Project Report

On

“CONSUMER PERCEPTION AND

BEHAVIOUR ON AUTOMOBILE
(BAJAJ)”

HIMACHAL PRADESH TECHNICAL UNIVERSITY

HAMIRPUR

In partial fulfillment of the requirement for the award

of degree of

Master of Business Administration (MBA)

Submitted by Submitted to
Depanshu Pathania
1829909
(Assistant Professor)

GAUTAM INSTITUTE OF

MANAGEMENT AND TECHNOLOGY

HAMIRPUR

(2021-2023)
 STUDENT DECLARATION

I, “Depanshu Pathania hereby declare that I have undergone my project at “ Bajaj automobiles” I have
completed a research project tilted “CONSUMER PERCEPTION AND BEHAVIOUR IN AUTOMOBILE
BAJAJ” under the guidance of Mr. Ayush Ranjan.

Further I hereby confirm that the work presented herein is genuine and original and has not been published
elsewhere.
 FACULTY DECLARATION

I hereby declare that the student Mr. Depanshu Pathania of MBA (II) year has undergone his project under
my periodic guidance on the Project titled “CONSUMER PERCEPTION AND BEHAVIOUR IN
AUTOMOBILE BAJAJ”.

Further I hereby declare that the student was periodically in touch with me during his/her training period and
the work done by student is genuine & original.
 ACKNOWLEDGEMENT

Taking the privilege to express my inner sense of gratitude to Mr. Ayush Ranjan (General Manager), Bajaj
Automobile Pvt. Co. Ltd.

My heart also feels to thanks to Prof. Vishal Sagar (Guide,Gautam Group of College, Hamirpur) who gave me
the opportunity to learn through this project.

Last but not the least my heart also feels to thank and offer a grateful appreciation to every one whom I could not
mention here but have directly or indirectly supported and helped me to face this challenge this project right in
time.

Depanshu Pathania
 TABLE OF CONTENTS

Student Declaration
Faculty Declaration
Acknowledgment
CHAPTER NO. CHAPTER TITLE
1 Introduction
2 Marketing Strategy of Bajaj
3 Research Methodology
4 Data Analysis
5 Major Findings
6 Conclusion

References and Bibliography

Appendix
(Questionnaire, Glossary of Terms, Abbreviations, Documents, Performa,
Financial statements, etc.).

1
CHAPTER 01: EXECUTIVE SUMMARY

2
What is the Project ?
 To find out Consumer perception and behavior on automobiles Bajaj and
help organization to know the consumer perception for their products.

Definition and Purpose of the project .

Some of the most important purpose behind this project
 To find out the reach of Bajaj automobiles in Hamirpur.

 To assess the present consumer perception and suggest improvement.

 To find out channel satisfaction levels and suggest measures to improvement.

Introduction about company :

Bajaj Auto Ltd is one of the leading two & three-wheeler manufacturers in India. The
company is well known for their R&D, product development, process engineering and
low-cost manufacturing skills. The company is the largest exported of two and three-
wheelers in the country with exports forming 18% of its total sales. The company has
two subsidiaries, namely Bajaj Auto International Holdings BV and PT Bajaj
Indonesia.

The company was incorporated on April 30, 2007 as a wholly owned subsidiary of
erstwhile Bajaj Auto Ltd (the holding company) with the name Bajaj Investment &
Holding Ltd. The company received the certificate of commencement of business on
May 7, 2007. The holding company operated in the segments, such as automotive,
insurance and investment, and others. Considering the growth opportunities in the auto,
wind-energy, insurance and finance sectors, and the holding company de-merged their
activities into three separate entities, each of which can focus on their core businesses
and strengthen competencies.

The auto business of the holding company along with all assets and liabilities
pertaining thereto including investments in PT Bajaj Auto Indonesia and in a few
vendor companies transferred to Bajaj Investment & Holding Ltd. In addition a total of
Rs 15,000 million in cash and cash equivalents also transferred to Bajaj Investment &
Holding Ltd. As the part of the scheme, Bajaj Holdings and Investment Ltd were
renamed as Bajaj Auto Ltd. The appointed date of this de-merger was closing hours of
business on March 31, 2007.

In April 9, 2007, the company inaugurated their green field plant at Pant nagar in
Uttarakhand. In the first year of operations, the plant produced over 275,000 vehicles.
The company’s vehicle assembly plant at a kurdi was shut down from September 3,
2007 due to higher cost of production.

In November 2007, Bajaj Auto International Holdings BV, a wholly owned subsidiary
3
company acquired 14.51% equity stake in KTM Power Sports AG of Austria, Europe’s
second largest sport motorcycle manufacturer for Rs 345 crore.

During the year 2007-08, the company launched XCD 125 DTS-Si and the Three-
wheeler Direct Injected auto rickshaw. The Chakan plant completed the cumulative
production of over 2 million Pulsar.

During the year 2009-10, the company expanded the production capacity of Motorised
Two & Three Wheelers by 300,000 Nos to 4,260,000 Nos. The company launched
Pulsar 220 F, Pulsar 180 UG, Pulsar 150 UG, Pulsar 135 LS and Discover DTS-i in the
market.

During the year 2010-11, the company expanded the production capacity of Motorised
Two & Three Wheelers by 780,000 Nos to 5,040,000 Nos. The company launched
Avenger 220 DTS, KTM Duke 125, Discover 150 and Discover 125 in the market.
The company plans to maintain the capacity of two and three-wheelers at the current
level of 5,040,000 numbers per annum during the year ending 31 March 2018. The 4
wheel vehicle development work is under progress and commercial launch of the first

4
Product from this platform is scheduled for 2018.

In 2018, Bajaj Auto tied up with Japan Kawasaki in Indonesia. In 2013, the Company
has introduced another variant of premium motorcycles under the Bajaj-KTM joint
venture namely Duke 390cc for a price of Rs 1.83 lakh. The company also received CII
Design Excellence Award.

In 2014, Bajaj Auto bagged order in Sri Lanka -People’s Choice Bike of the Year -
CNBC TV18 Overdrive Awards. The Company has also received Bike of the Year
BBC Top gear Awards.

In 2015, Bajaj Auto has introduced the all-new Platina electric start 100 cc bike to the
long-distance commuter.

5
CHAPTER 02 : INTRODUCTION

6
The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches
over a wide range of industries, spanning automobiles (two wheelers manufacturer and
three wheelers manufacturer), home appliances, lighting, iron and steel, insurance,
travel and finance. The group's flagship company, Bajaj Auto, is ranked as the world's
fourth largest three and two-wheeler manufacturer and the Bajaj brand is well-known
across several countries in Latin America, Africa, Middle East, South and South East
Asia.

