Prakash Chandra Nayak (2018EPGP036)

CDCV Reflection Paper

BAJAJ AUTO LIMITED- PULSAR
Analyzing through different Marketing frameworks.

Submitted by
Prakash Chandra Nayak
2018EPGP036
Prakash Chandra Nayak (2018EPGP036)

BACKGROUND AND INTRODUCTION

If we go back to the history of Indian bike market before Pulsar, we'd notice that various Hero
Honda bikes dominated the scene. we find It was difficult for any other company to launch its bike against
any Hero Honda bike. Although another domestic two-wheeler manufacturing company, Bajaj Auto had a
good stake in Indian two-wheeler market and had successfully launched Kawasaki Bajaj and Bajaj Boxer in
the 100-cc segment, those efforts were not satisfactory to compete with the dominating leader Hero
Honda. Kawasaki had almost lost its stake in market and the charisma of Bajaj Boxer was also on decline.

It was then that Bajaj Auto in joint efforts with Japanese bike-designing firm R&D anticipated
the idea of launching its new bike, which in following years created the history of success and totally
changed the scenario of Indian bike market.

In 2001 Bajaj's hard endeavors got a perfect shape when it launched its Bajaj Pulsar that within a short
span of time became the first choice of every Indian bike rider. From then to now for the last 17 year the
story of success that Bajaj Pulsar and its successors created was never imagined. Not even the designers
had ever thought that they were creating an illustration to be followed by the coming generations.

Currently there are six variants according to engine size available, with engine capacities of 135 cc, 150 cc,
180 cc, 200 cc, 220 cc and 400 cc (Renamed Dominar before release)

Before the emergence of Pulsar, Indian bikes were mainly engineered with engine capacity varying
between 80 and 125 cc. Riding this powerful bike was like a dream for bike riders. It was the launch of
Hero Honda CBZ in 1999 that paved a way for other manufacturers to focus on manufacturing bikes
beyond 100 cc; and then the outcome was what we see in the form of Bajaj Pulsar.

Through this reflection note I have tried to analyze the pulsar success into various marketing framework
and concepts.

About Company: - Bajaj Auto

The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches over a
wide range of industries, spanning automobiles, home appliances, lighting, iron and steel, insurance, travel
and finance. The group comprises 37 companies and its flagship company, Bajaj Auto, is ranked as the
world's fourth largest three and two-wheeler manufacturer and the Bajaj brand are well-known across
several countries in Latin America, Africa, Middle East, South and South East Asia.

Bajaj Auto came into existence on 29 November 1944 as M/s Bachraj Trading Corporation
Private Limited and has been among the front-runners in the motorcycle industry ever since. This very fact
talks volumes about the company since only the best if firms survive such a long time at the top. During
the 60s, 70s and 80s there was a10-year waiting period for its products. The company only had to produce
its quota. Marketing or sales was not too much of an issue for them. Also, the company’s owner was in
famous for being part of the anti-liberalization lobby called Bombay Club. However, the firm faced a major
crisis in the 90s and the early years of the new century due to increased competition from both foreign
and domestic markets. However, Bajaj came out only stronger with the competition and hardly depended
on foreign help on this account. And the product, which did this turnaround possible, was Pulsar. Pulsar is
exemplifying the fighting spirit of Bajaj. It is a classic example of an Indian company of the pre-liberalization
era, adapting itself to the changing scenario and coming out on tops.
Prakash Chandra Nayak (2018EPGP036)

ENVIRONMENT ANALYSIS – INTRODUCING PULSAR

The Indian two-wheeler market has been a competitive from its inception. Initially the market
included two segments, first segment consisting of the two stroke scooters and the other segment
comprising of bullet motorcycle and its variants.

Till the late 1990 the two wheelers market was dominated by Bajaj Scooters almost like a
monopoly in the market. But the rapidly expanding market of motorcycle in India presented challenge for
Bajaj scooters but also provided an opportunity for Bajaj to diversify its range of products. As a result, Bajaj
entered motorcycle market with joint venture with Kawasaki. Initially their focus was on low priced fuel-
efficient bikes only. The initial model launched saw very few takers.

Sports bike segment of Indian automotive sector was left unheard still Hero Honda launched
CBZ model and attracted masses in urban areas. Bajaj going through a split with Kawasaki launched its
first bike, a highly fuel-efficient model but failed to generate buzz in the segment. As a result, the company
was going into a very bad phase.

