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ACKNOWLEDGEMENT

I acknowledge that I have been able to successfully

submit this report under the supervision & support
of Ms.RIDHI BAJAJ, without whose guidance this
 project would not have
have been possible.

MRINAL MUDGAL

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 ACKNOWLEDGEMENT

I acknowledge that I have been able to successfully

submit this report under the supervision & support
of Ms.RIDHI BAJAJ, without whose guidance this
 project would not have
have been possible.

MRINAL MUDGAL

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 CERTIFICATE
This is to certify that MRINAL MUDGAL
MUDGAL of 
TRINITY INSTITUTE OF PROFESSIONAL
STUDIES (BBA General, G.G.S.I.P University)
has successfully completed his project under the
guidance of Ms. RIDHI BAJAJ

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 EXECUTIVE SUMMARY

In view of the increasing competition due to globalization and the expansion of the
economy .All industries need to constantly add more attributes and features which
consumer wants in two wheelers of their company .In context company had to adopt
more innovative and consumer friendly attributes so that there product should be more
 popular among the customers.

Today in this present world the Bajaj Automobiles in two wheeler segment of India
and are leading as the world number one two wheeler company from the past three
consecutive years.

The research assigned to was to study the parameter and the features that effect most
of the customer satisfaction in the Bajaj motors limited & Bajaj Automobiles .There
are many features which effect the two wheeler company but important among all of 
them are the following :-
(1) Fuel efficiency
(2) Maintenance
(3) Availability of the product
(4) Resale value
(5) Look and style
(6) Image and brand

OBJECTIVES OF THE PROJECT

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 To study the marketing mix of Bajaj Auto.

 To study the life cycle of Bajaj Auto, its initial stages, growth n maturity.

 To study various promotional strategies and know about the current startegies
keeping in mind the cut throat competition and arrival of Honda in India.

 To focus on comparative study of different products of The Bajaj Auto Group .

 Different range of products, their success n failure.

 To study the overall financial performance of The Bajaj Auto Group.

TABLE OF CONTENTS

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S.no Topic Pg.no.

1 Introduction 7-12

2 Research methodology 13-14

3 Company profile 15-47

4 Data analysis 48-54

5 Conclusion 55

6 Recommendation 56

7 Bibliography 57

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 INTRODUCTION

The Indian two-wheeler industry is dominated by three players, Bajaj, Hero Honda
and TVS Suzuki, who account for 80 percent of the total two-wheeler market. The
other players including Kinetic Engineering, LML and others account for the
remaining 20 percent of the market. The industry can be divided into three broad
segments: Scooters, motorcycles and mopeds. In the scooters segment Bajaj is the
market leader, Hero Honda is the market leader in the motorcycles segment and in the
segment of mopeds, TVS controls the major chunk of the market.

Most Indian players in the two-wheeler industry had been into some kind of strategic
alliance, technical collaboration or joint venture with foreign players, mainly Japanese
firms. Hero-Honda, is a joint venture between the Munjal-promoted Hero Group and
Honda Motor Co. of Japan; TVS-Suzuki was an alliance with TVS and Suzuki Motors
(till September 2006); Bajaj-Kawasaki a joint venture between Bajaj Motors and
Kawasaki; and Yamaha-Escorts, a joint venture between Escorts and Yamaha Motor 
Corp.

 Bajaj Brand is the visual expression of our thoughts and actions.

 It conveys to everyone our intention to constantly inspire confidence.
 Our customers are the primary audience for our brand.

Indeed, our Brand Identity is shaped as much by their belief in Bajaj as it is by our 
own vision. Everything we do is always reinforce the distinctiveness and the power of 
our brand. We do this by living our brand essence and by continuously seeking to
enhance our customers‟ experience.

In doing so, we ensure a special place for ourselves in the hearts and the minds of our 
customers.

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 ABOUT THE INDUSTRY

INDIAN TWO-WHEELER INDUSTRY: A PERSPECTIVE

Automobile is one of the largest industries in 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 last decade, well-directed efforts
have been made to provide a new look to the automobile policy for realizing the
sector's 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 to realize its
 potential in the country. The liberalization policies have led to continuous increase in
competition which has ultimately resulted in modernization in line with the global
standards as well as in substantial cut in prices. Aggressive marketing by the auto
finance companies have also played a significant role in boosting automobile demand,
especially from the population in the middle income group.

EVOLUTION OF TWO-WHEELER INDUSTRY IN INDIA

Two-wheeler segment 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 in existence in the country since 1955. It consists of 
three segments viz. scooters, motorcycles and mopeds. According to the figures
 published by SIAM, the share of two-wheelers in automobile sector in terms of units
sold was about 80 per cent during 2006-¬07. This high figure itself is suggestive of 
the importance of the sector. In the initial years, entry of firms, capacity expansion,
choice of products including capacity mix and technology, all critical areas of 
functioning of an industry, were effectively controlled by the State machinery. The
lapses in the system had invited fresh policy options that came into being in late
sixties. Amongst these policies, Monopolies and Restrictive Trade Practices (MRTP)
and Foreign Exchange Regulation Act (FERA) were aimed at regulating monopoly

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and foreign investment respectively. This controlling mechanism over the industry
resulted in:
(a) Several firms operating below minimum scale of efficiency
(b) Under-utilization of capacity; and
(c) Usage of outdated technology.
Recognition of the damaging effects of licensing and fettering policies led to initiation
of reforms, which ultimately took a more prominent shape with the introduction of the
 New Economic Policy (NEP) in 1985.

However, the major set of reforms was launched in the year 1991 in response to the
major macroeconomic crisis faced by the economy. The industrial policies shifted
from a regime of regulation and tight control to a more liberalized and competitive
era. Two major results of policy changes during these years in two-wheeler industry
were that the, weaker players died out giving way to the new entrants and superior 
 products and a sizeable increase in number of brands entered the market that
compelled the firms to compete on the basis of product attributes. Finally, the two-
¬wheeler industry in the country has been able to witness a proliferation of brands
with introduction of new technology as well as increase in number of players.
However, with various policy measures undertaken in order to increase the
competition, though the degree of concentration has been lessened over time,
deregulation of the industry has not really resulted in higher level of competition.

A GROWTH PERSPECTIVE
The composition of the two-wheeler industry has witnessed sea changes in the post-
reform period. In 1991, the share of scooters was about 50 per cent of the total 2-
wheeler demand in the Indian market. Motorcycle and moped had been experiencing
almost equal level of shares in the total number of two-wheelers. In 2003-04, the
share of motorcycles increased to 78 per cent of the total two-wheelers while the
shares of scooters and mopeds declined to the level of 16 and 6 per cent respectively.
A clear picture of the motorcycle segment's gaining importance during this period is
exhibited by the Figures 1, 2 and 3 depicting total sales, share and annual growth
during the period 1993-94 through 2006-07.

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