SUMMER TRAINING REPORT

ON
Marketing strategy of Bajaj

Submitted in partial fulfillment of the requirement for the award of the

degree of

Master of Business Administration

Under the supervision of

Submitted To:
Dr. Ashish Sonkar

Submitted by
PRAKASH KUMAR MISHRA
Roll No. 180012135328

INSTITUTE OF MANAGMENT SCIENCE

UNIVERSITY OF LUCKNOW
2019
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 DECLARATION

This is to declare that I PRAKASH KUMAR MISHRA (Roll No. 180012135328) student of
MBA, have personally worked on the project entitled “Marketing strategy of Bajaj” The data
mentioned in this report were obtained during genuine work done and collected by me. The data
obtained from other sources have been duly acknowledged. The result embodied in this project
has not been submitted to any other University or Institute for the award of any degree.

Date: `
Place: Lucknow (Roll No. 180012135328)

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 ACKNOWLEDGMENT
First of all I thank God for giving me this wonderful opportunity to undertake this research
which is a part of my MBA program.
I would like to sincerely thank Dr. Ashish Sonkar for giving me the wonderful opportunity to
work under his able guidance and support throughout my research.
I also thank persons working at Bajaj office for giving me their valuable time and vital
information which forms a part of this report.
I would also like to thank my colleagues for rendering their help to me in this research.
Last but not the least, I thank my parents for their prayers, help and advice which helped me a lot
to complete this project report.

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 PREFACE
I respect to the allotted period, I have formed relationship with the organization as trainee but
informally it is a sacred place for me as it’s my first practical exposure to an organization to
know and get aware to an organizational real practical stressful environment.
Although I am Student of M.B.A Lucknow. It is a two year full time degree courses. So
far this training is scheduled for third semester syllabi as a separate topic to be asked in detail in
viva-voice conducted by external So far I have completed 4 semester examination. Thus study
will provided me a better opportunity to survive in cut throat competition with a prosperous
existence. I have tried my best to gain out of well framed circumstances & with the help of
experienced personnel who helped me out so for become possible to them. As being a very
confidential functioning many things are there which can’t be known but on the basis of gathered
information and certain hints, the project has been formed. It may have something missing but I
have tried to present all things what I have received. Although this report has been got checked
by different personnel but after that if there is some shortcomings I expect it to be rectified. So
the whole study bifurcated in different parts. Certain observations & suggestions also have been
stated which if possible to be reviewed.

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 TABLE OF CONTENT

 INTRODUCTION
 COMPANY PROFILE
 OBJECTIVE OF STUDY
 RESEARCH METHODOLOGY
 DATA ANALYSIS AND INTERPRETATION
 FINDINGS
 RECOMMENDATION AND SUGGESTION
 CONCLUSION
 LIMITATIONS
 BIBLIOGRAPHY
ANNEXURE

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 INTRODUCTION

Marketing strategy
Marketing strategy is the goal of increasing sales and achieving a sustainable competitive
advantage. Marketing strategies includes all basic and long-term activities in the field of
marketing that deal with the analysis of the strategic initial situation of a company and the
formulation, evaluation and selection of market-oriented strategies and therefore contribute to the
goals of the company and its marketing objectives.

Developing a marketing strategy

Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill
market needs and reach marketing objectives. Plans and objectives are generally tested for
measurable results. Commonly, marketing strategies are developed as multi-year plans, with a
tactical plan detailing specific actions to be accomplished in the current year. Time horizons
covered by the marketing plan vary by company, by industry, and by nation, however, time
horizons are becoming shorter as the speed of change in the environment increases. Marketing
strategies are dynamic and interactive. They are partially planned and partially unplanned.
See strategy dynamics. Marketing strategy needs to take a long-term view, and tools such
as customer lifetime value models can be very powerful in helping to simulate the effects of
strategy on acquisition, revenue per customer and churn rate.

Marketing strategy involves careful and precise scanning of the internal and external
environments. Internal environmental factors include the marketing mix and marketing mix
modeling, plus performance analysis and strategic constraints. External environmental factors
include customer analysis, competitor analysis, target market analysis, as well as evaluation of
any elements of the technological, economic, cultural or political/legal environment likely to
impact success. A key component of marketing strategy is often to keep marketing in line with a
company's overarching mission statement.

Once a thorough environmental scan is complete, a strategic plan can be constructed to identify
business alternatives, establish challenging goals, determine the optimal marketing mix to attain
these goals, and detail implementation. A final step in developing a marketing strategy is to

6
create a plan to monitor progress and a set of contingencies if problems arise in the
implementation of the plan.

Marketing Mix Modeling is often used to help determine the optimal marketing budget and how
to allocate across the marketing mix to achieve these strategic goals. Moreover, such models can
help allocate spend across a portfolio of brands and manage brands to create value.

Diversity of Strategies

Marketing strategies may differ depending on the unique situation of the individual business.
However, there are a number of ways of categorizing some generic strategies. A brief description
of the most common categorizing schemes is presented below:

Strategies based on market dominance - In this scheme, firms are classified based on their
market share or dominance of an industry. Typically there are four types of market dominance
strategies:

 Leader
 Challenger
 Follower
 Nicher

According to Shaw, Eric (2012). "Marketing Strategy: From the Origin of the Concept to the
Development of a Conceptual Framework". Journal of Historical Research in Marketing., there is
a framework for marketing strategies.

 Market introduction strategies

"At introduction, the marketing strategist has two principle strategies to choose from: penetration
or niche" (47).

 Market growth strategies

"In the early growth stage, the marketing manager may choose from two additional strategic
alternatives: segment expansion (Smith, Ansoff) or brand expansion (Borden, Ansoff, Kerin and
Peterson, 1978)" (48).
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 Market maturity strategies

"In maturity, sales growth slows, stabilizes and starts to decline. In early maturity, it is common
to employ a maintenance strategy (BCG), where the firm maintains or holds a stable marketing
mix" (48).

 Market decline strategies

At some point the decline in sales approaches and then begins to exceed costs. And not just
accounting costs, there are hidden costs as well; as Kotler (1965, p. 109) observed: 'No financial
accounting can adequately convey all the hidden costs.' At some point, with declining sales and
rising costs, a harvesting strategy becomes unprofitable and a divesting strategy necessary" (49).

Early marketing strategy concepts

 Borden's "marketing mix"

"In his classic Harvard Business Review (HBR) article of the marketing mix, Borden (1964)
credits James Culliton in 1948 with describing the marketing executive as a 'decider' and a 'mixer
of ingredients.' This led Borden, in the early 1950s, to the insight that what this mixer of
ingredients was deciding upon was a 'marketing mix'".

 Smith's "differentiation and segmentation strategies"

"In product differentiation, according to Smith (1956, p. 5), a firm tries 'bending the will of
demand to the will of supply.' That is, distinguishing or differentiating some aspect(s) of its
marketing mix from those of competitors, in a mass market or large segment, where customer
preferences are relatively homogeneous (or heterogeneity is ignored, Hunt, 2011, p. 80), in an
attempt to shift its aggregate demand curve to the left (greater quantity sold for a given price)
and make it more inelastic (less amenable to substitutes). With segmentation, a firm recognizes
that it faces multiple demand curves, because customer preferences are heterogeneous, and
focuses on serving one or more specific target segments within the overall market" (35).

 Dean's "skimming and penetration strategies"

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"With skimming, a firm introduces a product with a high price and after milking the least price
sensitive segment, gradually reduces price, in a stepwise fashion, tapping effective demand at
each price level. With penetration pricing a firm continues its initial low price from introduction
to rapidly capture sales and market share, but with lower profit margins than skimming".

 Forrester's "product life cycle (PLC)"

"The PLC does not offer marketing strategies, per se; rather it provides an overarching
framework from which to choose among various strategic alternatives".

Corporate strategy concepts

 Andrews' "SWOT analysis"

"Although widely used in marketing strategy , SWOT (also known as TOWS) Analysis
originated in corporate strategy. The SWOT concept, if not the acronym, is the work of Kenneth
R. Andrews who is credited with writing the text portion of the classic: Business Policy: Text and
Cases (Learned et al., 1965)" (41).

 Ansoff's "growth strategies"

"The most well-known, and least often attributed, aspect of Igor Ansoff's Growth Strategies in
the marketing literature is the term 'product-market.' The product-market concept results from
Ansoff juxtaposing new and existing products with new and existing markets in a two by two
matrix" (41-42).

