Bajaj Auto Limited is India's largest manufacturer of scooters and

motorcycles. The company generally has lagged behind its Japanese rivals in
technology, but has invested heavily to catch up. Its strong suit is highvolume production; it is the lowest-cost scooter maker in the world.
Although publicly owned, the company has been controlled by the Bajaj
family since its founding.
Origins
The Bajaj Group was formed in the first days of India's independence from
Britain. Its founder, Jamnalal Bajaj, had been a follower of Mahatma
Gandhi, who reportedly referred to him as a fifth son. 'Whenever I spoke of
wealthy men becoming the trustees of their wealth for the common good I
always had this merchant prince principally in mind,' said the Mahatma after
Jamnalal's death.
Jamnalal Bajaj was succeeded by his eldest son, 27-year-old Kamalnayan, in
1942. Kamalnayan, however, was preoccupied with India's struggle for
independence. After this was achieved, in 1947, Kamalnayan consolidated
and diversified the group, branching into cement, ayurvedic medicines,
electrical equipment, and appliances, as well as scooters.
The precursor to Bajaj Auto had been formed on November 29, 1945 as M/s
Bachraj Trading Ltd. It began selling imported two- and three-wheeled
vehicles in 1948 and obtained a manufacturing license from the government
11 years later. The next year, 1960, Bajaj Auto became a public limited
company.

Rahul Bajaj reportedly adored the famous Vespa scooters made by Piaggio
of Italy. In 1960, at the age of 22, he became the Indian licensee for the
make; Bajaj Auto began producing its first two-wheelers the next year.
Rahul Bajaj became the group's chief executive officer in 1968 after first
picking up an MBA at Harvard. He lived next to the factory in Pune, an
industrial city three hours' drive from Bombay. The company had an annual
turnover of Rs 72 million at the time. By 1970, the company had produced
100,000 vehicles. The oil crisis soon drove cars off the roads in favor of twowheelers, much cheaper to buy and many times more fuel-efficient.
A number of new models were introduced in the 1970s, including the threewheeler goods carrier and Bajaj Chetak early in the decade and the Bajaj
Super and three-wheeled, rear engine Autorickshaw in 1976 and 1977. Bajaj
Auto produced 100,000 vehicles in the 1976-77 fiscal year alone.
The technical collaboration agreement with Piaggio of Italy expired in
1977. Afterward, Piaggio, maker of the Vespa brand of scooters, filed patent
infringement suits to block Bajaj scooter sales in the United States, United
Kingdom, West Germany, and Hong Kong. Bajaj's scooter exports
plummeted from Rs 133.2 million in 1980-81 to Rs 52 million ($5.4 million)
in 1981-82, although total revenues rose five percent to Rs 1.16 billion.
Pretax profits were cut in half, to Rs 63 million.
New Competition in the 1980s
Japanese and Italian scooter companies began entering the Indian market in
the early 1980s. Although some boasted superior technology and flashier
brands, Bajaj Auto had built up several advantages in the previous decades.

Its customers liked the durability of the product and the ready availability of
maintenance; the company's distributors permeated the country.
The Bajaj M-50 debuted in 1981. The new fuel-efficient, 50cc motorcycle
was immediately successful, and the company aimed to be able to make
60,000 of them a year by 1985. Capacity was the most important constraint
for the Indian motorcycle industry. Although the country's total production
rose from 262,000 vehicles in 1976 to 600,000 in 1982, companies like rival
Lohia Machines had difficulty meeting demand. Bajaj Auto's advance orders
for one of its new mini-motorcycles amounted to $57 million. Work on a
new plant at Waluj, Aurangabad commenced in January 1984.
The 1986-87 fiscal year saw the introduction of the Bajaj M-80 and the
Kawasaki Bajaj KB100 motorcycles. The company was making 500,000
vehicles a year at this point.
Although Rahul Bajaj credited much of his company's success with its focus
on one type of product, he did attempt to diversify into tractor-trailers. In
1987 his attempt to buy control of Ahsok Leyland failed.
The Bajaj Sunny was launched in 1990; the Kawasaki Bajaj 4S Champion
followed a year later. About this time, the Indian government was initiating a
program of market liberalization, doing away with the old 'license raj'
system, which limited the amount of investment any one company could
make in a particular industry.

