A

PROJECT REPORT ON
SALES AND SERVICE
AT
BAJAJ AUTO
SUBMITTED BY
SUHAIR KHAN H.T.NO: 280120401099

MOHAMMED ISMAIL QURESHI H.T.NO: 280120401045

MOHD ABDUL GAFOOR H.T.NO: 280120401056

AHMED ALI H.T.NO: 280120401008

PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE

AWARD OF THE DEGREE

BACHELOR OF COMMERCE (GENEREL)

OSMANIA UNIVERSITY,

HYDERABAD.

ST. JOSEPH’S DEGREE COLLEGE

(AFFILIATED TO OSMANIA UNIVERSITY)

ATTAPUR, HYDERABAD .

(2022-2023 )
 CERTIFICATE
This is certify that the Project Report entitled “SALES AND SERVICE” has
been submitted to Department of Commerce, In partial fulfillment for the
award of Bachelor Degree, is a bonafide work carried out by SUHAIR
KHANBearing H.T.NO: 280120401099 , MOHAMMED ISMAIL QURESHI Bearing
H.T.NO: 280120401045, MOHD ABDUL GAFOOR Bearing H.T.NO: 280120401056
and AHMED ALI Bearing H.T.NO: 280120401008. This has not been submitted to
any other University or Institution for the award of any other degree.

Internal Guide Principal

Place:
Date:

,
St. Joseph’s Degree College 2-2-44, Boston Towers, Pillar # 187, Upperpally
E-Mail ID: stjjrcattapur@yahoo.com Phone # 0091-8125301483 & 86 http://www.st-josephs.in
 DECLARATION

We are the students of St Josephs Degree College, Attapur, Hyderabad, here by

declared that the project report titled “A CASE STUDY ON SALES AND
SERVICE” is an original and bonafide work done by us. This report is being
submitted in partial fulfillment of requirement for the award of under graduation
degree in commerce.

Place: Hyderabad

Date:

SUHAIR KHAN

H.T.NO: 280120401099

MOHAMMED ISMAIL
QURESHI

H.T.NO: 280120401045

MOHD ABDUL
GAFOOR

H.T.NO: 280120401056

AHMED ALI

H.T.NO: 280120401008
 ACKNOWLEDGEMENT

As we are student of St. Joseph’s Degree College is affiliated to Osmania University. We

express our heartfelt thanks to the BAJAJ AUTO organization for providing the necessary
information related to our project.

We are also express our sincere thanks to the MRS SHRUTHI SHASTRI under her
supervision of St. Joseph’s Degree College and Mrs. JYOTHI LAKSHMI, Principal St.
Joseph’s Degree College who provided us the opportunity and complete cooperation facilities
and all the necessary infrastructure to complete my project.

Last but not the least it is our good fortune to have a dedicated faculty and guide for our
project, their whole-hearted co-operation helped in completing the project in time and
acquiring the knowledge.

SUHAIR KHAN

H.T.NO: 280120401099

MOHAMMED ISMAIL
QURESHI

H.T.NO: 280120401045

MOHD ABDUL
GAFOOR

H.T.NO: 280120401056

AHMED ALI

H.T.NO: 280120401008
 ABSTRACT

Its importance varies by product, industry and customer; defective or broken merchandise can be
exchanged, often only with a receipt and within a specified time frame. Retail stores will often have
a desk or counter devoted to dealing with returns, exchanges and complaints, or will perform related
functions at the point of sale.

Customer service may be provided by a person (e.g., sales and service representative), or by
automated means called self-service. Examples of self service are Internet sites. However, In the
Internet era, a challenge has been to maintain and/or enhance the personal experience while
making use of the efficiencies of online commerce. Writing in Fast Company, entrepreneur and
customer systems innovator Micah Solomon has made the point that "Online customers are literally
invisible to you (and you to them), so it's easy to shortchange them emotionally. But this lack of
visual and tactile presence makes it even more crucial to create a sense of personal, human-to-
human connection in the online arena."
 TABLE OF CONTENTS

PAGE
CHAPTER NO CONTENTS
NUMBER

INTRODUCTION 1-9

Need of the Study

Objectives of the study

CHAPTER-I
Scope of the study

Research methodology

Limitations of the study

REVIEW OF LITERATURE 10-26

CHAPTER-II

INDUSTRY & COMPANY

27-36
CHAPTER-III PROFILE

DATA ANALYSIS AND

37-49
CHAPTER-IV INTERPRETATION

FINDINGS, SUGGESTIONS & 50-53

CHAPTER-V
CONCLUSION

BIBLIOGRAPHY 54
 CHAPTER - I
INTRODUCTION

1
 INTRODUCTION

Customer service is the provision of service to customers before, during and after a
purchase. According to Jamier L. Scott. (2002), “Customer service is a series of
activities designed to enhance the level of customer satisfaction – that is, the feeling
that a product or service has met the customer expectation."

Its importance varies by product, industry and customer; defective or broken

merchandise can be exchanged, often only with a receipt and within a specified time
frame. Retail stores will often have a desk or counter devoted to dealing with returns,
exchanges and complaints, or will perform related functions at the point of sale.
Customer service may be provided by a person (e.g., sales and service representative),
or by automated means called self-service. Examples of self service are Internet sites.
However, In the Internet era, a challenge has been to maintain and/or enhance the
personal experience while making use of the efficiencies of online commerce. Writing
in Fast Company, entrepreneur and customer systems innovator Micah Solomon has
made the point that "Online customers are literally invisible to you (and you to them),
so it's easy to shortchange them emotionally. But this lack of visual and tactile
presence makes it even more crucial to create a sense of personal, human-to-human
connection in the online arena."

Customer service is normally an integral part of a company’s customer value

proposition. In their book Rules to Break and Laws to Follow, Don Peppers and
Martha Rogers, Ph.D. write that "customers have memories. They will remember you,
whether you remember them or not." Further, "customer trust can be destroyed at
once by a major service problem, or it can be undermined one day at a time, with a
thousand small demonstrations of incompetence."

From the point of view of an overall sales process engineering effort, customer
service plays an important role in an organization's ability to generate income and
revenue. From that perspective, customer service should be included as part of an
overall approach to systematic improvement.

2
Some have argued that the quality and level of customer service has decreased in
recent years, and that this can be attributed to a lack of support or understanding at the
executive and middle management levels of a corporation and/or a customer service
policy.

3
Need and Importance of Study
 Increasing competition, ever growing market, easy availability of the finances
and increasing population of young executives, with huge disposable incomes,
over the past few years has substantially increased the sales in the automobile
industry.
 Also, the competition among the dealers of the products has increased with
each trying to maximize their customer base.
 This makes it imperative for the dealers to provide the best of the services and
exceed the customer expectations to achieve customer delight and loyalty.
 The study tries to understand the key service parameters and reflect upon the
dysfunctional areas, thus providing the dealer with an insight into the level of
customer satisfaction and changing trends of the customer expectations.

4
OBJECTIVE OF THE STUDY

To study and understand the key service parameters using Customer Satisfaction and
reflect upon the low performing areas.

 To study about the customer satisfaction on the services provided by the

dealers.
 To study the opinion of the customers regarding the availability and cost of
spare parts.
 To study the opinion of the owners of bikes regarding its features like mileage,
price etc.
 To study the effect of advertisement on the customers to promote the product.
 To study the customer satisfaction with usage of their bikes.