Founded in 1926, at the height of India's movement for independence from the British,
the group has an illustrious history. The integrity, dedication, resourcefulness 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. Jamna lal
Bajaj, founder of the group, was a close confidant 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 Jamna Lal Bajaj with much time to spend on his newly launched business
venture. We are celebrating 125th Birth anniversary of Shri. Jamna lal Bajaj on 4th of
November 2014.

His son, Kamal nayan Bajaj, then 27, took over the regions 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. Kamal nayan 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 in 1965.

Under his leadership, the turnover of the Bajaj Auto the flagship company has gone up
from INR.72 million to INR. 120 billion, its product portfolio has expanded and the
brand has found a global market. He is one of India’s most distinguished business
leaders, bike manufacturer India and internationally respected for his business acumen
and entrepreneurial spirit.

Bajaj Auto Limited is an Indian automobile manufacturing company. It manufactures

two and three-wheeler machines. It manufactures and sells motorcycles, scooters and
auto rickshaws. Bajaj Auto Limited is a part of Bajaj Group of industries.

The Bajaj Auto was founded by Jamna lal Bajaj in Rajasthan in the year 1940s. It has
its plants in Mumbai, Pune, Chakan, Waluj, and Pant nagar in Uttarakhand. Its oldest
plant was in Akurdi (Pune) which is know transformed into the R&D center.

Bajaj Auto is the world’s 6th largest motorcycles manufacturing company and the 2nd
largest in India. It is the world largest three-wheeler manufacturer. It gave a start to the
manufacturing of scooters from getting license from Vespa. The most popular scooter
by Bajaj was the Chetak scooter. This scooter had a waiting period of about a year, and
its production lasted for about 34 years. By around 1990’s Bajaj Auto started focusing
more on motorcycles since the market trend was shifting. It also came as a surprise to
7
all when

8
it announced that the company will withdraw from scooter manufacturing since the
scooter had created the goodwill for Bajaj Auto Limited.

Saffire was the last scooter produced by Bajaj. It then mainly focused on motorcycles
and Bajaj Boxer and Bajaj discover were its commuter brand in the country and the
sales of this motorcycles rised very fast. Then it came with Bajaj Avenger which still
remains the most Affordable cruiser in India.

But it was mainly because of Bajaj Pulsar the name of Bajaj came into existence and
cemented its position in the motorcycle segment in India. It was positioned as the
performance bike-maker in Indian market. The main feature of the bikes where because
of its value for money without compromising on its features, power, technology. The
pulsar range of Bajaj motorcycles has grown a lot and at a steady pace with many
iterations and a 400cc Pulsar version in a power cruiser form is launched in the market
in August, 2016 in the form of Bajaj Pulsar CS400.

Bajaj currently sells its products through 2 formats, 1. Bajaj showrooms which sells all
Bajaj bikes.2. Pro-biking showrooms which sells bikes of KTM and Kawasaki.
On May 2015, its market capitalization was ₹640 Billion (US $9.9 Billion), making it
the India’s 23rd largest publicly traded company by market value. The Forbes Global
2000 list for the year 2018 ranked Bajaj Auto at 1,416 Rank.

9
 ABOUT THE FOUNDERS

Jamna lal Bajaj (1889–1942)

Founded by the freedom fighter, philanthropist and close confidante of Mahatma

Gandhi Jamna lal Bajaj, the Bajaj Group is one of the most respected and renowned
business houses of India. Started around eighty years back with a sugar factory in
Lakhimpur Kheri of Uttar Pradesh, the group has since diversified into a wide variety
of business areas. The group's first sugar plant was one among only 30 sugar mills that
pioneered the establishment of the sugar industry in India. Today, Bajaj Hindustan
Sugar Ltd is Asia's Number One Sugar company and among the top four globally. In
addition, the Group includes Bajaj Corp Ltd, a recently setup, Bajaj Energy Limited,
Lalitpur Power Generation Company Ltd. and Bajaj Infrastructure Development Co.
Ltd.
The Bajaj Group is a leading presence with diversified interest in the sugar and growing
Infrastructure sector including Power, Coal mining and Real Estate; FMCG, and
Ethanol. Bajaj Hindustan Sugar Limited, the Group’s flagship company, was set up in
November 1931.

Kamalnayan Bajaj (1915–1972)

Kamalnayan Bajaj the eldest son of Jamna lal Bajaj, after completing his education
from University of Cambridge, England, returned to India to assist his father both in
business and in social service. Kamalnayan Bajaj also a man of strict principles,
earmarked a large portion of the income from his family business for public causes and
social service programs. He always had a sense of a larger social mission, transcending
the dictates of business and the bottom line.
Every new business venture that Kamalnayan got into, testified to his business acumen.
With foresight and a spirit of zestful enterprise, Kamalnayan acquired ailing industrial
units and then turned them around. He went on to expand the business by branching
into manufacture of scooter, three-wheeler, cement, alloy casting and electricals. In
1954, Kamalnayan took over active management of the Bajaj Group companies.

Ramkrishna Bajaj (1924–1994)

Ramkrishna Bajaj, the younger son of Jamna lal, took over after the death of his elder
brother Kamalnayan Bajaj in 1972. In addition to shouldering business responsibilities,
Ramkrishna’s energies were largely directed towards the social service and social
welfare programs of the Bajaj Group. He was of the firm conviction that he could make
an impactful and meaningful contribution to the community through social work.
Ramkrishna had a flair and panache for working with youth. He was elected as the
Chairman of World Assembly for Youth (India) in 1961. He also held the office of the
Managing Trustee of the Indian Youth Centers Trust, which conceived and created the
Vishwa Yuvak Kendra in 1968, a youth development organization.
10
Rahul Bajaj.

11
 THE GROWTH

Exit from scooters

Let us take bit of a flashback into the 70's and imagine a world in B&W. Bajaj
introduced its first indigenous scooter brand - Chetak. Its practicality and reasonable
price made it a blockbuster product for the company. Bajaj's name became synonymous
with scooters, just like Colgate stood for toothpaste. In the 80's the company spawned
few more brands like Priya, Super etc. and the brand slogan 'Humara Bajaj' was
ubiquitous. In the absence of a formidable competition, the company had a near
monopoly in two-wheelers. And achieving the goals which were planned by the
company.

HeroHonda's-entry-in-1984

HH started offering motorcycles to the Indian customers. Share of motorcycles among

two wheelers increased gradually. Bajaj kept its fingers crossed on the scooter segment.