A possible joint venture with Piaggio was discussed in 1993 but aborted.
Rahul Bajaj told the Financial Times that his company was too large to be
considered a potential collaborator by Japanese firms. It was hoping to
increase its exports, which then amounted to just five percent of sales. The
company began by shipping a few thousand vehicles a year to neighboring
Sri Lanka and Bangladesh, but soon was reaching markets in Europe, Latin
America, Africa, and West Asia. Its domestic market share, barely less than
50 percent, was slowly slipping.
By 1994, Bajaj also was contemplating high-volume, low-cost car
manufacture. Several of Bajaj's rivals were looking at this market as well,
which was being rapidly liberalized by the Indian government.
Bajaj Auto produced one million vehicles in the 1994-95 fiscal year. The
company was the world's fourth largest manufacturer of two-wheelers,
behind Japan's Honda, Suzuki, and Kawasaki. New models included the
Bajaj Classic and the Bajaj Super Excel. Bajaj also signed development
agreements with two Japanese engineering firms, Kubota and Tokyo R & D.
Bajaj's most popular models cost about Rs 20,000. 'You just can't beat a
Bajaj,' stated the company's marketing slogan.
The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw were introduced
in 1997. The next year saw the debut of the Kawasaki Bajaj Caliber, the
Spirit, and the Legend, India's first four-stroke scooter. The Caliber sold
100,000 units in its first 12 months. Bajaj was planning to build its third
plant at a cost of Rs 4 billion ($111.6 million) to produce two new models,
one to be developed in collaboration with Cagiva of Italy.

New Tools in the 1990s

Still, intense competition was beginning to hurt sales at home and abroad
during the calendar year 1997. Bajaj's low-tech, low-cost cycles were not
faring as well as its rivals' higher-end offerings, particularly in high-powered
motorcycles, since poorer consumers were withstanding the worst of the
recession. The company invested in its new Pune plant in order to introduce
new models more quickly. The company spent Rs 7.5 billion ($185 million)
on advanced, computer-controlled machine tools. It would need new models
to comply with the more stringent emissions standards slated for 2000. Bajaj
began installing Rs 800 catalytic converters to its two-stroke scooter models
beginning in 1999.
Although its domestic market share continued to slip, falling to 40.5 percent,
Bajaj Auto's profits increased slightly at the end of the 1997-98 fiscal year.
In fact, Rahul Bajaj was able to boast, 'My competitors are doing well, but
my net profit is still more than the next four biggest companies combined.'
Hero Honda was perhaps Bajaj's most serious local threat; in fact, in the fall
of 1998, Honda Motor of Japan announced that it was withdrawing from this
joint venture.
Bajaj Auto had quadrupled its product design staff to 500. It also acquired
technology from its foreign partners, such as Kawasaki (motorcycles),
Kubota (diesel engines), and Cagiva (scooters). 'Honda's annual spend on R
& D is more than my turnover,' noted Ruhal Bajaj. His son, Sangiv Bajaj,
was working to improve the company's supply chain management. A
marketing executive was lured from TVS Suzuki to help push the new
cycles.

Several new designs and a dozen upgrades of existing scooters came out in
1998 and 1999. These, and a surge in consumer confidence, propelled Bajaj
to sales records, and it began to regain market share in the fast-growing
motorcycle segment. Sales of three-wheelers fell as some states, citing
traffic and pollution concerns, limited the number of permits issued for
them.
In late 1999, Rahul Bajaj made a bid to acquire ten percent of Piaggio for
$65 million. The Italian firm had exited a relationship with entrepreneur
Deepak Singhania and was looking to reenter the Indian market, possibly
through acquisition. Piaggio itself had been mostly bought out by a German
investment bank, Deutsche Morgan Grenfell (DMG), which was looking to
sell some shares after turning the company around. Bajaj attached several
conditions to his purchase of a minority share, including a seat on the board
and an exclusive Piaggio distributorship in India.
In late 2000, Maruti Udyog emerged as another possible acquisition target.
The Indian government was planning to sell its 50 percent stake in the
automaker, a joint venture with Suzuki of Japan. Bajaj had been approached
by several foreign car manufacturers in the past, including Chrysler
(subsequently DaimlerChrysler) in the mid-1990s.