5
SCOPE OF THE STUDY
 The study aims to measure satisfaction level of the dealers regarding Bajaj
Auto industries. The area within which the study was conducted regarding the
information the primary data is collected in the form of questionnaire collected
from the dealers in Rangareddy district.
 To sum up the project had within the scope of the study in the area of
“EFFECTIVENESS of SALES and SERVICE” of Bajaj Auto dealers in
Rangareddy district for a particular time (2019).
 The research measures the experiences of customers. Defines and analyses the
experiences based on key deliverables. Gains insights into Customer
expectations.

6
RESEARCH AND METHODOLOGY

Date Sources:

Primary data:
Primary data are data gathered for a specific purpose or for a specific research
report.

For systematically collecting the data the closed end questionnaire is used. The
questionnaire consists of questions relating to various aspects of the study for
proper data collection the questionnaire is divided into 2 sections. Both the sections
are meant for the respondent only.

Secondary data:
Secondary data are data that are collected for another purpose and already exist
somewhere. Data pertaining to company is collected from company web site
company catalogues and magazines. The company profile gives a detailed report of
history various products manufacture by its etc.

Pilot Survey
A pilot survey was conducted to understand the factors, which would positively
influence the customer. Personal Interviews totaling 20 were conducted for the sales
team, potential customers and the existing customers of BAJA AUTO. The factors
scoring high in the interviews were considered to be the key deliverables.

Survey Research:
The research was done to learn about people’s preferences and satisfaction of the
BAJA AUTO customer.

Research Tool:
Questionnaire (primary tool- attachment 1)
Interview through questionnaire method was employed for the research purpose. The
questionnaires were individually administered to each customer to ensure minimum
scope for faulty data entry and error of understanding. This method also gave the

7
interviewer the scope of entering into a dialogue and understanding the customer’s
perception better.
The questionnaire tried to capture the responses of the customers mainly on the key
deliverables, derived from the pilot survey conducted, and a few questions have been
included to gauge the level of satisfaction and to gain insight into customer
expectations.

Unstructured interview
The interview complemented the primary research tool and helped delver into details
of responses provided by the customers. This not only validated the responses of the
customers but also helped the interviewer understand the expectations of the
customers.

Sampling Unit: In this study the sampling unit used is the existing customer base of
BAJA AUTO. Selection is made from the list of Customers during the last one year.

Sampling Size: Sample size was chosen to be 100.

Sampling Procedure: Simple Random Sampling.

In simple random sampling, each member of the target population has the same
chance of being selected for participation in the study. For a sample to truly be a
simple random sample we need to develop a list or sampling frame that includes
almost all of the population, then from this we randomly pull names from the
sampling frame using some kind of random method such as a random number table or
a random number generator. Finally, numbers are assigned to all members of the
population and pull the names of those members whose numbers are pulled from the
table or generator.

The biggest advantage to a simple random sample is that we get a pretty good
unbiased sample fairly easily. The biggest downside is that we may not get all
elements of the population that are of interest.

8
LIMITATIONS OF STUDY
The study is restricted in scope of owing to the following limitations:

 Due to constraint of time only city of Hyderabad is selected and so it cannot

claim to be a comprehensive study of the population.
 The sample size is restricted to 100 respondents.
 This is a study conducted for a period of six weeks only.
 The accuracy of the study depends on the accuracy of the secondary data.
 The project is prepared in limitation to the availability of data
 The data is limited to recent amendments which are to be followed

9
 CHAPTER - II
REVIEW OF LITEATURE

10
CUSTOMER SATISFACTION
Concept Identification-
As organizations become increasingly customer focused and driven by demand, the
need to gain customer loyalty and retain their loyalty is critical. Customer satisfaction
is the most effective way to achieve customer loyalty. Customer satisfaction and
customer loyalty share many similar traits. Customer value is the customer’s
perception of the ratio of benefits to what he or she gives to obtain those benefits. The
customer Value Triad is a framework used to understand what it is that customers
want. The framework consists of three parts: (1) perceived product quality, (2) value-
based pricing, and (3) perceived service quality.
Customers are satisfied, when value meets or exceeds expectations. If their
expectations of value are not met, there is no chance of satisfying them. Figuring out
what the customers want, however, is a difficult and complex process. To be able to
create and deliver customer value is important to understand its components. On the
most basic level, value from a customer’s perspective is the ratio of benefits to the
risks being taken while buying the product.
UNDERTAKING THE KEY DELIVERABLES
Human interaction
Customer service is a task, other than proactive selling, that involves interactions with
customers in person, by telecommunications, or by mails. It is designed, programmed
and communicated with two goals in mind: operational efficiency and customer
satisfaction.
A typical categorization of the services based on who performs the action within the
services cape can be
1. Self-service (customer only)- ATM, Movie Theater
2. Interpersonal services-banks, restaurants
3. Remote services (employee only) – telephone mail order desk.
The superiority of the product has to be complemented with a high quality of services,
which gives a competitive edge to the organization. A high standard of service is what
sets apart one organization from another, and ultimately attracts the customer to the
doorsteps.
Services at the showroom fall in the second category where there is a high complexity
of interaction and hence it becomes necessary for the personnel to be adept in
responding to the customer cognitively, emotionally and psychologically.
11
The various aspects and characteristics of service provision, which have been taken
into consideration of a customer bikee team/ sales consultant are
1. Politeness
2. Courteousness
3. Product knowledge
4. Process knowledge
5. Communication skills
6. Responsiveness and supportiveness.
Product information
Consumers obtain information about products and services from personal sources
(friends and experts) and from the non-personal sources (mass and selective media).
When purchasing goods, consumers employ both personal and non-personal sources
since both effectively convey information about search qualities.
This is especially true for high involvement products such as bikes, two-wheelers,
durables etc.
Mass media can convey information about search qualities but can convey a little
about experience qualities. Also, mass media cannot elaborate on the finer aspects and
hence it becomes imperative for a showroom to provide the complete information
about the product, pricing and the offers.
The showroom can provide information by adopting the below mentioned list
1. Broachers, leaflets and pricelists – easy reference and handy.
2. Sales consultant
3. Test drive – hands-on experience.
Broachers, leaflets and pricelist are the basic sales tools, which elaborately give the
product specifications, promotional offers and schemes at hand and the pricing of
various models at display.
Sales consultant has to be knowledgeable to understand the nuances of the
specification and should be able to convey the same to the prospective customers. The
sales consultants handle the various queries (technical and commercial) and clears the
impending doubts of the inquisitive customer.
Test drive – the last part in providing information to the customer and gives the
customer a hands – on experience of the product performance
Time and Promptness.

