financial results ( rs. in crores ) - bajaj auto presentation... · • discover - pulsar...
TRANSCRIPT
1
FY10 FY09 Gr.
Motorcycles 2,506,791 1,907,853 31%
Total 2Wh's 2,511,643 1,919,625 31%
3 Wh's 340,937 274,529 24%
Total Units 2,852,580 2,194,154 30%
FY10 FY09 Gr.
Motorcycles 1,781,768 1,276,470 40%
Total 2Wh's 1,785,528 1,286,162 39%
TOTAL
UNITS
Domestic
Units
Units H1 Gr. H2 Gr.
Bajaj 744,000 -5% 1,038,000 109%
Domestic motorcycle market
2
Total 2Wh's 1,785,528 1,286,162 39%
3 Wh's 176,050 135,473 30%
Total Units 1,961,578 1,421,635 38%
FY10 FY09 Gr.
Motorcycles 725,023 631,383 15%
Total 2Wh's 726,115 633,463 15%
3 Wh's 164,887 139,056 19%
Total Units 891,002 772,519 15%
Units
Export
Units
Bajaj 744,000 -5% 1,038,000 109%
Others 2,777,000 22% 2,781,000 23%
Total 3,521,000 15% 3,819,000 38%
Market share for motorcycles in
domestic market improved from
21% in H1 / FY10 to
27% in H2 / FY10
Financial Results ( Rs. in crores )Particulars FY10 FY09 Growth
Net Sales 11509 8437
Other operating Income 412 373
Total Income 11921 8810 35%
Expenditure
Material ( net ) 8055 6449
Employee cost 400 354
Other expenditure 874 805
Total expenditure 9329 7608 23%
EBITDA 2592 1202 116%
% 21.7 13.6
Qt r %
Q1 66.2
Q2 66.2
Q3 68.5
Q4 69.3
F ull year 6 7.7
M at er ial co st
Qt r %
Q1 9.5
Ot her expend it ure
3
Interest 6 21
Depreciation 136 130
Operating Profit 2450 1051 133%
% 20.6 11.9
Other income ( net ) 122 112
2572 1163 121%
Exceptional items :
Expenditure incured on VRS 183 183
Loss on derivative hedging instruments -22 22
Profit before tax 2411 958 152%
Tax 708 302
Profit after tax 1703 656 160%
Earnings per share 117.7 45.2
Q1 9.5
Q2 8.1
Q3 6.7
Q4 5.3
F ull year 7.2
Qt r %
Q1 19.5
Q2 22.0
Q3 22.0
Q4 22.9
F ull year 2 1.7
EB IT D A
Summarized Cash flow
Rs. in crores FY09
Cash and cash equivalents
Opening balance 933
Closing balance 3263
Net change during the year 2330
Earned from operations and treasury 2730
4
Earned from operations and treasury 2730
Outflow : CAPEX 117
Investments : PTBAI & KTM 83
Income tax 700
Dividend 372
Working capital and others (872)
Total outflow 400
Net change 2330
MOTORCYCLESMOTORCYCLESMOTORCYCLESMOTORCYCLES
5
INDEXINDEX
• Industry Analysis and Projections
• Category Projections
• Bajaj Performance• Bajaj Performance
• Brand Strategy
• New Initiatives and Outlook for the Yr 2010-11
6
INDUSTRY ANALYSIS
AND
PROJECTIONS
INDUSTRY ANALYSIS
AND
PROJECTIONS
* 7
INDUSTRYINDUSTRY
• 15 year Trend
• Forecast for next 3 years
• Growth Drivers
8
INDIAN MOTORCYCLE INDUSTRY
(DOMESTIC + EXPORTS)
INDIAN MOTORCYCLE INDUSTRY
(DOMESTIC + EXPORTS)
5217995
6201389
7091545
6544649 6805366
8446591
6,000,000
7,000,000
8,000,000
9,000,000
Motorcycle Industry – Volumes (Yearly Total)
