Bajaj Two Wheeler Marketing Analysis

Bajaj Two Wheeler Marketing AnalysisBajaj Auto Limited (BAL) was recognized in 1945, firstlyly launching scooters and three wheel horses a totality in the Indian market. In 1991 its properties of the Indian g everywherenment rule on foreign imports, BALs marketing object the developing of the Indian two wheeler strain from scooters to 2 stroke and 4 stroke cycle per seconds with a robust stress on BAL while studying its strategies. Along with the analysis found that BAL moving into exploitation markets in instruction to outgrowth sales and found a global footmark. According to market report also comprises SWOT study of BAL which will answer it to express an actual marketing policy for the next five years. In adding to SWOT analysis, Bajaj auto limited latest model Pulsar DTS-i 220cc,150 cc ,180cc 135 cc and intermit DTS-i 135 cc degree Celsiuscc increased growth suddenly. Its product quality (maintenance, mileage service) better than any another Hero Honda, TVS motor pr oduct. At sacrifice time ,Bajaj very nice position in two wheeler industry because Its changes model half yearly, yearly. Its also increase market sh atomic number 18. Bajaj discover 100 makes new record -over 10 lakh bike sold in just 15 months.In 2010, Bajaj auto limited launch latest Bajaj go bad 150cc, pulsar 135cc, 220cc model changes in two wheeler market. All the brand comparable with other two wheeler company that its all brand were gave better clean with new technic cheaper price.Table of ContentsCOMPANY HISTORYInspiring Confidence, the tag identify, has constructed up confidence, complete pleasure engineering, not however to national customers but also internationally. recognize just eight periods back in 1926 thru Jamnalal Bajaj, the company has been conferred with Indias major exporter of two-wheeler three-wheeler. In 2004-05, produce sales 196,710 units, a great 26 per cent jump over the previous yearIn 2004-05, Bajaj Auto Ltd. sales have increased about 21 per cent which at most Rs 65.4 billion. Its record in the chronicle of the company. The gross working profit positions at Rs. 9.3 billion, over a record. The profits after tax of the BAL are close to Rs. 7.7 billion, and the pre-tax return on working superior is at an inspiring 80 per cent.The company strength is product excellence, brilliance in engineering and traffic pattern, and its aptitude to pleasure the customers. In November 2004, the Pulsar introduced is continually controlling the scoop out component of the motorcycle market, helping to maintain the market advantage. Discover DTS-i, one more successful bike on Indian roads, is in the value segment of the motorcycle market.It joins a high degree of power with petroleum competence of a 100cc motorcycle.The market turns on high economies of device and on high economies of choice.The requirement for technical expertise is high.Owning a strong supply network is important and is very costly.All these brand the fence high eno ugh to be a warning for new candidatesOBJECTIVEBajaj Limited is to deliver the market requirements of transportation by providing two- wheeler. BAL has been manufacturing the list products to supply to the changing market requirements. Founded on the customer feedback, improvements are being made continuously in the current products. Its wants to be a good market growth in Indian two wheeler Industry. literary works REVIEWMarketing is the management process that identifies, anticipates satisfies customer requirements profitably. (The Chartered Institute of Marketing)Marketing is a social managerial process by which individual groups come what they want and need through creating ,offering and exchanging products of value with others, (kotler, 1991)The marketing mix helps you define the marketing elements for successfully positioning your market offer. One of the stovepipe known models is the quadruplet Ps, which helps you define your marketing options in terms of product, place, price and promotion. Use the model when you are planning a new venture, or evaluating an existing offer, to optimize the extend to with your target market. marketing MIX 4PS MODELPROMOTION ADVERTISINGEarlier tagline Defiantly Male but now its using tagline Distinctly Ahead. It inspires confidence and sends cognitive content of Free Biking. Its association with stunt mania (MTV) helps at targeting youth.Hero Honda is worlds no 1 two wheeler sales company. Advertising by Sorav Ganguly Hirtik Roshan. Hero Honda yearbook STAR SCREEN AWARDS etc.TVS Apache selected Bike of the Year in 2006.Company give a free gifts like electric item, offer price on Diwali, New year any other occasion.SWOT ANALYSISStrengthsHighly