In these alarming situation Rahul Bajaj, the Chairman of Bajaj group, decided to launch a
dedicated sports bike, Pulsar, for the Indian consumers which played to Bajaj’s strengths of fuel efficient
machines specially designed for Indian roads and also shed the company’s image of inferiority. As the
time when India was happily riding on 100cc bikes, pulsar was launched with 150cc and 180 cc, electrifying
the entire two wheeler market, and rest is history. Even after 17 yearlong Pulsar brings major chunk of
sales volume for Bajaj auto.

A look on Bajaj auto two-wheeler month and month sales data of year 2018

Bajaj Pulsar a trend setter

Before the introduction of the Pulsar, the Indian motorcycle market trend was towards fuel
efficient, small capacity motorcycles (that formed the 80–125 cc class). Bigger motorcycles with higher
capacity virtually did not exist (except for Enfield Bullet with 350cc and 500cc variants). The launch and
success of Hero Honda CBZ in 1999 showed that there was demand for performance bikes. Bajaj took the
cue from there on and launched the Pulsar twins (150cc and 180cc) in India on 24 November 2001. Since
the introduction and success of Bajaj Pulsar, Indian youth began expecting high power and other features
from affordable motorcycles.
Prakash Chandra Nayak (2018EPGP036)

A time line look of pulsar brand growth

2005 2006
2003
2001 pulsar 150, 17inch UG III introduced,
2nd gen pulsar - DTSi
launch of the Pulsar twins alloy wheel, high new style and
tech
power electricals

2008 2010
2009
2007 many new UG 4.5 introduced,
UG IV release,
Pulsar 220 DTS-Fi , 180 DTS-i innovation, Digital pulsar 220s
many new feature
console launch, 220 ->220F

2012 2014 2016

2011 Pulsar 220 NS, new CS400 and SS400 CS400 went series of
Newer color scheme engine based on announcement, rebrand finally
KTM 200 duke SS400 -> RS200 DOMINAR 400

2017 2018 Upcoming launch

Reintroduced 200NS as NS 200 Pulsar 160NS Pulsar CS200- cruiser sports bike
All engine upgraded to BSIV launched Pulsar RS 400 -

With series of innovation and new product introduction and offering Bajaj auto has sustained the pulsar
brand and also used the brand to upscale its image.

Pulsar was one of first attempts by Bajaj to do everything on their own and, through fresh ideas backed
by good marketing mix, Pulsar went on to become a market success.

SWOT ANALYSIS
As we dive into deep understanding of pulsar marketing mix lets first see some of the strength, weakness,
Opportunity and threats Bajaj faced for introducing Pulsar. And then we will look into present day SWOT.

STRENGTH
WEAKNESS
1. Strong leadership
2. Young team 1. Excessive focus on Scooters
3. Styling and Novelty 2. Popularity for commuter bikes
4. Performance and Mileage 3. Untested product
5. Branding and Positioning
SWOT
Opportunities
(2001) Threats

1. Competition
1. Potential for two-wheeler 2. Bajaj Brand
2. Export market
Prakash Chandra Nayak (2018EPGP036)

Strength in the SWOT analysis of Pulsar (for 2001)

• Strong leadership: - Pulsar was a product of the vision of the two young Bajaj scions Rahul and
Sanjay. Who were convinced that the company could develop a successful motorcycle and went
about it with the team they put together. The success of Pulsar is actually the culmination of their
conviction that Bajaj could indigenously develop such a vehicle.
• Young team: - The initial idea of Pulsar was put together and the motorcycle was developed in a
new factory at Pune and the team who were involved in it were a set of freshers from college who
were open to new ideas. This created a lot of lateral thinking which resulted in a product that
could stand apart.
• Styling & Novelty: The styling of the bike was fresh it was in line to the macho image it targeted.
• Performance & Mileage: - It was far superior than other bike in the segment and mileage of 45
plus was impressive for a 150-cc bike which was much more than its competitor CBZ
• Branding and positioning: From day one Bajaj differentiated pulsar by following American
strategy of branding bikes contrary to its competitors who used endorsers to sell the motorcycle.
Pulsar was positioned as manly and powerful bike suitable for all conditions and all terrains. The
unique branding (DEFINITELY MALE) helped quite a lot in popularizing the brand.