Porter's "generic strategies"

Porter generic strategies – strategy on the dimensions of strategic scope and strategic strength.
Strategic scope refers to the market penetration while strategic strength refers to the firm's
sustainable competitive advantage. The generic strategy framework (porter 1984) comprises two
alternatives each with two alternative scopes. These are Differentiation andlow-cost
leadership each with a dimension of Focus-broad or narrow.

 Product differentiation

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 Cost leadership
 Market segmentation

Innovation strategies

Innovation strategies deal with the firm's rate of the new product development and business
model innovation. It asks whether the company is on the cutting edge of technology and business
innovation. There are three types:

 Pioneers
 Close followers
 Late followers

Growth strategies

In this scheme we ask the question, "How should the firm grow?". There are a number of
different ways of answering that question, but the most common gives four answers:

 Horizontal integration
 Vertical integration
 Diversification
 Intensification

These ways of growth are termed as organic growth. Horizontal growth is whereby a firm grows
towards acquiring other businesses that are in the same line of business for example a clothing
retail outlet acquiring a food outlet. The two are in the retail establishments and their integration
lead to expansion. Vertical integration can be forward or backward. Forward integration is
whereby a firm grows towards its customers for example a food manufacturing firm acquiring a
food outlet. Backward integration is whereby a firm grows towards its source of supply for
example a food outlet acquiring a food manufacturing outlet.

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Raymond Miles' Strategy Categories

In 2003, Raymond Miles proposed a more detailed scheme using the categories:Miles, Raymond
(2003). Organizational Strategy, Structure, and Process. Stanford: Stanford University
Press. ISBN 0-8047-4840-3.

 Prospector
 Analyzer
 Defender
 Reactor
 Marketing warfare strategies – This scheme draws parallels between marketing strategies
and military strategies.

BCG's "growth-share portfolio matrix" "Based on his work with experience curves (that also
provides the rationale for Porter's low cost leadership strategy), the growth-share matrix was
originally created by Bruce D. Henderson, CEO of the Boston Consulting Group (BCG) in 1968
(according to BCG history). Throughout the 1970s, Henderson expanded upon the concept in a
series of short (one to three page) articles in the BCG newsletter titled Perspectives (Henderson,
1970, 1972, 1973, 1976a, b). Tremendously popular among large multi-product firms, the BCG
portfolio matrix was popularized in the marketing literature by Day (1977)" (45).

Strategic models

Marketing participants often employ strategic models and tools to analyze marketing decisions.
When beginning a strategic analysis, the 3C's model can be employed to get a broad
understanding of the strategic environment. An Ansoff Matrix is also often used to convey an
organization's strategic positioning of their marketing mix. The 4Ps can then be utilized to form a
marketing plan to pursue a defined strategy. Marketing Mix Modeling is often used to simulate
different strategic flexing go the 4Ps. Customer lifetime value models can help simulate long-
term effects of changing the 4Ps, e.g.; visualize the multi-year impact on acquisition, churn rate,
and profitability of changes to pricing. However, 4Ps have been expanded to 7 or 8Ps to address
the different nature of services.

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There are many companies, especially those in the consumer package goods (CPG) market, that
adopt the theory of running their business centered around consumer, shopper and retailer needs.
Their marketing departments spend quality time looking for "growth opportunities" in their
categories by identifying relevant insights (both mindsets and behaviors) on their target
consumers, shoppers and retail partners. These growth opportunities emerge from changes in
market trends, segment dynamics changing and also internal brand or operational business
challenges. The marketing team can then prioritize these growth opportunities and begin to
develop strategies to exploit the opportunities that could include new or adapted products,
services as well as changes to the 7Ps.

Real-life marketing

Real-life marketing primarily revolves around the application of a great deal of common-sense;
dealing with a limited number of factors, in an environment of imperfect information and limited
resources complicated by uncertainty and tight timescales. Use of classical marketing techniques,
in these circumstances, is inevitably partial and uneven.

Thus, for example, many new products will emerge from irrational processes and the rational
development process may be used (if at all) to screen out the worst non-runners. The design of
the advertising, and the packaging, will be the output of the creative minds employed; which
management will then screen, often by 'gut-reaction', to ensure that it is reasonable.

For most of their time, marketing managers use intuition and experience to analyze and handle
the complex, and unique, situations being faced; without easy reference to theory. This will often
be 'flying by the seat of the pants', or 'gut-reaction'; where the overall strategy, coupled with the
knowledge of the customer which has been absorbed almost by a process of osmosis, will
determine the quality of the marketing employed. This, almost instinctive management, is what
is sometimes called 'coarse marketing'; to distinguish it from the refined, aesthetically pleasing,
form favored by the theorists.

An organization's strategy combines all of its marketing goals into one comprehensive plan. A
good marketing strategy should be drawn from market research and focus on the right product
mix in order to achieve the maximum profit potential and sustain the business. The marketing
strategy is the foundation of a marketing plan.

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Marketing planning

A marketing plan may be part of an overall business plan. Solid marketing strategy is the
foundation of a well-written marketing plan. While a marketing plan contains a list of actions, a
marketing plan without a sound strategic foundation is of little use.

The marketing planning Definition and example

A marketing plan is a comprehensive blueprint which outlines an organization's overall

marketing efforts. A marketing process can be realized by the marketing mix, which is outlined
in step 4. The last step in the process is the marketing controlling.

The marketing plan can function from two points: strategy and tactics (P. Kotler, K.L. Keller). In
most organizations, "strategic planning" is an annual process, typically covering just the year
ahead. Occasionally, a few organizations may look at a practical plan which stretches three or
more years ahead.

Marketing planning aims and objectives

Behind the corporate objectives, which in themselves offer the main context for the marketing
plan, will lie the "corporate mission," in turn provides the context for these corporate objectives.
In a sales-oriented organization, the marketing planning function designs incentive pay plans to
not only motivate and reward frontline staff fairly but also to align marketing activities with
corporate mission. The marketing plan basically aims to make the business provide the solution
with the awareness with the expected customers.

This "corporate mission" can be thought of as a definition of what the organization is, or what it
does: "Our business is ...". This definition should not be too narrow, or it will constrict the
development of the organization; a too rigorous concentration on the view that "We are in the
business of making meat-scales," as IBM was during the early 1900s, might have limited its
subsequent development into other areas. On the other hand, it should not be too wide or it will
become meaningless; "We want to make a profit" is not too helpful in developing specific plans.

Abell suggested that the definition should cover three dimensions: "customer groups" to be
served, "customer needs" to be served, and "technologies" to be used. [1] Thus, the definition of
IBM's "corporate mission" in the 1940s might well have been: "We are in the business of

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handling accounting information [customer need] for the larger US organizations [customer
group] by means of punched cards [technology]."

Perhaps the most important factor in successful marketing is the "corporate vision." Surprisingly,
it is largely neglected by marketing textbooks, although not by the popular exponents of
corporate strategy — indeed, it was perhaps the main theme of the book by Peters and
Waterman, in the form of their "Superordinate Goals." "In Search of Excellence" said: "Nothing
[2]
drives progress like the imagination. The idea precedes the deed." If the organization in
general, and its chief executive in particular, has a strong vision of where its future lies, then
there is a good chance that the organization will achieve a strong position in its markets (and
attain that future). This will be not least because its strategies will be consistent and will be
supported by its staff at all levels. In this context, all of IBM's marketing activities were
underpinned by its philosophy of "customer service," a vision originally promoted by the
charismatic Watson dynasty. The emphasis at this stage is on obtaining a complete and accurate
picture.

A "traditional" — albeit product-based — format for a "brand reference book" (or, indeed, a
"marketing facts book") was suggested by Godley more than three decades ago:

1. Financial data—Facts for this section will come from management accounting, costing
and finance sections.
2. Product data—From production, research and development.
3. Sales and distribution data — Sales, packaging, distribution sections.
4. Advertising, sales promotion, merchandising data — Information from these
departments.
5. Market data and miscellany — From market research, who would in most cases act as a
source for this information. His sources of data, however, assume the resources of a very
large organization. In most organizations they would be obtained from a much smaller
set of people (and not a few of them would be generated by the marketing manager
alone).