12
One of the factors, which has to match the eagerness and the enthusiasm of the
customer is quick and prompt delivery of the service.
After the customer has made a decision to go ahead with the purchase the next logical
sequence of steps would be a process the required documents, book the order, confirm
the order, inform the customer about the date of delivery and prepare the required
documents for the delivery of the vehicle.
Order booking-This is the process where the onus lies completely on the personnel
dealing with the customer. The customer has to be given the right information
regarding the documents, time taken to process the documents and close the deal.
It is also the responsibility of the various departments involved to provide a quick
service to ensure that the customer has a good and satisfying experience.
Delivery on date and time- once the product is delivered it can be assumed that a sale
has been done. The paper work to be bikeried out has to be done at a quick pace. This
can be observed in the responses of those 25% of customers who reported a slack in
the delivery process. Deviation from promised date and time can lead to a lot of
inconvenience to the customers, thereby leading to a bad experience.
Consistency
“Nothing is consistent by change.”
Consistency is a matter of experience. The expectation of service grows from every
experience the customer has during the sales process. For eg., the customer would
expect the same responsiveness from the sales person during the order processing as it
was during the pre-sales, any aberration would create a sense of insecurity and would
thereby breach the bond of trust established between them.
Inconsistency in service is caused by ever changing expectations of the
customer. This poses a challenge of maintaining the quality of service in every
“encounter”. The expectations are not just related to the profile of the customer but
also to the occasion and moods, service firms find it difficult to meet the expectations
of the customers all the time without affecting the quality of service.
Furthermore, the characteristic of perish ability makes the service non-storable. They
exist while they are being delivered / consumed. This poses the management, problem
of managing the match and capacity planning.
In the analysis we have chosen to analyze the consistency maintained in offering
services relating to the human interaction as well as the processing of the
documents. This becomes important in the light of these services being offered in pre-
13
sales and post sales scenario, and gauging the consistency levels at these two stages
gives a fair idea of the consistency maintained in the services offered.
Consistency in human interaction is observed in the pre-sales, order processing and
post sale stages.

Convenience
The objective of the customer bikee personnel is to provide convenient and
comfortable service and not to push the customer to make the purchase. While basic
facilities are made available, the customer bikee personnel have to make sure that
customer doesn’t feel any inconvenience while the sales process is on.
Convenience does not only refer to the physical comforts such as seating, availability
of rest rooms etc. but also to mental convenience a in helping out the customer to
reach a decision, providing relevant information to the customer for evaluating the
various options, making sure that it is one-stop shop (additional accessories being
made available like stereo systems, reverse gear buzzers etc.) explain the basic
functionally of the product etc.
It is helpful to offer customers information in printed form; good signing is very
important at service delivery points and on self-service equipment. The customer
bikee personnel have to make the first move and approach the visitors instead of
making the visitors ask for some guidance. The visitors have to be communicated how
to use and how not to use the facilities at offer.
The concentration has been focused on checking the convenience of the customers on
aspects such as
1. Timings
2. Test drive
3. Availability of accessories
4. Sufficient fuel to reach the nearest petrol station
5. Wide range of finance options made available at the showroom
6. Imparting the basic mechanical functionalities of the bike.

CUSTOMER SATISFACTION
AN INSIGHT
According to Harold E Edmondson “ Customer Satisfaction” seems to appear in print
more frequently than any other catch phrase used to describe a new found magic for
14
industrial success. Before we proceed in to the study of the dynamics of Customer
Satisfaction it is important to know about, who a customer is and what satisfaction
really means.
Who really is a Customer?
The question of defining who your customers are seems fairly easy particularly if you
have segmented your market properly and understand who you are trying to
satisfy. However subtlety that frequently goes undetected by many firms is that is that
customer set can be divided into two parts, the apparent customer and the user. The
apparent customer is the person or group of people who decide what product to buy
and basically have control over the purse strings. The user is a person or group who
physically uses the product or is the direct recipient of a service.
What does satisfaction really mean?
As in defining customer above, defining satisfaction also appears simple. However as
with customer there is a subtlety that needs addressing. Satisfaction by most
definitions simply means meeting the customer’s requirement.
Customer satisfaction is a concept that more and more companies are putting at the
heart of their strategy, but for this to be successful they’re needs to be clarity about,
what customer satisfaction means and what needs to happen to drive improvement.
Without this, there is a risk that customer satisfaction becomes little more than a good
intention, with confused objectives failing to address the real issues for customers,
one helpful way to look at the problem is to rephrase the objectives: set the sights on
helping the customers meet their goals.
Customer satisfaction can be defined in many different ways. Finding the right way
for a company depends on understanding your customer and on having a clear vision
of the role that customer satisfaction is to play in the strategy. For example, a focus on
customer satisfaction can work alongside existing segmentations to support revenue
generation from high value customers or it can be a company-wide objective rooted in
the brand values. For the former, it may be sufficient to focus on improving customer
service, but for the latter a broader definition of customer satisfaction is necessary,
closer akin to corporate reputation.
Whatever the strategy for customer satisfaction, it must at least include getting the
basics right. Failing to achieve this can destroy the reputation as well as losing
valuable customers. Every customer, regardless of their economic worth to the
business, has the power to influence – positively or negatively – a company’s
15
reputation. Once the objectives for the customer satisfaction strategy are defined there
are a number of steps we can take to make sure the focus on customer satisfaction is
effective.
Building a company around Customer Satisfaction -
With the increase in customer’s demands and competition it has become a lot more
important to base the entire company on customer service. When doing this one must
first realize that every member of an organization plays an active role in customer
service. This includes both external customers and internal customers within a
company.
Customer focused organizations focus both on customer satisfaction and
profit. Achieving customer satisfaction generates the profit. In these organizations top
management has frequent contacts with external customers. The top management uses
consultative, participative, and supportive management styles to get through to the
customer. The staff focuses all of its attention on satisfying the customer’s
needs. However, the management’s job is to provide the staff with support necessary
to achieve these goals. The other department and staff in the organization that do not
have direct contact with the external customers deal exclusively with internal
customer satisfaction.
The Influence of the salesperson in Customer Satisfaction-
In an article titled, “The influence of salesperson selling behavior on customer
satisfaction with products,” Brent G.Goff and James S. Boles examine the effects of
non-product related construct on customer satisfaction with major retail purchases
such as automobiles. The article states that salesperson’s selling orientation- customer
orientation (SOCO) will affect not only consumer satisfaction with the salesperson
and dealer, but also indirectly, satisfaction with the product or manufacturer.
In the perspectives of both the retailer and the manufacturer, customer satisfaction
represents an important issue because it relates to several desirable
outcomes. Customer satisfaction leads to future purchases, and repeated purchases of
the same product from the same source. In other words, it helps a firm retain its
present customers and build loyalty. By helping a buyer obtain product information
and providing guidelines about what should be expected during the buying process
and use of a product, a salesperson may influence customer expectations concerning
the product. Thereby this may reduce the likelihood of dissatisfaction (Grewal and
Sharma, 1991). A successful salesperson tailors to the needs of each individual
16
customer. By being customer-oriented, a salesperson is likely to identify with needs of
the customer, enabling the salesperson to match his or her presentation to those
requirements of the customer.
Internal Marketing – how it affects Customer Satisfaction –
Successful companies make every effort to ensure satisfaction to their customer by
focusing all organizational efforts of the company on providing superior customer
service. By doing this these companies hope to retain their existing customers and
attract new ones. Only angle of customer satisfaction commonly overlooked is the
internal aspect.
The internal customer or employee plays a vital role in achieving customer
satisfaction and loyalty. Some firm’s do not understand that the treatment of internal
customers becomes the external customers’ perception of the company. A firm’s
employees or other departments within the organization make up its internal
customers. Their job performance affects the firm’s ability to deliver superior product
and customer service (Boone and Kurtz, 1999). When a firm’s employees are happy
at work, their overall attitude and performance towards the customer enhances
tremendously. Internal marketing helps members or employees of an organization
understand and fulfill their roles in implementing its marketing strategy. Internal
marketing not only keeps employees happy, it also shows them how their actions
affect the firm’s ability to achieve customer satisfaction.