Bajaj Pulsar First Ad definitely male

Weakness in the SWOT analysis of Pulsar (for 2001)

• Excessive focus on scooter: Before Pulsar Bajaj was majorly a scooter seller and preferred to
focus more there since it was its sweet spot. Motorcycle was always given second place in the
product portfolio.
• Popularity for commuter bikes: At those days of development the market was for commuter
bikes. Lower CC motorcycles were preferred as they were lighter and fuel efficient. Hero
Honda (at that time) was dominating this category with its bike like splendor. India was
considered not ready for heavier sport bikes.
• Untested Product: One of the major weakness of Bajaj Pulsar was that it was an untested
product. Before Pulsar Bajaj was never come up with product in this segment so there was lot
of apprehension from customer about the product initially.
Prakash Chandra Nayak (2018EPGP036)

Opportunity in the SWOT analysis of Pulsar (for 2001)

• High market potential for two-wheeler: The two-wheeler industry in India was in growth
trajectory. And sports bike market segment at that time was underdeveloped and so there
was tremendous scope for growth.
• Export Market opportunity: There was a major opportunity in export market for Bajaj pulsar,
since that was the time when export market was quite open and there was large demand for
Indian product in export market mostly due to the cost competitiveness.

Threat in the SWOT analysis of Pulsar (for 2001)

• Competition: The major threat for Bajaj Pulsar in the product category was CBZ, a product
from Hero Honda stable which was already established brand in itself. Yamaha was also
planning to come up with its product in the pulsar segment.
• Bajaj Brand: At that time Bajaj brand was associated with an image of producing rustic, Indian,
old scooters. This brand image could work against pulsar while venturing into selling a bike
which was more internationally styled.

•
• STRENGTH
WEAKNESS
1. Brand by own
1. Technical niggles
2. Tried and tested product
2. Lack of differentiation among models
3. Constant upgrades

SWOT
Threats
Opportunities
(2018)
1. Copycats
1. High end bike market 2. Depreciating profit margin in bike
2. Untested markets 3. Stringent regulations

Strength in the SWOT analysis of Pulsar (for 2018)

• Brand by own: - Pulsar has established itself as one of the cult brands for Indian market. There is
huge fan following for Pulsar.
• Tried and tested product: - It is tried and tested product. The sales now happen with its popularity
and word of mouth. Even bad ad’s does not affect its sale.
• Constant upgrade: - There is a constant up gradation of the model going on every time. Bajaj
pulsar brought many first into its segment. Bajaj has always tried to improve its offering in each
refresh.

Weakness in the SWOT analysis of Pulsar (for 2018)

• Technical Niggles: - As Bajaj tried to bring new offering to pulsars and upgraded engine over the
year. It has faced and still faces many technical niggles like – morning start, gearbox issue, Brake
issue etc.
• Lack of differentiation among each model: - There is not much differentiation among various
models of Bajaj pulsars.
Prakash Chandra Nayak (2018EPGP036)

Opportunity in the SWOT analysis of Pulsar (for 2018)

• High end market: - There is a huge growth in high-end bike segment. Bajaj is already pushing the
pulsar brand to higher cc category which promises more revenue.
• Untested Market: - Bajaj is already doing very well in export market with opening up of Afrika
there is huge untested marker waiting for pulsar.

Threat in the SWOT analysis of Pulsar (for 2018)

• Copycats: - The success of Pulsar has inspired many designs; many manufacturers like in china has
copied the full pulsar design this will be a big threat may not be India but in export markets.
• Depreciating profit margin in bike: - The pulsar segment is now most competed zone. With the
number of two-wheeler OEM coming to India the profit margin in constant decline.
• Stringent regulation: - Environment and safety regulation for vehicles are becoming stringent.
Considering the pulsar design backs to 2001, it will be huge task on part of Bajaj Designers to bring
compliant products with Pulsar DNA.

MARKET STP FOR PULSAR

To effectively communicate and brand a company or brand need to identify its segment effectively.
Segmentation can be done based on many parameters. We can segment pulsar market based on
followings.

Geographical: Pulsar is mainly targeted to urban and semi urban youth.

