A PROJECT REPORT ON
A study on Customer’s preference regarding Bajaj Auto
Submitted To
Sahibzada Ajit Singh Institute of Information Technology & Research
Session
2008-11
On partial fulfilment of the requirement for the degree
Bachelor of Business Administration (BBA)
Project Guide: Submitted By: Ms. Shyana Girdhar Aazam Abdal Internal Project Guide Roll no. 81010320001
ACKNOWLEDGEMENTS
It is a matter of great pleasure and privilege for me to express my profound
regards and gratitude to my research supervisor Ms. Shyana Girdhar, Lecturer for
the valuable guidance with exceptional promptness. Ms. Shyana Girdhar, with her
luscious behavior, kindled enthusiasm side by side fulfilling her domestic and
academic responsibilities.
I would also place on record my gratitude to all teachers & Department of
Business Management, SAS Institute of information Technology & Research,
Mohali for their constant encouragement.
I gratefully thanks to my friends for their support and encouragement, which
helped me to complete this project Report.
CONTENTS
INTRODUCTION
HISTORY
PRODUCTS
INFRASTRUCTURE
ACCOMPLISHMENTS
CODE OF CONDUCT
GLOBAL BAJAJ
H.R POLICY
COMMUNITY INNITIATIVE
PERFORMANCE REPORT
BAJAJ FINANCE
OBJECTIVES OF STUDY
RESEARCH METHODOLOGY
LIMITATION
QUESTIONNAIRE
DATA EVALUATION
FINDING
CONCLUSION
INTRODUCTION
The Bajaj Group is amongst the top 10 business houses in India. Its footprint
stretches over a wide range of industries, spanning automobiles (two-wheelers
and three-wheelers), home appliances, lighting, iron and steel, insurance, travel
and finance. The group’s flagship company, Bajaj Auto, is ranked as the world’s
fourth largest two- and three- wheeler manufacturer and the Bajaj brand is well-
known in over a dozen countries in Europe, Latin America, the US and Asia.
Founded in 1926, at the height of India's movement for independence from
the British, the group has an illustrious history. The integrity, dedication,
resourcefulness and determination to succeed which are characteristic of
the group today, are often traced back to its birth during those days of
relentless devotion to a common cause. Jamnalal Bajaj, founder of the
group, was a close confidant and disciple of Mahatma Gandhi. In fact,
Gandhiji had adopted him as his son. This close relationship and his deep
involvement in the independence movement did not leave Jamnalal Bajaj
with much time to spend on his newly launched business venture.
His son, Kamalnayan Bajaj, then 27, took over the reins of business in
1942. He too was close to Gandhiji and it was only after Independence in
1947, that he was able to give his full attention to the business.
Kamalnayan Bajaj not only consolidated the group, but also diversified into
various manufacturing activities.
The present Chairman of the group, Rahul Bajaj, took charge of the
business in 1965. Under his leadership, the turnover of the Bajaj Auto the
flagship company has gone up from Rs.72 million to Rs.100.76 billion
(USD 2.3 billion), its product portfolio has expanded from one to and the
brand has found a global market. He is one of India’s most distinguished
business leaders and internationally respected for his business acumen
and entrepreneurial spirit.
History
Bajaj Auto came into existence on November 29, 1945 as M/s Bacraj
Corporation Private Limited. It started off by selling imported two- and three-
wheelers in India. In 1959, it obtained license from the Government of India to
manufacture two and three-wheelers and it went public in 1960. In 1970, it
rolled out its 100,000th vehicle. In 1977 it managed to produce and sell 100,000
vehicles in a single financial year. In 1985 it started producing at Waluj in
Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a
single financial year. In 1995 it rolled out its ten millionth vehicle and produced
and sold 1 million vehicles in a year.
Timeline of new releases 1971 - three-wheeler goods carrier
1972 - Bajaj Chetak
1976 - Bajaj Super
1977 - Rear engine Auto rickshaw
1981 - Bajaj M-50
1986 - Bajaj M-80, Kawasaki Bajaj KB100
1990 - Bajaj Sunny
1991 - Kawasaki Bajaj 4S Champion
1994 - Bajaj Classic
1995 - Bajaj Super Excel
1997 - Kawasaki Bajaj Boxer, Rear Engine Diesel Auto rickshaw
1998 - Kawasaki Bajaj Caliber, Bajaj Legend India's first four-stroke
scooter, Bajaj Spirit
2000 - Bajaj Saffire
2001 - Eliminator Bajaj Pulsar
2003 - Caliber115, Bajaj Wind125, Bajaj Pulsar
2004 - Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder Gear
2005 - Bajaj Waver, Bajaj Avenger, Bajaj Discover
2006 - Bajaj Platina
2007 - Bajaj Pulsar-200(Oil Cooled), Bajaj Kristal, Bajaj Pulsar.
2010 – Bajaj Discover 100
Spin offs and acquisitions
It has been reported that Bajaj is headed for a de-merger into two separate
companies: Bajaj Auto and Bajaj Finance. It is expected that the sum of the parts
created will be worth more that the current whole, as was the case in the de-
merger of Reliance Industries. In November 2007, Bajaj Auto acquired 14.5%
stake in KTM Power Sports AG (holding company of KTM Sportmotocycles AG).
The two companies have signed a cooperation deal, by which KTM will provide the
know-how for joint development of the water-cooled 4 stroke 125 and 250 cc
engines, and Bajaj will take over the distribution of KTM products in India and
some other Southeast Asian nations. Bajaj Auto said it is open to take a majority
stake in KTM and is also looking at other takeover opportunities. On the 8th of
January 2008, Managing Director Rajiv Bajaj confirmed the collaboration and
announced Bajaj Auto's intention to gradually increase their stake in KTM to 25%.
PRODUCTS
Cruise through our range of bikes, scooters and three-wheelers and select
the Bajaj that suits you best. When you buy a Bajaj, you buy Quality. Every
vehicle is crafted with precision in our state-of-the art plants, in
conformance with global standards. When you ride a Bajaj, you can be
sure every care has been taken to ensure your comfort and safety. Some
of the models that Bajaj makes (or has made including prototypes) are:
Scooters Bajaj Kristal DTS
Cars Bajaj Lite concept
Bajaj ULC (ultra-low cost)- the Tata Nano competitor.