Entry of Honda Motorcycles and Scooters India in 2001

HMSI launched Activa gearless scooter which quickly became a success because of its
easy handling, electric start, refined engine and distinct looks. Customers started
migrating towards Honda and Bajaj's geared scooters began to appear ancient.
Undisputed leadership often leads to indifference and ignorance (remember Kodak?).
Bajaj went into a dormant state and failed to wake up to changing market dynamics
until it was too late. It tied up with Kawasaki to enter into motorcycles in 1986 but
found itself lagging behind. The iconic Chetak ran on ventilator support and was killed
in 2005.

In a last minute attempt to salvage volumes, Bajaj came up with its gearless scooter
'Kristal' in 2006 which failed miserably. Once a dominating force, their market share
fell significantly by 2009. MD Rajiv Bajaj decided to vacate the scooter segment citing
focus on motorcycles. This is where we feel the company left the mine just before
striking gold. Increased acceptance of modern gearless scooters among all age groups
led to a phenomenal growth of this segment. Share of scooters has increased from 14
per cent in FY08 to about 25 per cent in FY14 and the absence of Bajaj served the
growth pie in a platter to Honda, that too for free!

The idea to completely back off from scooters was not the ideal one because Bajaj had
an extremely strong image of a scooter manufacturer with a high brand recall. 'Humara
Bajaj' jingle still resonated with people. That image had to be shed and converted to
Bajaj as a motorcycle maker, which was extremely tough even after spending
truckloads of money on promotion. A new manufacturing plant along with R&D and
product development facilities had to be established, which meant spending of more
money.
Bajaj's dealers which were used to sell scooters now had to be re-trained to sell
motorcycles. Also, the distribution network had to be modified. Add few more
12
truckloads of money. Cost of lost opportunity.

Probably worth more truckloads of money than the above three combined. If Bajaj stayed

13
and captured even 15 per cent of the market, it would have earned more volumes than it
currently gets from Platina.
Absence from scooter segment will continue to hurt Bajaj as scooters are likely to grow
faster than motorcycles in the years to come.

Entry-into-Motorcycles

Bajaj's motorcycle journey began in 1986 with economy bike KB100 in collaboration
with Kawasaki of Japan. The bike stayed in production for 10 years and spawned
several variants. It was replaced with Boxer in 1997 which was further succeeded by
CT100 in 2004.

Executive commuter bike Caliber was launched in 1998 and managed 1 lakh units
within 12 months. It got succeeded by Wind 125 standard street bike in in 2003. This
bike was rebadged within a year as Discover for the 125cc segment and the 100cc
version was launched as Platina in 2006.

Bajaj entered the Premium bike segment with Pulsar and Eliminator in 2001. The
Pulsar brand turned out to be a huge success for the company. Tens of design changes
and hundreds of variants later it still continues. Eliminator was eliminated in 2005 and
replaced with Avenger in 2005.

Bajaj also has a partnership with Austrian manufacturer KTM in which it also holds a
48 per cent stake. The KTM models available in India are Duke 200, Duke 390, RC200
and RC390. Next we break down Bajaj's performance in each segment and check if
there is a devil in the details.

Motorcycles-(75-110cc)

this is the segment which brings the highest volumes to the motorcycle market. Even a
few percentage points of market share would translate into numbers in 5 digits.
Keeping that in mind, Bajaj lost 1.87 per cent of its market share in 2014, even though
the segment witnessed a decent growth of 4.44 per cent.

The company's range of Discover 100/100 M and Platina 100/ 100 ES finds itself
hammered by market leader Hero Motocorp's onslaught through Splendor/ Passion/ HF
Deluxe/ HF Dawn range of motorcycles, which sell almost 4 times in volumes. Clearly
Bajaj falls short of offerings here and needs to introduce fresh products if it wants to
capture a larger pie of this segment.

The exports however show a complete role reversal. Bajaj effectively dominates the
market more or less holding on to its share of almost 74 per cent over the past three
years. The Boxer and CT 100 brands of motorcycles, which are exclusively made for
exports have been well received in the foreign markets. In fact, Boxer is the leading
brand in Africa among all competitors. The company's exports grew 3.26 per cent in
14
FY14 while

15
the total exports in the segment grew by 4.43 per cent.

Motorcycles-(110-125cc)

The fall in Bajaj's market share in this segment can be compared to the fall in crude oil
prices over the past one year, both have nearly halved. Bajaj lost 12.35 per cent of its
market share in 2014, while the segment grew a miniscule 0.39 per cent over the
previous year. Whatever share of pie was lost by Bajaj seems to have been equally
distributed between Hero and Honda.

This drastic performance of the company in a segment where it held one-third of the
market needs to be probed deeper. The Discover brand has been losing its significance
despite having given several product updates. What Bajaj has done is that they have
extended the brand in both the upper 150cc segment and the lower 100c segment along
with tens of variants. Two things could have happened here: Brand Dilution - presence
in three different segments confused customers what Discover actually stands for, so
they migrate to the competitors.

Cannibalization - A price sensitive buyer goes for the lower segment for more value for
money and a performance seeking buyer opts for the upper segment rendering the
middle segment of no consequence. The picture was not that bad in the exports where
Bajaj lost
2.63 per cent market share over FY13 though there was an increase in the absolute
numbers by 12.11 per cent over the previous year. The company holds 56.49 per cent of
the exports in this segment. TVS and Suzuki, though exporting much lower numbers
are steadily increasing their share and increase in the share of the
competitor.

Motorcycles (125-150cc)

This segment is yet another headache for Bajaj and for the industry as a whole. The
segment volumes have shrunk by 20.67 per cent over the past two years while that for
Bajaj have declined even faster at 36.76 per cent. As a result, Bajaj's market share has
dwindled by a significant 10.42 per cent to land at 40.94 per cent.

A sigh of relief for Bajaj is that they still hold the leadership position in this segment
and are fairly ahead of their closest competitor Honda which holds 26.67 per cent share.
However, if this downward trend continues for another year their leadership position
may be well within arm's reach of Honda.

The Pulsar 150 has been Bajaj's star product since its inception and its 'performance'
bike image has clicked with the Indian customers. However, the company has given it
the same treatment as the Discover. Pulsar now comes in 5 different engine options -
16
135/150/180/200/220 cc.

17
Bajaj has historically followed the strategy of putting more focus on the higher engine
size segments. The company has also launched the Discover 150cc in 2014 to reinforce
their market presence. Though these segments contribute a lower volume as compared
to executive bikes, they are expected to grow significantly in the long term as the
customers move upmarket. If that happens, Bajaj might have a competitive edge by
having a stronger brand and a wider product portfolio.