Customer Satisfaction as part of Service Profit Chain:

A Harvard Business Review article outlines the internal process required to drive
growth and increase profitability. The article describes the ways in which service
quality contributes to success, outlining the steps in the “Service-profit chain”:

Profitability / Growth
Customer Loyalty

Customer Satisfaction

Value
Employee Productivity
Employee Loyalty

17
 Internal Quality

Leadership

Customer service is the provision of service to customers before, during and after a
purchase.
According to Jamier L. Scott. (2002), “Customer service is a series of activities
designed to enhance the level of customer satisfaction – that is, the feeling that a
product or service has met the customer expectation."
Its importance varies by product, industry and customer; defective or broken
merchandise can be exchanged, often only with a receipt and within a specified time
frame. Retail stores will often have a desk or counter devoted to dealing with returns,
exchanges and complaints, or will perform related functions at the point of sale.
Customer service may be provided by a person (e.g., sales and service representative),
or by automated means called self-service. Examples of self service are Internet sites.
However, In the Internet era, a challenge has been to maintain and/or enhance the
personal experience while making use of the efficiencies of online commerce. Writing
in Fast Company, entrepreneur and customer systems innovator Micah Solomon has
made the point that "Online customers are literally invisible to you (and you to them),
so it's easy to shortchange them emotionally. But this lack of visual and tactile
presence makes it even more crucial to create a sense of personal, human-to-human
connection in the online arena."
Customer service is normally an integral part of a company’s customer value
proposition. In their book Rules to Break and Laws to Follow, Don Peppers and
Martha Rogers, Ph.D. write that "customers have memories. They will remember you,
whether you remember them or not." Further, "customer trust can be destroyed at
once by a major service problem, or it can be undermined one day at a time, with a
thousand small demonstrations of incompetence."
From the point of view of an overall sales process engineering effort, customer
service plays an important role in an organization's ability to generate income and
revenue. From that perspective, customer service should be included as part of an
overall approach to systematic improvement.

18
Some have argued that the quality and level of customer service has decreased in
recent years, and that this can be attributed to a lack of support or understanding at the
executive and middle management levels of a corporation and/or a customer service
policy.
Instant feedback
Recently, many organizations have implemented feedback loops that allow them to
capture feedback at the point of experience. For example, National Express, one of the
UK's leading travel companies invites passengers to send text messages whilst riding
the bus. This has been shown to be useful as it allows companies to improve their
customer service before the customer defects, thus making it far more likely that the
customer will return next time.

Setting the right KPIs

A challenge working with Customer Service is to ensure that you have focused your
attention on the right key areas, measured by the right Key Performance Indicator.
There is no challenge to come up with a lot of meaningful KPIs, but the challenge is
to select a few which reflects your overall strategy. In addition to reflecting your
strategy it should also enable staff to limit their focus to the areas that really matter.
The focus must be of those KPIs, which will deliver the most value to the overall
objective, e.g. cost saving, service improving etc. It must also be done in such a way
that staff sincerly believe that they can make a difference with the effort.
One of the most important aspects of a customer service KPI is that of what is often
referred to as the "Feel Good Factor". Basically the goal is to not only help the
customer have a good experience, but to offer them an experience that exceeds their
expectations. Several key points are listed as follows:
1. Know your product - Know what products/service you are offering back to front. In
other words be an information expert. It is okay to say "I don't know", but it should
always be followed up by... "but let me find out" or possibly " but my friend knows!"
Whatever the situation may be, make sure that you don't leave your customer with an
unanswered question.
2. Body Language/Communication - Most of the communication that we relay to
others is done through body language. If we have a negative body language when we
interact with others it can show our lack of bikee. Two of the most important parts of
19
positive body language are smiling, and eye contact. Make sure to look your
customers in the eye. It shows that we are listening to them, not at them. And then of
course smiling is just more inviting than someone who has a blank look on their face.
3. Anticipate Guest Needs - Nothing surprises your customer more than an employee
going the extra mile to help them. Always look for ways to serve your customer more
than they expect. In doing so it helps them to know that you bikee and it will leave
them with the "Feel Good Factor" that we are searching for.