Demographic

• Age - The main focus of company on the age group of 18-30 yrs. as they are looking for a
performance bike in reasonable cost
• Gender – Pulsar is definitely for male which was tagged in its first ad itself.
• Income – Pulsar’s main targets are student and young professionals so the income group
varies from middle income to upper -middle which pulsar tries to cover through its different
models

Psychographic

• Lifestyle – people looking for sporting bike and high speed.

• Personality - while a clear distinction can not be done here due to different models for pulsar
and Bajaj has tried to position them into different segments. But aggressive personality is
major target group.

Behavioral

• Benefits – Pulsar is leader among performance sport bikes

• User status and attitude towards product – Pulsar has created its own fan image among
Indian youth. There are lot of taker for this product. Pulsar has got lot of attention from Indian
bikers.

A more precise market segmentation can be done based on its different model offerings as these all
targets to some niche segments in market. Considering some major model of Pulsar.

1. Pulsar 135cc: - Introduced mainly due to growing demand of a fuel-efficient sports bike and
take benefit of pulsar brand. Target market for this is the young college going students whose
family income recently graduated to middle income group and young professional who are
the first earner for their family. Who need a fuel-efficient pulsar with a sporty and macho look.
Prakash Chandra Nayak (2018EPGP036)

2. Pulsar 150 cc & 180 cc: - These are flagship model of pulsar and first models to be introduced
into market. Target market for these models are people with little higher income level like
high paying young professional, college students belonging to above average family income.
3. Pulsar 200 & 220 cc: - These are current high-end pulsar model differs visually and
qualitatively from other pulsar models. Target market for these models is biking enthusiastic
and consumer who cannot afford high end premium bikes.

ANALYZING CONSUMER BEHAVIOR IN BUYING PROCESS FOR PULSAR

Right from its inception Pulsar is market leader in its segment despite of heightened competition. It
has been strived to be ahead of its competitors through a mix of product and marketing innovations.
Marketing management of Pulsar has been highly successful as it has been able to acquire, retain and
grow its customer base.

In this reflection section we will analyze consumer behavior of Bajaj Pulsar. Buying of Bajaj Pulsar will
follow the B2C cycle but for marketer it is important to understand who are the decision maker at
different stages.

• Need recognition and problem awareness: - The target customer for pulsar is youth either
students or office going employee. Need recognition is the first stage of buying decision
process. In this case need is aroused usually when the young man plans for his first day to
college or office. The need is aroused while admiring friend’s new bike and urge to have one.
Some of the influencer in the process are friends, social circle, social media, Magazine,
girlfriends etc.
Prakash Chandra Nayak (2018EPGP036)

• Information search: - As per B2C cycle awareness stage followed by information search stage.
A consumer goes through all information sources while making his choice to buy a product. In
Information search stage consumer forms a considerable set of brands and from this set it
narrows down his decision. The bike segment is very much influenced by the commercial and
experiential sources of information. Majority of buyer who finally decide on Pulsar first come
to the sports bike segment of market and then analyze the option.
• Evaluation of alternatives: - The next stage of buying cycle is evaluation of alternatives. First
consumer looks for his basic need satisfaction then look for benefits and then lastly see each
product as a bundle of attributes like quality, styling, reliability, new features, brand image
etc. Pulsar fits into the typical consumer attitude for this segment of bikes and belief in the
brand “Pulsar”. Consumer evaluates pulsar vis a vis with its competitors while deciding on the
purchase. Different websites like zigwheel, bikedekho etc help consumer in this process by
putting comparison chart.
• Purchase: - Consumer finalizes its brand based on his own comparison on selected attributes.
Eliminate brands which do not meet minimum acceptable criteria. Even if consumer has brand
perception two factors can decide between purchase intention and purchase decision. First
closeness of a brand or a brand influencer to the buyer. Second some unanticipated factors
that may change the purchase intention. For example, availability of easy loan facility may
change final purchase decision. Unanticipated situation like demonetization will change the
purchase intention.
• Post purchase evaluation: - The marketer’s job never end with the purchase. Marketer has to
monitor the post purchase satisfaction and action. Post purchase product uses and disposal.
Customer may become dissatisfied if their need is not met or delighted if product surpasses
their expectation. In case of bike it is more important as after sell service not only creates a
loyal customer but also forms an important decision point as part of evaluation. Pulsar has
been doing excellent in this section be it by a formal way like after sell and warranty support
by Bajaj or in informal way by creating bikers club, arranging bike rally etc. Most of the
customer speak well about pulsar and the word of mouth has helped Pulsar to gain the brand
image what it has today. The resale value of pulsar is high which is also one of the satisfaction
boxes for a consumer.
Prakash Chandra Nayak (2018EPGP036)

MARKETING 4 P’s OF PULSAR

In the past long 18-year Pulsar has grown in terms of brand and as a product as per the growth curve it is
currently at maturity stage with significant brand loyalty. With new innovation and refreshes Bajaj is able
to keep Pulsar in this zone for long time (considering the product life cycle of automobile).