Employment fell from about 23,000 in 1995-96 (the year Bajaj suffered a
two-month strike at its Waluj factory) to 17,000 in 1999-2000. The company
planned to lay off another 2,000 workers in the short term and another 3,000
in the following three to four years.
Principal Subsidiaries: Bajaj Auto Finance Ltd.; Bajaj Auto Holdings Ltd.;
Bajaj Electricals Ltd.; Bajaj Hindustan Ltd.; Maharashtra Scooters Ltd.;
Mukand Ltd.
Principal Competitors: Honda Motor Co., Ltd.; Suzuki Motor Corporation;
Piaggio SpA.
COMPANY PROFILE

Bajaj Auto Ltd. is the largest exporter of two and three wheelers. With
Kawasaki Heavy Industries of Japan, Bajaj manufactures state-of-the-art
range of two-wheelers. The brand, Pulsar is continually dominating the
Indian motorcycle market in the premium segment. Its Discover DTSi is also
a successful bike on Indian roads.
Quick Facts
Founder

Jamnalal Bajaj

Year of Establishment

1926

Industry

Automotive - Two & Three Wheelers

Business Group

The Bajaj Group

Listings & its codes

BSE - Code: 500490; NSE - Code:

BAJAJAUTO

Presence

Distribution network covers 50 countries.

Dominant

presence

in

Sri

Lanka,

Bangladesh, Columbia, Guatemala, Peru,

Egypt, Iran and Indonesia.
Joint Venture

Kawasaki Heavy Industries of Japan

Registered & Head Office

Akurdi
Pune

411035

India
Tel.:

+(91)-(20)-27472851

Fax: +(91)-(20)-27473398
Works

Akurdi, Pune 411035

Bajaj

Nagar,

Waluj

Aurangabad 431136

Chakan

Industrial

Chakan, Pune 411501

E-mail

rahulbajaj@bajajauto.co.in

Website

www.bajajauto.com

Segment and Brands

Products

Brands

Motorcycles 4S

4S Champion

Bajaj Avenger

Bajaj CT 100

Bajaj Discover

Bajaj Platina

Bajaj Pulsar

Bajaj Pulsar DTSi Bajaj Sonic

Bajaj Wind 125 Bajaj XCD 125

Boxer

Area,

Scooters

Caliber

Caliber115

Kawasaki Bajaj Eliminator

KB RTZ

KB100

KB125

Bajaj Chetak

Bajaj Kristal Dtsi Bajaj Wave

Since 1986, there is a technical tie-up of Bajaj Auto Ltd. with Kawasaki
Heavy Industries of Japan to manufacture state-of-art range of latest twowheelers in India. The JV has already given the Indian market the KB series,
4S and 4S Champion, Boxer, the Caliber series, and Wind125.
Kawasaki Heavy Industries is a Fortune 500 company with a turnover of
USD 10 billion (Rs. 45,840 crore). It has crafted new technologies for more
than hundred years. The technologies of KHI have redefined space systems,
aircrafts, jet engines, ships, locomotive, energy plants, automation system,
construction machinery, and of course high reliability two-wheelers.
KHI has given the world its legendary series of 600-1200cc Ninja and 1600
Vulcan bikes. Straight from its design boards, the Kawasaki Bajaj
Eliminator, India's first real cruiser bike, redefines the pleasure of "biking"
in looks as well as performance.

HISTORICAL BACKGROUND
December
June
February
Sept/Oct
August
May
January
October
October
July
February
November
January

Bajaj Dicsover launched

Bajaj Avenger launched
Bajaj Wave launched
Bajaj Discover DTS-i launched
New Bajaj Chetak 4 stroke with Wonder Gear launched
Bajaj CT100 Launched
Bajaj unveils new brand identity, dons new symbol, logo and brandline
Pulsar DTS-i is launched.
107,115 Motorcycles sold in a month.
Bajaj Wind 125,The World Bike, is launched in India.
Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive
motorcycle segment.
Bajaj Auto launches its latest offering in the premium bike segment
Pulsar.
The Eliminator is launched.
The Bajaj Saffire is introduced.
Caliber motorcycle notches up 100,000 sales in record time of 12 months.
Production commences at Chakan plant.

June 7th Kawasaki Bajaj Caliber rolls out of Waluj.