Yearly Total
802266 913956
1176779
1612895
2033147
2861061
3756409
4312751
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
96-97 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10
9
DOMESTIC MOTORCYCLE INDUSTRYDOMESTIC MOTORCYCLE INDUSTRY
4725996
5826678
6586443
5756927
5826816
7340417
24%
46%
34%
15%
21%23%
26%
20%
30%
40%
50%
5000000
6000000
7000000
8000000
Yearly Total
1396895
1733147
2537061
3396409
3898751 13%
-13%
1%
-20%
-10%
0%
10%
0
1000000
2000000
3000000
4000000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Volume Growth Y-O-Y
10
MOTORCYCLE DOMESTIC INDUSTRY -
PROJECTIONS
MOTORCYCLE DOMESTIC INDUSTRY -
PROJECTIONS
6,586,443
7,340,417
8,140,816 (11%)
9,259,922 (14%)
10,476,596 (13%)
6000000
8000000
10000000
12000000
Yearly Total
1,396,895
1,733,147
2,537,061
3,396,409
3,898,751
4,725,996
5,826,678
5,756,927
5,826,816
0
2000000
4000000
6000000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
11
GROWTH DRIVERS (YR 2010-11)GROWTH DRIVERS (YR 2010-11)
• GDP
– 8.5%
• Consumer Confidence
– 55% are Rural
• Crop Production (expected was 260 MT vs Actual near to 230 MT)
• MSP (Major Crops Y-O-Y)• MSP (Major Crops Y-O-Y)
– Sugarcane (33% hike)
– Paddy (11%)
– Wheat (8%)
• Rain (Quantity, Time and Spread)
– 45% are Urban and Semi Urban
• Salary rises
12
CATEGORY PROJECTIONSCATEGORY PROJECTIONS
13
CATEGORY SHARE PROJECTIONSCATEGORY SHARE PROJECTIONS
55%59%
59%
49% 48%
52%
56%
61% 64% 65%
60%
80%
Commuter Deluxe
44%
36%33%
43% 44% 38%
31%
25%
19%
16%
2%6% 8% 8% 9%
10%12% 14%
17%
19%
0%
20%
40%
FY 2001-02 Fy 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Commuter Std Commuter Deluxe Sports
Commuter Standard
Sports
14
CATEGORY VOLUME PROJECTIONS (MA)CATEGORY VOLUME PROJECTIONS (MA)
286476271616
299110391656
440961
300000
400000
500000
Segment Volumes
Commuter Deluxe
102713 109109
117391
172275
214524
209422
150622
120184 118263
108544
129166
179196208899
199079
234738
4036 17987 26901 3269843663
55568 59500 67714 102449
128896
0
100000
200000
FY 2001-02 Fy 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11
Commuter Std Commuter Deluxe Sports
Commuter Standard
Sports
15
BAJAJ PERFORMANCEBAJAJ PERFORMANCE
16
BAL PERFORMANCEBAL PERFORMANCE
• Overall
• Category Wise
17
OVERALL (MA)OVERALL (MA)
353190 404052
492925
551467
481738
487008
611679
23.0% 24%24%
30%30%
31%
29%
22%
24%
20.0%
25.0%
30.0%
35.0%
450000
600000
750000
Overall
235916
306293
353190 404052
54292
72164 85303
120807145578
173242137587
106369
148479
0.0%
5.0%
10.0%
15.0%
0
150000
300000
FY 2001-02 Fy 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10
Industry BAL MS%
18
COMMUTER STANDARD (MA)COMMUTER STANDARD (MA)
172275
214524
209422
150622
40% 41%
33%
44%
36% 39%
