INTRODUCTION:

Bajaj Auto is a major India 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 and Patnagar in Uttaranchal. Bajaj Auto makes and
exports motor scooters, motorcycles and the auto rickshaw.

Over the last decade, the company has successfully changed its image from a Scooter
manufacturer to a two wheeler manufacturer. Its product range Encompasses 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.

The company is headed by Rahul Bajaj who is worth more than US$1.5 billion.

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
 OBJECTIVE

To get the information about the genesis, growth and the performance of the company in the recent
past. To study the strategies, policies, hierarchy, managerial style etc. The company adopted which
led to it’s success.

HISTORY:
Founded in 1926, at the height of India's movement for independence from The British, the group
has an illustrious history. The integrity, dedication, Resource-fullness and determination to succeed
which are characteristic of the Group today, are often traced back to its birth during those days of
relentless Devotion to a common cause. Jamnalal Bajaj, founder of the group, was a close confident
and disciple of Mahatma Gandhi. In fact, Gandhiji had adopted him as his son. This close
relationship and his deep involvement in the Independence movement did not leave Jamnalal Bajaj
with much time to Spend on his newly launched business venture.

His son, Kamalnayan Bajaj, then 27, took over the reins of business in 1942. He too was close to
Gandhiji and it was only after Independence in 1947, that he was able to give his full attention to the
business. Kamalnayan Bajaj not only consolidated the group, but also diversified into various
manufacturing activities.

The present Chairman of the group, Rahul Bajaj, took charge of the business in1965. Under his
leadership, the turnover of the Bajaj Auto the flagship Company has gone up from Rs.72 million to
Rs.46.16 billion (USD 936million), its product portfolio has expanded from one to and the brand has
Found a global market. He is one of India's most distinguished business leaders and internationally
respected for his business acumen and entrepreneurial Spirit.
 SWOT ANALYSIS:

Let's analyze the position of Bajaj in the current market set-up, evaluating its
strengths, weaknesses, threats and opportunities available.

Strengths:

• Highly experienced management.

• Product design and development capabilities.
• Extensive R & D focus.
• Widespread distribution network.
• High performance products across all categories.
• High export to domestic sales ratio.
• Great financial support network (For financing the automobile)
• High economies of scale.
• High economies of scope.

Weaknesses:

• Hasn't employed the excess cash for long.

• Still has no established brand to match Hero Honda's Splendor in
commuter segment.
• Not a global player in spite of huge volumes.
• Not a globally recognizable brand (unlike the JV partner)

Threats:

• The competition catches-up any new innovation in no time.

• Threat of cheap imported motorcycles from China.
• Margins getting squeezed from both the directions (Price as well as Cost)
• TATA Ace is a serious competition for the three-wheeler cargo segment.

Opportunities:

• Double-digit growth in two-wheeler market.

• Untapped market above 180 cc in motorcycles.
• More maturity and movement towards higher-end motorcycles.
• The growing gearless trendy scooters and scooterette market.
• Growing world demand for entry-level motorcycles especially in
emerging markets.
 4 P’S OF MARKETING
Bajaj Pulsar 150 CC Price

• Bajaj Pulsar 150 cc Price in Delhi: 60,000/- Indian Rupee

• Bajaj Pulsar 150 cc Price in Mumbai: 68,000/- Indian Rupee
• Bajaj Pulsar 150 cc Price in Chennai: 64,000/- Indian Rupee
• Bajaj Pulsar 150cc Price in Bangalore: 65,000/- Indian Rupee
• Bajaj Pulsar 150cc Price in Hyderabad: 64,000/- Indian Rupee
• Bajaj Pulsar 150cc Price in Kolkata: 65,500/- Indian Rupee
• Bajaj Pulsar 150 cc Price in Pune: 62,000/- Indian Rupee

Bajaj Pulsar 180 CC Price

• Bajaj Pulsar 180 cc Price in Delhi: 62,000/- Indian Rupee

• Bajaj Pulsar 180 cc Price in Mumbai: 70,000/- Indian Rupee
• Bajaj Pulsar 180 cc Price in Chennai: 66,000/- Indian Rupee
• Bajaj Pulsar 180cc Price in Bangalore: 67,000/- Indian Rupee
• Bajaj Pulsar 180cc Price in Hyderabad: 66,000/- Indian Rupee
• Bajaj Pulsar 180cc Price in Kolkata: 68,500/- Indian Rupee
• Bajaj Pulsar 180 cc Price in Pune: 64,000/- Indian Rupee