July 25th Legend, Indias first four-stroke scooter rolls out of Akurdi.
October Spirit launched.
The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are
introduced.
November
29

Bajaj Auto is 50.

Agreements signed with Kubota of Japan for the development of diesel
engines for three-wheelers and with Tokyo R&D for ungeared Scooter and
moped development.
The Bajaj Super Excel is introduced while Bajaj celebrates its ten
millionth vehicle.
One million vehicles were produced and sold in this financial year.
The Bajaj Classic is introduced.

The Kawasaki Bajaj 4S Champion is introduced.

The Bajaj Sunny is introduced.
The Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles are

November

introduced.
500,000 vehicles produced and sold in a single financial year.
The Waluj plant inaugurated by the erstwhile President of India, Shri Giani
Zail Singh.
Production commences at Waluj, Aurangabad in a record time of 16
months.

1984
January
19
1981

Foundation stone laid for the new Plant at Waluj, Aurangabad.

The Bajaj M-50 is introduced.

1977
The Rear Engine Autorickshaw is introduced.
Bajaj Auto achieves production and sales of 100,000 vehicles in a single
financial year.
1976
The Bajaj Super is introduced.
1975
BAL & Maharashtra Scooters Ltd. joint venture.
1972
The Bajaj Chetak is introduced.
1971
The three-wheeler goods carrier is introduced.
1970
Bajaj Auto rolls out its 100,000th vehicle.
1960
Bajaj Auto becomes a public limited company. Bhoomi Poojan of Akurdi
Plant.
1959
Bajaj Auto obtains licence from the Government of India to manufacture
two- and three-wheelers.
1948
Sales in India commence by importing two- and three-wheelers.

1945
November Bajaj Auto comes into existence as M/s Bachraj Trading Corporation
29

Private Limited.

ORGANIZATIONAL CHART
Board of Directors
Rahul Bajaj
Madhur Bajaj
Rajiv Bajaj
Sanjiv Bajaj
D.S. Mehta
Kantikumar R. Podar
Shekhar Bajaj
D.J. Balaji Rao
J.N. Godrej
S.H. Khan
Mrs. Suman Kirloskar
Naresh Chandra
Nanoo Pamnani
Manish Kejriwal

Committees of the Board

Chairman
Vice Chairman & Whole-Time Director
Managing Director
Executive Director
Whole-Time Director
Director
Director
Director
Director
Director
Director
Director
Director
Director

Audit Committee
S.H. Khan
Chairman
J.N. Godrej
Nanoo Pamnani
D.J. Balaji Rao
Naresh Chandra
Shareholders & Investors Grievance committee
D.J. Balaji Rao
Chairman
J.N. Godrej
Naresh Chandra
Remuneration committee
D.J. Balaji Rao
S.H. Khan
Naresh Chandra

Chairman

PRODUCTS PROFILE

BAJAJ AVENGER

Engine
Cubic Capacity
Max. Power
Gear Box
Ignition
Front Brakes
Rear Brakes
Front Tyre
Rear Tyre
Wheelbase
Ground Clearance
Dry Weight
Tank Capacity

4 Stroke, Single Cylinder, Air

Cooled
178.6cc
16.5 BHP @ 8000rpm
5 Speed
CDI
Disc
Drum
90/90 X 17
130/90 X 15
1475mm
0mm
154 Kg
14 Litres

BAJAJ DISCOVER ELECTRICSTART

Engine
Cubic Capacity
Max. Power
Gear Box
Ignition
Front Brakes
Rear Brakes
Front Tyre
Rear Tyre
Wheelbase
Ground Clearance
Dry Weight
Tank Capacity
Price On Road Mumbai

4 Stroke, Single Cylinder, Air Cooled

124.52cc
11.51 BHP @ 8000rpm
4 Speed
CDI
130mm Drum
130mm Drum
2.75 X 17
3.00 X 17
1305mm
0mm
129 Kg
10 Litres
Rs. 50710

BAJAJ PULSAR

Engine
Cubic Capacity
Max. Power
Gear Box
Ignition
Front Brakes
Rear Brakes
Front Tyre
Rear Tyre
Wheelbase
Ground Clearance
Dry Weight
Tank Capacity
Price On Road Mumbai
Colours

