A PROJECT REPORT On Bajaj Electricals Submitted in partial fulfilment for the degree of Bachelor of Business Administration, GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY. By Shubham Pal BBA (2010-2013) IDEAL INSTITUTE OF MANAGEMENT & TECHNOLOGY DELHI-110092 1
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APROJECT REPORT
On Bajaj Electricals
Submitted in partial fulfilment for the degree ofBachelor of Business Administration,
GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY.
By Shubham Pal
BBA (2010-2013)
IDEAL INSTITUTE OF MANAGEMENT & TECHNOLOGY
DELHI-110092
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INTRODUCTION
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INTRODUCTION
The behaviour is characterized by the uniqueness of individual expectations, the
preference for multiple options, propensity to abandon brand loyalty and switch to
competing brands that give higher value. The new breed is willing to import to
satisfy specific requirement It is difficult to clarify this generation by
conventional demographic factors and unless their thought process and buying
behavior are fully understood, decisions on product designs and packaging,
branding and distribution channels are likely to be misplaced. With the
inevitability of change looming large over horizon, Indian companies must learn
from their western counterparts; not only to identify the sources, timing and
direction of the changes likely to effect. India, but also the new competencies and
perspective that will enable them to respond to these changes comprehensively and
effectively.
Companies offering product or services will need to understand this new face of
the customers. The changing demographic profile of the population in terms of
education, income, size of the family and so on, are important but what will be more
substantive in days to come will be the psychographics of the customer ice how they
feel , think or behave. Marketers will have to constantly monitor and understand
the underlying psycho graphics to map their respective industries are moving and
decide what needs to be done, by way of adding value that motivates customers
to buy the company's products and influence the future industry structure.
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Consumer durables like fan, bulbs, tube lights, geysers play an important role for a
small sweet home to a multipurpose project. To market the -- ct and to establish brand
loyalty, a good marketer has to go to real customers. The behavior differ one from
another. It is essential to know their decision process, the factors influencing their
behavior, the competitors marketing strategy and position in the market.
On going through the market survey, I found different types of dealers trough
which I can able to analyze the behavior of customers towards geysers , their
decision regarding the purchase of geysers, choice of brand, company and its
benefits.
MAJOR FACTORS INFLUENCING
CONSUMER BEHAVIOUR:
The major factors that influence the consumer behavior are:
Product Price
Place
Promotion mix
PRICING AND MARKET SHARE:
Pricing is undoubtedly one of the most important decision areas of marketing. Price
and sales volume together decide the revenue of any business. As the sales
volume in itself is dependent on price, pricing really becomes the key to the
revenue of the business. Pricing is crucial to pro I-] is as well. Pricing becomes the
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vital decision area on account of certain other factors besides its crucial role in
bringing revenues and profits to the business.
PRICING METHOD/PRICING STRATEGIES:
There are several methods of pricing: Cost based pricing
Demand based pricing
Competition based pricing
Product line oriented pricing
Differentiated pricing
MARKET SHARE:
Market share constitutes the total market captured by Bajaj electrical limited in the
whole consumer durable industry. During my survey I found out that the market
share in different areas are different because of different geographical regions,
climate and number of different companies.
The market share is determined by the help of total consumption of the
particular area and the consumption of particular company's product in that area.
The market share of Bajaj electrical limited is growing with every financial year.
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COMPANY PROFILE
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COMPANY PROFILE
The bajaj group of India owes immense gratitude to their founding father whose
vision and dedication over the years has greatly helped to build a business house
that can set standard in Indian industry.
Jamnalal Bajaj was the founding father of the Bajaj Group. The dopted 'fifth' son of
Mahatma Gandhi, and the 'merchant prince' who held the wealth he created in
trust for the people of his country, Trust - a simple word that contains a whole
philosophy handed down by Jamnalal Bajaj to his successors. He valued
honesty over profit.
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Jamalnayan Bajaj, elder son of Jamnalal Bajaj, followed footsteps of his illustrious
father and consolidated the baja jj foundation. With characteristic foresight and
pragmatic; vision, he launched a steady diversification programme which gave
the current name "Bajaj" both its shape and size. His unique management style created
a work culture that matched well with the national spirit he had inherited.
