,070 mm
Weight 120 kg
Fuel Capacity 55kmpl
Price 56,800/-
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VII. DISCOVER 100 T:
Class Standard
Engine 100 cc
Transmission 5-Speed
Suspension Front Telescopic, Rear Nitrox
BrakesFront - Hydraulic Disk
RearDrum
Wheelbase 1,320 mm (58.1 In)
Dimensions L - 2,195 mm, W750mm & H1,070 mm
Weight 120 kg
Fuel Capacity 60kmpl
Price 50,500/-
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VIII. PLATINA 100:
Class Standard
Engine 100 cc
Transmission 5-Speed
Suspension Front Telescopic Fork, Rear Hydraulics
BrakesFront - Drum
RearDrum
Wheelbase 1,320 mm (58.1 In)
Dimensions L - 2,195 mm, W750mm & H1,070 mm
Weight 120 kg
Fuel Capacity 60kmpl
Price 48,000/-
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ix. NINJA 650 R:
Class Sports
Engine 649 cc
Transmission 6-Speed
SuspensionFront: 41 mm Hydraulic Telescopic Fork
Rear: 4.9 in. Single Offset Laydown Shock
BrakesFront - Dual Petal Disc with 2-Piston Caliper
RearSingle Petal Disc with hydraulic caliper
Wheelbase 1,405 mm
Dimensions L - 2,100 mm, W760mm & H1,210 mm
Weight 178 kg
Fuel Capacity 15.5kmpl
Price 5,14,000/-
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IX. NINJA 300:
Class Sports
Engine 696 cc
Transmission 6-Speed
SuspensionFront: 41 mm Hydraulic Telescopic Fork
Rear: 4.9 in. Single Offset Laydown Shock
BrakesFront - Dual Petal Disc with 2-Piston Caliper
RearSingle Petal Disc with hydraulic caliper
Wheelbase 1,405 mm
Dimensions L - 2,015 mm, W715mm & H1,110 mm
Weight 164 kg
Fuel Capacity 17.5 kmpl
Price 3,50,000/-
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X. KTM DUKE 200:
Class Sports
Engine 199.5 cc
Transmission 6-Speed
Suspension
Front: 41 mm Hydraulic Telescopic Fork
Rear: 4.9 in. Single Offset Laydown Shock
BrakesFront - Disc with 2-Piston Caliper
RearSingle Petal Disc with hydraulic caliper
Wheelbase 1,367 mm
Dimensions L - 2,002 mm, W837mm & H1,274 mm
Weight 150 kg
Fuel Capacity 35kmpl
Price ,33,000/-
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CHAPTER3
FINDINGS
AND ANALYSIS
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GRAPH 1 - SHOWING THE AGE GROUP OF RESPONDENTS:
AGE GROUP NO.OF RESPONDENTS PERCENTAGE
18-30 39 39
31-40 25 25
41-50 27 27
51 & Above 9 9
TOTAL 100 100
Table 1Showing age group of Respondents
INTERPRETATION:
The above table shows the number of respondents in accordance to age group. It shows
that maximum number of respondents was aged between 31-40 years, 21-30 years, 31-40
years, 41-50 years and also aged above 50 years.
39%
25%
27%
9%
AGE
18-30
31-40
41-50
50 & Above
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GRAPH 2 - SHOWING OCCUPATION OF THE RESPONDENTS:
OCCUPATION NO.OF RESPONDENTS PERCENTAGE
Business Persons 15 15
Students 35 35
Government Employees 33 33
Others 17 17
TOTAL 100 100
Table 2Showing occupation of Respondents.
INTERPRETATION:
The above table shows the customers of Bajaj two wheeler products according to their
occupation were Students (35%) Employees (33%) Business persons (15%) and Others
(17%).
15%
35%33%
17%
OCCUPATION
BUSINESS PERSONS
STUDENTS
GOVERNMENT EMPLOYEES
OTHERS
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GRAPH 3 - SHOWING THE INCOME LEVEL OF THE RESPONDENTS:
INCOME GROUP NO.OF RESPONDENTS PERCENTAGE
Below 20,000 41 41
20,00030,000 31 31
30,00040,000 15 15
40,000 & Above 13 13
TOTAL 100 100
Table 3Showing income level of the Respondents.
INTERPRETATION:
From the above table it is observed that 41% of the customers were of low income level
customers, and 13% of customers are of high income level customer.