It is apparent that a marketing audit can be a complex process, but the aim is simple: "it is only to
identify those existing (external and internal) factors which will have a significant impact on the

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future plans of the company." It is clear that the basic material to be input to the marketing audit
should be comprehensive.
Accordingly, the best approach is to accumulate this material continuously, as and when it
becomes available; since this avoids the otherwise heavy workload involved in collecting it as
part of the regular, typically annual, planning process itself — when time is usually at a
premium.
Even so, the first task of this annual process should be to check that the material held in the
current facts book or facts filesactually is comprehensive and accurate, and can form a sound
basis for the marketing audit itself.

The structure of the facts book will be designed to match the specific needs of the organization,
but one simple format — suggested by Malcolm McDonald — may be applicable in many cases.
This splits the material into three groups:

1. Review of the marketing environment. A study of the organization's markets,

customers, competitors and the overall economic, political, cultural and technical
environment; covering developing trends, as well as the current situation.
2. Review of the detailed marketing activity. A study of the company's marketing mix; in
terms of the 7 Ps - (see below)
3. Review of the marketing system. A study of the marketing organization, marketing
research systems and the current marketing objectives and strategies. The last of these is
too frequently ignored. The marketing system itself needs to be regularly questioned,
because the validity of the whole marketing plan is reliant upon the accuracy of the input
from this system, and `garbage in, garbage out' applies with a vengeance.

 Portfolio planning. In addition, the coordinated planning of the individual

products and services can contribute towards the balanced portfolio.
 80:20 rule. To achieve the maximum impact, the marketing plan must be clear,
concise and simple. It needs to concentrate on the 20 percent of products or services,
and on the 20 percent of customers, that will account for 80 percent of the volume
and 80 percent of the profit.

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  7 Ps: Product, Place, Price and Promotion, Physical Environment, People,
Process. The 7 Ps can sometimes divert attention from the customer, but the
framework they offer can be very useful in building the action plans.

It is only at this stage (of deciding the marketing objectives) that the active part of the marketing
planning process begins. This next stage in marketing planning is indeed the key to the whole
marketing process.
The "marketing objectives" state just where the company intends to be at some specific time in
the future.

James Quinn succinctly defined objectives in general as: Goals (or objectives) state what is to be
achieved and when results are to be accomplished, but they do not state "how" the results are to
be achieved.[3] They typically relate to what products (or services) will be where in what markets
(and must be realistically based on customer behavior in those markets). They are essentially
about the match between those "products" and "markets." Objectives for pricing, distribution,
advertising and so on are at a lower level, and should not be confused with marketing objectives.
They are part of the marketing strategy needed to achieve marketing objectives. To be most
effective, objectives should be capable of measurement and therefore "quantifiable." This
measurement may be in terms of sales volume, money value, market share, percentage
penetration of distribution outlets and so on. An example of such a measurable marketing
objective might be "to enter the market with product Y and capture 10 percent of the market by
value within one year." As it is quantified it can, within limits, be unequivocally monitored,
and corrective action taken as necessary.

The marketing objectives must usually be based, above all, on the organization's financial
objectives; converting these financial measurements into the related marketing measurements.
He went on to explain his view of the role of "policies," with which strategy is most often
confused: "Policies are rules or guidelines that express the 'limits' within which action should
occur. "Simplifying somewhat, marketing strategies can be seen as the means, or "game plan," by
which marketing objectives will be achieved and, in the framework that we have chosen to use,
are generally concerned with the 8 P's. Examples are:

1. Price — The amount of money needed to buy products

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 2. Product — The actual product
3. Promotion (advertising)- Getting the product known
4. Placement — Where the product is sold
5. People — Represent the business
6. Physical environment — The ambiance, mood, or tone of the environment
7. Process — The Value-added services that differentiate the product from the competition
(e.g. after-sales service, warranties)
8. Packaging — How the product will be protected

(Note: At GCSE the 4 Ps are Place, Promotion, Product and Price and the "secret" 5th P is
Packaging, but which applies only to physical products, not services usually, and mostly those
sold to individual consumers)

In principle, these strategies describe how the objectives will be achieved. The 7 Ps are a useful
framework for deciding how the company's resources will be manipulated (strategically) to
achieve the objectives. However, they are not the only framework, and may divert attention from
the real issues. The focus of the strategies must be the objectives to be achieved — not the
process of planning itself. Only if it fits the needs of these objectives should you choose, as we
have done, to use the framework of the 7 Ps.
The strategy statement can take the form of a purely verbal description of the strategic options
which have been chosen. Alternatively, and perhaps more positively, it might include a structured
list of the major options chosen.

One aspect of strategy which is often overlooked is that of "timing." Exactly when it is the best
time for each element of the strategy to be implemented is often critical. Taking the right action
at the wrong time can sometimes be almost as bad as taking the wrong action at the right time.
Timing is, therefore, an essential part of any plan; and should normally appear as a schedule of
planned activities.Having completed this crucial stage of the planning process, to re-check the
feasibility of objectives and strategies in terms of the market share, sales, costs, profits and so on
which these demand in practice. As in the rest of the marketing discipline, employ judgment,
experience, market research or anything else which helps for conclusions to be seen from all
possible angles.

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Detailed plans and programs

At this stage, overall marketing strategies will need to be developed into detailed plans and
program. Although these detailed plans may cover each of the 7 Ps (marketing mix), the focus
will vary, depending upon the organization's specific strategies. A product-oriented company will
focus its plans for the 7 Ps around each of its products. A market or geographically oriented
company will concentrate on each market or geographical area. Each will base its plans upon the
detailed needs of its customers, and on the strategies chosen to satisfy these needs. Brochures
and Websites are used effectively.

Again, the most important element is, the detailed plans, which spell out exactly what programs
and individual activities will carry at the period of the plan (usually over the next year). Without
these activities the plan cannot be monitored. These plans must therefore be:

 Clear - They should be an unambiguous statement of 'exactly' what is to be done.

 Quantified - The predicted outcome of each activity should be, as far as possible,
quantified, so that its performance can be monitored.
 Focused - The temptation to proliferate activities beyond the numbers which can be
realistically controlled should be avoided. The 80:20 Rule applies in this context to.
 Realistic - They should be achievable.
 Agreed - Those who are to implement them should be committed to them, and agree that
they are achievable. The resulting plans should become a working document which will
guide the campaigns taking place throughout the organization over the period of the plan. If
the marketing plan is to work, every exception to it (throughout the year) must be
questioned; and the lessons learnt, to be incorporated in the next year's .

Content of the marketing plan

A marketing plan for a small business typically includes Small Business Administration
Description of competitors, including the level of demand for the product or service and the
strengths and weaknesses of competitors

1. Description of the product or service, including special features

2. Marketing budget, including the advertising and promotional plan

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3. Description of the business location, including advantages and disadvantages for
marketing
4. Pricing strategy
5. Market Segmentation

1. Current Situation - Market Analysis

 market definition
 market size
 market segmentation
 industry structure and strategic groupings
 Porter 5 forces analysis
 competition and market share
 competitors' strengths and weaknesses
 market trends
2. Current Situation - Consumer Analysis
 nature of the buying decision
 participants
 demographics
 psychographics
 buyer motivation and expectations
 loyalty segments
3. Current Situation - Internal
 company resources
 financial
 people
 time
 skills
 objectives
 mission statement and vision statement
 corporate objectives
 financial objective

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  marketing objectives
 long term objectives
 description of the basic business philosophy
 corporate culture
4. Summary of Situation Analysis
 external threats
 external opportunities
 internal strengths
 internal weaknesses
 Critical success factors in the industry
 our sustainable competitive advantage
5. Marketing Research
 information requirements
 research methodology
 research results
6. Marketing Strategy - Product
 Unique selling proposition (USP)
 product mix
 product strengths and weaknesses
 perceptual mapping
 product life cycle management and new product development
 Brand name, brand image, and brand equity
 the augmented product
 product portfolio analysis
 B.C.G. Analysis
 contribution margin analysis
 G.E. Multi Factoral analysis
 Quality Function Deployment
7. Marketing Strategy - segmented marketing actions and market share objectives
 by product
 by customer segment