knowledgeable managementCompetences of product design development bulkyspread RD focusWide spread distribution networkHigh performance products across all classesHigh export to national sales ratioGreat financial bear networkGreat economics of orbit scaleWeaknessesHasnt employed the extra cash forlongStill has no recognized brand to match numbfish Hondas splendor in customer segmentNot a global player in malice of enormous capacityNot a internationally familiar brand (unlike the JV partner Kawasaki )ThreatsThe struggles catches-up newinnovation in no timeThreat inexpensive of important motorcycle from chinaMargins acquiring embraced from both the directions (price as well as cost)Tata Ace is a thoughtful struggle for the three- wheeler cargo segmentPulsar 135 cc will good competitor to Hero Honda other bike.OpportunitiesDual growth in two -wheeler marketUnused market above 180cc in motorcycleMore maturity and movements towards higher-end motorcyclesThe increasing gearless trendy scooter and scootte marketIncreasing world demand for entry-level motorcycle particularly in emerging markets.BAL is devoted to discouragement of pollution, continual development of environment presentation and obedience with all environmental rule and regulations. They always trust in as long as the customer value for bills and save a special eye upon excellence, security, productivity, cost and distribution.THE INVEITABLE CHANGEBajaj on interior analysis found that it required The practical knowledge to deliver low-down goods.The design knowledge.And the instant incapability to support the attack of competitors.Bajaj to expression for an global partner who could transport in technology and also proposal some radical stages to be factory-made and promoted in India. In Japan, Kawasaki is a world-renowned producer of high presentation bikes. In 1990, Bajaj arrived into a planned tie-up with Kawasaki to improve its product line and gen up-gradation to support long-term plans.This helped the purpose of satisfying the market rivalry for a whereas. From 1996 to 2000, Bajaj capitalized extremely in infrastructure though conshortly developing product design and innovation competences, which is the prime reason behind the lively Bajaj of 21st century. After 2001, Bajaj introduced a swing of products right from entry-level motorbike to the best segment right and since then(prenominal) its wet success all the technique for Bajaj.Previous sector, Bajaj had inspiring performance increasing at a rate of 20%+ when the main producer produced at just 6%. This stands a testament to the numerous significant strategic choices over the previous period.MARKET SEGMENTATIONBRAND POSITIONBajaj Auto is a top company of Bajaj group. Bajaj Auto Limited (BAL) is presently Indias second largest worlds fourth largest two-wheeler and three wheeler producer. The vital ability of Bajaj Auto Ltd is its technology and invention. Both DTS-i (Digital agree Spark Ignition) and DTS-Fi (Digital Twin Spark Fuel Ignition) are technological advances by Bajaj. BAL is also a innovator in product innovation having accessible technologies much(prenominal) as Exhaust TEC (Exhaust Torque expansion Chamber), LED tail lamps, LCD Display, SNS, Spare move (Rear disc b rakes, tube less tyres), Black deform system etc.Similarly, the company also learnt that deviation was another important part of its focus on specialism, with the Discover obviously located for the customer share and the Pulsar as the sporty option. The features, so, had to be high-class for each product in terms of looks and trip while protection profitability.Since Bajaj Autos point of view, the customer and sporty parts are the backbone of Indias motorbike market. And even while it has bikes to proposal from the KTM and Kawasaki firm, these largely continue in the place category as off-road and on-road players infrastanding into incomplete numbers.MARKETING STRETEGIESThe focus of BAL rotten twilight has been on as long as the best models at modest values .Most of the Bajaj models come loaded with the modern landscapes within the price group suitable by the market. BAL has been the innovator in widening competition into as long as newest features in the price section by inform ing the low price bikes. The latest features like twin spark, disk-brakes, anti-skid DTS-I technology and dual suspension, etc. who increase great growth in two wheeler industry.BAL accepted different promotion policies for different models, few of them are deliberated by tableStrategiesModelEngineTechnologyMarketKawasaki 4s champion100ccBajaj first bike launched that time Hero Honda is a great market leader In fuel efficient bike Yamaha is performance