The situation on the export side looks much worse than the domestic. The segment
returned to almost the same volumes in 2014 as it had in 2018 but sadly Bajaj's did not.
Their volumes got eroded by 22.32 per cent. As a result, the share of exports dwindled
from 65.51 per cent in FY12 to 51.05 per cent at the end of FY14. The volume eater for
the company here is Yamaha Motors whose share increased from 20.79 per cent to
33.98 per cent over the two years. Here too, Bajaj's leadership position is under grave
danger and the panic button should have been pressed by now.

Motorcycles (150-200cc)

This segment has only two players fighting with each other. Bajaj offers the Pulsar 180
and 200NS along with KTM Duke 200 and RC 200 while TVS's Apache RTR is their
lone fighter. Contrary to expectation, this lone fighter completely demolishes the
comparatively fresh opposition single handedly. In FY14, TVS snatched away 10.20
per cent market share from Bajaj despite the product onslaught by the latter. This being
a more premium segment with major customers being the urban youth, the importance
of brand is significant. Keeping that in mind, having a strong domestic brand like
Pulsar and a global brand like KTM has not helped Bajaj salvage its volumes.
On the other hand, exports in this segment have seen stellar growth for the company.
Over the past two years Bajaj's volumes have grown by 171%, much faster than the
overall export growth of 72 per cent. Much of this success is credited to new model
launches namely Pulsar 200NS and KTM RC200.

Motorcycles (200-250cc)

This segment is a three sided battle among Pulsar & Avenger 220 from Bajaj, Karizma
from Hero and CBR 250R from Honda, all of which are strong and popular brands.
However, it's Bajaj which scores a convincing win over the others.

Despite the segment volumes declining by 6.34 per cent since FY12, Bajaj has
increased its market share from 57.29 to 67.87 percent. In absolute terms, out of
137454 units sold in 2014, 93290 units belonged to Bajaj. Once a marginal entity, the
Avenger has now caught the fancy of urban Indians who want to ride cruisers. In FY14,
the company sold about 41,000 Avengers and its demand has been increasing within a
niche section of customers.

Bajaj commands a major share of the exports in this segment and represented 78.63 per
cent of the volumes in FY14. However, being an upper segment the volumes are
18
comparatively low. On top of that, export volumes of the segment have declined by
56.12 per cent and that of Bajaj have gone down by 64.09 per cent in the span of two
years.

Motorcycles (350-500cc)

Bajaj is a recent entrant in this segment with the KTM RC390 launch in 2014. The
good news here is that in the first year itself the bike has managed to capture 15.85% of
the market and it is expected to increase more by this year end.

With its trademark orange frame and alloy wheels, the KTM's have become quite a rage
among the youth in urban India. The rest of the segment belongs to the Royal Enfield
heavyweights. RC390 provides a sports bike body style in this segment which
otherwise has only street and cruiser bikes, hence offering a new proposition to attract
buyers. Bajaj has exported more KTM's than it has sold in the domestic market and it
has led to more than four-fold increase in the export volumes of this segment.

Commercial vehicles - three wheelers

Bajaj is the world's largest producer and India's largest exporter of three wheelers. The
company's brand RE (which stand for Rear Engine) range has three wheelers running
on diesel, alternative and hybrid power. In FY14, Bajaj held 39 per cent share in the
domestic market but sales numbers declined. The drop can be attributed to sluggish
economy and lower issue of permits by transport authorities. The competition from
Piaggio and Mahindra is also increasing in this space. Numbers did grow in exports but
slower than the overall market. Grow in exports but slower than the overall market.

19
THE BUSINESS GROUP AND THE INDUSTRY

Bajaj Group companies:

Bajaj Auto Ltd. – Manufacturers of Scooters, Motorcycles and Three-wheeler vehicles

and spare parts.
Bajaj Finance Ltd. – Deals in financial services including hire purchase, financing &
leasing.
Bajaj Finserv Ltd – Financial Services.
Bajaj Holdings & Investment Ltd. – Investment Company focusing on new business
opportunities.
Mukand Ltd. – Manufacturers of stainless, alloy and special steels including carbon and
alloy steels.
Bajaj Electricals Ltd. - Manufacturers of electric fans, high masts, lattice closed towers
and poles.
Bajaj Ventures Ltd. – involved in manufacturing and trading of power tools and
manufacturing of housewares and parts.
Maharashtra Scooters Ltd. k- Manufacturers of Scooters.
Bajaj Automobiles General Insurance Company Ltd. – General insurance
business. Bajaj Automobile Insurance Co Ltd. – Life insurance business.
Bajaj Financial Solutions Ltd. – Distribution of financial products and services.
Bajaj Automobiles Financial Distributors]] Ltd. – Distribution of financial
products. Bajaj Auto Holdings Ltd. – Investment Company.
PT Bajaj Auto Indonesia (PTBAI) - Bajaj Auto venture in Indonesia.
Bajaj Auto International Holdings BV – Bajaj Auto venture in Netherlands.
Hind Lamps Ltd. – Manufactures GLS, fluorescent, miniature lamps and major
components, such as glass shells, miniature and aluminum caps, lead glass.
Mukand Engineers Ltd. – Construction, fabrication and erection of industrial and
infrastructural projects and infotech business.
Mukand International Ltd. – Trading in metals, steel and ferro alloys.
Bajaj Sevashram Pvt. Ltd. – Investment activities.
Jamna lal Sons Pvt. Ltd. – Investment and finance
company. Rahul Securities Pvt. Ltd.
Shekhar Holdings Pvt. Ltd.
Madhur Securities Pvt. Ltd.
Niraj Holdings Pvt. Ltd.
Rupa Equities Pvt. Ltd.
Kamalnayan Investments & Trading Pvt. Ltd.
Sanraj Nayan Investments Pvt. Ltd.
Hercules Hoists Ltd. – Manufactures ‘INDEF’ brand materials handling equipment
such as triple spur gear chain pulley blocks, chain electric hoists and wire rope.
Hind Musafir Agency Ltd. – Travel agency.
Bajaj International Pvt. Ltd. – Export electric fans, GLS lamps, fluorescent tubes, light
fittings, etc.
Bachhraj Factories Pvt. Ltd. – Ginning and pressing of cotton bales.
Baroda Industries Pvt. Ltd. – Investment Company.
20
Jeevan Ltd. – Investment company
Bachhraj & Co. Pvt. Ltd. – Investment Company.
The Hindustan Housing Co. Ltd. – Services Company.
Hospet Steels Ltd. – Steel plant consisting of Iron Making Division, Steel Making
Division and Rolling Mill Division.