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  by geographical market
 by distribution channel
8. Marketing Strategy - Price
 pricing objectives
 pricing method (e.g.: cost plus, demand based, or competitor indexing)
 pricing strategy (e.g.: skimming, or penetration)
 discounts and allowances
 price elasticity and customer sensitivity
 price zoning
 break even analysis at various prices
9. Marketing Strategy - Promotion
 promotional goals
 promotional mix
 advertising reach, frequency, flights, theme, and media
 sales force requirements, techniques, and management
 sales promotion
 publicity and public relations
 electronic promotion (e.g.: web, or telephone)
 word of mouth marketing (buzz)
 viral marketing
10.Marketing Strategy - Distribution
 geographical coverage
 distribution channels
 physical distribution and logistics
 electronic distribution
11. Implementation
 personnel requirements
 assign responsibilities
 give incentives
 training on selling methods
 financial requirements

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  management information systems requirements
 month-by-month agenda
 Gantt chart using PERT or critical path analysis systems
 monitoring results and benchmarks
 adjustment mechanism
 contingencies (what ifs)
12.Financial Summary
 assumptions
 pro-forma monthly income statement
 contribution margin analysis
 breakeven analysis
 Monte Carlo method
 ISI: Internet Strategic Intelligence
13.Scenarios
 prediction of future scenarios
 plan of action for each scenario
14.Controls
 Performance indicator
 provide feedback mechanisms
15.Appendix
 pictures and specifications of the new product
 results from research already completed

Measurement of progress

The final stage of any marketing planning process is to establish targets (or standards) so that
progress can be monitored. Accordingly, it is important to put both quantities and timescales into
the marketing objectives (for example, to capture 20 percent by value of the market within two
years) and into the corresponding strategies.

Changes in the environment mean that the forecasts often have to be changed. Along with these,
the related plans may well also need to be changed. Continuous monitoring of performance,
against predetermined targets, represents a most important aspect of this. However, perhaps even

22
more important is the enforced discipline of a regular formal review. Again, as with forecasts, in
many cases the best (most realistic) planning cycle will revolve around a quarterly review. Best
of all, at least in terms of the quantifiable aspects of the plans, if not the wealth of backing detail,
is probably a quarterly rolling review — planning one full year ahead each new quarter. Of
course, this does absorb more planning resource; but it also ensures that the plans embody the
latest information, and — with attention focused on them so regularly — forces both the plans
and their implementation to be realistic.

Plans only have validity if they are actually used to control the progress of a company: their
success lies in their implementation, not in the writing'.

Performance analysis

The most important elements of marketing performance, which are normally tracked, are:

Sales analysis

Most organizations track their sales results; or, in non-profit organizations for example, the
number of clients. The more sophisticated track them in terms of 'sales variance' - the deviation
from the target figures — which allows a more immediate picture of deviations to become
evident.

`Micro-analysis', which is simply the normal management process of investigating detailed

problems, then investigates the individual elements (individual products, sales territories,
customers and so on) which are failing to meet targets

Market share analysis

Few organizations track market share though it is often an important metric. Though absolute
sales might grow in an expanding market, a firm's share of the market can decrease which bodes
ill for future sales when the market starts to drop. Where such market share is tracked, there may
be a number of aspects which will be followed:

 overall market share

 segment share — that in the specific, targeted segment
 relative share

23
Expense analysis

The key ratio to watch in this area is usually the `marketing expense to sales ratio'; although this
may be broken down into other elements (advertising to sales, sales administration to sales, and
so on).

Financial analysis

The "bottom line" of marketing activities should at least in theory, be the net profit (for all except
non-profit organizations, where the comparable emphasis may be on remaining within budgeted
costs). There are a number of separate performance figures and key ratios which need to be
tracked:

 gross contribution<>net profit

 gross profit<>return on investment
 net contribution<>profit on sales

There can be considerable benefit in comparing these figures with those achieved by other
organizations (especially those in the same industry); using, for instance, the figures which can
be obtained (in the UK) from `The Centre for Interfirm Comparison'. The most sophisticated use
of this approach, however, is typically by those making use of PIMS (Profit Impact of
Management Strategies), initiated by the General Electric Company and then developed by
Harvard Business School, but now run by the Strategic Planning Institute.

The above performance analyses concentrate on the quantitative measures which are directly
related to short-term performance. But there are a number of indirect measures, essentially
tracking customer attitudes, which can also indicate the organization's performance in terms of
its longer-term marketing strengths and may accordingly be even more important indicators.
Some useful measures are:

 market research — including customer panels (which are used to track changes over
time)
 lost business — the orders which were lost because, for example, the stock was not
available or the product did not meet the customer's exact requirements

24
 customer complaints — how many customers complain about the products or services, or
the organization itself, and about what

Use of marketing plans

A formal, written marketing plan is essential; in that it provides an unambiguous reference point
for activities throughout the planning period. However, perhaps the most important benefit of
these plans is the planning process itself. This typically offers a unique opportunity, a forum, for
information-rich and productively focused discussions between the various managers involved.
The plan, together with the associated discussions, then provides an agreed context for their
subsequent management activities, even for those not described in the plan itself. Additionally,
marketing plans are included in business plans, offering data showing investors how the
company will grow and most importantly, how they will get a return on investment.

Budgets as managerial tools

The classic quantification of a marketing plan appears in the form of budgets. Because these are
so rigorously quantified, they are particularly important. They should, thus, represent an
unequivocal projection of actions and expected results. What is more, they should be capable of
being monitored accurately; and, indeed, performance against budget is the main (regular)
management review process.

The purpose of a marketing budget is, thus, to pull together all the revenues and costs involved in
marketing into one comprehensive document. It is a managerial tool that balances what is needed
to be spent against what can be afforded, and helps make choices about priorities. It is then used
in monitoring performance in practice.

The marketing budget is usually the most powerful tool by which you think through the
relationship between desired results and available means. Its starting point should be the
marketing strategies and plans, which have already been formulated in the marketing plan itself;
although, in practice, the two will run in parallel and will interact. At the very least, the rigorous,
highly quantified, budgets may cause a rethink of some of the more optimistic elements of the
plans.

25
 REVIEW OF LITERATURE
Marketing strategy implementation research, five organizational levels can be distinguished.
They are: corporate level, strategic business unit (SBU) level, functional level, operational level
and mixed levels (such as corporate and SBU level, SBU and functional level, inter-functional
levels, corporate-SBU-functional levels, etc.).Surprisingly few researchers focus on the
implementation of corporate levelstrategies, such as Wernham (1985) and Schmidt & Brauer
(2006), while many examine SBU level strategies (Gupta & Govindarajan, 1984; White, 1986;
Govindarajan, 1988; Govindarajan, 1989; Govindarajan & Fisher, 1990; Skivington & Daft,
1991; Roth & Schweiger & Morrison, 1991; Floyd & Wooldridge, 1992b; Waldersee &
Sheather, 1996; Nilsson & Rapp, 1999; Chimhanzi & Morgan, 2005; Olson Slater & Hult, 2005;
Schaap, 2006; Brenes & Mena & Molina, 2007). The same holds true for functional strategies:
We have found eight studies that focus on the implementation of such strategies, namely Rapert
& Lynch & Suter (1996), Sashittal & Wilemon (1996), Piercy (1998), Noble (1999a), Noble &
Mokwa (1999), Chimhanzi (2004), Qi (2005), Viseras & Baines & Sweeney (2005). Most of
these studies, however, focus on marketing strategy (such as Sashittal & Wilemon, 1996; Piercy,
1998; Noble & Mokwa, 1999, Chimhanzi, 2004). There are few studies dedicated to the
implementation of other functional strategies (this is clearly an area of future research). The only
other study of functional strategy implementation that we have been able to identify is Viseras,
Baines and Sweeney‟s study (2005) in the context of manufacturing strategies. This study
focuses on the key success factors in the project management for the implementation of strategic
manufacturing initiatives.
Few studies focus on the actual operational level of strategy implementation, such as Bantel
(1997), Homburg & Krohmer & Workman (2004). Bantel (1997) analyzes the effects of two key
aspects of product strategy (product leadership and product/market focus) on performance, and
on two aspects of strategic implementation (stakeholder input and employee empowerment).
This study also emphasizes the relationship between product strategy and several strategic
implementation variables. Homburg, Krohmer & Workman (2004) point out that market
orientation plays a key role for the successful implementation of a PPD (premium product
differentiation) strategy.
There are some studies which cannot be classified into the above categories. Consequently, we
classify them into a group called mixed level studies: Gupta (1987), Beer & Eisenstat (2000) and