Standardization
There are few standards on this topic. ISO and The International Customer Service
Institute (TICSI) have published the following ones:
 ISO 9004:2000, on performance improvement
 ISO 10001:2007, on customer service conduct
 ISO 10002:2004, on quality management in handling customer complaints
 ISO 10003:2007, on dispute resolution
 The International Customer Service Standard (TICSS)
There is also an Information Technology service management standard: ISO/IEC
20000:2005. Its first part concerns specifications and its second part the code of
practice.
Sales
A sale is the pinnacle activity involved in selling products or services in return for
money or other compensation. It is an act of completion of a commercial activity.
A sale is completed by the seller or the provider of the goods or services to an
acquisition or appropriation or request followed by the passing of title (property or
ownership) in the item and the application and due settlement of a price, the douche of
or any claim upon the item. The purchaser, though a party to the sale, does not
execute the sale, only the seller does that. To be precise the sale completes prior to the
payment and gives rise to the obligation of payment. If the seller completes the first
two above stages (consent and passing ownership) of the sale prior to settlement of
the price, the sale is still valid and gives rise to an obligation to pay.
Sales techniques
The sale can be made through
 Direct sales, involving person to person contact
 Pro forma sales
20
 Agency-based
o Sales agents (real estate, manufacturing)
o Sales outsourcing through direct branded representation
o Transaction sales
o Consultative sales
o Complex sales
o Consignment
o Telemarketing or telesales
o Retail or consumer
 Traveling salesman
o Door-to-door
o To tourists on crowded beach
 Request for proposal – An invitation for suppliers, through a bidding process,
to submit a proposal on a specific product or service. An RFP is usually part of
a complex sales process, also known as enterprise sales.
 Business-to-business – Business-to-business sales are much more relationship
based owing to the lack of emotional attachment to the products in question.
Industrial/Professional Sales is selling from one business to another
 Electronic
o Web – Business-to-business and business-to-consumer
o Electronic Data Interchange (EDI) – A set of standard for structuring
information to be electronically exchanged between and within
businesses
 Indirect, human-mediated but with indirect contact
o Mail-order
 Sales Methods:
o Selling technique
o SPIN Selling
o Consultative selling
o Sales enablement
o Solution selling
o Conceptual Selling
o Strategic Selling
o Sales Negotiation
21
 o Reverse Selling
o Paint-the-Picture
o The take away
o Large Account Management Process chocolate kisses
Sales agents
Agents in the sales process can be defined as representing either side of the sales
process; for example:;Sales broker or 1.Seller agency]] or seller agent:This is a
traditional role where the salesman represents a person or company on the selling end
of the deal 2. Buyers broker or [[Buyer brokerage: This is where the salesman
represents the consumer making the purchase. This is most often applied in large
transactions. 3. Disclosed dual agent: This is where the salesman represents both
parties in the sale and acts as a mediator for the transaction. The role of the salesman
here is to oversee that both parties receive an honest and fair deal, and is responsible
to both. 4. Transaction broker: This is where the salesperson doesn't represent either
party, but handles the transaction only. This is where the seller owes no responsibility
to either party getting a fair or honest deal, just that all of the papers are handled
properly. 5. Sales outsourcing: This is direct branded representation where the sales
reps are recruited, hired, and managed by an external entity but hold quotas, represent
themselves as the brand of the client, and report all activities (through their own sales
management channels) back to the client. It is akin to a virtual extension of a sales
force. (see Sales Outsourcing entry) 6. Sales managers: It is the goal of a qualified and
talented sales manager to implement various sales strategies and management
techniques in order to facilitate improved profits and increased sales volume. They are
also responsible for coordinating the sales and marketing department as well as
oversight concerning the fair and honest execution of the sales process by his agents
7.Salesmen: The primary function of professional sales is to generate and close leads,
educate prospects, fill needs and satisfy wants of consumers appropriately, and
therefore turn prospective customers into actual ones. The successful questioning to
understand a customer's goal and requirements relevant to the product, the further
creation of a valuable solution by communicating the necessary information that
encourages a buyer to achieve their goal at an economic cost is the responsibility of
the salesperson or the sales engine (e.g. internet, vending machine etc). A good
salesman should never mis-sell or over-evaluate the customer's requirements.
The sales and marketing relationship
22
Marketing and sales are very different, but have the same goal. Marketing improves
the selling environment and plays a very important role in sales. If the marketing
department generates a potential customers list, it can be beneficial for sales. The
marketing department's goal is to increase the number of interactions between
potential customers and company, which includes the sales team using promotional
techniques such as advertising, sales promotion, publicity, and public relations,
creating new sales channels, or creating new products (new product development),
among other things. It also includes bringing the potential customer to the company's
website for more information, or to contact the company for more information, or
interact with the company via social media such as Twitter, Face book, a blog, etc.
The relatively new field of sales process engineering views "sales" as the output of a
larger system, not just that of one department. The larger system includes many
functional areas within an organization. From this perspective, sales and marketing
(among others, such as customer service) are labels for a number of processes whose
inputs and outputs supply one another to varying degrees. Considered in this way, to
improve the "output" (namely, sales) the broader sales process needs to be studied and
improved as would any system, since the component functional areas interact and are
interdependent.
In most large corporations, the marketing department is structured in a similar fashion
to the sales department and the managers of these teams must coordinate efforts in
order to drive profits and business success. For example, an "inbound" focused
campaign seeks to drive more customers "through the door" giving the sales
department a better chance of selling their product to the consumer. A good marketing
program would address any potential downsides as well.
The Sales department's goal would be to improve the interaction between the
customer and the sales facility or mechanism (example, web site) and/or salesperson.
Sales management would break down the selling process and then increase the
effectiveness of the discrete processes as well as the interaction between processes.
For example, in many out-bound sales environments, the typical process is out bound
calling, the sales pitch, handling objections, opportunity identification, and the close.
Each step of the process has sales-related issues, skills, and training needs as well as
marketing solutions to improve each discrete step, as well as the whole process.
One further common complication of marketing involves the inability to measure
results for a great deal of marketing initiatives. In essence, many marketing and
23
advertising executives often lose sight of the objective of sales/revenue/profit, as they
focus on establishing a creative/innovative program, without concern for the top or
bottom lines. Such is a fundamental pitfall of marketing for marketing's sake.
Many companies find it challenging to get marketing and sales on the same page.
Both departments are different in nature, but handle very similar concepts and have to
work together for sales to be successful. Building a good relationship between the two
that encourages communication can be the key to success even in a down economy.
Marketing potentially negates need for sales
Some sales authors and consultants contend that an expertly planned and executed
marketing strategy may negate the need for outside sales entirely. They suggest that
by effectively bringing more customers "through the door" and enticing them to
contact you, sales organizations can dramatically improve their results, efficiency,
profitability, and allow salespeople to provide a drastically higher level of customer
service and satisfaction, instead of spending the majority of their working hours
searching for someone to sell to.
While this theory is present in a few marketing consulting companies the practical and
realistic application of this principle has not been widely proven in the market and
sales forces worldwide continue to be responsible for developing business as well as
closing it.
Some marketing consulting firms postulate that each selling opportunity at each
enterprise lies on a continuum of numbers of people involved, necessary degree of
face-to-face interaction, overhead, and through-put time, to name a few dimensions.
The number of people involved in actual face-to-face selling at, say, a clothing store is
probably vastly different from that at an on-line book-seller.
In reality, marketing and sales are complementary, and do not negate each other's
purpose or presence. Marketing is a field/process designed to ascertain what
consumers want/value, and accordingly manufacture such goods/services. Marketing
is a process founded on the premise that consumers are king , and thus developing a
long-term relationship with them is key to organizational survival. This is important,
considering the fact that a market economy is demand-led. In contemporary firms,
sales is often the end-point in the marketing process, after the determining of
consumer needs, marketing planning, marketing strategy, marketing research, market
segmentation, etc. have been executed.

24
In short, a sale often cannot exist in itself. Marketing is used to gauge whether persons
are even potentially willing or able to buy a product; the sale pertains to techniques
used to persuade a person to actually buy it, once they have considered the possibility
of purchasing a good/service in question.
Industrial marketing
The idea that marketing can potentially eliminate the need for sales people is entirely
dependent on context. For example, this may be possible in some B2C situations
however, for many B2B organizations (for example industrial organizations) this is
mostly impossible. Another dimension is the value of the goods being sold. Fast
Moving Consumer Goods (FMCG) require no sales people at the point of sale to get
them to jump off the supermarket shelf and into the customer's trolley. However, the
purchase of large mining equipment worth millions of dollars will require a sales
person to manage the sales process. Particularly in the face of competitors.
Sales and marketing alignment and integration
Another key area of conversation that has arisen is the need for alignment and
integration between corporate sales and marketing functions. According to a report
from the Chief Marketing Officer (CMO) Council, only 40 percent of companies have
formal programs, systems or processes in place to align and integration between the
two critical functions.
Traditionally, these two functions, as referenced above, has been largely segmented
and left in siloed areas of tactical responsibility. In Glen Petersen’s book, “The Profit
Maximization Paradox,” the changes in the competitive landscape between the 1950s
and today are so dramatic that the complexity of choice, price and opportunities for
the customer forced this seemingly simple and integrated relationship between sales
and marketing to change forever. Petersen goes on to highlight that salespeople are
spending approximately 40 percent of their time preparing customer-facing
deliverables while leveraging less than 50 percent of the materials created by
marketing, adding to the perception that marketing is out of touch with the customer,
and sales is resistant to messaging and strategy.
Internet applications, commonly referred to as Sales 2.0 tools, have also increasingly
been created to help align the goals and responsibilities of marketing and sales
departments.
Sales intelligence

25
The term Sales intelligence (SI) refers to technologies, applications and practices for
the collection, integration, analysis, and presentation of Sales information. The
purpose of Sales intelligence is to support better business decision making by sales
people. It dates back to 1996 when the original product was developed by a company
called Vecta Sales Solutions Ltd. (Part of the Edp Group)
SI describes a set of concepts and methods to improve Sales Performance and
decision making by using fact-based Transaction information. SI is usually integrated
or includes (CRM) Customer Relationship Management. Sales Intelligence systems
are data-driven.
Sales Intelligence is similar to Business Intelligence (BI) but is specifically designed
for the use of Sales People and Sales Managers.
Sales intelligence solutions are predominantly designed for companies in the
manufacturing, distribution and wholesale sectors. These are highly competitive
markets, where volumes are high, margins are low.
(SI) solutions provide unique insight into customer buying patterns. By automatically
analysing and evaluating these patterns, Sales Intelligence pro-actively identifies and
delivers up-sell, cross-sell and switch-sell opportunities.
Most good Sales Intelligence products will inform you if there's a potential customer
drift issue, so you can address the situation before it becomes a problem.
Unlike customer relationship management (CRM) and traditional business
intelligence (BI) applications, Sales Intelligence analyses your existing sales data to
pro-actively deliver actionable, relevant information.