41%
31%
15%
13%
INCOME LEVEL
BELOW 20,000
20,000 - 30,000
30,000 - 40,000
40,000 & ABOVE
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GRAPH 4 - SHOWING THE FACTORS AFFECTING THE PURCHASE
DECESION:
FACTORS NO.OF RESPONDENTS PERCENTAGE
Price 33 33
Mileage 29 29
Style 31 31
Power 31 31
TOTAL 100 100
Table 4Showing the factors affecting the purchase decision.
INTERPRETATION:
From the above table it shows that the purchase decisions of the customers were mainly
influenced by the price, mileage, power and style of the bike.
33%
29%31%
31%
FACTORS AFFECTING BUYINGDECISION
PRICE
MILEAGE
STYLE
POWER
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GRAPH 5 - SHOWING SATISFACTORY LEVEL OF PRICE:
RESPONSES NO.OF RESPONDENTS PERCENTAGE
Affordable 52 52
Competitive 32 32
Comparatively High 16 16
TOTAL 100 100
Table 5Showing satisfactory level of price.
INTERPRETATION:
The table shows that, among the respondents the pricing of the Bajaj products is
Affordable for 52%, Competitive for 32% and ComparativelyHigh for 16%.
52%
32%
16%
AFFORDABILITY
AFFORDABLE
COMPETITIVE
COMPARATIVELY HIGH
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GRAPH 6 - TABLE SHOWING AVAILABILITY OF ALL THE REQUIRED
ACCESSORIES IN THE SHOW ROOMS:
RESPONSES NO.OF RESPONDENTS PERCENTAGE
Yes 67 67
No 33 33
TOTAL 100 100
Table 6Showing availability of all the required accessories in the show rooms.
INTERPRETATION:
From the above table 67% of the respondents say that they find all the required
accessories and spare parts of Bajaj in all show rooms.
67%
33%
AVAILABILITY OF ALL THEACCESSORIES
YES
NO
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GRAPH 7 - TABLE SHOWING THE RATING OF THE SERVICES PROVIDED
BY THE COMPANY:
RESPONSES NO.OF RESPONDENTS PERCENTAGE
Best 28 28
Better 54 54
Good 18 18
TOTAL 100 100
Table 7Showing the rating of the services provided by the company.
INTERPRETATION:
From the above table 28% of the respondents say the services provided to them by the
company are the best while 54% believe that services are better than the others.
28%
54%
18%
RATING OF THE SERVICES PROVIDED
BEST
BETTER
GOOD
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GRAPH 8 - TABLE SHOWING CUSTOMER RESPONSES REGARDING THE
RESALE VALUE OF THE BIKES:
RESPONSES NO.OF RESPONDENTS PERCENTAGE
Good 24 24
Satisfactory 40 40
Poor 18 18
TOTAL 100 100
Table 8Showing customer response regarding the resale value of the bikes.
INTERPRETATION:
18% of the respondents had the opinion that the resale value of the vehicles is poor and
40% says that the resale value is satisfactory, whereas 18% opinion is excellent.
24%
40%
18%
RESALE VALUE OF THE BIKES
GOOD
SATISFACTORY
POOR
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GRAPH 9 - TABLE SHOWING CUSTOMER RESPONSES
REGARDINGRECOMMENDATION OF BAJAJ BIKES BY THEM TO
OTHERS:
RESPONSES NO.OF RESPONDENTS PERCENTAGE
Yes 77 77
No 33 33
TOTAL 100 100
Table 9Showing customer response regarding recommendation of Bajaj bikes by them
to others.
INTERPRETATION:
From the above table it shows that 77% of respondents they willrecommend Bajaj
products to others
77%
33%
RECOMMENDATION
YES
NO
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GRAPH 10 - TABLE SHOWING CUSTOMER OPINION ABOUTTHE
ADVERTISING STRATEGY OF THE BAJAJ BIKES:
RESPONSES NO.OF RESPONDENTS PERCENTAGE
Motivating 52 52
Informative 32 32
Makes No Difference 16 16
TOTAL 100 100
Table 10Showing customer opinion about the advertising strategy of the Bajaj bikes.
INTERPRETATION:
From the above table it shows that 52% of respondents feel motivated by the advertising
strategy of the Bajaj products.
52%
32%
16%
OPINION ABOUT PRICING STRATEGY
MOTIVATING
INFORMATIVE
MAKES NO DIFFERENCE
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GRAPH 11 - TABLE SHOWING CUSTOMER OPINION ABOUTSCHEMES &
FREE GIFTS OFFERED:
RESPONSES NO.OF RESPONDENTS PERCENTAGE
Attractive 44 44
Insufficient 32 32
Makes No Difference 24 24
TOTAL 100 100
Table 11Showing customer opinion about schemes & free gifts offered.