BAJAJ WAVE

4 Stroke, Single Cylinder, Air Cooled

143.9cc
13.02 BHP @ 8500rpm
5 Speed
CDI
240mm Disc
130mm Drum
2.75 X 18
100/90 X 18
1320mm
155mm
134 Kg
18 Litres
Rs. 58700
Black, Silver, Blue & Red

Model:

Bajaj Wave DTS-i

Year:

2006

Category:

Scooter

Rating:

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Engine and transmission

Displacement:

110.00 ccm (6.71 cubic inches)

Engine type:

Single cylinder

Stroke:

Power:

8.00 HP (5.8 kW))

Torque:

1.22 Nm (0.1 kgf-m or 0.9 ft.lbs)

Fuel system:

Injection

Ignition:

CDI Electronic

Cooling
system:

Air

Transmission
type

Belt

final drive:
Physical measures
Weight incl. oil,
gas, etc:
Wheelbase:

110.0 kg (242.5 pounds)

1,225 mm (48.2 inches)
Chassis and dimensions

Front brakes:

Expanding brake (drum brake)

Rear brakes:

Expanding brake (drum brake)

Speed and acceleration
Other specifications

Fuel capacity:

5.00 litres (1.32 gallons)

BAJAJ WIND 125

Model:

Bajaj Wind 125

Year:

2006

Category:

Sport

Rating:

68.9 out of 100. Show full rating and compare with other
bikes
Engine and transmission

Displacement:

124.60 ccm (7.60 cubic inches)

Engine type:

Single cylinder

Stroke:

Power:

10.80 HP (7.9 kW)) @ 8500 RPM

Torque:

9.80 Nm (1.0 kgf-m or 7.2 ft.lbs) @ 7500 RPM

Cooling system: Air

Gearbox:

5-speed

Transmission
type

Chain

final drive:
Physical measures
Weight incl. oil,
gas, etc:
Wheelbase:

121.0 kg (266.8 pounds)

1,260 mm (49.6 inches)
Chassis and dimensions

Front brakes:

Single disc

Rear brakes:

Expanding brake (drum brake)

Speed and acceleration
Other specifications

Fuel capacity:
Reserve fuel
capacity:

13.00 litres (3.43 gallons)

2.00 litres (0.53 gallons)

BAJAJ CT 100
Engine
Type

4 stroke

Cooling Type

Air Cooled

Displacement

99.27 cc

Max Power

8.2 bhp( 6.03 kW) @ 7500 rpm

Max Torque

8.05 Nm @ 4500 rpm

Ignition Type

C.D.I

Carburettor

Keihin-Fie

Transmission Type

4 speed gear box

Electrical System

System

12 V, AC+DC

Head Light

35/35 W

Horn

12 V, DC

Chassis
Chassis Type

Tubular construction

Suspension
Front Suspension

Telescopic

Rear Suspension

Swing arm type with dual co-axial springs (springin-spring) and hydraulic shock absorbers

Tyres
Front Tyre Size

2.75 x 17, 4/6 PR

Rear Tyre Size

3.00 x 17, 6 PR

Brakes
Front Brakes

Mechanical expanding shoe, Friction type

Rear Brakes

Mechanical expanding shoe, Friction type

Fuel Tank
Fuel Tank Capacity

10.5 litres

Reserve Capacity

2.2 litres

Dimensions
Overall length

1945 mm

Overall width

770 mm

Overall height

1065 mm

Wheel Base

1235 mm

BAJAJ GC 1000

Engine
Type

Four Stroke, Single Cylinder, IDI, Compression

Ignition

Cooling Type

Forced Air Cooled

Displacement

416 cc

Max Power

8.5 bhp( 6.25 kW) @ 3600 rpm

Max Torque

20 Nm @ 2400 rpm

Ignition Type

Electric start

Transmission Type

4 forward & 1 reverse gear

Clutch Type

Single plate,dry friction type,foot operated

Electrical System
System

System 12V DC

Chassis
Chassis Type

Semi Monocoque

Suspension
Front Suspension

Antidive leading link with helical compression

spring & shock absorber

Rear Suspension

Independent suspension with spring & shock

absorber

Tyres
Front Tyre Size

4.5x10,8PR

Rear Tyre Size

4.5x10,8PR

Brakes

Front Brakes

Hydraulic brakes with auto adjuster

Rear Brakes

Hydraulic brakes with auto adjuster

Fuel Tank
Fuel Tank Capacity

8 litres

Dimensions
Overall length

2960 mm

Overall width

1375 mm

Overall height

1810 mm

Wheel Base

2025 mm

Ground Clearance

170 mm

Minimum Turning Radius

2.75 m

GVW

990 kg

Loading Tray
Length (Pick up)