26
Hrebiniak (2006) have carried out research on corporate and SBU-level strategy. Walker and
Ruekert (1987) analyze three levels of strategy – orporate, SBU and functional. Higgins (2005)
even focuses on four types of strategies: corporate, business, functional and process. Process
strategies, the last type normally cut across functions and are aimed at integrating organizational
processes across the organization in order to make them more effective and more efficient.
Slater and Olson (2001) analyze marketing‟s contribution to the implementation of business
strategy. The mixed studies category also includes articles that focus on the role of project
management for strategy implementation. Okumus (2001), for example focuses on the
implementation of a yield management project and a key client management project in two
hotels. Peng and Litteljohn (2001) investigate three hotel chains implementing a strategic
initiative on yield management. Grundy (1998) examines the synergies among project
management and strategy implementation and reviews strategy tools that may help in project
management.
Finally, there are many studies that are not sufficiently explicit regarding their scope concerning
strategic levels. Examples of such ambiguous studies are Bourgeois Ш and Brodwin (1984), Nutt
(1986, 1987, 1989), Noble (1999b), Lehner (2004), Higgins (2005), Harrington (2006), and
Schaap (2006). We can draw multiple conclusions based on our analysis of the treatment of
organizational levels in prior studies of strategy implementation. We note that –among the five
strategy levels – the SBU-level (14 articles), the functional- level (8 articles) and mixed levels (9
articles) have received more attention than the other two levels, corporate (2 articles) and
operational (2 articles). Many studies (25 articles) do not even indicate at which level their
discussion of strategy implementation is located.
Two calls to action result from these findings. First, the implementation of corporate strategies is
an under-researched area (perhaps with the exception of post-merger integration research that we
have excluded in our review) and should be given more research attention. Second, future
strategy implementation research should pay attention to explicitly indicate the level of analysis.
Within the functional level, another finding revealed that marketing is the prevailing domain,
compared with other functional areas (such as manufacturing, R&D, HR, accounting etc.). In
terms of promising future research on strategy implementation, we can observe that there are
very few studies that have examined the inter-relationships of functional and business strategies.
One such study focuses on marketing‟s contribution to the implementation of business strategy

27
(Slater & Olson, 2001). Another study has examined the mutual influence of functional
departments‟ relationships on strategies, which seems a highly relevant area to improve our
understanding of strategy implementation: Chimhanzi (2004) has examined the impact of
marketing and HR interactions on marketing strategy implementation.
Organizational types
Organizational types, as stated earlier, refer to the characteristics of organizations: if they are
private or state-owned, local or multinational. As far as ownership forms are concerned, strategy
implementation studies discuss both, state-owned and privately held companies. Wernham
(1985), for example, explores the reality of strategy implementation in a U.K. nationalized
company, British Telecom (BT). Alexander (1985) surveys 93 private sector firms through a
questionnaire. Qi (2005) issues questionnaires to the head offices of 800 private companies in the
UK. Noble‟s (1999a) study spans several types of organizations – a national airline, a major
financial services firm, a leading packaged goods company, a provider of emergency fire and
medical services, and a leading firm in the imaging technology industry. Some of the researched
companies focus on their domestic markets, while others are multinational corporations. Rapert,
Velliquette and Garretson‟s (2002) study on strategy implementation takes a nationwide sample
of 1000 CEOs of general service hospitals, which are members of
the American Hospital Association (AHA); Roth & Schweiger & Morrison (1991) and Kim &
Mauborgne (1991, 1993) study global strategy; Okumus (2001) investigates two international
hotel groups; Forman and Argenti (2005) select five multinational companies as samples,
namely Accenture, Dell, FedEx, Johnson & Johnson, Sears. In conclusion, the subjects of
strategy implementation studies are not only state-owned corporations, but mostly private
corporations, not only local firms but also multinational firms. However, there have been no
studies comparing similarities and differences of strategy implementation among private
corporations and state-owned corporations, or among local firms and multinational firms. We
thus do not know which specific differences exist regarding strategy implementation in these
various forms organizations. This clearly is another interesting avenue for future research.

28
COMPANY PROFILE

29
 COMPANY PROFILE
BAJAJ
Bajaj Auto-–

Bajaj Auto Limited

Type Public company

Traded as BSE: 532977

NSE: BAJAJ-AUTO
BSE SENSEX Constituent
CNX Nifty Constituent

Industry Automotive

Founded November 29, 1945

Founder Jamnalal Bajaj

Headquarters Pune, India

Key people Rahul Bajaj (Chairman)

Rajiv Bajaj (MD)

Products Motorcycles, three-wheeler

vehicles and cars

Revenue ₹226.8759
billion (US$3.5 billion) (2015–
16)

30
 Net income ₹35.6254
billion (US$550 million) (2015–
16)

Number of 9,119 (March 2014)

employees

Parent Bajaj Group

Website www.bajajauto.com

Bajaj Auto Limited is an Indian two-wheeler and three-wheeler manufacturing company. Bajaj
Auto manufactures and sells motorcycles, scooters and auto rickshaws. Bajaj Auto is a part of
the Bajaj Group. It was founded byJamnalal Bajaj in Rajasthan in the 1940s. It is based
in Pune, Mumbai, with plants in Chakan (Pune), Waluj (nearAurangabad)
and Pantnagar in Uttarakhand. The oldest plant at Akurdi (Pune) now houses the R&D centre
'Ahead'.

Bajaj Auto is the world's sixth-largest manufacturer of motorcycles and the second-largest in
India.[5] It is the world's largest three-wheeler manufacturer.

On May 2015, its market capitalisation was ₹640 billion (US$9.9 billion), making it India's 23rd
largest publicly traded company by market value.[7] The Forbes Global 2000 list for the year
2012 ranked Bajaj Auto at 1,416.

History

31
Bajaj scooter built under license from Vespa

Bajaj Auto came into existence on 29 November 1944 as M/s Bachraj Trading Corporation
Private Limited. It started off by selling imported two- and three-wheelers in India. In 1959, it
obtained a licence from the Government of India to manufacture two-wheelers and three-
wheelersand it became a public limited company in 1960. In 1970, it rolled out its 100,000th
vehicle. In 1977, it sold 100,000 vehicles in a financial year. In 1985, it started producing at
Waluj near Aurangabad. In 1986, it sold 500,000 vehicles in a financial year. In 1995, it rolled
out its ten millionth vehicle and produced and sold one million vehicles in a year.

With the launch of motorcycles in 1986, the company has changed its image from a scooter
manufacturer to a two-wheeler manufacturer.

According to the authors of Globality: Competing with Everyone from Everywhere for
Everything, Bajaj has operations in 50 countries creating a line of bikes targeted to the
preferences of entry-level buyers.

Bajaj Auto came into existence on 29 November 1945 as M/s Bachraj Trading Corporation
Private Limited. It started off by selling imported two- and three-wheelers in India. In 1959, it
obtained a licence from the Government of India to manufacture two-wheelers and three-
wheelers and it became a public limited company in 1960. In 1970, it rolled out its 100,000th
vehicle. In 1977, it sold 100,000 vehicles in a financial year. In 1985, it started producing at
Waluj nearAurangabad. In 1986, it sold 500,000 vehicles in a financial year. In 1995, it rolled out
its ten millionth vehicle and produced and sold one million vehicles in a year.

With the launch of motorcycles in 1986, the company has changed its image from a scooter
manufacturer to a two-wheeler manufacturer.

According to the authors of Globality: Competing with Everyone from Everywhere for
Everything, Bajaj has operations in 50 countries by creating a line of bikes targeted to the
preferences of entry-level buyers.

32
 PRODUCTS RANGE

List of Bajaj Auto products

Bajaj manufactures and sells motorcycles, scooters, auto-rickshaws and most recently, cars. Bajaj
Auto is India’s largest exporter of motorcycles and three-wheelers. Bajaj Auto’s exports
accounted for approx. 35% of its total sales. 47% of its exports are made to Africa. Boxer
motorcycle is the largest selling single brand in Africa.

33
Motorcycles

Motorcycles in production are the Platina, Discover, Pulsar and Avenger. Bajaj also distributes
motorcycles in India for other manufacturers, such as the Kawasaki Ninja 250R, the Ninja
650R and new for 2012, the KTM Duke 200.