26
 CHAPTER - III

COMPANY & INDUSTRY

PROFILE

27
HISTORY OF THE TWO WHEELERS:

The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by

an internal –combustion engine (or, less often by an electric engine). The automobile
was the reply to the 19th –century reams of self-propelling the horse-drawn bikeriage.
Similarly, the invention of the motorcycle created the self –propelling bicycle. The
first commercial design was three-wheeler built by Edward Butler in Great Britain in
1884. This employed a horizontal single-cylinder gasoline engine mounted between
two steer able front wheels and connected by a drive chain to the rear wheel. The
1900s saw the conversion of many bicycles or pedal cycles by adding small, centrally
mounted spark ignition engine engines. There was then felt the need for reliable
constructions. This led to road trial tests and competition between manufacturers.
Tourist Trophy (TT) races were held on the Isle of main in 1907 as reliability or
endurance races. Such were the proving ground for many new ideas from early two-
stroke-cycle designs to supercharged multivalent engines mounted on aerodynamic,
bikebon fiber reinforced bodywork.

INVENTION OF TWO WHEELERS:

The invention of two wheelers is a much-debated issue. “Who invented the

first motorcycle?” May seem like a simple question, “safety”, bicycle, i.e., bicycle
with front and rear wheels of the same size, with a pedal crank mechanism to drive
the rear wheel. Those bicycles in turn described from high-wheel bicycles. The high
–wheelers descended from an early type of pushbike, without pedals, propelled by the
rider’s feet pushing against the ground. These appeared around 1800, used iron
banded wagon wheels, and were called “bone-crushers”, both for their jarring ride,
and their tendency to toss their riders. Gottiieb Daimler (who credited with the
building the first motorcycle in 1885, one wheel in the front and one in the back,
although it had a smaller spring-loaded outrigger wheel on each side. It was
constructed mostly of wood, the wheels were of the iron-banded wooden-spooked
wagon-type and it definitely had a “bone-crusher” chassis!

28
FURTHER DEVELOPMENTS:

Most of the developments during the early phase concentrated on three and
four-wheeled design since it was complex enough to get the machines running with
out having to worry about them falling over. The next notable two-wheeler though
was the Hildebrand & Wolf Mueller, patented in Munich in 1894. In 1895, the
French firm of DeDion-button built and engine that was to make the mass production
and common use of motorcycle possible. The first motorcycle with electric start and
a fully modem electrical system; the Hence special from the Indian Motorcycle
Company astounded the industry in 1931. Before World War 1, IMC was the largest
motorcycle manufacturer in the world producing over 20000 bikes per year.

INCREASING POPULARITY:

The popularity of the vehicle grew especially after 1910, in 1916; the Indian
motorcycle company introduced the model H racer, and placed it on sale. During
World War 1, all branches of the armed forces in Europe used motorcycles principally
for dispatching. After the war, it enjoyed a sport vogue until the Great Depression
began in motorcycles lasted into the late 20th century; weight the vehicle being used
for high-speed touring and sport competitions. The more sophisticated of a 125cc
model. Since then, an increasing number of powerful bikes have blazed the roads.

HISTORICAL INDUSTRY DEVELOPMENTS:

Indian is the second largest manufacturer and producer to two wheelers in the
World. It stands next only to Japan and China in terms of the number of V produced
and domestic sales respectively. This destination was achieved due to variety of
reason like restrictive policy followed by the government of India towards the
passenger bike industry, rising demand for personal transport, inefficiency in the
public transportation system etc. The Indian two-wheelers industry made a small
beginning in the early 50s when Automobile products of India (API) started
manufacturing scooters in the country. Until 1958, API and Enfield were the sole
producers.

29
 The two –wheelers market was opened were opened to foreign competition in
the mid-80s. And the then market leaders-Escorts and Enfield – were caught unaware
by the onslaught of the 100cc bikes of the four Indo- Japanese joint ventures. With
the availability of fuel-efficiency low power bikes, demand swelled, resulting in Bajaj
Auto –then the only producer of four stroke bikes (100cc category), gaining a top slot.
The first Japanese motorcycles were introduced in the early eighties. TVS
Suzuki and Bajaj Auto brought in the first two-stroke and four-stroke engine
motorcycles respectively. These two players initially started with assembly of CKD
Kits, and later on progressed to indigenous manufacturing.

The industry had a smooth ride in the 50s, 60s and 70s when government
prohibited new entries and strictly controlled capacity expansion. The industry saw a
sudden growth in the 80s. The industry witnessed a steady of 14% leading to a peak
volume of 1.9 mn vehicles in 1990.

In 1990 the entire automobile industry saw a drastic fall in demand. This
resulted in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of
0.4mn vehicles. Barring Bajaj Auto, all the major producers suffered from recession
in FY93 and FY94. Bajaj Auto showed a marginal decline in 1992.

The reason for recession in the sector were the incessant rise in fuel prices, high
input costs and reduced purchasing power due to significant like increased production
in 1992, due to new entrants coupled with recession in the industry resulted in
companies either reporting losses or a fall in profits.

CONCLUSION:
30
The two-wheelers market has had a perceptible shift from a buyers market to a sellers
market with a variety of choice, players will have compete on various fronts viz.
pricing, technology product design, productivity after sale service, marketing and
distribution. In the short term, market shares of individual manufacturers are going to
be sensitive to capacity, product acceptance, pricing and competitive pressures from
other manufacturers.
As incomes grow and people grow and people feel the need to own a private
means of transport, sales of two-wheelers will rise. Penetration is expected to
increase to approximately to more than 25% by 2005.
The motorcycle segment will continue to lead the demand for two-wheelers in
the coming years. Motorcycle sale is expected to increase by 20% yoy as compared
to 1% growth in the scooter market and 3% by moped sales respectively for the next
two years.
The four-stroke scooters will add new dimension to the two-wheeler segment in the
coming future.
The Asian continent is that largest user of the two-wheelers in the world. This is due
to poor road infrastructure and low per capita income, restrictive policy on bike
industry. This is due to oligopoly between top five players in the segment, compared
to thirsty manufacturers in the bike industry.
Bajaj Auto motors LTd., is one of the leading companies in the two-wheeler
industry. At present it is the market leader in the motorcycle segment with around
47% the market share during FY 2000 –01. During the year, company posted a
41.15% yoy rise in turnover to Rs.31, 686.5mn in motorcycles which driven by a
35.17% yoy rise in Motorcycle sales volumes. The company has emerged as one of
the most successful players, much ahead of its competitions an account of its superior
and reliable product quality complemented with excellent marketing techniques. The
company has been consistently addressing the growing demand for motorcycles and
has been cumulative

31
 COMPANY PROFILE

Bajaj Auto Limited (/ˌbʊˈdʒɑːdʒ/) is an Indian multinational automotive

manufacturing company based in Pune.[2] It
manufactures motorcycles, scooters and auto rickshaws. Bajaj Auto is a part of
the Bajaj Group. It was founded by Jamnalal Bajaj (1889–1942) in Rajasthan in the
1940s.
Bajaj Auto is the world's third-largest manufacturer of motorcycles and the second-
largest in India.[3] It is the world's largest three-wheeler manufacturer.[4] In December
2020, Bajaj Auto crossed a market capitalisation of ₹1 trillion (US$13 billion),
making it the world's most valuable two-wheeler company.[5]
History