38%
38%
30% 30%
35%
40%
45%
50%
150000
200000
250000
Commuter Standard
102713
109109117391
120184
118560
41411
44583
39050
7617878135
81245
5706645169
35506
0%
5%
10%
15%
20%
25%
0
50000
100000
FY 2001-02 Fy 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10
Industry BAL MS%
19
COMMUTER DELUXE (MA)COMMUTER DELUXE (MA)
286476 271616
299110
390892
15%
20%
18%
17%
15%
20%
25%
300000
400000
500000
Commuter Deluxe
129166
179196
208899
199079
234738
286476 271616
11867
1226921343 21448
3597856131
48148 32374
66366
9%
7%
10%
11%
11%
0%
5%
10%
0
100000
200000
FY 2001-02 Fy 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10
Industry BAL MS%
20
SPORTS (MA)SPORTS (MA)
102447
85%
93%
71%
72%
65%
54%60%
70%
80%
90%
100%
100000
150000
Sports
4036
17987
2690132698
4366355568
59500
67714
1014
1531224910 23181
31465 35865
32373
28825
4660725%
43%
46%
0%
10%
20%
30%
40%
50%
0
50000
FY 2001-02 Fy 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10
Industry BAL MS%
21
PORTFOLIO COMPOSITIONPORTFOLIO COMPOSITION
76%
62%
46%
63%
54%
47%
42%
54%
46%
53%
59%
58%
76%
50.0%
60.0%
70.0%
80.0%
90.0%
Discover + Pulsar
41%
42%
24%24%
38% 37%
0.0%
10.0%
20.0%
30.0%
40.0%
FY 2001-02 Fy 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10
Platina + CT100 Discover + Pulsar
Platina + CT 100
22
BRAND STRATEGYBRAND STRATEGY
23
TWO BROAD
MOTORCYCLE SEGMENTS
TWO BROAD
MOTORCYCLE SEGMENTS
Commuter Sports83% of the 17% of the MarketShare of the 83% of the
Market17% of the Market
Middle age, Middle class
Share of the
Market
Target Group Youth
Available
Offerings
Frugal, utility and value
offerings
Premium, stylish and feature
rich bikes with loads of
excitement value
Geography Mainly urban Semi-Urban , Rural
24
BRAND STRATEGYBRAND STRATEGY
• Commuter : Discover
• Sports : Pulsar• Sports : Pulsar
25
DISCOVER – ATTACK STRATEGYDISCOVER – ATTACK STRATEGY
26
To upgrade the commuters to experience
Bigger & Sportier bikes.
Bajaj Idea
Bigger & Sportier bikes.
27
Two step upgradation plan
Upgrade 1 : Feature upgradation – Discover 100
Upgrade 2 : Experience upgradation – Discover 150
28
Upgrade 1 : Feature Up-gradation Upgrade 1 : Feature Up-gradation
29
FEATURE UP-GRADATION :DISCOVER 100FEATURE UP-GRADATION :DISCOVER 100
30
THE CONSUMERS WERE EXCITED….THE CONSUMERS WERE EXCITED….
Making new High
•6 Lacs Discovers sold in record time of 250 days.
•The Fastest growing bike ever.
MONTHVOLUME
31
REASONS BEHIND SUCCESS OF
DISCOVER 100
On-road mileage of 80 Kmpl
Long Wheelbase
DTS-Si Engine
5 Speed Gear Box
Nitrox Suspension
Electric Start
All these at a price of Rs. 41736 : An unbeatable value for money32
Attains new milestone in April ‘10
Discover becomes The 2nd largest selling
brand brand
33
And now….
