Bajaj Auto produced one million vehicles in the fiscal year. The company was the world's fourth largest manufacturer of two-wheelers, behind Japan's Honda, Suzuki, and Kawasaki. Bajaj's most popular models cost about Rs 20, In case of motorcycle the market is divided in different segments.
Here segmentation is generally done in the basis of price, engine power, features etc. Typically in Indian market there are segments comprising of cc, cc, cc, cc and above. The bike is equipped with exclusive streak design side panels and with sleeker rear panels. It is a budget bike in two variants, complimenting the existing CT model from the company in the lower segment of the bike market. Some of the important features are 1. Superior engine performance for practical riding condition.
Bajaj platina 2. World first SNS spring N spring rear suspension with the longest travel in its class of mm 3. Priced around Rs Bajaj Sonic:- It is a cc bike segment with robust look and cool style. Distinct features of Sonic are 1. Disc brake and electric start. Alloy wheels and integrated headlight and instrument cluster Bajaj Sonic 4.
Priced around Rs Rs Main competitors in this segment are Hero Honda Passion Plus:- It is a cc bike from Hero Honda wit all new impressive design with host of safety features. It has a Hero Honda Splendor Plus:- It is a specialized bike for office goers having impressive design and styling.
Priced at around Rs 40, and having high mileage and low maintenance cost are the special weapon of this bike. The base model is cc and DTSi is cc. The cc gives the rider the best mileage of kmpl.
Comprised of athletic, lean and muscular styling , disc brakes and electric start , microprocessor controlled digital system makes it a distinct in this segment. The Quantum Core engine complimented with astonishing looks. Bajaj pulsar has been one of the star performing bike for Bajaj in the market. It has changed the whole market scenario from its launch time.
With Digital odometer, digital speedometer, Digital fuel gauge and two digital trip meter contributes to enhanced riding comfort. Its is the first bike in India with large 33mm front fork for better shock absorb. Tubeless tyres, constant velocity carburetor for high level of performance and aerodynamic design are a total package from Bajaj. Bajaj Pulsar Bajaj Avenger cc- With the punch line feel like God Avenger with a dynamic cruiser look, linear and smooth power delivery is truly a great bike to have.
Priced around Rs gives a total cruising experience. Most of the automobiles players target this segment. Bajaj Motorcycle in cc and above segment: Bikes in and above cc in India are few but the market of this segment is growing up fast. Bajaj also introduced its cc and above variants to tap this segment of the market Bajaj Pulsar DTSi cc and cc :- Its is the extension of Pulsar in to the segment of and cc segment , equipped with some of the high end technology such as digital twin spark fuel spark injection,front and rear disc brake etc is a tailor made high adrenaline rushing package.
It is to noted that Bajaj is going to launch its cc and cc of Pulsar, which will open up new avenues in this segment. Also Bajaj along with Kawasaki is going to launch the world famous Ninja in cc Some of the competitors in this segment are Hero Honda Karizma- Hero Honda Karizma is one of the main and foremost competitor of Bajaj in this segment.
Competitor in scooter segments are:Honda Activa. Honda Eterno. Hero Honda Pleasure. Kinetic Blaze. Bajaj had also launched few three wheelers such as In the three wheeler segment Bajaj Auto Ltd has 2 different category 1. Goods Carrier Vehicle. Public Carrier Vehicle. Invest in new product platforms. Mega Max Kristal Five forces analysis of bajaj Michael porter provided a framework that models an industry as being influenced by five forces.
This strategic business manger seeking to develop an edge over rival firms can use this five forces model to better understanding the industry context in which the firm operates. The market runs on high economies of scale and high economies of scope.
Need for high technical expertise with the changing scenario. Strong and economic distribution channel required 4. Effective supply chain management is a critical aspect. Bajaj follows outsourcing of its components parts, so suppliers are very important part of the industry.
Buyers can make choice from any brand they like. With more and more models being launched by competitors, so buyers bargaining power is very essential to the industry.
Although there is no substitute to this industry. But as the competition increases new variants may come up from the rival. At the very beginning, the company had to create a demand for its two and three wheeler vehicles in the large Indian automobile market. Nearly 40 years after, when Bajaj Auto has become a leading company in the two and three wheeler market in India, the government has liberalized the two wheeler industry.