Bajaj Chetak built under license from Piaggio

Bajaj Auto was established on 29 November 1945 as M/s Bachraj Trading
Corporation Private Limited.[6] It initially imported and sold two- and three-wheelers
in India.[6] In 1959, it obtained a license from the Government of India to manufacture
two-wheelers and three-wheelers and obtained Licence from Piaggio to
manufacture Vespa Brand Scooters in India.[6] It became a public limited company in
1960.[6]
With the launch of motorcycles in 1986, the company changed its branding from a
scooter manufacturer to a two-wheeler manufacturer.[7]
In 1984, Bajaj Auto signed a technical assistance agreement with Kawasaki,
cooperating to expand production and sales of motorcycles in the local market.[8]
In the early 2000s, Bajaj Auto bought a controlling stake in the Tempo Firodia
company, renaming it "Bajaj Tempo". Germany's Daimler-Benz owned 16% of Bajaj
Tempo, but Daimler sold their stake back to the Firodia group. It was agreed that
Bajaj Tempo would gradually phase out the use of the "Tempo" brand name, as it still
belonged to Mercedes-Benz.[9][10] The name of the company was changed to Force
Motors in 2005, dropping "Bajaj" as well as "Tempo", over the objections of Bajaj
Auto with whom the company shares a long history as well as a compound wall.[11]
In 2007, Bajaj Auto, through its Dutch subsidiary Bajaj Auto International Holding
BV, purchased a 14.5% stake of Austrian rival KTM,[12] gradually increasing its stake

32
to a 48% non-controlling share by 2020. In December 2020, Bajaj started discussions
on swapping its stake from KTM to KTM's controlling shareholder Pierer Mobility, a
subsidiary of Pierer Industrie.[13]
On 26 May 2008, Bajaj Auto Limited was split off into three corporate entities —
Bajaj Finserv Limited (BFL), Bajaj Auto Ltd (BAL), and Bajaj Holdings and
Investment Ltd (BHIL).[14][15]
In 2017, Bajaj Auto and Triumph Motorcycles Ltd teamed up to build mid-capacity
motorcycles.[16]
In 2017, Bajaj and Kawasaki ended a sales and services partnership in India for the
sale and after-sales service of Kawasaki motorcycles, which had been established in
2009. The partnership's dealerships were later converted into KTM ones. Bajaj and
Kawasaki continue with their relationship in overseas markets.[17]
On 26 November 2019, Bajaj Auto invested about ₹57 crore ($8 million) in bicycle
and electric scooter rental startup Yulu.[18] In this deal, Bajaj would also manufacture
customised electric scooters for Yulu.[18]
Manufacturing
The company has plants in Chakan, Waluj in Aurangabad and Pantnagar.[19] The
oldest plant at Akurdi in Pune houses the R&D centre 'Ahead'.[20]
Products[edit]

Bajaj Pulsar 220

Bajaj Pulsar NS 200

A Bajaj RE autorickshaw in Jakarta, Indonesia

Bajaj manufactures and sells motorcycles, scooters, auto-rickshaws and cars.[21] As of
2004, Bajaj Auto was India's largest exporter of motorcycles.[22]
Bajaj is the first Indian two-wheeler manufacturer to deliver 4-stroke commuter
motorcycles with sporty performance for the Indian market.[vague][23] Bajaj achieved
this with the 150cc and 180cc Pulsar.
Motorcycles produced by Bajaj include the CT
100 Platina,[24] Discover, Pulsar, Avenger, and Dominar. In FY 2012–13, it sold
approximately 37.6 lakh (3.76 million) motorcycles which accounted for 31% of the

33
market share in India. Of these, approximately 24.6 lakh (2.46 million) motorcycles
(66%) were sold in India, and the remaining 34% were exported.
Auto rickshaw (three wheeler)[edit]
Bajaj is the world's largest manufacturer of auto rickshaws and accounts for almost
84% of India's three-wheeler exports. During the FY 2012–13, it sold approx.
4,80,000 three-wheelers which was 57% of the total market share in India. Out of
these 4,80,000 three-wheelers, 47% were sold in the country and 53% were exported.
In Indonesia, Bajaj three-wheelers are described as "iconic" and "ubiquitous" to the
point that the word bajaj (pronounced bajay[25]) is used to refer to auto rickshaws of
any kind.[26]
Low-cost cars
In 2010, Bajaj Auto announced cooperation with Renault and Nissan Motor to
develop a US$2,500 car, aiming at a fuel efficiency of 30 kilometres per litre
(85 mpg-imp; 71 mpg-US) (3.3 L/100 km), or twice an average small car, and carbon
dioxide emissions of 100 g/km.[27][28]
On 3 January 2012, Bajaj auto unveiled the Bajaj Qute (formerly Bajaj RE60), a mini
car for intra-city urban transportation, which is legally classified as a quadricycle. The
target customer group was Bajaj's three-wheeler customers.[29] According to its
Managing Director Rajiv Bajaj, the RE60 powered by a new 200 cc rear mounted
petrol engine will have a top speed of 70 kilometres per hour (43 mph), a mileage of
35 kilometres per litre (99 mpg-imp; 82 mpg-US) and carbon dioxide emissions of
60 g/km.[29][30]
Electric scooters
Bajaj launched its first electric scooter, the Chetak, in India in January 2020.[31] In
December 2021, Bajaj announced an investment of ₹300 crore to build an electric
vehicle production facility in Pune. According to the company, the plant would be
able to produce 500,000 electric vehicles (EVs) each year, catering to both domestic
and international markets.[32]
Listing and shareholding
Listing[edit]
Bajaj Auto's equity shares are listed on Bombay Stock Exchange where it is a
constituent of the BSE SENSEX index,[33] and the National Stock Exchange of
India where it is a constituent of the CNX Nifty.[34]

34
Shareholding
On 31 December 2022, 54.98% of the equity shares of the company were owned by
the promoters Bajaj Group and the remaining were owned by others.[35]

Shareholders (as of 31 December 2022) Shareholding %

Promoters: Bajaj Group 54.98%

Mutual funds, FIs, and insurance companies 09.73%

Foreign institutional investors 11.82%

Individual shareholders 09.55%

Bodies corporate 04.35%

Foreign portfolio investments corporations 00.60%

GDRs NIL

Others 08.97%

Total 100.0%

As of 31 March 2020, there were 100 funds that had disclosed positions in the
company, including funds by The Vanguard Group, Dimensional Fund
Advisors and Fidelity Investments.[36]
Employees
Bajaj Auto had a total of 10,000 employees as of 2019, of which 51 were women
(0.63%) and 25 were differently-abled (0.31%).[37] It spent ₹650 crore (equivalent
to ₹10 billion or US$130 million in 2020) on employee benefit expenses during the
FY 2012–13. The company was headed by Rahul Bajaj until 2005 whose net worth
was around US$2 billion in March 2013. Currently, his son Rajiv Bajaj heads
company.[38]
Awards and recognitions
 Bajaj Pulsar 135 LS received Bike of the Year 2010 award from BBC
TopGear and Bike India.[39]
 Pulsar 220 DTS-Fi received the Bike of the Year 2008 award by all major
Indian automobile magazines like Overdrive, Autocar, Business Standard
Motoring and Bike Top Gear.[40]

35
 In 2006, Bajaj Auto won the Frost & Sullivan Super Platinum Award for
manufacturing excellence in its Chakan Plant.[41]
 It received award for The Most Customer Responsive Company in
Automobiles category in a survey conducted by Economic Times for the years
2004, 2006 and 2008.[42]
 Bajaj Auto received the Bike Maker of the Year award in ICICI Bank
Overdrive Awards 2004.[43]
 Bajaj Pulsar 180 DTS-i won the BBC World Wheels Viewers Choice Two
Wheeler of the Year 2003 award.[44]
 The Forbes Global 2000 list for the year 2012 ranked Bajaj Auto at 1,416.[19]

36
 CHAPTER 4
DATA ANALYSIS &
INTERPRETATION

37
1. WHICH VEHICLE DO YOU OWN CURRENTLY FROM BAJA
AUTO?