MARKETING STRATEGIES OF BAJAJ AUTO

From the last decade the Bajaj has changed its image, earlier it was known for
producing scooter now Bajaj is focusing on manufacturing a two wheeler bike. Its
number has increased in last decade after targeting the motorcycle segment.

In 1959 Bajaj obtain license from the Govt. of India to manufacture 2 –wheeler and 3-
wheeler and in 1960 in went public. In the year 1977 Bajaj managed to produce and sell
100000 vehicles globally during that financial year. In the year 1986 Bajaj managed to
produce and sell 500000 vehicles globally.

MARKET SEGMENTATION, TARGETING AND POSITIONING

SEGMENTATION

Before the Bajaj pulsar came to the Indian market Bajaj was known for manufacturing
scooter, various attempt was failed because of hero Honda legacy.

It was strategic move by Bajaj when it introduced the Bajaj pulsar 150cc against CBZ
150 cc.

Pulsar proved to be one of the most successful two wheeler bike and became the threat
for the hero Honda rule in the Indian market.

Bajaj has segmented its bike category

From 100 CC To 125 CC bike – Lower And Lower Middle Class family.
From 125 CC To 150 CC bike – Middle and Upper Middle Class family.
From 150 CC To 220 CC bike – Upper Middle and Upper Class family.

TARGETING

Bajaj did the right move by targeting the youth of the India as in India 65 % of the
population is from 18-35.
Pulsar was the Bajaj first bike without Kawasaki label on it.
The bike was mainly targeting the male segment and known for its macho look.

21
POSITIONING

Bajaj has positioned Pulsar in the “high style and high price “category along with the
hero Honda Karizma, hero Honda CBZ, Royal Enfield.
Bajaj also positioned CT 100 in the “low style and low price “category along with
Hero honda Splendor, TVS star city.

BRANDING

BRAND POSITIONING

22
Pulsar

Discover

23
Rebranding from Hamara Bajaj to Distinctly Ahead

Hamara Inspiring Distinctly

Bajaj Confidence Ahead
Earlier Bajaj used “B” logo in a hexagon that was known for” Hamara Bajaj” was
replaced with a more attracting, stylish, vibrant, dynamic look moving from the lower
caps to upper caps which symbolize the rejuvenated Bajaj
auto ltd.

The change in the logo was the ongoing change

Bajaj has transformed its facilities like manufacturing
process, service and distribution network, created its
benchmark in research and development activities.
When customer has changed in terms of quality and
style then change in the identity became the necessary
change for the Bajaj to invite the paradigm shift in the
consumer’s perception regarding the company.

Bajaj pulsar joined hands with MTV India in the year

2009 in order to launch pulsar MTV stunt mania which
was India’s first ever bike stunt reality show. The main
intention of the Bajaj to target the youth of the India and
MTV being the youth centric for the excellent choice.

ADVERTISING STRATEGY

Bajaj is known for its outstanding ads because they don’t use the brand ambassadors in
their ads which help the company to save lots of cost. Bajaj used punch line like “Naye
Bharat ki naye Tasveer “ added great value to its two – wheeler product.

Recently, Bajaj changed its logo and also changed its punch line “Hamara Bajaj” which
got converted to “inspiring confidence” the reason for the change as told by the
company officials was to keep pace with the new technologies in the fast moving world
to match with other competitor. Even though Bajaj has changed its punch line which
doesn’t created much impact on the brand image of the company.

24
THE BUSINESS GROUP AND THE SOCIETY

Bajaj Group believes that the true and full measure of growth, success and progress lies
beyond balance sheets or conventional economic indices. It is best reflected in the
difference that business and industry make to the lives of people.

Through its social investments, Bajaj Group addresses the needs of communities
residing in the vicinity of its facilities, taking sustainable initiatives in the areas of
health, education, environment conservation, infrastructure and community
development, and response to natural calamities. For society, however, Bajaj is more
than a corporate identity. It is a catalyst for social empowerment. It is the reason behind
the smiles that light up a million faces.Its goodwill resonates in the two simple words
that live in the collective consciousness of Indians Hamara Bajaj.

The Corporate Social Responsibility (CSR) activities of Bajaj Group are guided by the
vision and philosophy of its Founder, late Shri Jamnalal Bajaj, who embodied the
concept of Trusteeship in business and common good, and laid the foundation for
ethical, value- based and transparent functioning.

EDUCATION:

The two flagship projects for Bajaj Auto have been the Bajaj Education Initiative
(BEI) and the e-Learning Project. The BEI covers 76 low cost schools (a mix of
private and government schools) in Pimpri-Chinchwad area of Pune, and supports them
with infrastructure development and capacity building. The e-Learning project has
reached more than 1550 schools till date- covering Maharashtra and Rajasthan. Both of
these are implemented by Janki devi Bajaj Gram Vikas Sanstha, our own NGO.

In addition Bajaj Auto has supported school infrastructure development, vocational

training for entrepreneurship, teach-to-lead as well as scholarships for meritorious
students.

Bajaj Auto is also supporting Bhartiya Yuva Shakti Trust (BYST) in training 25000
young persons in Aurangabad and Wardha to create 1000 entrepreneurs in 5 years.
Over 177 entrepreneurs have been created in first 2 years of the project.

WOMEN’S EMPOWERMENT & SELF RELIANCE:

Bajaj Auto has supported IISER, one of India’s leading research institutes, in
constructing a dedicated Hall of residence for Women Research Scholars. Bajaj Auto
has continued to support the Banas thali Vidyapeeth (a women’s university) in setting
up a Hostel and a Bajaj center for Automation and Bajaj Law School.

Bajaj Auto also supports the Kailash Satyarthi Children’s Foundation in its work on
holistic development and empowerment of children.

25
SUPPORTING ARMED FORCES & VETERANS:

Bajaj Auto has contributed Rs 1 Crore to the Armed Forces Flag Day Fund.

RURAL DEVELOPMENT & OTHER PROJECTS:

Bajaj Auto has supported Seva gram Pratishthan at Wardha for renovation of Bapu
Kutir and associated buildings. Bajaj Auto has also initiated a partnership with Raja
Dinker Kelkar Museum at Pune for renovation of the museum.

Other supported organizations’ include Social Work Research Center - Barefoot

College (Tilonia), Development Initiative for Self-Help and Awakening – DISHA
(Pune), Chinmaya Organization for Rural Development (New Delhi), Prafulla
Dahanukar Arts Foundation (Mumbai) etc.