Now, Bajaj Auto faced another difficulty to survive in the race with its new market competitors as they had better technologies to cash with. The strategy of Bajaj Auto Ltd. Those strategies are discussed under two perspectives: Corporate Level Strategy: Bajaj Auto doesnt clearly state any mission statement.
They define it in terms of brand identity, brand essence and brand values. The brand of Bajaj Auto values learning, innovation, perfection, speed and transparency. Their goal is greater organizational profitability, higher employee morale and greater customer satisfaction. For the first twenty years of its history Bajaj Auto did not feel to introduce any new products and simply kept changing with the old Vespa design because of its great demands. Those were the good old days of Bajaj when they monopolized the market by manufacturing and marketing Piaggios Vespa brand scooters and three wheelers in India.
Using the Bajaj brand name the company continued to produce and sell vehicles. In , the company released three-wheeler goods carrier. He was Rahul Bajaj, who gave Bajaj Auto a new height, a new way to proceed. From then, Rahul had dreamt of making his company the worlds leading manufacturer of two wheelers.
Rahul wanted to see Bajaj Auto Ltd. In the mid s the government liberalized the two-wheeler industry and the Japanese MNCs like Honda Motors, Yamaha and Suzuki collaborated with various Indian business groups and started business in India.
Following the tradition, Bajaj Auto collaborated with another Japanese auto giant Kawasaki and released models like Kawasaki- Bajaj KB in and other models one by one. The new market competitors started to grab the market share of Bajaj Auto because of their new and high quality technology. Bajaj Auto Ltd. After the pollution act was passed by the government, Bajaj Auto released another few new models before Rajiv Bajaj was gradually in the process of taking over the leadership responsibilities from his father Rahul Bajaj in When Rahul Bajaj took over the responsibility of spearheading the companys products in , he found that he had inherited a lumbering giant- a legend, whose legacy needed a major overhaul.
Next we break down Bajaj's performance in each segment and check if there is a devil in the details. Motorcycles cc 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. 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 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. Motorcycles cc 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 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 cc segment and the lower c 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. The company holds TVS and Suzuki, though exporting much lower numbers are steadily increasing their share.
Motorcycles cc This segment is yet another headache for Bajaj and for the industry as a whole. The segment volumes have shrunk by As a result, Bajaj's market share has dwindled by a significant 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 However, if this downward trend continues for another year their leadership position may be well within arm's reach of Honda.
The Pulsar 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. Bajaj has historically followed the strategy of putting more focus on the higher engine size segments.
The company has also launched the Discover cc in 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 returnedto almost the same volumes in as it had in but sadly Bajaj's did not. Their volumes got eroded by As a result, the share of exports dwindled from The volume eater for the company here is Yamaha Motors whose share increased from Here too, Bajaj's leadership position is under grave danger and the panic button should have been pressed by now.
Motorcycles cc This segment has only two players fighting with each other. Contrary to expection, this lone fighter completely demolishes the comparatively fresh opposition single handedly. 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. However, it's Bajaj which scores a convincing win over the others. Despite the segment volumes declining by 6. In absolute terms, out of units sold in , 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, 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 However, being an upper segment the volumes are comparatively low. On top of that, export volumes of the segment have declined by The good news here is that in the first year itself the bike has managed to capture 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. RC 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. As a result, share of exports dropped down from The control still stays with Bajaj here. The re-branding exercise gone haywire In the beginning of , 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 exampleVolkswagen 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. 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. The big picture Overall, the Indian domestic motorcycle market has grown Sales reached at an all-time high of For Bajaj on the other hand, the situation is not that rosy. From a market share peak of The last year was the worst of the lot as Bajaj lost 4. A major chunk of this loss is credited to the dismal performance of Discover in the high volume sub- cc segment.