Ramkrishna Bajaj took over the reins of the "bajaj group" in 1972 after Kamalnayan
Bajaj and steered the Group from strength to strength for over 22 years. He had also
actively participated in the freedom struggle of the country. In post independent India,
he had led the youth movement.
Shekhar Bajaj, Chairman & Managing Director of Bajaj Electricals Ltd., started his
career with Bajaj Sevashrarn after which he worked at Bajaj International, the groups
export company. Mr. Shekhar Bajaj joined Bajaj Electricals in 1980, became the
Managing Director in 1987 and took over as the Chairman and Managing Director in
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1994. Mr. Bajaj is the Chairman of Bajaj Group companies Baj~.:i;j International and
Hercules Hoist Pvt. Ltd. and on the Board of Directors of Bajaj Auto and
IDBI Bank. He was the President of ASSOCHAM, former President of Indian
Merchant Chambers (IMC) and Council for Fair Business; Practices (CFBP)
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HISTORY
People don't just bring their brains to work: they also bring their hearts and soul.
They want to feel passionate about what they are doing and be a part of whatever is
great. We at Bajaj Electricals Limited, recognize this truism and seek out and strike
a dialogue straight with the hearts and souls) of our employees. Here is a quote from
Mr. Shekhar Bajaj, our Chairman and Managing Director -
"Every individual has the potential to perform if he or she gets proper motivation,
the right opportunity and the freedom to work. In the long run success is
achieved when ordinary people perform extraordinarily. It is important to keep an
open mind rather than drawing preconceived impressions about people. More
often that not, such impressions will be proven wrong."
Faster, Higher, Stronger - is our maxim, our way of individual and organizational
performance. This is how we managed a successful business turnaround in Bajaj
Electricals Ltd - with and through each one of our employees. And not only our
excellent brand of products, cur people provide an excellent competitive advantage to
us.
Bajaj Electricals Ltd. is planning to enter into a licensing agreement for its luminarie
business.
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We are looking at a collaboration for our luminaire business :-7~ough a licensing
agreement as there is a need for technologically superior products which are state-of-
the art. We are in advanced discussions. I cannot disclose anything further at this
stage," Bajaj Electricals chief operating officer and president R Ramakrishnan said.
The luminaire business is one of the five special business units (SBUs) of the
company. The others are appliances, pans, lighting and the engineering business.
Bajaj Electrical luminaires find applications in the engineering, power, steel, cement,
fertilizer, chemical and petrochemical sectors.
Earlier, Bajaj Electricals had entered into a licensing agreement with Morphy
Richards of the UK for its irons. This tie-up also entails a technology transfer.
The company is targeting revenues of Rs 1,000 crore by the year 2007-08.
"The biggest contributor to this will be the engineering business. Till
recently, we were only into the manufacture of power transmission towers. Now,
we will be installing them too," Mr Ramakrishnan added. The engineering and
projects business is also the fastest growing business.
This business has an order book of over Rs 150 crore and has grown by over 85%,
senior company executives said. The company clocked net sales of Rs 505.26 crore in
the last fiscal and is expected to add around 25% to its topline this-_-) fiscal, he said.
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The company which had been facing tough times a few years back has bounced back
after the implementation of a restructuring exercise.
This entailed the reorganisation in to five SBUs, reduction in _crest rates, brand
building, and a growth of revenues.
Last year, the company also came out with a rights issue at premium of Rs 15 per
share. Further, the company also of out of the die-casting business by giving a VRS at
the plant, selling the development rights of the land and entering into a non-compete
clause with a competitor.
Revamp helps Bajaj Electricals Turn Around
Hindu Business line
January 31, 2005
K. Giriprakash
V. K. Varadarajan
Bangalore Jan 30, 2005: BAJAJ Electricals has restructured its entire operations,
including shutting down some of its loss-making ventures, as part of its plans to
turnaround the company.
Bajaj Electricals' President and Chief Operating Officer, Mr R. Ramakrishnan, told
Business Line that the restructuring has helped the company to turnaround and now
it expects to double its revenues to about Rs 1,000 crore within three years. The
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company hopes to end the current fiscal with a revenue of around Rs 630 crore, an
increase of 20 per cent over fiscal 2003-04.