A) BAJAJ PULSAR B) SPLENDER C) BAJAJ PULSAR 125

D) BAJAJ CT 100

OPINION TOTAL NO OF PRECENTAGE

RESPONDENTS
BAJAJ PULSAR 25 50%
BAJAJ DOMINAR 15 30%
BAJAJ PULSAR 5 10%
125
BAJAJ CT 100 5 10%

INTERPRETATION:

Most of the customers own Bajaj Pulsar plus currently.

38
2.Which brand did you prefer before selecting BAJA AUTO?

a) TVS b) HONDA c) BAJAJ

OPINIO TOTAL NO OF PRECENTAG

N RESPONDENTS E
TVS 20 40%
HONDA 15 30%

BAJAJ 15 30%

Sales

1st
2nd
3rd

INTERPRETATION:

Most of the customers preferred TVS before selecting Bajaj Auto

39
3.Why did you choose the BAJA AUTO?

a) Quality of service b) Close to you c) Known to you d) Good

image.

OPINION TOTAL NO OF PRECENTAGE

RESPONDENTS
Quality of service 25 50%
Close to you 15 30%
Known to you 5 10%
Good image 5 10%

INTERPRETATION
Most of the customers chose Bajaj Auto for the Quality of the service they are giving
to the customers.

40
4. was a sale consultant present and give his personal attention at the time of
delivery of the new bike?

a) Yes b) No c) can’t say

OPINION TOTAL NO OF PRECENTAGE

RESPONDENTS
Yes 40 80%
No 5 10%
Can’t say 5 10%

Sales

1st Qtr
2nd Qtr
3rd Qtr

INTERPRETATION
80% of the customers feel that there was a sale consultant present and gave his
personal attention at the time of delivery of the new bike

41
 5. At the time delivery, were the operating controls (switches and lavers)
and basic Mechanical functionalities of the bike explained to you?

a) Yes b) No c) can’t say

OPINION TOTAL NO OF PRECENTAGE

RESPONDENTS
Yes 35 70%
No 10 20%
Can’t say 5 10%

Sales

1st
Qtr
2nd
Qtr

INTERPRETATION
Most of the customers feel that the operating controls (switches and lavers) and
basic Mechanical functionalities of the bike are explained at the time of delivery.

42
6. Were you offered test drive?

a) Yes b) No c) can’t say

OPINION TOTAL NO OF PRECENTAGE

RESPONDENTS
Yes 35 70%
No 10 20%
Can’t say 5 10%

Sales

Yes
No
Cant say

INTERPRETATION

70% of the customers say that they were given for test drive.

43
7. Are you satisfied with your vehicles mileage?

a) Yes b) No c) Can’t say

OPINION TOTAL NO OF PRECENTAGE

RESPONDENTS
yes 40 80%
No 5 10%
Can’t say 5 10%

Sales

Yes
No
Cant say

INTERPRETATION

Most of the customers are satisfied with their vehicles mileage.

44
8. Are you satisfied with the sales and service promotion of BAJAJ AUTO?

a) Yes b) No c) Can’t say

OPINION TOTAL NO OF PRECENTAGE

RESPONDENTS
Yes 40 80%
No 5 10%
Can’t say 5 10%

Sales

Yes

NO

Can'
t say

INTERPRETATION

Most of the customers are satisfied with the sales and service promotion of BAJAJ
AUTO.

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9. Which company do you think provides better after sale service?

a) BAJA AUTO b) Others c) Can’t says

OPINION TOTAL NO OF PRECENTAGE

RESPONDENTS
Bajaj Auto 40 80%
Others 5 10%
Can’t say 5 10%

Sales

Hero Honda
Others
Can't say

INTERPRETATION

80% of the customers think that Bajaj Auto provides better service after sale
service

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10. Did any of our staff, contact you after the delivery of new bike to ensure
every thing was satisfactory?

a) Yes b) No c) Can’t say

OPINION TOTAL NO OF PRECENTAGE

RESPONDENTS
Yes 15 30%
No 20 40%
Can’t say 15 30%

Sales

Yes
No
Can't say

INTERPRETATION:
Most of the customers said that they were not contacted after the delivery of new
bike to ensure everything was satisfactory or not.

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11. Did you receive a letter of thanks form the dealer?

a) Yes b) No c) Can’t say

OPINION TOTAL NO OF PRECENTAGE

RESPONDENTS
Yes 30 60%
No 15 30%
Can’t say 5 10%

Sales

Yes

No

Can't say

INTERPRETATION:

60% of the customers said that they received a letter of thanks from the dealer

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 12. Assuming you were to buy another Bajaj Auto bike today, how likely are
to buy your from this dealer?

a) Definitely b) Probably c) Might not d) Definitely not.

OPINION TOTAL NO OF PRECENTAGE

RESPONDENTS
Definitely 30 60%
Probably 10 20%
Might not 5 10%
Definitely not 5 10%

Sales

Definitely
Probably
Might not
Definitely Not

INTERPRETATION:

Most of the customers said that they would definitely buy another Bajaj Auto bike for
the same dealer

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 CHAPTER - 5

FINDINGS, SUGGESTIONS
AND
CONCLUSION

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 FINDINGS

 BAJA AUTO enjoys a high patronage from its customers.

 Most of the customers had a good experience of shopping at BAJA AUTO.

 The satisfaction levels can also measured with the level of recommendations
to friends and associates; It is evident that more than 80% customers are
satisfied with the service offered at BAJA AUTO.

 The probability that the customers would repeat that purchase at the same
showroom is high, which is a good sign.

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 SUGGESTIONS

 The sale satisfaction index of BAJA AUTO showroom is 8.4 on scale of ten
which is exceptionally good; the showroom should persist on high levels of
commitment to maintain the good image it has created. The industry SSI
(2003) is 104 out of 126 according to power Asia pacific. And Baja auto
scores 105 out of 125.

 In the interview it was found that the customers are happy about the training
programs under taken by the showroom, which train the customers to
negotiate miner breakdowns comfortably.

 It has been observed that 25% of customers have reported a slack in the
delivery process.

 This is the only area of concern that has emerged form the city.

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 CONCLUSIONS

Since, all the production units in BAJAJ AUTO. Will run perpetually through
out the year, there will be minimum variations in the revenue expenditure budget
estimates and actual. As the expenditure will be incurred more or less to the
estimations made by the organization.

In concern with overhead expenses, it will also be with minimum variations

between budget estimates and actual. Since the production process will be consistent.
Any change in the items of expenditure, will lead to the review in the budget
estimates by the accounts and finance department. It is also suggested to the company
that budget techniques will be very useful to control and manage cost effectively.

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 BIBLIOGRAPHY

Referred Books:

 Principles of marketing: KOTLER ARMSTRONG.

 Marketing Management: PHILIP KOTLER.
 (Analysis , Planning Implementation and Control)
 Services Marketing : TATA Mc GRAHILL.
 Marketing Research : G.C.BERI.
 Research Methodology : KOTHARI. C.R.

Websites:

 www.baja auto.com
 www.bus.umich.edu
 http://www.asq.org

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