bajaj automobiles sales marketing project 131122220057 phpapp01

8/11/2019 Bajaj Automobiles Sales Marketing Project 131122220057 Phpapp01

1/41

TABLE OF CONTENTS

Page no.CHAPTER 1

Company History 02Company Profile 08Company Flashback 10

CHAPTER 2

Objectives 12esearch !etho"ology 1#

CHAPTER 3

$ata Collectiono Pro"%cts 1&

o 'ey Policies 21

o (ro%p Companies 22

o )egment *ise res%lts 2#

o )ales 2&

o )*ot analysis 2+

CHAPTER 4

,nfrastr%ct%re of -ajaj 28!anagement Profile 2

H of -ajaj #0

CHAPTER 5

Fin"ings/ nalysis #2)%ggestions #

CHAPTER 6

Concl%sion #&

CHAPTER 7

nne%re #3

CHAPTER 8

0


2/41

-ibliography #8

1


3/41

Acknowledgeen!

If words are considered to be signs of gratitude then let these words convey the

very same. My sincere gratitude to Bajaj Motors for providing me with an

opportunity to work with Bajaj Motorsand giving necessary directions on doing

this project to the best of my abilities.

I am highly indebted to Shri Raghvendra Pratap Singh,Area Sales Manager

(Bajaj Motors and company project guide! who has provided me with the

necessary information and also for the support e"tended out to me in the

completion of this report and his valuable suggestion and comments on bringing

out this report in the best way possible.

I am grateful to all faculty members of Department of Business

Administration, University of Luckno! #ucknow and my friends who have

helped me in the successful completion of this project.

I e"tend my heartfelt thanks to my family members and friends for giving their

valuable support and giving important direction during my training.

4hanking 5o%

2


4/41

CO"PAN# H$STOR#

Co%&n' Pe()%ec!*+e),

O%r Philosophy6 7e approach o%r responsibilities *ith ambition an"reso%rcef%lness. 7e organie o%rselves for a transparent an" harmonio%sflo* of *ork. 7e respect so%n" theory an" enco%rage creativeeperimentation. n" *e make o%r *orkplace a so%rce of pri"e. 7e

believe in6 4ransparency a commitment that the b%siness is manage"along transparent lines. Fairness 9 m"ash: all stakehol"ers in theCompany; b%t especially to minority sharehol"ers. $isclos%reespa scooters.1/77, 4echnical collaboration *ith Piaggio en"s.1/84, 7ork begins on a secon" plant.1//8, -ajaj plans to b%il" its thir" plant to meet "eman".2000, 4ho%san"s of *orkers are lai" off to c%t costs.

Co%&n' H*)!o(',

-ajaj %to ?imite" is ,n"ia=s largest man%fact%rer of scooters an"motorcycles. 4he company generally has lagge" behin" its @apanese rivalsin technology; b%t has investe" heavily to catch %p. ,ts strong s%it is highI) , 4HI !,$6

o 4O )4E$5 CO!P5 POF,?I

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4O )4E$5 4HI P,CI (I OF $,FFII4PO$EC4) OF $,FFII4 CO!P,I).

1#


15/41

RESEARCH "ETHO.OLO#

esearch metho"ology "efines *hat the activity of research is; ho* toprocee"; ho* to meas%re progress; an" *hat constit%tes s%ccess. ,metho"ology is a j%mble" mess. $ifferent metho"ologies "efine "istinctschools *hich *age religio%s *ars against each other.

!etho"s are tools. Ese themA "on=t let them %se yo%. $on=t fall for slogansthat raise one above the others6 , research nee"s to be p%t on firmfo%n"ationsA== Philosophers j%st talk. , is abo%t hackingA== 5o% have tokno* *hat=s comp%te" before yo% ask ho*.== 4o s%ccee" at ,; yo% have to

be goo" at technical metho"s an" yo% have to be s%spicio%s of them. Forinstance; yo% sho%l" be able to prove theorems an" yo% sho%l" harbor"o%bts abo%t *hether theorems prove anything.