bikeBoxer100ccAT/CT/AR three models come in market with good technology.Target rural population price delicate client. Boxer marketed as a worthy for money bike a great mileage. It was in straight struggle to Hero Honda Dawn and Suzuki MX100.Pulsarnew150cc, 180cc,135 cc 220cc, 200cc,DTS-I (digital twin spark ignition), DTS-Fi, Exhaus TEC (Exhaust Torque Expansion Chamber),Self-startPulsar was launched in direct competition to the Hero Hondas CBZ model in 150 cc plus segment. all model was a great success and has already crossed 1 million marks in sales. Pulsar bike achieve very good market growth day by dayPlatina100cc, 125ccDTS-i. Self-startBajaj Platina is a leader in mileage appearances in the 100 cc class The Platina 125cc bike has a well-ordered expression along with a great rev-up and acceleration. writ of executionAlthough the avalanche of motorcycles offered Indian customers a wide variety of models to select from, it also resulted in increased weight on the companies to essence on cost-cuts, technology improvements and up-gradations and fashioning. Their margins came under weight as marketing costs intensified.The companies were compulsory to decrease prices and proposal reductions to live the competition. Moreover, analysts were cynical about the segments ability to uphold the development rate in the years to come. One of the main expectations original the motorbikes rush was that if the market was significantly large and was growth at a constant step, there was room for a profitable being for al l products.In 2001, there were over 30 motorbike products in the market. Though, with the top five brands accounting for more than 60% of the market, only 40% of the market was accessible for all other new products put together. In spite of the launch of more vehicles, the endurance forecasts of many of the individual brands were believed to be slightly unwelcoming.Further, the development in the motorbike segment was dependant on on-going positive market situations. Analysts requested that to withstand this growth rate, the section would have to altogether cannibalize the market for scooters and a significant part of the market for scooters and mopeds.As the fast increasing scooters segment, with high demand from female clienteles, followed by the temperately growing moped segment and the rearrangement in the scooter section thru major national and foreign companies supporting their attendance, it was unlikely that the whole growth in the two-wheeler subdivision would be due to mo torbikes.Forecasters also observed that as the two-wheeler manufacturing had grown gradually for eight years, periods in the product life series would apply to the ground rather, rather than forthcoming and the weakening stage would usually come sometime. There was little difference between the products being launched separately from designing as most companies had presented their four-stroke vehicles. The Indian companies would observe in producing the kind of volumes wanted to endure in the modest motorbike market, remainders to be understood.RECOMMENDATIONFocus on High Margin Products About 50% of the two-wheeler customers buy high class products (products of executive and best segment motorcycles). Limits on these products are higher.BAL should accept a thoughtful strategy of concentrating on executive and best section motorbikes and three-wheelers, and is plummeting its essential on lower-end of motorbikes and scooters section.High margin products-Pulsar, Discover and Avenger . Low margin products Platina, Scooters and Mopeds.Bajaj cumulative competition in the economy section and limited scope from cost saving events, it is believed this strategy of concentrating on higher margin products would allow the company in retentive its operating margins.CONCIUSIONIt has been more than 50 years currently that bikes have been ruling the Indian automobile segment. In 1955, the Indian government wanted durable and dependable motorbikes for its Military and forces to patrol the rough border thoroughfares. The first lot of 350cc Bullet the wonderful motorbike in India of all times, from the Royal Enfield Company of UK were conventional and collected at Chennai. The latest model launched new Pulsar 220cc, 135cc Discover 135cc, 100cc also increase better value in two wheeler markets. Its effect on Bajaj auto business. Rahul Bajaj chairman of Bajaj two wheeler. They change many models that increase company growth. Company CEO S. Sridhar change Forman, mechanical, te chnical staff product quality to improve bike brand. Since then, bikes in India have been prosperous as a two wheelers segment, and Indian bikes ahead on popularity all crossways the world.