In FY 2012-13, it sold approx. 3.76 million motorcycles which accounted for 31% of the market
share in India. Of these, approx. 2.46 million motorcycles (66%) were sold in India and
remaining 34% were exported.

34
III. ORGANIZATION CHART

35
PRODUCT RANGE

Current Products

Bajaj Pulsar 180 DTSi

Bajaj RE (auto-rickshaw)
Main article: List of Bajaj Auto products

Bajaj manufactures and sells motorcycles, scooters, auto-rickshaws and most recently, cars. Bajaj
Auto is India's largest exporter of motorcycles and three-wheelers. [1] Bajaj Auto's exports
accounted for approx. 35% of its total sales. 47% of its exports are made to Africa. Boxer
motorcycle is the largest selling single brand in Africa.

36
Motorcycles

 Avenger 220 Cruise Desert Gold Edition

 Avenger 220 Cruise
 Avenger 220 Street
 Avenger 150 Street
 CT100
 CT100B
 Dominar 400
 Discover 125
 Platina Comfortec
 Pulsar 135LS
 Pulsar 150
 Pulsar 180
 Pulsar 220F
 Pulsar AS150
 Pulsar NS200
 Pulsar AS200
 Pulsar RS200
 V15
 V12

Motorcycles in production are the Dominar 400,

V, Platina, Discover, Pulsar and Avenger and CT 100. In FY 2012-13, it sold approximately
3.76 million motorcycles which accounted for 31% of the market share in India. Of these,
approximately 2.46 million motorcycles (66%) were sold in India and remaining 34% were
exported.

Three wheelers

 RE Compact
 RE Compact 4S
 RE Optima
37
 RE Maxima

It is the world's largest manufacturer of 3-wheelers and accounts for almost 84% of India's three-
wheeler exports. During the FY 2012-13, it sold approx. 480,000 three-wheelers which was 57%
of the total market share in India. Out of these 480,000 three-wheelers, 53% were exported and
remaining 47% were sold in India.

Low cost cars

 Bajaj Qute

In 2010, Bajaj Auto announced cooperation with Renault and Nissan Motor to develop a
US$2,500 car, aiming at a fuel efficiency of 30 kilometres per litre (85 mpg-imp; 71 mpg-US) (3.3
L/100 km), or twice an average small car, and carbon dioxide emissions of 100 g/km.

On 3 January 2012, Bajaj auto unveiled the Bajaj RE60, a mini car for intra-city urban
transportation. The target customer group will be Bajaj's three-wheeler customers. According to
its Managing Director Rajiv Bajaj, the RE60 powered by a new 200 cc rear mounted petrol
engine will have a top speed of 70 kilometres per hour (43 mph), a mileage of 35 kilometres per
litre (99 mpg-imp; 82 mpg-US) and carbon dioxide emissions of 60 g/km.

Discontinued

Scooters

 Bajaj 150
 Bajaj Bravo
 Bajaj Chetak
 Bajaj Chetak 99
 Bajaj Chetak 4s
 Bajaj Cub
 Bajaj Classic
 Bajaj Kristal
 Bajaj Legend
 Bajaj M50

38
 Bajaj M80
 Bajaj Priya
 Bajaj Rave
 Bajaj Sunny
 Bajaj Stride
 Bajaj Saffire
 Bajaj Spirit
 Bajaj Super
 Bajaj Super Excel
 Bajaj Super 99
 Bajaj Wave

Motorcycles

 Bajaj Kawasaki 4S Champion 100

 Bajaj Kawasaki Aspire 110
 Bajaj Kawasaki Boxer 100
 Bajaj Kawasaki Boxer AT 100
 Bajaj Kawasaki Boxer AR 100
 Bajaj Kawasaki Boxer CT 100
 Bajaj Kawasaki Caliber 110
 Bajaj Kawasaki Caliber 115
 Bajaj Kawasaki Caliber Croma 110
 Bajaj Kawasaki Eliminator 175
 Bajaj Kawasaki KB100
 Bajaj Kawasaki KB125
 Bajaj Kawasaki Wind 125
 Bajaj Avenger 180
 Bajaj Avenger 200
 Bajaj Byk 100
 Bajaj Boxer BM150
 Bajaj Discover 100

39
 Bajaj Discover 110
 Bajaj Discover 135
 Bajaj Discover 150
 Bajaj Discover 100M
 Bajaj Discover 100T
 Bajaj Discover 125M
 Bajaj Discover 125T
 Bajaj Discover 125ST
 Bajaj Discover 150S
 Bajaj Discover 150F
 Bajaj Platina 100
 Bajaj Platina 125
 Bajaj Pulsar 200
 Bajaj Pulsar 220
 Bajaj Pulsar 220S
 Bajaj Prowler RR125
 Bajaj SX Enduro 100
 Bajaj XCD 125
 Bajaj XCD 135

40
Acquisitions

Bajaj Auto bought a controlling stake in the Tempo Firodia company, renaming it "Bajaj Tempo".
Germany's Daimler-Benz, a long-time collaborator with Firodia because of their ownership of
the original Tempo works in Germany, owned 16% of Bajaj Tempo. Daimler sold their stake
back to the Firodia group in 2001, meaning that they once again held a controlling interest, with
BAL retaining 24% of the shares. It was agreed that Bajaj Tempo would gradually phase out the
use of the "Tempo" brand name, as it still belonged to Mercedes-Benz. The name of the company
was changed to Force Motors in May 2005, dropping "Bajaj" as well as "Tempo", over the
objections of Bajaj Auto with whom the company shares a long history as well as a compound
wall.

KTM Power Sports AG

In November 2007, Bajaj Auto acquired 14.5% stake in KTM Power Sports AG (holding
company of KTM Sportmotorcycles AG). The two companies have signed a cooperation deal, by
which KTM will provide the know-how for joint development of the water-cooled four-stroke
125 and 250 cc engines, and Bajaj will take over the distribution of KTM products in India and
some other Southeast Asian nations.[18] As on 31 March 2013, Bajaj Auto held 47.96% stake in
the company.

Bajaj-Kawasaki end tie-up in april 2017

Bajaj and Kawasaki have ended their 33 year alliance in India following deepening of ties
between the latter and its Austrian partner KTM. Bajaj Auto had an alliance with Kawasaki for
the sale and after sales service of Kawasaki motorcycles through its Probiking, a premium bike
dealership network, since 2009. These Probiking dealerships were later converted to KTM
dealerships. Bajaj Auto Ltd. made a technical assistance agreement with Kawasaki japan in 1984,
and since then it had cooperated to expand production and sales of motorcycles in India.

Demerger in 2008

The demerger of Bajaj Auto Ltd into three corporate entities—Bajaj Finserv Ltd (BFL), Bajaj
Auto Ltd (BAL), and Bajaj Holdings and Investment Ltd (BHIL)—was completed with the
shares listing on 26 May 2008.

41
Listing and shareholding

Listing

Bajaj Auto's equity shares are listed on Bombay Stock Exchange where it is a constituent of
the BSE SENSEX index, and the National Stock Exchange of India where it is a constituent of
the CNX Nifty.

Three wheelers

It is the world's largest manufacturer of 3-wheelers and accounts for almost 84% of India’s three-
wheeler exports. During the FY 2012-13, it sold approx. 480,000 three-wheelers which was 57%
of the total market share in India. [1] Out of these 480,000 three-wheelers, 53% were exported and
remaining 47% were sold in India.