Bajaj Pulsar 200 CC

• Bajaj Pulsar 200 cc Price in Delhi: 72,000/- Indian Rupee

• Bajaj Pulsar 200 cc Price in Mumbai: 80,000/- Indian Rupee
• Bajaj Pulsar 200 cc Price in Chennai: 75,000/- Indian Rupee
• Bajaj Pulsar 200cc Price in Bangalore: 77,000/- Indian Rupee
• Bajaj Pulsar 200cc Price in Hyderabad: 76,000/- Indian Rupee
• Bajaj Pulsar 200cc Price in Kolkata: 77,500/- Indian Rupee
• Bajaj Pulsar 200 cc Price in Pune: 72,000/- Indian Rupee

Bajaj Pulsar 220 cc

• Bajaj Pulsar 220 cc Price in Delhi: 87,000/- Indian Rupee

• Bajaj Pulsar 220 cc Price in Mumbai: 97,000/- Indian Rupee
• Bajaj Pulsar 220 cc Price in Chennai: 91,000/- Indian Rupee
• Bajaj Pulsar 220 cc Price in Bangalore: 93,000/- Indian Rupee
• Bajaj Pulsar 220 cc Price in Hyderabad: 92,000/- Indian Rupee
• Bajaj Pulsar 220cc Price in Kolkata: 92,500/- Indian Rupee
• Bajaj Pulsar 220 cc Price in Pune: 88,000/- Indian Rupee
 BUSINESS STRATEGIES:

Marketing Strategies:

The focus of Bajaj Auto Ltd. off late has been on providing the best of the class models at
competitive prices. Most of the Bajaj models come loaded with the latest
features within the price band acceptable by the market. BAL has been the
pioneer in stretching competition into providing latest features in the price
segment by updating the low price bikes with the latest features like disk-
brakes, anti-skid technology and dual suspension, etc.
Bajaj Auto Ltd. adopted different marketing strategies for different models, few of them are
discussed below: -

Pulsar - Pulsar was launched in direct competition to the Hero Honda's 'CBZ' model in 150
cc plus segment. The campaign beared innovative punch line of” Definitely Male" positioning
Pulsar to be a masculine-looking model with an appeal to the performance sensitive customers.
The Pulsar went one step ahead of Hero Honda's 'CBZ' and launched a twin variant of Pulsar
with the 180 cc model. The model was a great success and has already crossed 1 million mark in
sales.

Other Strategic Issues:

Cash is strength: Bajaj Auto has been sitting on a cash pile for over five years now. Over
the next couple of years, competition in the two-wheeler market is set to intensify. TVS Motors
and Hero Honda are on a product expansion binge. To fight this battle and retain its hard-
earned market share in the motorcycle Segment, Bajaj Auto will need its cash muscle. A look at
its own story over the
past five years provides valuable insight.

Delisting worry: What is worrying is that there is an idea to delist the investment company
(also an indirect indication that it would be listed initially). This would be closing the valve of
equitable ownership distribution.

There is a hint of a buyback of shares of the investment company as this is the Only way it can
be delisted. The company would not be short of cash to put through such a buyback.
 Factors such as low valuation, low trading interest and the need to provide shareholders may be
cited as plausible reasons for the buyback.

Stake for Kawasaki: Bajaj Auto's attempt to vest the surplus cash in a Separate company
may be a prelude to offering a stake to Kawasaki of Japan in the equity of the automobile
company. The latter has been playing an increasingly active role in Bajaj's recent models, and
its brand name is also
more visible in Bajaj bikes than in the past.

Better value proposition: Shareholder interests may be better served if the cash is
retained to pursue growth in a tough market. This would also obviate the need to fork-out fancy
sums as stamp duty to the government for the de-merger. A combination of a large one-time
dividend and a regular buyback program through the tender route may offer better value. A
strategic stake for Kawasaki would only positively influence the stock's valuation.

Strategies for the Overseas Markets: Bajaj Auto look at external markets
primarily with three strategies: -
1) A market where all Bajaj Auto Ltd. need to do is distribute through CKD or CBU routes.
2) Markets where BajajAutoLimited need to create new products.
3) Markets where BajajAutoLimited need to enter with existing products and probably with
a good distributor or a production facility or a joint venture