Motorcycles Bajaj CT 100
Bajaj Platina
Bajaj Discover 110cc
Bajaj Discover DTS-i 125cc
Bajaj XCD 125 DTS-Si
Bajaj Discover DTS-i 135cc
Bajaj Pulsar150 DTSi
Bajaj Pulsar 180 DTSi
Bajaj Pulsar 200 DTSi
Bajaj Pulsar 220 DTS-Fi
Bajaj Avenger
UPCOMING MODELS
Bajaj Pankaj
Bajaj Sonic
Bajaj Discover 150
Bajaj XCD 125 sprint
Discontinued Models
Bajaj Sunny
Bajaj Chetak
Bajaj Cub
Bajaj Super
Bajaj Safire
Bajaj Wave
Bajaj Legend
Bajaj Bravo
Kawasaki Eliminator
Bajaj Kawasaki Wind 125
Bajaj Kawasaki 4s Champion
Bajaj Kawasaki KB 100 RTZ
Bajaj Boxer
Bajaj Caliber
Low cost cars
Bajaj Auto says its $2,500 car, which it is building with Renault and Nissan
Motor, will aim at a fuel-efficiency of 30 km/liter, or twice an average small
car, and carbon dioxide emissions of 100 gm/km.
It is a Tata Nano competitor. The Bajaj venture will have an initial capacity
of 400,00units, while Tata expects eventual demand of 1 million Nanos.
Some like our looks. Some go for the speed and power. The truth is our
motorcycles have it all -style, mileage, speed, performance, comfort and
safety. So go ahead and make your choice; whichever bike you go for, you
are in for a great ride.
Conventional Engine
A conventional 4 Stroke engine has a Single Spark Plug located at one
end of the combustion chamber and hence the combustion is inefficient
leading to sub optimal mileage and sub optimal performance.
DTS-i Engine –
DIGITAL TWIN SPARK ignition engine has two Spark plugs located at
opposite ends of the combustion chamber and hence fast and efficient
combustion is obtained. The benefits of this efficient combustion process
can be felt in terms of better fuel efficiency and lower emissions.
DTS-i Engine can be further tuned to deliver exhilarating performance or
exceptional mileage.
DTS- Si Engine
Like DTS-i (which is the mother technology) the engine has 2 spark plugs,
but, instead of conventionally positioned straight ports, the offset
positioning of the ports generate high swirl and turbulence of the air fuel
mixture in the combustion chamber. This results in highly efficient
combustion that further results in exceptional mileage. Like the mother
DTS-i technology, the DTS-Si technology is a patented technology
developed by Bajaj Auto R&D.We are launching our first bike with 125 cc
DTS-Si engine and best in class mileage of 109 kmpl in September 07.
The mileage and performance of this bike is sure to delight you.
DTS-Fi-
DTS-Fi stands for "Digital Twin Spark Fuel Injection", a ‘Bajaj Patented
Technology’. In fuel injection the conventional carburettor has been
replaced by injector which injects fuel in to the engine in a spray form
based on the instructions of the Engine Control Unit (ECU) which is a part
of the Engine Management System EMS. The Electronic Control Unit
(ECU) is microprocessor based and is the brain of the fuel injection
system. It processes information sent by various sensors and instantly
determines optimum fueling and spark timing for various engine operating
conditions. The ECU contains detailed information of the engine's
characteristics from which it picks the necessary data for commanding
both fueling & spark timing.
Infrastructure
Plants
Bajaj Auto's three plants at Akurdi, Waluj and Chakan in Maharashtra and one
plant at Pant Nagar in Uttranchal, western India, produced 1,814,799 vehicles in
2004-05.
AkurdiGeared scooters, ungeared scooters, CT100 and Discover
Waluj Bajaj - Kawasaki range of motorcycles and three-wheelers
Chakan Bajaj motorcycles - Pulsar and DiscoverPant Nagar
Bajaj motorcycles - Platina
Plant Locations
Bajaj Auto plants are located at: Mumbai - Pune Road, Akurdi, Pune 411 035Bajaj Nagar, Waluj, Aurangabad 431 136MIDC, Plot No A1, Mahalunge Village, Chakan 410 501 Dist. PunePlot No. 2, Sectoe 10 Phase -II - E, Pant Nagar, Sidcul, Rudrapur Dist. Udhamsingh Nagar Uttranchal
DEALER LOCATOR
The company has a network of 485 dealers and over 1,600 authorized
service centers and 171 exclusive three-wheeler dealers spread across the
country. Around 3,750 rural outlets have been created in towns with
population of 25,000 and below. The current dealer network is servicing
these outlets.
Distribution network covers 50 countries
250,204 units exported in 2005-06
Dominant presence in Sri Lanka, Colombia, Bangladesh, Mexico, Central
America, Peru and Egypt
Largest exporter of three-wheelers; over 75,297 units exported in 2005-06
Largest exporter of three-wheelers; over 75,297 units exported in 2005-06
27 per cent growth in total exports over 2004-05
SERVICES
Bajaj Auto offers full range of services to the business partners:
• Training in sales, service and spare parts management based on the
Bajaj distribution system.
• Active support for setting up manufacturing facilities overseas including
transfer of technical know how.
• Assistance in setting up an assembly plant for assembly of vehicles from
complete knocked down (CKD) kits.
• Select machinery and equipment, training of technical personnel, all in a
phased manner as required by the regulations in the recipient country.
ACCOMPLISHMENTS
Bajaj Auto continued to be India’s largest exporter of two and three
wheelers. During 2005-06, it exported 250,204 two and three-wheelers—
which represented a growth of 27 per cent over 2004-05. Exports now
constitute 11 per cent in volume terms and 12 per cent of its value of net
sales.
CODE OF CONDUCT FOR AFFIRMATIVE ACTION
Bajaj Auto Limited (herein after referred to as the “Company”) hereby
adopts the following Code of Conduct for Affirmative Action. This will be
effective from 1st December 2006.
1. The Company affirms that its competitiveness is interlinked with the
well being of all sections of the Indian society.