1500 mm

Width (Pick up)

1325 mm

Height (Pick up)

250 mm

Length (HiDec)

1500 mm

Width (HiDec)

1325 mm

Height (HiDec)

1050 mm

BAJAJ RE DISEL MEGA

Engine
Type

4 stroke, single cylinder, compression ignition

Cooling Type

Forced Air Cooled

Displacement

416.6 cc

Max Power

8.5 bhp( 6.25 kW) @ 3600 rpm

Max Torque

20 Nm @ 2400 rpm

Ignition Type

Electric start

Clutch Type

single plate, dry friction, foot operated

Electrical System
System

12 V, DC

Chassis
Chassis Type

Semi monocoque chassis with stamped members

welded

Suspension
Front Suspension

Antidive link with helical coil compression spring

& shock absorbers

Rear Suspension

Swing arm with helical coil compression spring &

shock absorbers

Tyres
Front Tyre Size

4.5x10,8PR

Rear Tyre Size

4.5x10,8PR

Brakes
Front Brakes

Hydraulic brakes with tandem mater cylinder &

auto adjuster
Rear Brakes

Hydraulic brakes with tandem mater cylinder &

auto adjuster

Fuel Tank
Fuel Tank Capacity

8 litres

Dimensions
Overall length

3090 mm

Overall width

1375 mm

Overall height

1880 mm

Wheel Base

2025 mm

Ground Clearance

170 mm

GVW

876 kg

Two-wheelers
Ungeared - 100 cc
Motorcycles - 100 to 200 cc

Three-wheelers (both passenger and goods carriers)

175 cc Petrol / CNG / LPG Four Stroke
150 cc Petrol / CNG / LPG Two Stroke
416 cc Diesel

Bikes

Scooters

Three wheelers

1. Goods carriers

2. Passenger Carriers

CHAPTER-2

SIGNIFICANCE AND MANAGERIAL USEFULNESS OF THE

STUDY
It isn't surprising that the company is in no mood to take its hand off the
throttle. As Brijmohan Lall Munjal, the Chairman, BAJAJ Motors succinctly

puts it, "We pioneered India's motorcycle industry, and it's our responsibility
now to take the industry to the next level. We'll do all it takes to reach there.''
At BAJAJ, our goal is not only to sell you a bike, but also to help you every
step of the way in making your world a better place to live in. Besides its
will to provide a high-quality service to all of its customers, BAJAJ takes a
stand as a socially responsible enterprise respectful of its environment and
respectful of the important issues.
BAJAJ is strongly committed not only to environmental conservation
programmes but also expresses the increasingly inseparable balance between
the economic concerns and the environmental and social issues faced by a
business. A business must not grow at the expense of mankind and man's
future but rather must serve mankind.

OBJECTIVE AND SCOPE OF STUDY

Environmental policy
Towards creating and preserving a cleaner environment
Bajaj Auto Ltd., manufacturer of two and three wheeler vehicles is
committed to prevention of pollution, continual improvement of our
environmental

performance

and

compliance

with

all

applicable

environmental legislation and regulations.

Towards this, we shall strive to:
Create a proactive environment management system that addresses all
environmentally significant aspects related to our products and processes,
Minimise the generation of waste and conserve resources Through better
technology and practices, and Promote environmental awareness amongst
our employees and motivate them to fulfill our commitments.

Quality Policy
We at Bajaj Auto continue to firmly believe in providing the customer Value
for money, for years through our products and services. This we shall
maintain and improve.
In our decision making, quality, safety and service will be given as much
consideration as productivity, cost and delivery.
Quality shall be built into every aspect of our work life and business operations. Quality
improvements and customer satisfaction shall be the responsibility of every employee.