Upgrade 2 : Experience Up-gradation Upgrade 2 : Experience Up-gradation
34
EXPERIENCE UP-GRADATION :
DISCOVER 150
EXPERIENCE UP-GRADATION :
DISCOVER 150
35
DISCOVER 150 :
EXCITEMENT PER LITRE
DISCOVER 150 :
EXCITEMENT PER LITRE
On-road mileage of 65 Kmpl
Disk Brake
145 cc DTS-i Engine
Wider Rear Tyres
Dark Tone Sporty Graphics
All these at a price of Rs. 46000 (Ex-showroom Delhi)36
Discover 150 Shine Passion Pro Glamour
Engine CC 144.8cc 124.6cc 97.2cc 124.7cc
Max Power [Ps @ rpm] 13.0 @ 7500 10.4 @ 7500 7.8 @ 7500 9.0 bhp @ 7000
10.35 Nm @ 4000
PERFORMANCE CHECK AGAINST
KEY COMPETITION
PERFORMANCE CHECK AGAINST
KEY COMPETITION
Max Torque [Nm @ rpm] 12.75 @ 5500 10.78 @ 5500 8.04 @ 450010.35 Nm @ 4000
rpm
Wider tires Yes No No No
Gears 5 4 4 4
Price
(Ex showroom Delhi)
Rs 46,000/-
Elect. Start + Alloy
wheel + Disc
brake
Rs 50,787/-
Elect. Start + Alloy
wheel + Disc
brake
Rs 44,800/-
Elect. Start + Alloy
wheel + Drum
brake
Rs 48,250 /-
Elect. Start + Alloy
wheel + Disc
brake
37
PULSAR – DEFENSE STRATEGYPULSAR – DEFENSE STRATEGY
38
PULSAR : DEFENSE STRATEGYPULSAR : DEFENSE STRATEGY
• Up the Benchmark
– Fastest Indian : Top Speed – 145 km/hr
– Pulsar Stunt Mania– Pulsar Stunt Mania
• Expand the Category
– Pulsar 135 LS
39
PULSAR VOLUMEPULSAR VOLUME
35328
41663
39214
52022
49437
44349
38013
65002
55022
63353
61687
40000
50000
60000
70000
24233
35328
38194
38013
0
10000
20000
30000
Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10
40
MAJOR INITIATIVES
AND OUTLOOK FOR YEAR 2010 – 11
MAJOR INITIATIVES
AND OUTLOOK FOR YEAR 2010 – 11
41
MAJOR INITIATIVESMAJOR INITIATIVES
Actions 2009-10 2010-11
1. New Products
Discover 100 a
Pulsar 135 LS a
Platina 125 a
Discover 150 a
2. Quality
Oil Frequency Reduction (From 5000 Km to 10000 Km) a aOil Frequency Reduction (From 5000 Km to 10000 Km) a a
Service Frequency Reduction (From 2500 Km to 5000 Km) a a
3. Network
Dealers Expansion (10% increase) a a
Secondary network Quality up gradation (RSO‘s to ASC’s) a
4. Brand
Twin Brand Strategy
•Pulsar a a
•Discover a a
5. Customer Finance (Direct Cash Collection)
850 ASC’s offer DCC model a a 42
OUTLOOK FOR YR 2010 – 11OUTLOOK FOR YR 2010 – 11
• Industry Estimated to grow at 11% to 15%
• Discover 150 will further grow our Commuter Segment
market share
• Pulsar market share will continue to be 50% +• Pulsar market share will continue to be 50% +
• Discover - Pulsar proportion will continue to grow in Bajaj
Domestic Portfolio
43
44COMMERCIAL VEHICLE BUSINESS
SCV Industry
• Growth at 13%
CAGR• Drivers –GDP growth, Hub & Spoke model,Poor public transport, Replacement triggered byavailability of alt. fuel
4Wh
45%
Growth Drivers & characteristics - SCV Industry
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
Cargo 1.44 1.96 2.33 3.05 2.94 2.34 3.01
Pass 2.50 2.54 2.99 3.33 3.50 3.97 5.36
2.50 2.542.99 3.33 3.50
3.97
5.36
1.441.96
2.33
3.05 2.94 2.34
3.01
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
No
of V
eh (
Lacs
)Year
45% 3Wh55%
Passenger
• Growth at 15%
CAGR
• Primarily a rural
people mover
Long trip distance
Cargo
• Growth at 30%
CAGR
• Versatile vehicle
suitable for both
intra and inter city
45% 55%
Passenger
• Growth at 13%
CAGR
Growth driven by
diesel/Incity
passenger
Cargo
• De-Growth at
-3% CAGR
• Affected by
launch of a more
versatile vehicle
81% 19%45COMMERCIAL VEHICLE BUSINESS
Principal application of 3 wheelers/Like
Segment Primary uses Fuel used BAL position Forecast 3yr
CAGR
In-city Home-Office-
Home
Shopping
School children
Home-Railway
Petrol/LPG/CNG Leader –about
90% market share
10%
There are three distinctly different applications, currently needing
different value propositions and catering to distinctly different customer segments and
hence needing different strategies
station/Airport-
Home
Rural Stage coach Diesel 23% market share 11%
Cargo Wholesaler to
retailer
Retailer to end
user
Distribution
Diesel/ CNG Marginal presence -6%
46COMMERCIAL VEHICLE BUSINESS
In city
• Auto rickshaws offer an economical transportation to people
• They make a good value proposition to all stake holders
1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 6.5 7 7.5 8 8.5 9 9.5 10 10.5 11 11.5 12 12.5 13 13.5 14 14.5 15
Rs / Km
Non - AC ACCall Taxi
• They make a good value proposition to all stake holders
– Attractiveness to operators/users
– Attractiveness to transport and city planners
– Attractiveness to Environmentalists
47COMMERCIAL VEHICLE BUSINESS
In city (cont)• Opportunities
– Heavy traffic congestion on city roads.