2. The Company believes that equal opportunity in employment for all
sections of the society is a component of its growth and
competitiveness. It further believes that inclusive growth is a
component of growth and development of the country.
3. The Company affirms the recognition that diversity to reflect socially
disadvantages sections of the society in the workplace has a
positive impact on business.
4. The Company will not practice nor support conscious discrimination
in any form.
5. The Company does not bias employment away from applicants
belonging to disadvantaged sections of society if such applicants
possess competitive skills and job credentials.
6. The Company’s selection of business partners is not based on any
considerations other than normal business parameters. In case of
equal business offers, the Company will select a business partner
belonging to a socially disadvantaged section of society.
7. This Code of Conduct for Affirmative Action will be put up on the
company web-site to encourage applications from socially
disadvantaged sections of society.
8. The Company makes all efforts for upskilling and continual training
of all its employees in order to enhance their capabilities and
competitive skills. No discrimination of any type will be shown in this
process.
9. The Company may have a partnership programme with educational
institution/s to support and aid students from socially disadvantaged
sections of society.
10. Company will maintain records of Affirmative Action.
11. Company has nominated Mr. Srinivas, Vice President (HR), to
oversee and promote the Affirmative Action policies and programmes.
He will be accountable to the Chairman.
12. Company will make available its learning and experiences as a
good corporate citizen in Affirmative Action to other companies desiring
to incorporate such policies in their own business.
Code of Conduct for Directors and Members of Senior
Management
Preface
This code of conduct shall apply to the directors and members of the
senior management of Bajaj Auto Limited (referred to hereinafter as BAL
or the Company).
For this code, members of the senior management (hereinafter referred to
as `senior managers') shall mean those personnel of the company, who
are members of the core management team, but shall exclude the whole-
time directors.
Directors and senior managers shall observe the highest standards of
ethical conduct and integrity and shall work to the best of their ability and
judgement. Directors and senior managers shall be governed by the rules
and regulations of the company as are made applicable to them from time
to time.
Directors and senior managers shall affirm compliance with this code on
an annual basis as at the end of each financial year.
Code of conduct :
1. Directors and senior managers shall ensure that they use the
company's assets, properties and services for official purposes only
or as per the terms of appointment.
2. Directors and senior managers shall not receive directly or indirectly
any benefit from the company's business associates, which is
intended or can be perceived as being given to gain favour for
dealing with the company.
3. Directors and senior managers shall ensure the security of all
confidential information available to them in the course of their
duties.
4. No director or senior manager, other than the designated
spokespersons shall engage with any member of press and media in
matters concerning the company. In such cases, they should direct
the request to the designated spokespersons.
5. Directors and senior managers shall not engage in any material
business relationship or activity, which conflicts with their duties
towards the company.
6. Senior managers shall not, without the prior approval of the
managing director of the company, accept employment or a position
of responsibility with any organization for remuneration or otherwise.
In case of Whole-time Directors, such prior approval must be
obtained from the board of directors of the company.
7. Directors and senior managers shall declare information about their
relatives (spouse, children and parents) employed in the company.
8. Senior managers shall follow all prescribed safety and environment-
related norms.
Global Bajaj
Internationally competitive R&D capabilities
Proven technological know-how
Cost and quality balance
Unique designs
Products in sync with market needs
Warranty and trained service support
Supply Chain Management
Partnership with globally trusted shipping lines:
Maersk Sealand, P&O Nedloyd, APL ensuring safe and timely delivery.
Efficiently packed, factory stuffed cargo shipped in CBU, SKD or CKD
modes.
Specially designed export packing procedure followed.
Full container (FCL) or less than container load (LCL) dealt with safety
and security.
H R
Recruitment Policy
Bajaj Auto is an equal opportunity employer. Selection is based strictly
on individual merit. A large number of our recruits are fresh engineers
and MBAs. Natural attrition is usually taken care of by promotions and
horizontal movements within the organization to provide career
opportunities for our employees. Occasionally, specific skill-sets may
warrant lateral recruitment.
Entry level Recruitment
Engineers: We recruit Engineering Graduates from reputed institutes
from all over India. Bajaj Auto enjoys an excellent reputation with all
National Institutes of Technology (NITs) and is among the preferred
employers for on-campus recruitment. The selection process comprises
a written test in technical, analytical and logical reasoning, group
discussion and personal interview.
Management Graduates: We recruit management graduates from
reputed management institutes all over India. The selection procedure
comprises a written test in analytical and logical reasoning, group
discussion and personal interview. All entry-level selections are made
through on-campus recruitment only.
After recruitment, new entrants undergo a thorough induction-training
programme before their placement in the company. Departments are
allocated on the basis of the individual recruit’s aptitude and our
requirements. Usually, after completing two years of service they are
provided opportunities for job-rotation.
Work Culture
Our work culture supports and enhances our brand. The Bajaj brand
signifies excitement. Bajaj strives to inspire confidence through
excitement engineering. The culture is built on core values of learning,
innovation, perfection, speed and transparency. Facilitative leadership
style helps in developing leaders at all levels and establishes
accountability.
Brand Values
We live our brand by its values of Innovation, Perfection, and Speed.
Bajaj will be distinctly ahead through excitement engineering.
Innovation is how we create the future.
It is a value that provokes us to reach beyond the obvious in pursuit of
that which exceeds the ordinary.
Perfection is how we set new standards.
It is a value that exhibits our determination to excel by endeavoring to
establish new benchmarks all the time.
Speed is how we convey clear conviction.
It is a value that keeps us sharply responsive, mirroring our
commitment towards our goals and processes.
Competency Building
Bajaj Auto has a very flat organization structure with three management
levels. Each level represents a specific role and hence needs relevant
competencies. Competency building at Bajaj Auto is a combination of
development for current and future roles.
We cater to these needs by using interventions like development
centres, need-based training and job-rotation plans. We use different
methods of imparting training like lectures, group-discussions, role-
plays, seminars, outbound training, assignments and on-the-job tasks.
Compensation Philosophy
We strive to be amongst the top quartile in our compensation structure.
Competence and performance are the key drivers of our compensation
policy. A significant part of the compensation is in the form of variable
pay linked to the individual’s and the organization’s performance.