TPM Policy
We at Bajaj Auto adopt Total Productivity Maintenance as a means of
creating a safe and participative work environment in which all employees
target the elimination of losses in order to continuously enhance the
capacity, flexibility, reliability and capability of its processes, leading to
higher employee morale and greater organizational profitability.

CONCEPTUAL DISCUSSION
Meritorious Performance in

2001

National Safety Council

for three consecutive years

Certificate of Excellence
Achieving Lowest Average

2001
2001

National Safety Council

National Safety Award

Frequency Rate
Achieving Lowest Average

2000

National Safety Award

Frequency Rate
Meritorious Performance in

2000

National Safety Council

for three consecutive years

Achieving Longest Accident-free 1999

National Safety Council

Industrial Safety

Industrial Safety

Period under Heavy Engineering

Industries Group
Meritorious Performance in

1999

National Safety Council

Industrial Safety
for three consecutive years
Achieving Longest Accident-free 1998

Council of Industrial Safety

Period under Heavy Engineering

Industries Group
Achieving Lowest Average

1998

National Safety Award

Frequency Rate
Meritorious Performance in

1998

National Safety Council

1997

Council of Industrial Safety

Industries Group
Achieving Longest Accident-free 1997

Council of Industrial Safety

Industrial Safety
for three consecutive years
Achieving Lowest Frequency
Rate under Heavy Engineering

Period under Heavy Engineering

Industries Group

CHAPTER-3

Research Methodology
Meaning of Research
Redman and Mory define research as a systemized effort to gain new knowledge. Some
people consider research as a movement, a movement from the known to the unknown.
Research is an academic activity and as such the term should be used in a technical sense.
According to Clifford Woody, research comprises defining and redefining problems,
formulating hypothesis or suggested solutions; collecting, organizing and evaluating data;
making deductions and reaching conclusions; and at last carefully testing the conclusions
to determine whether they fit the formulating hypothesis.

Objectives of Research
ugh the application of scientific procedures. The main aim of research is to find out the
truth which is hidden and which has not been discovered as yet. Though each r
The purpose of research is to discover answers to questions throesearch study has its
own specific purpose but the research objectives can be listed into a number of broad
categories, as following:-

To gain familiarity with a phenomenon or to achieve new insights into it.

Studies with this object in view are termed as exploratory or formulative
research studies.

To portray accurately the characteristics of a particular individual, situation

or a group. Studies with this object in view are known as descriptive research
studies.

To determine the frequency with which something occurs or with which it is

associated with something else. Studies with this object in view are known
as diagnostic research studies.

 To test a hypothesis of a casual relationship between variables. Such studies

are known as hypothesis-testing research studies.

Significance of Research
All process is born of inquiry. Doubt is often better than overconfidence, for it leads to
inquiry and inquiry leads to invention. Is a famous Hudson Maxim in context of which
the significance of research can well be understood. Increased amounts of research make
progress possible.
Research inculcates scientific and inductive thinking and it promotes the development of
logical habits of thinking and organization.
The role of research in several fields of applied economics, whether related to business or
to the economy as a whole, has greatly increased in modern times. The increasing
complex nature of business and government has focused attention on the use of research
in solving operational problems. Research, as an aid to economic policy, has gained
added importance, both for government and business.

Research Methodology
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by a researcher in studying his research problem
along with the logic behind them. It is necessary for the researcher to know not only the
research methods or techniques but also the methodology.

Data Collection Source

Information was collected through both primary and secondary sources.

Primary Data:

In some cases the researchers may realize the need for collecting

the first hand information. As in the case of everyday life, if we want to have first hand
information or any happening or event, we either ask someone who knows about it or we

observe it ourselves, we do the both. Thus, the two method by which primary data can be
collected is observation and questionnaire.

Secondary Data:

Any data, which have been gathered earlier for some other

purpose, are secondary data in the hands of researcher. Those data collected first hand,
either by the researcher or by someone else, especially for the purpose of the study is
known as primary data.
The data collected for this project has been taken from the secondary source.
Sources of secondary data are :

Internet

Magazines

Publications

Newspapers

Brouchers

CHAPTER-4

MARKET SHARE

S.W.O.T ANALYSIS OF BAJAJ

SWOT Analysis is a tool used for understanding an organization's strengths, weaknesses,
opportunities and threats.
The SWOT Analysis tool can be used in identifying an organization's strengths (S) and
weaknesses (W), and examining the opportunities (O) and threats (T) it is facing. The
outcome from a SWOT Analysis enables organizations to focus on strengths, minimize
weaknesses, address threats, and take the greatest possible advantage of opportunities
available.