Now let’s try to understand how Pulsar has done in terms of 4 P’s of marketing i.e. Product, Price,
promotion and place.

• Marketing 4 P’s - Product: - Before introduction of the pulsar the Indian motor cycle trend towards
fuel efficient small cc bikes. Success of Hero Honda CBZ shown marketers that there is an
underdeveloped market segment in India in term of sports bike. Bajaj took the cue from the
market and launched its twin pulsar which was a run-away success. Pulsar from start has followed
product differentiation to be successful in market. Over last 18-year Pulsar has been constantly
reengineered and innovated to be an attractive product in the segment.
Prakash Chandra Nayak (2018EPGP036)

The pulsar models differ in terms of style and feature offering. Pulsar has covered whole range of
technical as well as artistic feature so that it can attract its target youth. Below a snippet from pulsar
150 brochure and its technical comparison with other models.

Product hierarchy of Pulsar

Prakash Chandra Nayak (2018EPGP036)

• Marketing 4 P’s – PRICE: - Bajaj has always tried to price Pulsar competitively and stacked well
within its model so that it offers a range of price based on the customer need. Below is the current
day price of Pulsar variants at ex showroom Mumbai. The actual on road price will vary. Bajaj has
created different option in each variant like Pulsar NS200 has option variant of standard and ABS.

Product line pricing of Bajaj Pulsar

VARIANT PRICE
PULSAR 150 CLASSIC Rs. 67,936
PULSAR 150 STANDARD Rs. 74,573
PULSAR 150 TWIN DISC Rs. 77,555
PULSAR NS160 STANDARD Rs. 83,160
PULSAR 180 STANDARD Rs. 84,115
PULSAR 220 F STANDARD Rs. 94,883
PULSAR NS200 STANDARD Rs. 1 Lakh
PULSAR NS200 ABS Rs. 1.09 Lakh
PULSAR RS200 STANDARD Rs. 1.26 Lakh
PULSAR RS200 ABS Rs. 1.38 Lakh

The price is very competitive in market for example the top competitor in the zone of 150 to 180 can
be placed in the table.

TVS Apache TVS Apache Honda CB Yamaha FZ S Honda Honda Suzuki Gixxer
160 4V RTR 160 Unicorn 150 FI (V 2.0) Xblade Unicorn 160

Rs. 85,145 Rs. 80,484 Rs. 72,090 Rs. 84,012 Rs. 78,814 Rs. 75,341 Rs. 80,805

Optional feature pricing: - Bajaj has created variant model for its major costly option like ABS. But features
such as color options are not priced separately.

Captive pricing: - This is mainly used for spare parts. Customer requires to buy only Bajaj genuine products
in case of any part failures to avail the warranty.

Product bundling: - there is no product bundling done by Bajaj for pulsar. But Bajaj do provide customized
accessories for pulsar but these are not compulsory for consumer.

In the long history of pulsar Bajaj has used different strategy for pricing starting from introductory pricing
to price war (Pulsar vs Karizma). And been successful in maintaining its market penetration.

• Marketing 4 P’s – PLACE: - Bajaj has a wide-spread network of bike showrooms across the nation.
As of September 2018, there are approximately 660 Bajaj bike dealers operating in India. Bajaj
bike showrooms in India which are spread across 31 states and 408 cities. Bajaj also has over 2,668
authorized Bajaj service centers in 519 cities. Currently Bajaj Auto Limited has three plants in
India: One in Waluj, one in Chakan in Maharashtra and one in Pant Nagar in Uttaranchal from
where it distributes its product to different distribution centers. Being a flagship product Pulsar
is available throughout the country in all outlets of Bajaj. Considering the current spread of Pulsar
portfolio Bajaj uses differential targeting in stocking its variant depending on the showroom
location and segment area. Most of the pulsar models are made available to customer without
any significant waiting period.
Prakash Chandra Nayak (2018EPGP036)

• Marketing 4 P’s – PROMOTION: - Pulsar was designed and launched by Bajaj without any
collaboration with Kawasaki company. This was a design and technological marvel of that time.
Bajaj has come a long way with pulsar. Pulsar was not only just a new bike for Bajaj. It was an
attempt by Bajaj to change its own image, which it has done convincingly. Bajaj itself has changed
its campaign starting from Humara Bajaj thorough inspiring confidence to Distinctly Ahead.