Remuneration criteria for NEDs
CRITERIA FOR PAYMENT OF REMUNERATION TO NON-EXECUTIVE
DIRECTORS OF BAJAJ AUTO LTD.
Non-executive directors of the company play a crucial role to the
independent functioning of the board. They bring in external and wider
perspective to the decision-making by the board. They provide leadership
and strategic guidance, while maintaining objective judgment. They also
help the company in ensuring that all legal requirements and corporate
governance are well taken care of.
The responsibilities and obligations imposed on the non-executive
directors have increased manifold in the recent years on account of a
number of factors, including the growth in the activities of the company and
the rapid evolution arising out of legal and regulatory provisions and
requirements.
Non-executive directors of the company are paid the following:
a) Sitting Fees
Non-executive directors are paid a sitting fee of Rs.20,000/- for every
meeting of the board or committee thereof attended by them.
b) Commission
Non-executive directors are paid commission upto an aggregate amount
not exceeding 1% of the net profits of the company for the year. The
payment of commission is based on their attendance at the board and the
committee meetings. With effect from 1 April 2006, commission is payable
to them at the rate of Rs.50,000/- for every meeting of the board or
committee thereof attended by them.
Apart from sitting fees, commission and reimbursement of travelling
expenses for their attending the board and committee meetings, no
payment by way of bonus, pension, incentives etc. is paid to any of the
non-executive directors. The company has no stock option plans and
hence, such instruments do not form part of remuneration package
payable to non-executive directors.
Community Initiatives
Bajaj in the community
Bajaj Auto is committed to nation-building and contributing to the uplift
and development of the weaker sections of society. This is a legacy of
our founders, Jamanalalji, Kamalnayanji and Ramkrishna Bajaj.
Jankidevi Bajaj Gram Vikas Sanstha (JBGVS)
• Samaj Seva Kendra
• Kamalnayan Bajaj Hospital
Janki devi Bajaj Gram Vikas Sanstha (JBGVS)
Bajaj Auto’s Corporate Social Responsibility towards the rural poor is
carried out by a trust, Jankidevi Bajaj Gram Vikas Sanstha (JBGVS).
This trust was formed in 1987. JBGVS acts as a catalyst for
development at the grass root level in 44 villages around Bajaj Auto
plants in Pune and Aurangabad District.
Vision Statement of JBGVS
JBGVS, a Registered Society and a Trust, is an apolitical and secular
organisation which aims to act as a catalyst for rural and urban
development. It assists the resident community of the selected villages
and areas, in integrated development, making their villages and areas
into models of excellence for others to emulate.
Organizational Overview of Rural Development
JBGVS will work with the participating rural community in the selected
villages to improve their quality of life. Stress is laid on alleviation of
poverty, health care, education, empowerment of women & gender
justice. We strive to motivate our rural community to willingly and
enthusiastically undertake the improvement of their villages, so that
they become models of excellence within 5 to 7 years.
Implementation strategy
(1) To ensure the involvement of our rural community, JBGVS relies on a
participatory approach in implementing all its projects.
(2) In addition, the trust secures the participation of local elected bodies
like the Gram Panchayat (village council), Co-operative Societies, Self
Help Groups, Women and Youth Clubs in decision making.
(3) JBGVS undertakes large-scale human resource development projects
in agriculture, animal husbandry, dairy, horticulture, health, education and
income generation to accelerate the pace of development activities.
(4) JBGVS disengages from the village that achieves 80% of development
as per our social indicators and discontinues active participation but
monitors their progress incase they need assistance and guidance. JBGVS
plan for Integrated Rural Development rolls on to another village awaiting
development.
Putting a Smile on the Face of Rural India!
JBGVS works at the grassroots level in 33 villages and hamlets of Khed
and Maval Talukas of Pune District and 11 villages of Aurangabad district,
Maharashtra. The integrated development activities under implementation
include women empowerment, income generation, health programmes,
agricultural extension, animal husbandry, watershed development, drinking
water schemes, sanitation and education. 5600 families comprising a rural
population of about 30,000 people are our copartners in these
development activities.
Education
The socio economic condition of the villages around Pune is rapidly changing due to
manufacturing, service, agro and IT industries. Education and vocational training need to be
given further emphasis. JBGVS, implements programmes for non formal education, school
education and vocational training.
A project on Rural Education and Information Network (REIN) is being implemented in 27
villages of Maval Taluka. This project imparts non formal education, through KIRANS
(volunteers), to non school going and poorly performing school going children. About 400
primary students undergo the programme each year.
JBGVS also conduct classes for vocational training like tailoring, bamboo craft, handicraft,
making of greeting cards, mats, paper bags and assist computer training for Maharashtra State-
CIT examination.
Computer class Tailoring Class
Health Care
The health care programme, which includes mother and child care, eradication of malnutrition,
TB, leprosy etc, is implemented through women Health Workers (HW). Each village has a HW
who makes home visits to assist/ advise villagers on health matters and administer simple
medicines for minor ailments. JBGVS is also providing medical services, for a nominal fee or
free for the BPL/ poor, at the door steps of the villagers, through the mobile clinic. A close
coordination is maintained with Government Health Department for participating in
immunisation and pulse polio drives, workshops on health and hygiene awareness, and utilise the
services of Primary Health Centers.
Mobile Clinic Van Eliza testing for HIV
HIV/AIDS Awareness, Prevention and Care Programme
The aim of this programme is to generate awareness about HIV/AIDS,
thereby, arrest further spread of disease and help those affected to lead a
comfortable life. ‘Project JEEVAN’ was launched in September 2004, to
cover 33 villages in Pune District and slums of Pimpri Chinchwad
Municipal Corporation (PCMC) area. Till the end of 2007, we covered
24000 population and facilitated 1000 voluntary tests for HIV detection.
Income Generation and Poverty Alleviation Agriculture
Over the years JBGVS has been demonstrating advanced agricultural practices for enhancing the
quantity and quality of yield, and improve the economic condition of the farmers. Production and
use of organic manure, more especially vermicompost is advocated.