Timeline of new releases


1961–1971 – Vespa 150 – under the licence of Piaggio of Italy

1971 – three-wheeler goods carrier

1972 – Bajaj Chetak

1976 – Bajaj Super

1975 – Bajaj Priya

1977 – Rear engine autorickshaw

1981 – Bajaj M-50

1986 – Bajaj M-80, Kawasaki Bajaj KB100,

1990 – Bajaj Sunny

1991 – Kawasaki Bajaj 4S Champion

1993 – Bajaj Stride

1994 – Bajaj Classic

1995 – Bajaj Super Excel

1996 - Bajaj SX Enduro

1997 – (Bajaj KB125) Kawasaki Bajaj Boxer, rear engine diesel autorickshaw

1998 – Kawasaki Bajaj Caliber, Bajaj Super 99,

1999 – Bajaj Legend, Bajaj Bravo, Bajaj Chetak 99, Bajaj Spirit[15]

2000 – Bajaj Saffire, Bajaj Prowler

42

2001 – Eliminator, Bajaj Pulsar, Caliber Croma

2003 – Caliber 115, Kawasaki Bajaj Wind 125, Bajaj Pulsar DTS-i,

2004 – Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder Gear, Bajaj
Discover DTS-i

2005 – Bajaj Wave, Bajaj Avenger, Bajaj Discover 112

2006 – Bajaj Platina

2007 – Bajaj Pulsar-200 (Oil Cooled), Bajaj Kristal, Bajaj Pulsar 220 DTS-Fi (Fuel
Injection), XCD 125 DTS-Si

2008 – Bajaj Discover 135 DTS-i – sport (upgrade of existing 135 cc model)

2009 – Bajaj Pulsar 135, Bajaj XCD 135 cc, Bajaj Pulsar 150 DTS-i UG IV, Bajaj Pulsar
180 DTS-i UG IV, Bajaj Pulsar 220 DTS-i, Bajaj Discover 100 DTS-Si, Kawasaki Ninja
250R

2010 – Bajaj Discover 150

2011 – Bajaj Discover 125

2012 – Bajaj RE 60, mini car for intra-city urban transportation

2012 – Bajaj Pulsar 200 NS, launch of 200 cc bike, Discover 125ST, launch of 125 cc
bike[16]

2013 - Bajaj Discover 125ST discover 100T

2014 - Bajaj Pulsar 400SS, Pulsar 400CS,pulsar ss200

2014 - Bajaj Discover 150F, 150S

Acquisitions

Tempo Firodia: Bajaj Auto bought a controlling stake in the Tempo Firodia company, renaming
it "Bajaj Tempo". Germany'sDaimler-Benz, a long-time collaborator with Firodia because of
their ownership of the original Tempo works in Germany, owned 16% of Bajaj Tempo. Daimler
sold their stake back to the Firodia group in 2001, meaning that they once again held a
controlling interest, with BAL retaining 24% of the shares. It was agreed that Bajaj Tempo would
gradually phase out the use of the "Tempo" brand name, as it still belonged to Mercedes-
Benz. The name of the company was changed to Force Motors in May 2005, dropping "Bajaj"
as well as "Tempo", over the objections of Bajaj Auto with whom the company shares a long
history as well as a compound wall.

43
KTM Power Sports AG: In November 2007, Bajaj Auto acquired 14.5% stake in KTM Power
Sports AG (holding company of KTM Sportmotorcycles AG). The two companies have signed a
cooperation deal, by which KTM will provide the know-how for joint development of the water-
cooled four-stroke 125 and 250 cc engines, and Bajaj will take over the distribution of KTM
products in India and some other Southeast Asian nations. As on 31 March 2013, Bajaj Auto held
47.96% stake in the company.

Demerger in 2008

The demerger of Bajaj Auto Ltd into three corporate entities—Bajaj Finserv Ltd (BFL), Bajaj
Auto Ltd (BAL), and Bajaj Holdings and Investment Ltd (BHIL)—was completed with the
shares listing on 26 May 2008.

Listing and shareholding

Listing: Bajaj Auto's equity shares are listed on Bombay Stock Exchange where it is a
constituent of the BSE SENSEXindex, and the National Stock Exchange of India where it is a
constituent of the CNX Nifty.

Shareholding: On 31 March 2013, 50.02% of the equity shares of the company were owned by
the promoters Bajaj Group and the remaining 49.98% were owned by others.

Shareholders (as on 31-Mar-2013) Shareholding %

Promoters: Bajaj Group 50.02%

Friends and associates of promoters 09.99%

Foreign Institutional Investors 18.20%

Individual shareholders 15.54%

Public Financial Institutions 03.40%

44
Mutual Funds/Banks 01.47%

GDRs 00.02%

Others 01.36%

Total 100.0%

Employees

Bajaj Auto had a total of 8,036 employees as of 31 March 2013, of which 51 were women
(0.63%) and 25 were differently-abled (0.31%).[25] It spent INR 6.5 billion on employee benefit
expenses during the FY 2012-13.[1] The company is headed by Rahul Bajaj whose net worth was
around US$2 billion in March 2013.[26]

45
AWARDS AND RECOGNITIONS

 Bajaj Pulsar 135 LS received Bike of the Year 2010 award from BBC - TopGear and Bike
India.
 Pulsar 220 DTS-Fi received the Bike of the Year 2008 award by all major Indian
automobile magazines like Overdrive, AutoCar, Business Standard Motoring and Bike Top
Gear.
 In 2006, Bajaj Auto won the Frost & Sullivan Super Platinum Award for manufacturing
excellence in its Chakan Plant.
 It received award for The Most Customer Responsive Company in Automobiles category
in a survey conducted by Economic Times for the years 2004, 2006 and 2008.
 Bajaj Auto received the Bike Maker of the Year award in ICICI Bank Overdrive Awards
2004.
 Bajaj Pulsar 180 DTS-i won the BBC World Wheels Viewers Choice Two Wheeler of the
Year 2003 award.

46
OBJECTIVE OF STUDY

47
 OBJECTIVE OF STUDY

1) To analyse the market awareness of Bajaj

2) To analyse the customer satisfaction level in context with market awareness of Bajaj

3) To study the attitude and perception of Bajaj

4) to determine the key areas of strength & weakness of Bajaj brands

5) To develop a promotion plan for brand communication of Bajaj

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 I. RELEVANCE OF THE TOPIC
The relevance of the topic is the first step to a successful Research process. Project undertaken
the problem of analyzing the Marketing strategy of Bajaj
II. PROBLEM ENVIRONMENT
The problem formulation is the first step to a successful Research process. Project
undertaken the problem of analyzing the Marketing strategy of Bajaj

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 RESEARCH
METHODOLOGY

50
 RESEARCH METHODOLOGY

INTRODUCTION
This chapter aims to understand the research methodology establishing a framework of
evaluation and revaluation of primary and secondary research. The techniques and concepts used
during primary research in order to arrive at findings; which are also dealt with and lead to a
logical deduction towards the analysis and results
i. Research problem
The problem formulation is the first step to a successful Research process. Project
undertaken the problem of analyzing the Marketing strategy of Bajaj

ii. Research objective & related sub objective

Based on the problem the objective of the research is divided into two which are as follows:
Research objective:
 To analyse Marketing strategy of Bajaj
sub objective:
 Analyse customer satisfaction for different Bajaj products.
 Analyse the customer behaviour of Bajaj

iii. Information requirement - in detail & source of information

Both primary and secondary data have been collected very vigorously
Secondary data: it is collected by the study of various reports. The reports studied under
secondary data. Primary Data was taken with questionnaire
The data has been taken from two sources
 Primary data source
The primary data source has been collected through questionnaire by personally interviewing
each respondent on a number of queries structured in a questionnaire.
 Secondary data source
Secondary data was collected from following sources

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Prior research reports
Websites
Books
Newspaper
Personal consultation

iv. Choice of research design - alternatives and choice

RESEARCH DESIGN
The research design applied here was exploratory research
Exploratory Research is one in we don’t know about the problem, we have to find about the
problem and then work on solving the problem. Whereas in case of descriptive research, we
know the problem, we just have to find the solution to the problem. Generally descriptive
research design is applied after exploratory research design.
Here after doing the secondary research, we found the general perception about the retail baking
but then in second phase we tried to figure out where the difference lies and on what basis the
banks differ from each other
v. Research instrument used

The purpose is to first conduct a intensive secondary research to understand the full impact and
implication of the industry, to review and critique the industry norms and reports, on which
certain issues shall be selected, which remain unanswered , this shall be further taken up in the
next stage of secondary research. This stage shall help to restrict and select only the important
question and issue, which inhabit growth and segmentation in the industry.

vi. Sampling technique used & sample size

Sampling technique: Random sampling
Sample Size
The sample size consists of 100 units out of which the most logical and non biased response are
selected thus the sample size is taken out to be 100 units.

vii. Field work method used for data collection

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The report is the result of a survey which was undertaken in Lucknow city. The objectives of
the project has been fulfilled by getting response from the customer associated to these segments
through a personal interview in the form of a questionnaire. The responses available through the
questionnaire are used to evaluate the Marketing strategy of Bajaj and the willingness of the
customer to purchase its products on future.
The project also covers an analysis of the switch over of customers to competitors products in the
market.