Mr Ramakrishnan said it had roped in Accenture Consulting to chart out a
turnaround for the company. As per the new plan, Bajaj Electricals dropped its
matrix structure for its organisation in favour of separate business units for each of
its businesses.
It now has five separate business units - engineering and projects, luminaire,
appliances, fans and lighting. "Each of these units compete as separate businesses with
its, competitors," Mr Ramakrishnan said. The company also got rid of unviable
businesses.
For example, it shut down its diecast operations and offered VRS to 180 people. It
also sold surplus land of the unit.
He said the company also went in for financial restructuring by swapping high cost
funds with low cost long-term debt. The banks too have lowered interest cost and
increased the moratorium for another two years.
The company plans to invest about Rs 20 crore, spread over the next fiscal, to
double the existing capacity in its engineering unit to execute its Rs 160 crore
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worth of fresh order from Powergrid Corporation for erection and commissioning of
power transmission tower.
Mr Ramakrishnan said the engineering unit, which registered a growth of 88 per cent
over the last fiscal, is expected to outpace other business units. The company expects
about 25 per cent of its revenues to come from its engineering business, he said.
Mr Ramakrishnan said with the PowerGrid according theril the status of approved
EPC contractors, it expects bigger orders from the power company. He pointed out
that with an estimated investment proposal of Rs 75,000 crore by Powergrid
Corporation, there was a huge opportunity for the company.
Mr.Ramakrishnan said the company had entered into a licensing arrangement with
Trilux, a leading European luminaries brand and a market leader in
lighting in Germany. The tie-up, though is aimed to market the products to
premium segments in the country, could lead to manufacturing Trilux products in
the long term. Trilux would complement
Bajaj's own products to provide full spectrum of lighting products, he said. Similarly,
Bajaj's tie-up with UK's leading small appliances brand Morphy Richards had helped
it to position itself in the premium end of the market.
Mr Ramakrishnan said Bajaj Electricals has a market share of between 15 per cent
and 20 per cent in the appliances segment, 20 per cent in luminaries and 10
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per cent in lighting. The company has also been able to take on the unorganised
sector by offering competitive pricing of its products in the lower end. "Our
China sourcing strategy has helped us to buy from the world's best without
compromising on the quality of the products," he said.
Bajaj International Pvt. Ltd. is an associate company of Bajaj Electricals Limited
(BEL), and is a part of The Bajaj Group which has an annual turnover of US$
1.4 billion, employing approximately 33,000 people.
The Brand 'Bajaj' is a mark which guarantees highest international quality standards.
It signifies an uncompromising attitude towards any divergence frorn quality
products.
Our group company Hind Lamps Ltd. has had a manufacturing venture with Philips
Holland for more than five decades for GLS and Miniature Lamps and for Fluorescent
Tubes.
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Bajaj Electricals Keeps on Shining More...
Bajaj Electricals Limited (BEL) is a part of the "Bajaj Group" of India who are
in the business of s teel , sugar, two wheelers & three wheelers. Bajaj
Electricals is well established in their range of products such as lamps & tube
lights, luminaires, small household appliances, ceiling fans & table fans and
turnkey engineering services. The company has been in existence for the last 60
years and has steadily grown and expanded its business both in domestic and
international markets.
Bajaj Electricals has 20 branch offices and 4 regional offices spread in different
parts of the country besides being supported by a chain of about 600
distributors, 2500 authorised dealers, over 60,000 retail outlets and over 200
service franchisees
BEL today has five major business units comprising of lighting, luminaires,
electric fans, home appliances, turnkey engineering projects. BEL's export
activities are well supported through its International division. The Company
has recently forayed into electric power generation through wind energy in its
quest to reduce the depletion of fossil fuels and preserved the environment.
Total Quality Management (TQM) has taken roots in some important business
processes of the Company. Few business units of the company have already received
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ISO Certifications while the other BUs are on the anvil to obtain the same. BEL
has many technology tie-ups and collaborations with major international players, the
details of which are given under business activities.
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PRESS NEWS
Times of India January 22, 2005
Bajaj Electricals has reported a 93.8 percent rise in its net profit for the third
quarter ended December 31, 2004 at Rs 4.75 crore as against Rs 2.45 crore in the
corresponding period of last fiscal. Revenues from operations during the quarter
were higher at Rs 170 crore as against Rs 126 crore i n the same period of 2003-04.