Vermicompost Organic Cabbage
Veterinary Services and Dairy Development
Milk production and dairy products are emerging as important support to
agriculture. JBGVS provide quality veterinary services, through qualified
live stock supervisors, to increase milk production and to keep animals in
healthy state. The services include artificial inseminations, cultivation of
quality fodder, establishing dairy / milk society etc.
78 families were partly assisted by JBGVS to purchase a goat each
and were given training and guidance in goat rearing. They get an
additional income of Rs. 1000 to 1200/- for every goat born.
Model Cowshed Designed by JBGVS
Proud Owners of Goats
Community Assets and Environment Development
Construction Activity
JBGVS assist BPL families to construct low cost houses under Indira Awas
Yojana. As also help repair school rooms, old structures and construct
cowsheds / mangers, community centers etc.
Watershed Development
JBGVS has been implementing Drought Prone Area Development Project of Zilla Parishad in 7
villages of Pune District since 2003. The overall project cost is Rs.2.10 crores and it includes
watershed development work over 3,500 ha. 22 farm ponds, 3 diversion bunds, 4 soil nala bunds
and 3 cement check dams have been constructed till April 2008. The activities carried out under
this programme helps increase water table in non irrigated area, wells and thereby increase crop
yield.
Cement Check Dam at Shivli
Soil Nala Band - Retwadi
Environmental Sanitation
JBGVS insist on high standard of environmental sanitation in the village.
Seven of our villages, where JBGVS had worked in the past, received
“Nirmal Gram Abhiyan” and “Sant Gadgebaba Swachata Abhiyan” awards.
JBGVS has withdrawn from these villages as they attained 80%
development as per JBGVS laid down indicators. They continue to give
guidance when necessary.
Leadership, Social, Cultural Development and Women Empowerment
JBGVS helps to maintain cultural fabric of the society by organizing
various programmes. The Mahila melavas are organized in each cluster of
villages, where subjects like Income Generation activities, Bank Linkages
of SHGs, Insurance, alcohol de-addiction, health, HIV/AIDS etc. are
discussed. Training programmes for personality development, social
awareness, banking, decision making, and income generation are
conducted through out the year by JBGVS.
Project monitoring
JBGVS has an elaborate follow-up, monitoring and impact analysis
mechanism for all its programmes. They have 20 sub indicators grouped in
five main development indicators, where, development status of each
village is assessed through a survey conducted every three years. The
priority of works is decided and future budget is planned. A village that
achieves 80% of development is considered as fairly well developed.
JBGVS then disengage from the village and discontinue active
participation but monitor their progress incase they need assistance and
guidance. JBGVS plan for Integrated Rural Development rolls on to
another village awaiting development.
Samaj Seva Kendra (SSK)
Samaj Seva Kendra was established in 1975 by Bajaj Auto and is part
of JBGVS. SSK provides facilities for social development of the
residents of Akurdi, Nigdi and adjoining townships, with the aim of
improving their quality of life, through skill development training, hobby
centre, nursery education, health care, sports, music, dance and
cultural programmes. It has a membership of 1000 families. SSK, also
conduct joint programmes with Pimpri Chinchwad Municipal
Corporation, Kamgar Kalyan Kendra, Jan Shikshan Sanstan, Shramik
Shiksha Board, World Centre of Girl Guides and Scouts.
A modern, 135-bed hospital at Aurangabad in Western Maharashtra, the
Kamalnayan Bajaj Hospital provides high-quality secondary and tertiary
healthcare and specialist facilities under one roof.
Its panel of renowned full-time consultants provides comprehensive multi-
specialty care and advanced surgical procedures such as coronary artery
bypass, beating heart graft surgeries, joint replacements, complex
neurosurgical procedures, kidney transplants. The hospital's well-designed
suite of five operation theatres is equipped to cater to complex surgical
procedures.
The hospital has state-of-the-art facilities like a cardiac catheterisation lab,
advanced spiral computer topography (CT) scanner, a colour doppler — all
from GE Medical Systems — a Mac 5000-series stress test machine, a
holter monitor from GE-Marquette, ultra-touch dialysis equipment from
Baxter and an advanced reverse osmosis plant.
A well-equipped, 26-bed multi-specialty intensive care unit (ICU) provides
emergency and post-operative care that is on par with the best in the
country.
The hospital has a critical-care ambulance (a hospital on wheels) with a
defibrillator, portable ventilator, pulse oximeter, ECG machine and
Glucometer. The ambulance is attended round the clock by a physician, a
nurse and support team of qualified paramedics.
The hospital’s facilities range from spacious and hygienically maintained
general wards with all essential amenities to large deluxe rooms furnished
with sofas, telephones, refrigerator, television and a small kitchenette. For
relatives of patients, the hospital provides guesthouse facilities and a
professionally managed cafeteria.The large hospital campus with its wide
open spaces, pleasing landscape, ample parking are meticulously
maintained.
The hospital offers a specially designed health insurance and annual
medical check-up plan in association with Bajaj Allianz General Insurance,
which provides cash-less hospitalisation and treatment.
Performance Reports
Sales in numbers for the month of September 20061st October 2006
Product For
September 2006
Upto September
2006
For September
2005
Upto September
2005Motorcycles 271,377 1,191,249 180,926 868,100Other 2 Wheelers
894 12,412 14,298 71,180
Total 2 Wheelers
272,271 1,203,661 195,224 939,280
Three Wheelers 27,870 151,558 23,118 121,796Grand Total 300,141 1,355,219 218,342 1,061,076
Press
Bajaj Auto flags off Kawasaki tie-up for Philippines
Launch a beginning of global thrust in collaboration with Kawasaki.
Bajaj Auto and their technology partners Kawasaki Heavy Industries (KHI,
Japan, a Fortune 500 company) have flagged off their first Global sales tie-
up on 3rd February 2004. Bajaj products will be jointly marketed in a
phased manner across the globe.
We have appointed M/s Kawasaki Motor Philippines Corporation
(KMPC) as our exclusive distributors to market our 2 wheelers in
that country. KMPCs is a joint venture company of KHI Japan
with a local Philippines company in the Philippines.
They have commenced with 3 of our motorcycles namely the
BYK, Caliber 115 and the Wind 125.
Our products shall be sold under 'Bajaj' brand throughout
Kawasaki network all over the Philippines.