!ost goo" pieces of , "elicately balance several metho"ologies. Foreample; yo% m%st *alk a fine line bet*een too m%ch theory; possiblyirrelevant to any real problem; an" vol%mino%s implementation; *hich canrepresent an incoherent m%nging of a"


16/41

)ome *ork is like science. 5o% look at ho* people learn arithmetic; ho*the brain *orks; ho* kangaroos hop; an" try to fig%re it o%t an" make atestable theory. )ome *ork is like engineering6 yo% try to b%il" a better

problem solver or shape


17/41

B*ke)

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T(ee weele()

19 ood) c&((*e()

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http://www.bajajauto.com/platina/index.htmlhttp://www.bajajauto.com/platina/index.htmlhttp://www.bajajauto.com/platina/index.html


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26/41

(o% Co%&n*e)

B&& A!o L!d9 "k&nd $n!e(n&!*on&l L!d9

"k&nd L!d9 "k&nd Eng*nee() L!d9

B&& Elec!(*c&l) L!d9 "k&nd lo&l F*n&nce L!d9

B&& H*nd)!&n L!d9 B&c(& F&c!o(*e) P+!9 L!d9

"&&(&)!(& Scoo!e() L!d9 B&& Con)e( C&(e L!d9

B&& A!o F*n&nce L!d9 B&& A!o Hold*ng) L!d9

He(cle) Ho*)!) L!d9 &n&l&l Son) P+!9 L!d9

B&& Se+&)(& P+! L!d9 B&c(& : Co%&n' P+!9 L!d9

H*nd L&%) L!d9 ee+&n L!d9

B&& en!(e) L!d9 Te H*nd)!&n Ho)*ng Co L!d9

B&& $n!e(n&!*on&l P+! L!d9 B&(od& $nd)!(*e) P+! L!d9

H*nd ")&;*( Agenc' P+! L!d9 S!&*nle)) $nd*& L!d9

B&& All*&n< ene(&l $n)(&nce

Co%&n' L!d9Bo&' Fo(g*ng) L!d9

B&& All*&n< L*;e $n)(&nce

Co%&n' L!d9

B&& Hold*ng) : $n+e)!en!

L**!ed

B&& F*n)e(+ L**!ed B&& F*n&nc*&l Sol!*on) L**!ed

B&& F*n&nc*&l Sol!*on) L!d9B&& All*&n< F*n&nc*&l

.*)!(*!o() L!d9S&n(& N&'&n $n+e)!en!) P+!9

L!d9P T B&& A!o $ndone)*& =PTBA$>

B&& A!o $n!e(n&!*on&l Hold*ng)

B? Ne!e(l&nd) =BA$BH>9@

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-ajaj %to is the flagship of the -ajaj gro%p of companies. 4he gro%pcomprises of #& companies an" *as fo%n"e" in the year 123. 4hecompanies in the gro%p are6

Product

or September

2008

Upto September

2008

or September

2007

Upto Septembe

2007

!otorcycles 21+;#3& 1;120;108 20;1&2 1;02&;&&8

Other 2 7heelers 1;12 3;3& 2;0&3 1#;0

To!&l 2 eele() 218?4/4 1?127?073 206?208 1?03/?467

4hree 7heelers 23;88+ 1##;032 23;288 13;21+(&nd To!&l 245?381 1?260?135 232?4/6 1?185?684

SE"ENT@$SE REENE? RESLTS AN. CAP$TAL E"PLO#E.

s. ,n ?akhs

ARTER

EN.E.

3090/92008

=n&d*!ed>

ARTER

EN.E.

3090/92007

=n&d*!ed>

HALF #EAR

EN.E.

3090/92008

=n&d*!ed>

HALF #EAR

EN.E.

3090/92007

=n&d*!ed>

#EAR

EN.E

31903

=Ad*

Segen!

Re+ene

%tomotive 2&8# 2#3182 8&1 +0+ 031

,nvestment 2210 2&& &088 &28 1223+

To!&l 257073 238777 4/1007 452/75 /1688

23


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Segen!

P(o;*!=Lo))>

e;o(e T&D

&nd $n!e(e)!