Strengths:
Our members value the professional designation.
We have a lower course fee structure than similar programs.
We provide good customer service.
Our instructors are highly-regarded in the profession.
We have a small staff and low overhead.

Weaknesses:
We are slow to make decisions and adapt to changes that affect the profession.
The professional designation is rarely included as a condition of employment.
We are overly dependent on key volunteers who developed and teach our certification
courses. We do not have the resources to research the market and promote the
designation.

Opportunities:
Our business sector is expanding, with many future opportunities for success.Our local
council wants to encourage local businesses with work where possible.Our competitors
may be slow to adopt new technologies.

Threats:
Will developments in technology change this market beyond our ability to adapt?A small
change in focus of a large competitor might wipe out any market position we achieve.

PROBLEMS OF THE COMPANY AND THEIR SOLUTIONS

At BAJAJ, our goal is not only to sell you a bike, but also to help you at every step in
making your world a better place to live in. Besides its will to provide a high-quality
service to all of its customers, BAJAJ takes a stand as a socially responsible enterprise
respectful of its environment and respectful of the important issues.BAJAJ is strongly
committed not only to environmental conservation programmes but also expresses the
increasingly inseparable balance between the economic concerns and the environmental
and social issues faced by a business. A business must not grow at the expense of
mankind

and

man's

future

but

rather

must

serve

mankind.

"We must do something for the community from whose land we generate our
wealth." We at BAJAJ are committed to demonstrate excellence in our
environmental performance on a continual basis, as an intrinsic element of our
corporate philosophy.
To achieve this we commit ourselves to:
1. Integrate environmental attributes and cleaner production in all our business
processes and practices with specific consideration to substitution of hazardous
chemicals to strengthen the greening of supply chain.
2. Continue product innovations to improve environmental compatibility.Comply with
all applicable environmental legislation and also controlling our environmental
discharges through the principles of"alara" (as low as reasonably achieva).
3. Institutionalise resource conservation, in particular, in the areas of oil, water,
electrical energy, paints and chemicals.
4. Enhance environmental awareness of our employees and dealers / vendors, while
promoting their involvement in ensuring sound environmental management.

SALES PERFORMANCE FOR JULY 2014

Product
Motorcycles
Geared Scooters
Ungeared Scooters
Step thrus
Total 2 wheelers
Three Wheelers
Grand Total

For July 2006

171,115
696
1,347
173,158
26,663
199,821

Upto July 2006

739,302
5,253
4,822
749,377
97,538
846,915

For July 2005

115,216
5,642
6,627
127,485
22,585
150,070

Upto July 2005

537,759
26,184
14,885
870
579,698
75,896
655,594

For June 2005

130,710
7,640
2,987
141,337
19,966
161,303

Upto June 2005

422,543
20,542
8,258
870
452,213
53,311
505,524

Sales in numbers for the month of June 2014

1st July 2014

Product
Motorcycles
Geared Scooters
Ungeared Scooters
Step thrus
Total 2 wheelers
Three Wheelers
Grand Total

For June 2006

183,549
3,301
1,335
188,185
25,687
213,872

Upto June 2006

568,187
4,557
3,475
576,219
70,875
647,094

CHAPTER 5

RECOMMENDATIONS AND SUGGESTIONS

The company should concentrate more on sales and marketing department so that
more and more products can be sold out.

Advertisements should be the best method to advertise the products and popular
among the public.

Cheaper products(Motorcycles) should be introduced by the company so that it

can reach the middle class public.

Transparency should be made in between the product details and the original
product sold to the customers.

Company customer ratio should be maintained.

CHAPTER 6

BIBLIOGRAPHY

Books:

Marketing Management By Philip Kotler

Marketing Management- By C.B.Gupta

Magazines: Auto magazine, Aug 2008

Over drive magazine, Sep 2007
Business today, Aug 2009

Websites: www.bajajindia.com
www.google.com
www.msn.com

Newspapers:

Times of India Aug 27 , 14

The Indian Express Sep 5, 14