This is the first time that Kawasaki is sourcing products from Bajaj
for selling the same through its network outside of India
Currently the Philippines market is being catered by Japanese
and Chinese products. This is for the first time an Indian
Manufacturer would be entering this market in a major way with
its own Brand Name.
Philippines traditionally has been a market where motorcycles
have been used as tricycles after attaching a side car to them, as
taxis. Of late, mopeds/step-thrus from the Japanese and
Chinese, at much cheaper prices, have penetrated the market
and that has resulted in 2 wheelers being used for personal
usage. This has given the market good growth and the market
today stands at approx. 300,000 units.
Motorcycles are being launched in the Philippines Market at a
comparable price to the Srtep-thrus. This is expected to result in
a substantial lateral shift from 100-125 cc Step-thrus to
motorcycles at a comparable competitive price.
Bajaj models will present an opportunity to the Philippines
customer to use attractively styled motorcycles for personal use.
Kawasaki conducted consumer research over a period of 4
months-the response was very positive. The products will be sold
through 65 dealers with 365 branches across the Philippines.
The Philippines launch on 3rd Feb was attended by Kawasaki
Dealers and their response to the Bajaj range was highly
enthusiastic.
The vehicles are being sent as CBU to Philippines. 360 vehicles
have already been exported with another 360 nos being sent in
February itself. Their plan is to sell approx. 3500-4000 units in the
first year of operation.
Currently the tie-up is only for the Philippines market. This will be
the be the test market for further expanding the Bajaj Kawasaki
tie-up to other S-E Asian and South American Markets.
Speaking on the occasion Of the Wind Launch in Mumbai last year , Mr.
Morita had said, "This model is going to be produced only in India and
Kawasaki is going to export it to many countries of the world. The Wind
125 is designed keeping the export markets in mind. It also indicates the
close collaborative effort between Kawasaki & Bajaj. With our long-
standing association we are keen to emerge as the dominant player in the
Indian motorcycle market."
The Bajaj Wind125, India's first World Bike will be manufactured at the
state-of-the-art motorcycle plant at Waluj. Kawasaki has identified Bajaj
Auto's Waluj facility as a Global Hub for sub-250 cc range of Kawasaki
Motorcycles. These motorcycles will be manufactured in Waluj for serving
the worldwide Kawasaki sales network in addition to the Indian market.
With over 3 million Kawasaki Bajaj bikes on Indian roads the 18-year
strong Kawasaki-Bajaj collaboration is moving from strength to strength.
Awards
Product Award Year By
Bajaj Pulsar DTS-Fi - Bike of the Year 2007 CNBC-TV18 Autocar Auto Awards
Bajaj Platina 100cc - Bike of the Year 2007 NDTV Profit Bike India
Mr. Rajiv Bajaj - Man of the year 2005 2005 Autocar Professional
Mr. Rajiv Bajaj - Automotive Man of the year 2005
2005 Bike India & NDTV India
Bajaj CT 100 - Motorcycle Total Customer Satisfaction Study 2005
2005 TNS Automotive
Bajaj Discover DTS-i - Bike of the Year 2005
2005 OVERDRIVE Awards 2005
Bajaj Discover DTS-i - Indigenous Design of the Year 2005
2005 OVERDRIVE Awards 2005
BAJAJ AUTO - Bike Maker of the Year 2004
2004 ICICI Bank OVERDRIVE Awards 2004
DTS-i Technology - Auto Tech of the Year 2004
2004 ICICI Bank OVERDRIVE Awards 2004
Bajaj Pulsar DTS-i Bike of the Year 2004
2004 ICICI Bank OVERDRIVE Awards 2004
Wind 125 Two Wheeler of the Year 2004
2004 CNBC AUTOCAR Awards 2004
Wind 125 Bike of the Year 2004 2004 Business Standard Motoring
Bajaj Pulsar 180 DTS-i BBC World Wheels Viewers Choice Two Wheeler of Year 2003
2003 BBC World Wheels Award 2003
Bajaj Pulsar 180 DTS-i BBC World 2003 BBC World Wheels Award 2003
Wheels Award for Best Two Wheeler between Rs 55,000 to Rs 70,000
Bajaj Pulsar 150 DTS-i BBC World Wheels Award for Best Two Wheeler between Rs 45,000 to Rs 55,000
2003 BBC World Wheels Award 2003
Bajaj Boxer AT KTEC BBC World Wheels Award for Best Two Wheeler under Rs 30,000
2003 BBC World Wheels Award 2003
Bajaj Pulsar - Motorcycle Total Customer Satisfaction Study
2003 NFO Automotive
Bajaj Pulsar - Bike of the year 2003 ICICI Bank OVERDRIVE Awards 2003
Bajaj Pulsar - Most exciting bike of the year
2002 OVERDRIVE Awards
Bajaj Eliminator - Bike of the year 2002 OVERDRIVE Awards
Bajaj Eliminator - Most exciting bike of the year
2001 OVERDRIVE Awards
Award Year By
Chakan Plant Super Platinum Award for Manufacturing Excellence
2006-07
Frost and Sullivan
Chakan & Waluj Plants Audit Passed for TPM Excellence Award
2006-07
TPM
Bikemaker of the Year 2006-07
Overdrive Awards
Bike Manufacturer of the Year 2007 2006-07
NDTV Profit Bike India
All India Trophy for Highest Exporter 1998-99
EEPC
Focus LAC Award for Outstanding Performance
1998-99
India Trade Promotion Organisation
Export Excellence 1998-99
EEPC
Certificate of Merit 1998-99
India Trade Promotion Organisation
Award for Export Excellence 1997-98
EEPC
Export Excellence 1997-98
MCCIIA
All India Trophy for Highest Exporter 1997-98
EEPC
Top Exporter Shield - Western Region 1996- EEPC
97
Export Excellence 1996-97
MCCIA
Regional Top Exporter - Large Scale Manufacturer
1995-96
EEPC
Highest Export Performance 1995-96
EEPC
Outstanding Export Performance 1995-96
Government of India, Ministry of Commerce
Export Excellence Award 1995-96
MCCIA
Top Exporter Shield - Western Region 1995-96
EEPC
Certificate of Merit 1995-96
Government of India, Ministry of Commerce