Bajaj Auto Has also supported Paraplegic Rehabilitation Center at Khadaki, Pune, with
20 State of the Art wheelchairs.

26
COPING WITH CHANGES
Bajaj Auto is the flagship company of the Bajaj Group of Companies. Bajaj Auto
Limited (BAL) is currently India's second largest two wheeler and three wheeler
manufacturer. The core competency of Bajaj Auto Ltd is its technology and innovation.
Both DTS-i (Digital Twin Spark Ignition) and DTS-Fi (Digital Twin Spark Fuel
Ignition) are technological breakthroughs by Bajaj.
BAL is also a pioneer in product innovation having introduced technologies such as
Exhaus TEC (Exhaust Torque Expansion Chamber), LED Tail Lamps, LCD Display,
SNS, Spare parts (Tubeless tyres, rear disc brakes), Black color scheme etc.
Thus we observe that BAL which used to be a Defender in 1970-1990 through Bajaj
Chetak radically moved towards becoming an Analyzer (1990-1997) by focusing on
bike segments and has now become a Prospector (1997-date) with several patents in its
kitty and new bike launches every year.
Therefore, for a follower to move on and become a market leader it is essential that it
focus on innovation and consumer demand.
The re-branding exercise gone haywire
In the beginning of 2018, Bajaj decided to withdraw its family name from its products
and develop individual brands having their own identity. The rationale behind this was
since Bajaj group diversified into areas like electrical, finance etc., having the family
name would confuse the buyer what they actually stand for. So basically, Bajaj had
restructured itself from a branded house (many products under an umbrella brand) to a
house of brands (separate brands owned by a parent). For example Volkswagen is a
house of brands - Audi, Bentley, Lamborghini function separately and do not carry VW
badge anywhere. Though aimed at reducing confusion the exercise seems to have
created just that. The brands now functioning independently are poaching into each
other's territory. Discover has stepped into Platina's segment, Pulsar has model in
KTM's space etc. These overlaps create misunderstandings in terms of positioning
resulting in diluted brands and cannibalization of sales. Bajaj has seen its market share
decline since then.

Bajaj Auto has partnered iconic British motorcycle brand Triumph to produce mid-
capacity bikes for the Indian and overseas markets.

Engineers from Bajaj Auto and Triumph Motorcycles have been working on the new
motorcycles at the former’s Chaka plant for some months. The no-equity partnership
will develop a range of mid-capacity 250-750cc
motorcycles.

27
Focus on Gearless Scooters
The market share of gearless scooters is increasing at a healthy rate. Bajaj is virtually
absent in this range that caters to the needs of women and families. Presently Honda,
Hero Honda and TVS are big players in this segment.
Entry into Four Wheeler Segment
Bajaj has entered into a joint venture with Renault-Nissan in the development of a
small car priced at $30004. This is a significant move because it directly competes with
Tata NANO. Bajaj has also displayed its small car prototype in the recently held auto
expo.
It promises double the mileage as compared to any car in the economy segment and is
also considering the option of introducing Diesel and LPG variants. The four wheeler
segment will also be able to hedge any risk that might arise because of the two wheeler
industry and would profit from retaining consumers switching from two wheelers.
Scaling Up Service Centers
BAL needs to scale up its service centers both in numbers and in capacity. Keeping in
line with its growth target for the next 5 years, its service centers should not only cater
to two wheelers but should also be upgraded to cater to the needs of four wheelers that
Bajaj plans to launch.
Focus on Easy Credit Lending
In the present economical crisis, Bajaj can utilize its subsidiary, Bajaj insurance in
coming up with schemes that will help consumers buy two wheelers on friendly terms.
Investment in Research and Development
We have already identified that the core competency of Bajaj is its R&D and
investment in technology. In order to increase market share and become the market
leader, Bajaj needs to invest heavily in R&D. They have to introduce efficient and
powerful bikes as well as develop alternate energy vehicles.

Focus on Exports and Global Market

Bajaj Electricals has already setup a manufacturing unit in China. As set up cost and
export costs are extremely cheap in China, we recommend the same strategy for
BAL. By doing so, Bajaj can utilize low cost exports.
Bajaj is not yet a global name. Considering the fact that it is one of the oldest two
wheeler companies and is doing very well in India, it should definitely target global
markets. A movement is seen in this direction since it is focusing on the British cult
bike company, Triumph as its target takeover. Triumph, given its niche positioning,
cult brand image and strong product line-up, is an attractive target for the Pune based
firm.

28
Disbanding of Dedicated Sales Force for each Product
Because of the differentiation in the products that Bajaj currently possesses and is
expected to launch in the near future we recommend Bajaj to discontinue its current
strategy of dedicated sales force for each product line. This would eventually
achieve synergies in selling thereby leading to a reduction in costs.

29
MAJOR EVENTS

2001-2002:

Product
Award

Bajaj Eliminator Most Exciting Bike of the Year 2001

Bajaj Eliminator Bike of the Year 2002

Bajaj Pulsar Most Exciting Bike of the Year 2002

Bajaj Pulsar Bike of the Year 2002

2002-2003:

Product Award

Bajaj Pulsar Bike of the Year 2003

Bajaj Pulsar Motorcycle Total Customer Satisfaction Study 2003

Bajaj Boxer AT BBC World Wheels Award for Best Two Wheeler under
KTEC Rs 30,000

Bajaj Pulsar 150

DTS-i BBC World Wheels Award for Best Two Wheeler between
Rs 45,000 to Rs 55,000

30
 Product Award

Bajaj Pulsar 180 BBC World Wheels Award for Best Two Wheeler between Rs
DTS-i 55,000 to Rs 70,000

Bajaj Pulsar 180 BBC World Wheels Viewer’s Choice Two Wheeler of the
DTS-i Year 2003

2003-2004:

Product Award

Bajaj Wind 125 Bike of the Year 2004

Bajaj Wind 125 Two Wheeler of the Year 2004

Bajaj Pulsar DTS-i Bike of the Year 2004

DTS-i Technology Auto Tech of the Year 2004

31
2004-2005:

Product Award

Bajaj Pulsar DTSi TNS Automotive Total Customer Satisfaction.

Bajaj Discover DTS-i Bike of the Year.

Bajaj Discover DTS-i Indigenous Design of the Year.

2005-2006:

Bajaj CT 100 Motorcycle Total Customer Satisfaction Study 2005.

Bajaj Discover DTS-i Indigenous design of the year 2005.