%tomotive 238 ###&1 82# &+2& 101+2,nvestment 2210 2&& &088 &28 1223+

To!&l 27178 35/46 53381 63353 113/8

?ess6 ,nterest &8+ 1#3 3+ 12 &13

To!&l P(o;*!

Be;o(e T&D

265/1 35810 52702 63211 11347

C&%*!&l

E%lo'ed

%tomotive 1001 18+& 1001 18+& 1#383

,nvestment 1+10# 1330 1+10# 1330 1002

Enallocable 282 3& 282 3& ##&

To!&l 308211 308754 308211 308754 2/32/

S&le) *n ne( ;o( !e 'e&( 2008

1)! Oc!oe( 2008

Pro"%ct 2003


29/41

S&le) *n ne() ;o( !e on! o; Oc!oe( 2008

1)! No+ee( 2008

Product

or October

2008

Upto October

2008

or October

2007

Upto October

2007

!otorcycles 13#;8&0 1;28#;&8 28;#0+ 1;2+#;83&

Other 27heelers

1;32+ 8;&2 1;838 1&;+++

To!&l 2

eele()165?477 1?2/2?550 250?175 1?28/?642

4hree 7heelers 23;#3# 1&;2& 28;001 1+;218

(ran" 4otal 11;80 1;&1;+& 2+8;1+3 1;3#;830

28


30/41

S99O9T ANAL#S$S OF BAA

)7O4 nalysis is a tool %se" for %n"erstan"ing an organiation=s strengths;*eaknesses; opport%nities an" threats.

4he )7O4 nalysis tool can be %se" in i"entifying an organiation=sstrengths ) an" *eaknesses 7; an" eamining the opport%nities O an"threats 4 it is facing. 4he o%tcome from a )7O4 nalysis enablesorganiations to foc%s on strengths; minimie *eaknesses; a""ress threats;an" take the greatest possible a"vantage of opport%nities available.

S!(eng!),

O%r members val%e the professional "esignation.7e have a lo*er co%rse fee str%ct%re than similar programs.7e provi"e goo" c%stomer service.O%r instr%ctors are highly


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T(e&!),

7ill "evelopments in technology change this market beyon" o%r abilityto a"aptQ

small change in foc%s of a large competitor might *ipe o%t any marketposition *e achieve

$NFRASTRCTRE OF BAA

Pl&n!)

-ajaj %to=s three plants at k%r"i; 7al%j an" Chakan in !aharashtra an" one plant at pantagar in Ettranchal; *estern ,n"ia; pro"%ce" 1;81;+ vehicles in 200


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ah%l -ajaj Chairman

!a"h%r -ajaj >ice Chairman

ajiv -ajaj !anaging $irector

)anjiv -ajaj Iec%tive $irector

braham @oseph >ice Presi"ent esearch 9 $evelopment

Pra"eep )hrivastava Presi"ent Ingineering

) )ri"har CIO 27H

C !ahesh*ari CIO Commercial >ehicles

akesh )harma CIO ,nternational -%siness

C P 4ripathi >ice Presi"ent Corporate H Hingorani >ice Presi"ent Commercial

'evin P $=sa >ice Presi"ent Finance

) avik%mar >ice Presi"ent -%siness $evelopment

' )rinivas >ice Presi"ent H%man eso%rces

@. )ri"har Company )ecretary

HR BAA

Rec(*!en! Pol*c'

-ajaj %to is an eB%al opport%nity employer. )election is base" strictly onin"ivi"%al merit.

large n%mber of o%r recr%its are fresh engineers an" !-s. at%ralattrition is %s%ally taken care of by promotions an" horiontal movements*ithin the organisation to provi"e career opport%nities for o%r employees.