Award for Export Excellence 1994-95
EEPC
Regional Top Exporter - Large Scale Manufacturer
1994-95
EEPC
All India Special Shield - Consumer Durables Exporter
1994-95
EEPC
National Export award for Outstanding Performance
1994-95
Government of India, Ministry of Commerce
Western Region Top Export Award 1994-95
EEPC
All India Special Shield - Consumer Durables
1994-95
EEPC
Regional Special Shield - Capital Goods Category
1993-94
EEPC
Award for Export Excellence 1993-94
EEPC
Capital Goods Export 1992-93
EEPC
Regional Special Shield - Capital Goods Category
1990-91
EEPC
Certificate of Export Excellence 1986-87
EEPC
Certificate of Export Recognition 1980-81
EEPC
Certificate of Export Recognition 1979-80
EEPC
Award for Export Excellence 1979- EEPC
80
Certificate of Merit 1978-79
Government of India, Ministry of Commerce
Certificate of Export Recognition 1978-79
EEPC
Award for Export Excellence 1977-78
EEPC
Certificate of Export Recognition 1977-78
EEPC
Export Promotion 1976 FICCI
Golden Jubilee Export Year Award 1976 FICCI
Export Excellence 1975-76
EEPC
Safety Award Year By
Meritorious Performance in Industrial Safety for three consecutive years
2001 National Safety Council
Certificate of Excellence 2001 National Safety Council
Achieving Lowest Average Frequency Rate
2001 National Safety Award
Achieving Lowest Average Frequency Rate
2000 National Safety Award
Meritorious Performance in Industrial Safety for three consecutive years
2000 National Safety Council
Achieving Longest Accident-free Period under Heavy Engineering Industries Group
1999 National Safety Council
Meritorious Performance in Industrial Safety for three consecutive years
1999 National Safety Council
Achieving Longest Accident-free Period under Heavy Engineering Industries Group
1998 Council of Industrial Safety
Achieving Lowest Average Frequency Rate
1998 National Safety Award
Meritorious Performance in Industrial Safety for three consecutive years
1998 National Safety Council
Achieving Lowest Frequency Rate under Heavy Engineering Industries Group
1997 Council of Industrial Safety
Achieving Longest Accident-free Period under Heavy Engineering Industries Group
1997 Council of Industrial Safety
Longest Accident-free Period 1992 Council of Industries, Mumbai
Best Safety Performance 1989 CII
Longest Accident-free Period 1987 National Safety Council
Bajaj Finance
Bajaj Auto Finance Ltd offers schemes that are specially formulated
with you in mind, and go easy on your wallet. All schemes are:
Completely transparent with absolutely no hidden costs or
charges.
Offer the lowest interest rates.
Open throughout the year, whenever you need a loan.
AUDITED FINANCIAL RESULTS OF BAJAJ AUTO LIMITED FOR THE YEAR ENDED MARCH 31, 2008(Rs. in Million)
NINE MONTHS
ENDED31.12.2007(Audited)
QUARTERENDED
31.03.2008(Audited)
YEYEAR ENDED
31.03.2008(Audited)
Sales in numbers 1,898,819 552,588 2,451,407
Gross Sal Gross Sales & Income from Operations 77969.4 22758.7 100728.1Less: Excise duty 8252.2 2014.4 10266.6Net Sales & Income from Operations 69717.2 20744.3 90461.5
Other Incom Other Income 1022.3 204.6 1226.9
TOTAL INCOME 70739.5 20948.9 91688.4
EXPENDITURE :a) a. (Increase) / decrease in stock in trade and work in progress (289.5) (389.0) (678.5)
b) Con b. Consumption of raw materials 49137.2 14347.2 63484.4 c) c. Purchase of traded goods 2115.7 1282.1 3397.8 d) E d. Employees Cost 2553.2 863.0 3416.2 E e. Depreciation and write downs 1325.7 413.9 1739.6 F f. Other expenditure 6048.4 2088.4 8136.8 g) Exp g. Expenses capitalized (167.5) (62.9) (230.4) To Total 60723.2 18542.7 79265.9 Interest 33.5 18.1 51.6
Excepti Exceptional Items
Com pen Compensation paid under Voluntary Retirement Schemes 511.8 511.8 1023.6 Profit / ( (Profit/Loss) from ordinary activities before tax 9471.0 1876.3 11347.3 Tax exp Tax Expenses (Including Fringe Benefit Tax) 3118.2 669.6 3787.8 Net Pro Net Profit / (Loss) from ordinary activities after tax 6352.8 1206.7 7559.5 Prior period adjustments (2.9) 1.2 (1.7) Net Profit / (Loss) for the period 6349.9 1207.9 7557.8
Paid up Equity Share Capital (Face value of Rs 10/-) 1446.8 1446.8 1446.8
Weighted average number of shares (In million) 139.5
Reserves excluding Revaluation Reserves as at 31st March 2008 14429.1
Basic and Diluted Earnings Per Share ( Rs.)
a) before extraordinary items 54.2
b) after extraordinary items 54.2
Public shareholding
No. of shares (See Note) 70,130,634
Percentage of Shareholding (See Note) 48.47%
Note:
After allotment of shares pursuant to scheme of demerger on 3 April 2008, the public shareholding
in the company went up to 70,130,634 shares (48.47% of the total capital) as on 3 April 2008.
The above results have been reviewed by the Audit Committee and approved by the Board of
Directors in the meeting held on May 22, 2008.
Objectives of study :-
1. To know preference of peoples regarding bajaj auto.
2. To study the factor influencing brand preference for bajaj auto.
3. To know the satisfaction level of customers.
RESEARCH METHODOLOGY
Research design
Sampling
Measuring techniques
Data collection methods
RESEARCH METHODOLOGY
“All progress is born of inquiry.Doubt is better than overconfidence for it leads to
inquiry and inquiry leads to invention”
This project was made on the basis of survey conducted by preparing a questionnaire.
RESARCH DESIGN
A research design is an arrangement of condition for collection and analysis
Of data in a manner that aims to combine relevance to research purpose with economy
in procedure.
The approach selected for this research work is Descriptive research.