In the last 18-year pulsar also has seen many promotional changes many campaigns to keep it
relevant, but the biggest credit goes to the initial campaign “Definitely Male”. The creative promotion
was handled by renowned ad agency Ogilvy & Mather. The creative team decided to associate the
bike with a gender and came up with the campaign. The promotional campaign coupled with the style
and performance of pulsar helped the company achieve excellent number. The advertising campaign
tagline has been constant change. And pulsar has seen its own share of good and not so good
marketing promotion.

The current campaign “Join the tribe” In the commercial Bajaj has flared all the versions of
Pulsar signaling each of the variants to be of outstanding performance and stunts compatible. The
video ends with ‘Definitely Male’ punch line. The campaign also highlights the fact of selling 1 crore
Pulsar by Bajaj which signifies the loyalty and image it enjoys in the market.

Some of the not so successful campaign was “Digital Biking” for year 2005. The idea was to
highlight new digital features like digital display. Leo Burnett tried to put the digital advancement as
the USP of the bike. Outcome was the message digital advancement was conveyed but the image of
classic “He-Bike” was lost. Which took time to build new image.

One of the other unsuccessful campaign was “The Fastest Indian” Year was 2007 Bajaj
introduced DTS-Fi technology. The new technology improved the acceleration of the bike.The
advertising campaign was bundled by O&M featuring a bike getting vanished in the wind. Outcome
the speed quotient was seen as red flag in the Indian families and the DTS-Fi variant was soon
discontinued.

One of the notable things about pulsar advertisement campaigns is it never uses celebrity
endorsement Bike itself celebrity for its campaigns.

Other Promotions: - Pulsar Mania: - an attempt to position pulsar as India’s true sports bike. Bajaj
runs ad campaign with the theme also organizes events like pulsar mania week.
Prakash Chandra Nayak (2018EPGP036)

MTV stunt mania- Bajaj created a show for pulsar in association with MTV which run for 3 seasons
starting from 2009. The concept was to call stunt bikers from all over the India to compete for the win.

Ghost Ryderz :- Group of stunt riders that are sponsored by Bajaj for various tournaments.

Pulsar festival of speed: - started in 2016 this is India’s biggest racing and stunting festival which
happens with ride across cities. Racing, stunting and professional training and end with the grand
finale with competition. Bajaj has put up a team with ghostryderz to train young armature bike stunt
enthusiastic. Pulsar Festival of Speed Season 3 ended with the grand finale at Coimbatore on the 18th
Feb’18.

Pulsar uses Major above-the-line techniques include TV and social media advertising, print advertising
and internet ads. This is basically a Pull strategy to attract youths and young professional who are their
target customers.

CONCLUSION
Putting together these sections as part of reflection note on Pulsar has given me a good understanding on
the marketing frameworks and analysis we have studied as part of two terms. This has also given insight
into understanding a two-wheeler brand and growth. Starting with environment analysis and SWOT of
year 2001 gives insight into how pulsar as a brand emerged in the two-wheeler market. The swot of 2018
gives the change in landscape both for a company (Bajaj) and industry (Two-wheeler). Target and
segmentation helped to understand the concept as well as get more practical view on the performance or
/and sports bike segment. An understanding on buying cycle and influencers for decision maker helps a
marketer to target its customer towards buying decision. Finally, in the marketing mix of 4P for pulsar I
learned a great deal about competitive pricing and differentiation in terms of product nobility. Pulsar has
always expanded its own pi in market keeping its core segment intact.

overall this reflection note was a great way to revise and understand the marketing concepts learned in
the class.
Prakash Chandra Nayak (2018EPGP036)

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https://www.topspeed.in/motorcycles/the-evolution-of-bajaj-pulsar-a-glorious-journey-ar155875.html

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