Bajaj Discover DTS-i Bike of the year 2005.

2006-2007:

Pulsar DTS-Fi Bike of the year.

Platina 100cc Bike of the Year.

2007-2008:

Pulsar Ranked First in 'TOP 30 AUTOMOBILE BRANDS OF INDIA.'

Bajaj Auto, Waluj First prize for category "Productivity Thru Quality".

32
 Mr. Rajiv Bajaj Rashtrabhushan Award.

Mr. Rahul Bajaj Lakshya Business Visionary Award.

2008-2009:

Discover DTS-Si 100cc Bike of the Year.

Pulsar 135LS 150cc Bike of the Year.

Kawasaki Ninja 250cc Bike of the Year.

Pulsar 135LS 4-V Technology of the Year.

Discover DTS-Si Most Value for Money-Bike of the Year.

Kawasaki Ninja Motorcycle of the Year - Bike upto 250 cc.

Bajaj Discover DTS-Si Motorcycle of the Year - Bike upto 125 cc.

Kawasaki Ninja Two Wheeler of the Year.

Bajaj Discover And Pulsar Best Integrated Campaign - Two wheelers.

Kawasaki Ninja Bike of the Year.

Bajaj Discover Best Story Board Commercial.

33
 Bajaj Discover Best TV Commercial.

Kawasaki Ninja Bike of the Year 2009.

2009-2010:

Kawasaki Ninja Bike of the Year.

Pulsar 135LS Bike of the Year.

Discover DTS-Si 100cc Bike of the Year.

2010-2013:

Pulsar 200 NS NDTV Car & Bike Two wheeler of the Year.

Pulsar 200 NS NDTV Car & Bike Motorcycle of the year upto 250cc

Pulsar 200 NS NDTV Car & Bike Automotive Design of the Year

34
2013-2016:

Publication/TV Channel Awards for BAL

Autocar/ Times Now RS 200- Reader's Choice bike of the year

BBC Top Gear RS 200- Reader's Choice bike of the year

35
 TIMELINE OF EVENTS

2009 (JANUARY):
Bajaj Pulsar 150 & Pulsar 180 upgrade launched.

2008 (AUGUST JULY JUNE):

Bajaj Platina 125 DTS-Si launched.

2007 (JUNE AUGUST JULY JUNE APRIL FEBRUARY JANUARY):

RE GDi auto rickshaw launched.

2006 (APRIL):
Bajaj Platina launched.

2005(JUNE FEBRUARY) :
Bajaj Discover launched

2004(AUGUSTMAYJANUARY):
Bajaj Discover DTS-i launched.

2003(OCTOBER JULY FEBRUARY):

Bajaj Pulsar DTS-i is launched.

2001(JANUARY):
Bajaj Auto launches its latest offering in the premium bike segment 'Pulsar'.

2000:
The Bajaj Saffire is introduced.
1999:
Caliber motorcycle notches up 100,000 sales in record time of 12 months.

1998(JUNE JULY OCTOBER):

Production commences at Chaka plant.

1997:
The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are introduced.

1995:
Bajaj Auto is 50. Agreements signed with Kubota of Japan for the
development of diesel engines for three-wheelers and with Tokyo R&D for ungeared
Scooter and moped development. The Bajaj Super Excel is introduced while Bajaj

36
celebrates its ten millionth vehicle. One million vehicles were produced and sold in this
financial year.

1994:
The Bajaj Classic is introduced.

1991:
The Kawasaki Bajaj 4S Champion is introduced.

1990:
The Bajaj Sunny is introduced.

1986:
The Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles are introduced.
500,000 vehicles produced and sold in a single financial year.
1985:
The Waluj plant inaugurated by the erstwhile President of India, Shri Giani Zail
Singh. Production commences at Waluj, Aurangabad in a record time of 16 months.
1984:
oundation stone laid for the new Plant at Waluj, Aurangabad.

1981:
The Bajaj M-50 is introduced.

1977:
The Rear Engine Auto rickshaw is introduced. Bajaj Auto achieves production and
sales of 100,000 vehicles in a single financial year.

1976:
The Bajaj Super is introduced.

1975:
BAL & Maharashtra Scooters Ltd. joint venture.

1972:
The Bajaj Chetak is introduced.
1971:
The three-wheeler goods carrier is introduced.

1970:
Bajaj Auto rolls out its 100,000th vehicle.

1960:
Bajaj Auto becomes a public limited company. Bhoomi Poojan of Akurdi Plant.
37
1959:
Bajaj Auto obtains license from the Government of India to manufacture two- and
three-wheelers.

1948:
Sales in India commence by importing two- and three-wheelers.

1945:
Bajaj Auto comes into existence as M/s Bachraj Trading Corporation Private Limited.

38
CHAPTER: 3 RESEARCH METHODOLOGY

39
It is well known fact that the most important step in marketing research process is to define
the problem. Choose for investigation because a problem well defined is half solved. That was
the reason that at most care was taken while defining various parameters of the problem. After
giving through brain storming session, objectives were selected and the set on the base of
these objectives. A questionnaire was designed major emphasis of which was gathering new
ideas or insight so as to determine and bind out solution to the problems.

DATA SOURCE

Research included gathering both primary and secondary data. Primary data is the first-hand
data, which are selected a fresh and thus happen to be original in character. Primary Data was
crucial to know various customers and past consumer views about bikes and to calculate the
market share of this brand in regards to other brands.

Secondary data are those which has been collected by someone else and which already have
been passed through statistical process. Secondary data has been taken from internet,
newspaper, magazines and companies web sites.

RESEARCH APPROACH

The research approach was used survey method which is a widely used method for data
collection and best suited for descriptive type of research survey includes research instrument
like questionnaire which can be structured and unstructured. Target population is well
identified and various methods like personal interviews and telephone interviews are
employed.

SAMPLING UNIT

It gives the target population that will be sampled. This research was carried in Hamirpur.

These were 100 respondents.

DATA COMPLETION AND ANALYSIS

After the data has been collected, it was tabulated and findings of the project were presented
followed by analysis and interpretation to reach certain conclusions.

SCOPE

My project was based on the Comparative Study of Bajaj V/S Hero Honda and data was taken
in the Hamirpur only

40
 OBJECTIVE OF THE RESEARCH

An objective is the most important part of a research. The objective is the bull’s eye, which a researcher
has to hit. The objective determines the path on which a researcher has to walk on, and help him/her by
not deviating from the path.