The research method is Descriptive survey method.
The universe area is Chandigarh market
The method of contact is personl interview.
The research instrument is Questionnaire.
SAMPLING PLAN:
Sampling Unit:
Professional people, resident, students.
Sampling Field
Chandigarh region and Mohali.
Sample Size:
About 25 as some of them were not available and some are non cooperative as the
refuse to give any kind of information.
MEASURING TECHNIQUE
Questionnaire
The main purpose of preparing questionnaire was to detect any error/mistake in the
resarch. After findings some errors/mistakes in the research.,it was rectified and when it
was found to be free from errors and mistakes, the same was administered for the
research.
DATA COLLECTION METHOD
For making this project report attractive and accurate data is collected from both sources
that is primary and secondary sources.
Primary Data:
OBSERVATION METHOD
QUESTIONNNAIRE
Questionnaire consists of various questions. Both type of questions are included that
was open and close ended questions in the questionnaire.Only one questionnaire is
prepared for both Godrej dealers.
Secondary Data:
Secondary data was collected from the following sources:
a. Books
b. Internet (Websites)
Analysis instruments
Diagram
Pie-char
LIMITATIONS
All studies conducted may have some shortcomings. A few errors may have crept in
despite the best efforts to avoid them but it is expected that still our finding are very
much relevant. Following are the limitations.
1. Persons filled the questionnaire by giving their own opinion and thus, there could
be possibilities of errors occurred due to the personal biases of the respondents.
2. Due to the time and financial constraints the study was limited to the
Chandigarh and Mohali only.
3. Dealers response:Sometime dealers were not available and refused to co-
operate Non-response error might have arisen due to this season.
Questionnaire
1) Name: …………………………2) Address: ……………………….3) Contact No: ……………………4) Marital status: a) Married: …14………….. b) Unmarried: …11………. 5) Occupation: a) Student ……8…………..
b) Business …..7………… c) Service ……9……….. d) Any other….1……...6) Income group: a) 0-10000…………8………… b) 10000-20000……4……….... c) 20000-30000……5…………. d) More than 30000…8………..
8) which two wheeler brand you most prefer? a) Bajaj………5…………. b) Hero Honda …6……….. c) TVS………2………… d) Honda……5…………. e) Any Other…5………….9) Are you satisfied with your current brand? a) Yes ……15………… b) No………8……......10) Do you want to shift to some other brand? a) Yes ………8……… b) No………15……..11) Is the company of this brand provides you after sales services? a) Yes …18………… b) No……5………..12) Do you remember any advertisement of your brand a) Yes ……17……… b) No………6……..13) Are you satisfied with the customer care of the company? a) Yes ……10……… b) No……..13……..14) Do you know about the schemes available with the company? a) Yes ……5……… b) No……..18………..15) What is the important deciding factor for the purchase? a) Mileage……16………
b) Price………18…….. c) Design……10……… d) Colour……10……… e) Any other…3………16) Do you know something about MVSA (Motor vehicle safety act)? a) Yes ……4…………. b) No…….21…………
Evaluation1) Marital status: a) Married: …14………….. b) Unmarried: …11……….
No. of persons
0
2
4
6
8
10
12
14
16
Married Unmarried
Marital Status
No
. o
f p
erso
ns
No. of persons
2) Occupation:
a) Student ……8………….. b) Business …..7…………
c) Service ……9……….. d) Any other….1……...
0
1
2
3
4
5
6
7
8
9
No. of persons
Student Business Service Any Other
Occupation
No.of Persons
3) Income group: a) 0-10000…………8………… b) 10000-20000……4……….... c) 20000-30000……5…………. d) More than 30000…8………..
012345678
No.pf persons
0-10000 10000-20000
20000-30000
More than30000
Income groups
No. of persons
No. of persons
4) Do you have any? a) Two wheeler………9…….. b) Four wheeler ……..14…… c) Any other………….2……..
No.pf persons
0
2
4
6
8
10
12
14
16
Two wheeler Four wheeler Any other
Vehicles
No
. o
f p
erso
ns
No.pf persons
5) which brand of two wheeler you prefer the most? a) Bajaj………5…………. b) Hero Honda …6……….. c) TVS………2………… d) Honda……5………….
e) Any Other…5………….
6) Are you satisfied with your current brand? a) Yes ……15………… b) No………8……......
Are you satisfied with your current brand?
Yes
No
7) Do you want to shift to some other brand? a) Yes ………8………
b) No………15……..
0
1
2
3
4
5
6
No. of persons
HERO Honda BAJAJ TVS Honda Any Other
Brands
No. of persons
Shift to other brand
Yes
No
8) Is the company of this brand provides you after sales services? a) Yes …18………. b) No……5………..
Sales Services
Yes
No
12) Do you remember any advertisement of your brand company:
a) Yes ……17……… b) No………6……..
13) Are you satisfied with the customer care of the company? a) Yes ……10……… b) No……..13……..
Customer Care
Yes
No
14) Do you know about the schemes available with the company? a) Yes ……5………
Advertisement
Yes
No
b) No……..18………..
15) What is the important deciding factor for the purchase? a) Mileage……16……… b) Price………18…….. c) Design……10……… d) Colour……10……… e) Any other…3………
02468
1012141618
No. of Persons
Mileage Price Design Colour Any Other
Factors
Factor of purchasing
No. of persons
16) Do you know something about MVSA (Motor vehicle safety act)?
a) Yes ……4…………. b) No…….21…………
Knowledge about MVSA
Yes
No
Findings
Mileage is the most influencing factor while purchasing a motorcycle.
Most of the consumer buy the vehicle when company offers discount
The most preferred sources of information from which the respondents came to
know about brands are advertisements and friends.
Majority of respondents including male and females prefer to buy Hero Honda
than any other brands.
Conclusion
From the above data it is concluded that Bajaj is ruling over the auto market.
Bajaj is the heart of Indian customers as it gives the quality product and
services with negligible maintenance. Bajaj has provided its services to
every class of employee (Lower to top class). It has the
two wheeler and three wheeler which is on the economic level of the people.
It gives the true value of money, as its product gives the maximum
satisfaction to its customers in the society. It also takes initiative for the
societal welfare.