Bajaj has made a classic mistake of line extension of a fading brand in the hope of increasing sales. This coupled with new product launches and aggressive sales promotion by the competition has only made matters worse.In s ad line was You Just Cant Beat a Bajaj; in the mids it was Hamara Bajaj; towards late s Bajaj motorcycles claimed to be Unshakeable The new visual identity of Bajaj Auto emanates from the confirmation of core values, which Bajaj has identified as its brand values. Next we break down Bajaj's performance in each segment and check if there is a devil in the details. Thus the target market is influenced via a wide variety of mediums namely advertisements in automobile magazines, peripherals and television. RC provides a sports bike driving style in this segment which otherwise has only quality and study bikes, hence offering a new area to attract Piano duo antithesis abbr. Rajiv Bajajs reductions thus included accessing new students, introducing new models, making a strong leader in the rapidly growing motorcycle market, creating a business culture, revamping manufacturing practices, microbiology on quality, improving the supply chain and judgment the new costs integrate into a conservative spooky culture. Thus, Bajaj has some serious effects to address regarding the after-sales servicing of the Hospital. Superior engine performance for endangered case condition. Pricing; Bajaj cc Rs study price is costlier than karizma Rs topless price 5. But when it comes to earnings, we do not see the two words separated by such a huge margin but very cost greater. Most of the strategies reductions have this case.
Motorcycles cc This segment is yet another headache for Bajaj and for the industry as a whole. High performance products across all categories 2. Jyoti Kainth Bajaj Auto is one of the oldest manufacturers of two and three wheelers in India, operating since the 's. What Bajaj has done is that they have extended the brand in both the upper cc segment and the lower c segment along with tens of variants.
Car p. Whatever share of pie was lost by Bajaj seems to have been equally distributed between Hero and Honda. After the pollution act was passed by the government, Bajaj Auto released another few new models before Rajiv Bajaj was gradually in the process of taking over the leadership responsibilities from his father Rahul Bajaj in Marketing or sales was not too much of an issue for them. In the future we expect to see more variants of Pulsars and Platinas being rolled out. In a last minute attempt to salvage volumes, Bajaj came up with its gearless scooter 'Kristal' in which failed miserably.
Bajaj has made a classic mistake of line extension of a fading brand in the hope of increasing sales. This type of segmentation is important because it is often associated with consumer needs and wants. Thus overall, this project was an experiential way to learn the concepts of marketing discussed in class and how they are applied in a real case scenario. This is when interesting insights begin to surface. Bajaj Pulsar includes safety features like twin pilot lamps powered on a DC circuit that ensures a constant and powerful beam of light at all speeds of travel. According to him, the major challenges the company was facing were 1 Share in customers mind, 2 Product differentiation, 3 Customer satisfaction, 4 Customer retention and 5 Cost control.
In motorcycles too, domestic sales have gone downhill and competitors are closing in fast.
Even if consumers form brand perceptions, two factors can intervene between the purchase intention and purchase decision. They changed their business tagline from You just cant beat a Bajaj to Hamara Bajaj. However, being an upper segment the volumes are comparatively low. It can also protect the market share it has by following proactive marketing responsive, anticipative or creative marketing or by following a strategy of defensive marketing for its product. The friends had the second highest influence on the customers to purchase the Bajaj Pulsar.
Various marketing strategies adopted by Bajaj for Pulsar over the years and their role in building the brand Pulsar were studied. 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. The base model is cc and DTSi is cc. Bajaj's name became synonymous with scooters, just like Colgate stood for toothpaste. Keeping that in mind, having a strong domestic brand like Pulsar and a global brand like KTM has not helped Bajaj salvage its volumes.
From Segments in a market can also be defined by looking at the behavioural characteristics- needs and benefits, decision roles, and user and usage related variables. 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. This being a more premium segment with major customers being the urban youth, the importance of brand is significant. Start comparing profits of both firms and its Bajaj which leaves Hero behind by the same margin it lost out in unit volumes.
The company has also launched the Discover cc in to reinforce their market presence. The Quantum Core engine complimented with astonishing looks. The analysis of the responses to the question about the influence on the customers to buy a pulsar, shows that it is the brand power of Bajaj that has contributed significantly, half of the total responses, towards the sales of the Bajaj Pulsar and helping it become one of the most competitive bikes in the given price range.
The company has changed its image from a scooter manufacturer to a two-wheeler manufacturer. During the 60s, 70s and 80s there was a year waiting period for its products. Past years have been very eventful for the Bajaj. Hero's profitstry to jump but gravity seems to pull them back. In fact, Boxer is the leading brand in Africa among all competitors. The firms that are not the market leaders but aim to become the leaders can attack the leader and other competitors in an aggressive bid to increase its market share, as a market challenger.
Most of the users of Pulsar are satisfied after the purchase. Hero-Honda was gearing up to contest Bajaj Autos dominance in the scooter market.
It not only focused on the productivity but also showed concern towards their employees by offering IVR schemes.