The objective of this research is to provide knowledge about the level of Traditional Insurance and ULIP
Policy with specific reference to Bajaj Allianz, Satisfaction level of existing customer. Data has been
collected and analyzed so as to know the satisfaction level of existing customers of Bajaj Automobile
sand other Life Insurance Companies and their comparative analysis.

In this project this is expected to find out the satisfaction level of Life Insurance customer to know
how much they are satisfied with their policy and their preferences with specific reference to Bajaj
Allianz.
In this regard it is also necessary to detect the various life insurance plans of different companies
which has been introduce to satisfaction and to retained the customer, it is also necessary to know
at what level the customers are satisfied. And for prevent churn through retention and various
tools of determining the
customer’s satisfaction level.
In this regard it is also know what are the opportunities and threats in front of Life Insurance industry.

41
CHAPTER 4: DATA ANALYSIS

42
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48
49
50
51
 SUMMARY OF FINDINGS
The summary of “Survey” conducted for Bajaj Automobiles, can be listed down in conjunction with
the data analysis presented. The survey has been simultaneously taken up by the company’s
competitor’s like- ICICI Prudential, HDFC Standard but the impact on Bajaj Auto mobiles was
positive. The functioning and responses from the respondents were authentic leading to a better
view of the market scenario. The findings are listed below:

o The company is targeting on emerging financial market in India with great potential.
o Majority of the respondents are from salaried class.
o Literacy level of the respondents is high, majority of them are educated.
o Mainly, male respondents having insurance then female.
o Mostly, married respondents having insurance.
o Average annual income of respondents is between 1-2.5 lacs.
o Majority of respondents are having a Life Insurance Policy.
o Most of respondents are having a policy with LIC.
o Majority of respondents are willing to avail all the extra benefits with their Life
Insurance by paying a nominal fee or charges with their policy premium.
o Most of respondents are interested in Critical Illness benefit.

52
 CONCLUSION
The practicality of being associated with a Live Project was revealed by this survey. Bajaj Automobile
has always been an innovator in the field of Insurance. The company has a keen interest in the
development and enhancement of its products in India. The company focuses in providing quality
products to all the areas of our country.

Bajaj Automobile products have tremendous amount of potential and demand in the market. The
name speaks for it and the customer associate themselves with the brand name.

Bajaj Automobile product quality is good but the technical aspect of its functioning is average. An
advertisement of its product is the main area of improvement, which is deviating from the desired
level. The various promotional activities been conducted by Bajaj Automobile in regional languages is
an effective tool. The growing demand in the market for Bajaj Automobile products indicates the
prospect of new customers for the company.

Finally, I conclude that Bajaj Automobile has built up a brand name, which needs to be maintained
through continuous feedback, improvement and proactive actions. The company has already sensed
the market potential and now it should focus on coming with schemes and products plans to give the
market what they want from Bajaj Automobile Insurance Company.

36

53
1. Name:

2. Age:

3. Sex: Male [ ] Female [ ]

4. Marital Status: Single [ ] Married [ ]

5. Educational Background: High School [ ] 10+2 [ ] Graduate [ ] Post Graduate [ ]

6. Address:

Questions: -

1. Do you know about Life Insurance Policy?

Yes [ ] No [ ]

2. Do you have any Life Insurance Policy?

Yes [ ] No [ ]

3. Where would you prefer to invest??

Govt. Securities [ ] Mutual Funds [ ] Equity Shares [ ] Insurance [ ]

4. On which criteria do you invest?

Expert Advice [ ] Friendly Advice [ ] Own Analysis [ ]

5. What is your source of income?

Self Employed/Professional [ ] Business [ ] Salaried [ ]

6. To which income group you belong?

50,000 to 100,000 [ ] 100,000 to 250,000 [ ] 250,000 to 500,000 [ ] 500,000 & above [ ]

7. What type of plan would you prefer?

Endowment [ ] Pure Risk [ ] Money Back [ ] Term Insurance [ ] ULIP [ ]

38

8. How much can you invest per annum?

< 10,000 [ ] 10,000 – 15,000 [ ] 15,000 – 20,000 [ ] > 20,000 [ ]

9. For what duration would you like to hold the policy?

54
 < 5 Years [ ] 5 – 10 Years [ ] 10 – 20 Years [ ] > 20 Years [ ]

10. What is your main expectation from the insurance company?

Security [ ] Good Return [ ] Service [ ] Flexibility [ ]

11. What additional benefit do you want from the policy?

Accidental [ ] Critical Illness [ ] Start of Life [ ] Family Income Benefit [ ]

12. What is your logic behind taking an insurance plan?

Tax Planning [ ] Risk Cover [ ] Retirement Planning [ ] Investment Planning [ ] .
All of these [ ]

13. Which company would you prefer to invest in?

L.I.C. [ ] Bajaj Automobiles[ ] ICICI Prudential [ ] HDFC Standard Life [ ]
Others [ ]

14. Are you satisfied with the service that is offered by your insurance company?

Yes [ ] No [ ]

15. What are the factors that have motivated you to prefer Bajaj Auto mobiles over the other companies?

Brand Name [ ] Goodwill of Bajaj Automobiles[ ] Service [ ] Advertisement [ ]

16. If Given a Chance do you again prefer to buy the Bajaj Automobile Insurance policy in future?
..
Yes [ ] No [ ]

17. What is the most dissatisfying factor do you feel about Bajaj Allianz?

After Sale Service [ ] Product Diversification [ ] Fund Performance [ ] Advertisement [ ]

39

18. What is the reason behind not purchasing/taking a Bajaj Automobile insurance policy?

Trust [ ] Service [ ] Advertisement [ ] Market Reputation [ ]

55
19. What do you think can be done from the company side to increase the preference level
of Bajaj Allianz?

20. Rank the service of Bajaj Automobile Insurance?

Excellent [ ] Good [ ] Average [ ] Below Average [ ]

56
 References

1. Economic Times, 'Two Wheeler Industry- Facing a

crisis?', http://economictimes.indiatimes.com/articleshow/msid-2461907,prtpage-
1.cms. Last accessed on March 20, 2008.
2. S. Muralidhar, 'Chinese Checker', The Hindu Business Line, Feb 26,
2006, http://www.thehindubusinessline.com/iw/2006/02/26/stories/2006022601801
500.htm. Last accessed on March 10, 2008.
3. Neha Kaushik, 'Ungeared for growth', The Hindu Business Line , Feb 9,
2006, http://www.thehindubusinessline.com/catalyst/2006/02/09/stories/200602090
0030100.htm. Last accessed on March 10, 2008.

57
 BIBLOGRAPHY
www.bajajautomobile.com

www.automobile.in

www.bajajautowiki.in

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59