INTERPRETATION:
From the above table it shows that 44% of respondents find offers and schemes offered to
them attractive.
44%
32%
24%
OPINION ABOUT FREE GIFTS &SCHEMES
ATTRACTIVE
INSUFFICIENT
MAKES NO DIFFERENCE
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GRAPH 12 - TABLE SHOWING CUSTOMER RESPONSES REGARDING
WHETHER THEY HAVE GOT THEIR MONEYS WORTH:
RESPONSES NO.OF RESPONDENTS PERCENTAGE
Yes 20 20
May Be 64 64
No 16 16
TOTAL 100 100
Table 12Showing customer responses regarding whether they have got their moneys
worth.
INTERPRETATION:
The table shows that 64% of the respondents are satisfied on their Moneysworth and
20% of them are fully satisfied and 16% are not satisfied.
20%
64%
16%
MONEY'S WORTH
YES
MAY BE
NO
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CHAPTER4
CONCLUSION
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CONCLUSION:
1. The important factors which effect the buying decision of the customer is theMileage and Style of the bike.
2. Most of the respondents were using the bike for a period of 1 to 5 years.3. Majority of the respondents were aware about the product through the Friends and
TV.
4. Most of the customers have the opinion that advertisement will change the buyingdecision of the customers at a certain level.
5. From the analysis came to know that the present brand image of Bajaj two-wheeler is good.
6. The overall performance of the Bajaj two-wheelers is good.7. Customers think that the service provided by the company is not satisfactory.8. Customers are not satisfied with the availability of the bike.9. Customers think that Latest Version of Bike are not Displayed in the showroom.10.Customer thinks that the resale value is poor.11.Price is one of the Key-factor in purchase decisions
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CHAPTER5
RECOMMENDATIONS
/ SUGGESTIONS
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RECOMMENDATIONS / SUGGESTIONS:
1. More attention should be kept on complaints given by customers and serve themwell.
2. Feedback should be taken by after the service of the vehicle and try to deliver thebetter service next time.
3. More authorized service station should be opened in the city.4. Management should try to reduce service charges as much as possible by keeping
in mind other service centres charges.
5. Cash less schemes for repairs under insurance claims may be arranged to avoiddelay in reimbursement.
6. Display the latest version of bike to attract the customer and satisfy number or ofmodel released.
7. By providing better service the resale value of the bike will be good.8. Management should make availability of sufficient motorcycle model and
genuine spare parts.
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CHAPTER6
LIMITATIONS OF
THE STUDY
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LIMITATIONS OF THE STUDY:
1. The study is confined to selected customers.2. This study was confined to a specific area in this case, New Delhi.3. The survey was conducted only in urban sectors of Respondents thus it cannot be
generalized
4. The information collected in this project is highly time bound hence the resultcannot be universally applicable.
5. The survey was conducted only for 100 respondents because of time constraint.
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BIBLIOGARPHY
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BIBLIOGRAPHY
BOOKS REFERRED:
KOTLER,PHILIP, Marketing Management, Tenth Edition,New Delhi,2002. MAJUMDAR, RAMANUJ, Marketing Research, New Age InternationalPrivate
Limited Publishers, New Delhi (2000).
WEBSITES:
www.bajajauto.com www.overdrive.com
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ANNEXURES
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QUESTIONNAIRE
NAME:
1. Age Group:1830 3140
4150 51 & Above
2. Occupation:Business Govt. Employee
Student Others
3. Income Group:Below 20,000
20,001 -30,000
30,001 - 40,000
40,001 & Above
4. Rate the factor effecting the purchase decision:Price Mileage Style Power
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5. What is your opinion on pricing of Bajaj Two-wheelers?Affordable Competitive Comparatively High
6. Do you find all you required accessories & spare parts of Bajaj in allshowrooms?
Yes No
7. Rate the services provided by Bajaj Auto:Best Better Good
8. Your opinion about the resale value of the bike.Good Satisfactory Poor
9. Would you recommend Bajaj Motor Cycle to others?Yes No
If no please specify
_______________________________________________
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10.What you feel about advertising strategy of Bajaj:Motivating Informative
Makes no Difference
11.What is your opinion on occasional discounts / free gifts offered byBajaj:
Attractive Insufficient
Makes No Difference
12.On the Whole did you get your moneys worth?Yes May be No
13. Do you have any suggestion for improving the product?
........................................................................