Bajaj Automobiles Sales Marketing Project 131122220057 Phpapp01
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8/11/2019 Bajaj Automobiles Sales Marketing Project 131122220057 Phpapp01
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TABLE OF CONTENTS
Page no.CHAPTER 1
Company History 02Company Profile 08Company Flashback 10
CHAPTER 2
Objectives 12esearch !etho"ology 1#
CHAPTER 3
$ata Collectiono Pro"%cts 1&
o 'ey Policies 21
o (ro%p Companies 22
o )egment *ise res%lts 2#
o )ales 2&
o )*ot analysis 2+
CHAPTER 4
,nfrastr%ct%re of -ajaj 28!anagement Profile 2
H of -ajaj #0
CHAPTER 5
Fin"ings/ nalysis #2)%ggestions #
CHAPTER 6
Concl%sion #&
CHAPTER 7
nne%re #3
CHAPTER 8
0
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-ibliography #8
1
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Acknowledgeen!
If words are considered to be signs of gratitude then let these words convey the
very same. My sincere gratitude to Bajaj Motors for providing me with an
opportunity to work with Bajaj Motorsand giving necessary directions on doing
this project to the best of my abilities.
I am highly indebted to Shri Raghvendra Pratap Singh,Area Sales Manager
(Bajaj Motors and company project guide! who has provided me with the
necessary information and also for the support e"tended out to me in the
completion of this report and his valuable suggestion and comments on bringing
out this report in the best way possible.
I am grateful to all faculty members of Department of Business
Administration, University of Luckno! #ucknow and my friends who have
helped me in the successful completion of this project.
I e"tend my heartfelt thanks to my family members and friends for giving their
valuable support and giving important direction during my training.
4hanking 5o%
2
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CO"PAN# H$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
o 4O )4E$5 4HI PO$EC4) OFFII$
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1#
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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"
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)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
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B*ke)
13
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1+
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29 P&))enge( C&((*e()
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(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 $n!e(e)!
%tomotive 238 ###&1 82# &+2& 101+2,nvestment 2210 2&& &088 &28 1223+
To!&l 27178 35/46 53381 63353 113/8
?ess6 ,nterest &8+ 1#3 3+ 12 &13
To!&l P(o;*!
Be;o(e T&D
265/1 35810 52702 63211 11347
C&%*!&l
E%lo'ed
%tomotive 1001 18+& 1001 18+& 1#383
,nvestment 1+10# 1330 1+10# 1330 1002
Enallocable 282 3& 282 3& ##&
To!&l 308211 308754 308211 308754 2/32/
S&le) *n ne( ;o( !e 'e&( 2008
1)! Oc!oe( 2008
Pro"%ct 2003
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S&le) *n ne() ;o( !e on! o; Oc!oe( 2008
1)! No+ee( 2008
Product
or October
2008
Upto October
2008
or October
2007
Upto October
2007
!otorcycles 13#;8&0 1;28#;&8 28;#0+ 1;2+#;83&
Other 27heelers
1;32+ 8;&2 1;838 1&;+++
To!&l 2
eele()165?477 1?2/2?550 250?175 1?28/?642
4hree 7heelers 23;#3# 1&;2& 28;001 1+;218
(ran" 4otal 11;80 1;&1;+& 2+8;1+3 1;3#;830
28
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S99O9T ANAL#S$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 $evelopment
' )rinivas >ice Presi"ent H%man eso%rces
@. )ri"har Company )ecretary
HR BAA
Rec(*!en! Pol*c'
-ajaj %to is an eB%al opport%nity employer. )election is base" strictly onin"ivi"%al merit.
large n%mber of o%r recr%its are fresh engineers an" !-s. at%ralattrition is %s%ally taken care of by promotions an" horiontal movements*ithin the organisation to provi"e career opport%nities for o%r employees.
Occasionally; specific skill
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Eng*nee(),7e recr%it Ingineering (ra"%ates from rep%te" instit%tes fromall over ,n"ia. -ajaj %to enjoys an ecellent rep%tation *ith all ational,nstit%tes of 4echnology ,4s an" is among the preferre" employers foron
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7e live o%r bran" by its val%es of ,nnovation; Perfection; an" )pee".-ajaj *ill be "istinctly ahea" thro%gh ecitement engineering.,nnovation is ho* *e create the f%t%re. ,t is a val%e that provokes %s toreach beyon" the obvio%s in p%rs%it of that *hich ecee"s the or"inary.
Pe(;ec!*on
,t is ho* *e set ne* stan"ar"s. ,t is a val%e that ehibits o%r "eterminationto ecel by en"eavo%ring to establish ne* benchmarks all the time.
S%eed
)pee" is ho* *e convey clear conviction. ,t is a val%e that keeps %ssharply responsive; mirroring o%r commitment to*ar"s o%r goals an"
processes.
Co%e!enc' B*ld*ng
-ajaj %to has a very flat organiation str%ct%re *ith three managementlevels. Iach level represents a specific role an" hence nee"s relevantcompetencies. Competency b%il"ing at -ajaj %to is a combination of
"evelopment for c%rrent an" f%t%re roles.
7e cater to these nee"s by %sing interventions like "evelopment centers;nee"
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Highlights for 200+
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SEST$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.
#&
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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
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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
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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
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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
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