Occasionally; specific skill


33/41

Eng*nee(),7e recr%it Ingineering (ra"%ates from rep%te" instit%tes fromall over ,n"ia. -ajaj %to enjoys an ecellent rep%tation *ith all ational,nstit%tes of 4echnology ,4s an" is among the preferre" employers foron


34/41

7e live o%r bran" by its val%es of ,nnovation; Perfection; an" )pee".-ajaj *ill be "istinctly ahea" thro%gh ecitement engineering.,nnovation is ho* *e create the f%t%re. ,t is a val%e that provokes %s toreach beyon" the obvio%s in p%rs%it of that *hich ecee"s the or"inary.

Pe(;ec!*on

,t is ho* *e set ne* stan"ar"s. ,t is a val%e that ehibits o%r "eterminationto ecel by en"eavo%ring to establish ne* benchmarks all the time.

S%eed

)pee" is ho* *e convey clear conviction. ,t is a val%e that keeps %ssharply responsive; mirroring o%r commitment to*ar"s o%r goals an"

processes.

Co%e!enc' B*ld*ng

-ajaj %to has a very flat organiation str%ct%re *ith three managementlevels. Iach level represents a specific role an" hence nee"s relevantcompetencies. Competency b%il"ing at -ajaj %to is a combination of

"evelopment for c%rrent an" f%t%re roles.

7e cater to these nee"s by %sing interventions like "evelopment centers;nee"


35/41

Highlights for 200+


36/41

SEST$ONS

4he company sho%l" concentrate more on sales an" marketing

"epartment so that more an" more pro"%cts can be sol" o%t.

"vertisements sho%l" be the best metho" to a"vertise the pro"%cts

an" pop%lar among the p%blic.

Cheaper pro"%cts !otorcycles sho%l" be intro"%ce" by the

company so that it can reach the mi""le class p%blic.

4ransparency sho%l" be ma"e in bet*een the pro"%ct "etails an" the

original pro"%ct sol" to the c%stomers.

Company Rc%stomer ratio sho%l" be maintaine".

Company sho%l" a"" more feat%res in their pro"%cts.

Company sho%l" la%nch bikes *ith less cost 9 best average.

Company sho%l" "o mo"ifications in their pro"%cts

-asicallyin t*o *heelers.

Company sho%l" increase its pro"%ction .

Company sho%l" sell its pro"%cts comparatively at a lo* price.

Company sho%l" improve its after sales services.

Company sho%l" offer more pro"%cts to the c%stomer in

Comparatively less time.

#&


37/41

CONCLS$ON

B&& &!ois a major ,n"ian%tomobileman%fact%rer. ,t is ,n"ia=s

largest an" the *orl"=s th largest t*o< an" three


38/41

ANNERE

e)!*onn&*(e

Please p%t tick mark in the brackets or p%t n%mber *here ever isnecessary.

ameWWWWWWWWWWWWWWWWWWWW.

""ress WWWWWWWWWWWWWWWWWWW.

WWWWWWWWWWWWWWWWWWW.

ge WWWWWWWWWWWWW.

(en"er6 !ale Female

4otal n%mber of members in the familyWWWWW

o. of male members

WWWWWWWWWWWWWWWWWWWWW

Ho* many members in yo%r family have vehiclesQ

WWWWWWWWWWWWWWWWWWWWW..

!onthly family incomeQ

-elo* &0000 &0000


39/41

lakh R lakh bove lakh

1. 7hich bajaj vehicle "o yo% preferQ

4*o 7heeler 4hree 7heeler

2. 7hich of o%r t*o *heeler vehicle "o yo% like the mostQ

WWWWWWWWWWWWWWWWWWWWWW

#. 7hich of o%r three *heeler vehicle "o yo% like the mostQ

WWWWWWWWWWWWWWWWWWWWWWW.

. $o yo% like o%r vehicles

i -eca%se there price is lo*

ii -eca%se yo% have a liking for them

&. $o yo% feel that o%r vehicles cost too m%chQ

5es o

#8


40/41

3. $o yo% feel that *e provi"e better servicesQ

5es o

+. $o yo% think that *e satisfy yo%r nee"s s%ccessf%llyQ

5es o

8. re yo% satisfy *ith the average in the vehiclesQ

5es o

B$BL$ORAPH#

-ooks6

bajaj automobiles sales marketing project 131122220057 phpapp01

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