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The Area Of Work
The field work is conducted in the Lucknow city in various Places like Mall, Showroom and
retailers situated in different location all over the city.

viii. Analytical tools used

table, Pie chart, bar chart

ix Scope and limitation

The scope formulation is the first step to a successful Research process. Project undertaken the
problem of analyzing the Marketing strategy of Bajaj

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 LIMITATIONS
The survey has been done with full efforts and utter care but still there are some limitations
beyond control which might make the findings and conclusion in the report a little of beam.
Although we attained success in our dissertation to a great extent but still could not provide the
ideal state of marketing strategy prevailing in an Bajaj due to certain reasons which are :-
1- The time is assumed that the information given by the respondents are authentic and
to the best of their knowledge.
2- Information provided by the respondents might be biased and have variation with
their actual action.
3- Subjective nature of the study the perception of the viewers change and different
conclusion can be drawn by different viewers.
4- It is assumed that the information given by the respondent by authentic and to the best
of their knowledge.

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DATA ANALYSIS &
INTERPRETATION

56
 DATA ANALYSIS & INTERPRETATION

Q.1 Do you think planning is necessary for marketing strategy in Bajaj?

Yes 91
No 9

Interpretation:
91% respondent said that planning necessary for marketing strategy in an Bajaj but 9% said no.

57
Q.2 Do you think that Bajaj pays attention to vision statement for marketing strategy ?
Yes 87
No 13

Interpretation:
87% respondent said that Bajaj pay attention to vision statement for marketing strategy but 13%
said no.

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Q. 3 Do you think Bajaj managers pay attention to marketing strategy objective?
Yes 77
No 23

Interpretation:
77% respondent said that Bajaj managers pay attention to marketing strategy objective but 23%
said no.

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Q.4 Do You Think Bajaj’s Customer Perception And Behavior Are Better?
Yes 67
No 33

Interpretation:
67% respondent said that Bajaj’s customer perception and behavior are better but 33% said no.

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Q.5 Do You Think Team Co-Operation In Marketing Strategy Are Necessary For Bajaj?
Yes 76
No 24

Interpretation:
76% respondent said that team co-operation in marketing strategy necessary for Bajaj but 24%
said no.

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Q. 6 Do You Think Promotional Planning Of Bajaj Is Effective?
Yes 77
No 23

Interpretation:
77% respondent said that promotional planning of Bajaj is effective is effective but 23% said no.

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Q. 7 Are you aware about Bajaj?

Yes 76
No 24

Interpretation:
76% respondent said that aware about Bajaj but 24% said no.

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Q. 8 Are you satisfied with Bajaj?

Yes 67
No 33

Interpretation:
67% respondent said that they satisfied with Bajaj but 33% said no.

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Q.9 Do you suggest Bajaj product to others ?
Yes 91
No 9

Interpretation:
91% respondent said that suggest Bajaj product to others but 9% said no.

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Q. 10 Do you think Bajaj product are better than Hero?

Yes 65
No 35

Interpretation:
65% respondent said that Bajaj product are better than Hero but 35% said no.

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 Findings and
recommendation
Conclusion

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 FINDINGS
 91% respondent said that planning necessary for marketing strategy in an Bajaj but 9%
said no.
 87% respondent said that Bajaj pay attention to vision statement for marketing strategy
but 13% said no.
 77% respondent said that Bajaj managers pay attention to marketing strategy objective
but 23% said no.
 67% respondent said that the set back behind in Bajaj marketing strategy under planning
but 33% said no.
 76% respondent said that team co-operation in marketing strategy necessary for Bajaj but
24% said no.
 77% respondent said that team work within Bajaj for marketing strategy an Bajaj is
effective but 23% said no.
 76% respondent said that motivating planning for marketing strategy in Bajaj is better
but 24% said no.
 67% respondent said that the need for skills under marketing strategy in Bajaj is better
but 33% said no.
 91% respondent said that problems of marketing strategy get for not paying attention to
procedures in Bajaj but 9% said no.

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RECOMMENDATION

69
 RECOMMENDATION
As stated in the questionnaire the respondent stated their views regarding the improvements
needed in the marketing strategy programme & service same of these suggestions and
recommendation are proceed regarding the marketing strategy programme are listed below.
 These should be an increase in number of marketing strategy programme for employees
of different departments so that apart from improving their out put they start believing the
organization is making an effort to improve their condition on the whole.
 A regular pre–employment marketing strategy has to be a part of comprehensive
programme of employee's entertainment.
 More interaction between the managerial staff and employees to be encouraged and each
supervision to give a report on the employees under his supervision.
 The personnel department should give more consideration on the lowest employee cadre
for their social and economical development.
 The essentially like certificates for the marketing strategy done to be given so that a
employee’s ego is also satisfied.
 The old employee who are master in their work should give sufficient time with new ones
so that loss factors
 Start of monetary and non – monetary regards to be given to improve better cordial
relation between the management and workers.
 Such marketing strategy programme should be held at regular intervals so that employees
could update & review the marketing strategy activities.
 Proper function of audio/ visuals aids should be provided by the dependents.
 Pre information & suggestion regarding the marketing strategy should be given & taken
respectively from the concerned trainees.

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CONCLUSIONS

71
 CONCLUSIONS
The amount of increase in the growth of Bajaj firms today is impressive. This new innovation is
positively contributing to its environment especially in the area of economic stability. In the
above chapters, we have listed different kind of Bajaj’s marketing strategy , planning of
operations and the strategies used to maximize profit in it. Now, our next question should be on
how to know the extent and impact of marketing strategy hosted. In other words, how do we
evaluate our Bajaj marketing strategy with the intention of knowing the outcome on profit and
satisfaction of our clients.
Post-operations evaluation is majorly concerned with measuring the success of an operations in
terms of its objective by collecting and analyzing relevant data from the operations. In the same
vein, it includes the evaluation process of operations organization for marketing strategy , and
feedback lesson and observations learnt from this into the ongoing marketing strategy process.
It might be of interest also to know that this post-operations evaluation can sketch a picture of
the operations, facilitating the communication of its outcomes to key stakeholders.
Here are some of the important functions of marketing strategy evaluation: measuring of
marketing strategy outcomes, creation of a demographic profile of the operations audience,
identification of how the operations can be improved, enhancement of operations reputation, and
evaluation of marketing strategy process.

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BIBILIOGRAPHY

73
 BIBILIOGRAPHY

1- Research Methodology CR Kothari

2- Akan, O., Allen, R.S., Helms, M.M., and Spralls Ш, S.A. (2006). „Critical Tactics for
Implementing Porter‟ s Generic Strategies‟. The Journal of Business Strategy, 27, 43-53.
3- Alexander, L.D. (1985). „Successfully Implementing Strategic Decisions‟. Long Range
Planning, 18, 91-97.
4- Allio, M.K. (2005). „A Short, Practical Guide to Implementing Strategy‟. Journal of
Business Strategy, 26, 12-21.
5- Bantel, K.A. (1997). „Performance in Adolescent, Technology-Based Firms: Product
Strategy, Implementation, and Synergy‟. The Journal of High Technology Management
Research, 8, 243-262.
6- Beer, M., and Eisenstat, R.A. (2000). „The Silent Killers of Strategy Implementation and
Learning‟. Sloan Management Review, Summer, 29-42
1- Newspaper
Times of India
Economic Times
2- Magazines :
Business Today
Business world
3- Website :
www.Google.com

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APPENDIX

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 QUESTIONNAIRE
Q.1 Do you think planning necessary for marketing strategy in Bajaj?
Yes
No

Q.2 Do you think that Bajaj pay attention to vision statement for marketing strategy ?
Yes
No

Q. 3 Do you think Bajaj managers pay attention to marketing strategy objective?

Yes
No
Q.4 do you think Bajaj’s customer perception and behavior are better?
Yes
No
Q.5 do you think team co-operation in marketing strategy are necessary for Bajaj?
Yes
No
Q. 6 do you think promotional planning of Bajaj is effective?
Yes
No

Q. 7 Are you aware about Bajaj ?

Yes
No
Q. 8 Are you satisfied wtih Bajaj ?
Yes
No
Q.9 Do you suggest Bajaj product to others ?
Yes
No
Q. 10 Do you think Bajaj product are better than Hero?
Yes
No

76