– Greater realization of the need for sectoral reforms among policy planners.
– Growth of population
– Growth of cities
– Resource limitation in expanding bus fleet and/ or providing other means of mass
transport.
– CNG availability in more cities towns leading to a huge replacement/Fresh demand.– CNG availability in more cities towns leading to a huge replacement/Fresh demand.
• BAL Plans– Set & raise industry standards of excellence in products, service, quality and innovation
– Wider product range – RE 145 family, RE 205 family (07 products)
– Investment in technology development and emission management --- GDI, CNG and
LPG versions optimized for use with alternate fuels and not merely tuned to run on
alternate fuels
– Cutting down on dead weight further by optimized engineering and use of alternate
materials.
48COMMERCIAL VEHICLE BUSINESS
Rural -- Current vehicle usage
Magic
RE 445 L
Ape
RE 445 LApe
Jeeps
No
of P
ass.
Car
ried
(avg
)
Magic
Magic
Jeeps
14 +
12
10
• Small 3WH are used for distances < 10 KMs & upto 8 passengers
• Larger 3+1 3WH are used upto 30 KMs lead & upto 12 passengers
• Magic/jeeps is for longer leads (40 – 60 Kms)
RE 445 D RE 445 M
RE 145/205
<10 <20 30 40 >60
8
6
No
of P
ass.
Car
ried
(avg
)
Trip Distance
Ape
Magic
49COMMERCIAL VEHICLE BUSINESS
Rural Passenger• In suburban and rural areas 3W are primarily used as substitutes for
buses.
• They thrive because of very poor public transport (Poor Frequency
Impatience?) and on shorter trip distances.
• They carry from 6-15 passengers. Availability of passenger per trip
decreasing as population of 3w increasing
• They compete with host of substitute products doing the same thing • They compete with host of substitute products doing the same thing
i.e. act as substitute for buses eg. jeeps etc.
• Success here in future would depend on providing a vehicle with right
space for, keeping costs low, best fuel efficiency reasonable revenue
to give highest earnings under the given operating conditions.
50COMMERCIAL VEHICLE BUSINESS
Rural (cont)• Opportunities
– Inability of State Governments to provide the required number of buses
– Lack of political will to privatize public transport and free up fares
– Increasing number of three wheelers on these routes bringing down load
availability from 10-12 to 6-8 people for 80% of the trips.
– Lack of connectivity from villages to highways leading to a need for feeder
vehicles.
• BAL Plan– Use the ‘RE’ equity to gain leading market share over a two year time frame.
– Developed and launched LPG/CNG versions of RE445M products to be ready
when environmental concerns spread to upcountry markets.
51COMMERCIAL VEHICLE BUSINESS
BAL Marketing plans – Brand and Identity• RE to stand for MORE ( Product portfolio upgraded/created new, First to meet Emission
norms effective 1st april )– More mileage
– More space
– More earnings
– More comfort
– More service points
– More customer facilitation
• Beginning FY 11 we will building the brand ‘RE’ so customers start associating it with
‘MORE’ of all they seek.‘MORE’ of all they seek.
• New CI
52COMMERCIAL VEHICLE BUSINESS
Marketing plans -- Access
• An expansion of network being implemented
2009-10 2010-11
Dealers 152 183
Dealer branches 327 403Dealer branches 327 403
Sales outlets 265 329
ASCs/CSTs 384 630
53COMMERCIAL VEHICLE BUSINESS
Marketing plans -- Financing
• A sharp focus on making competitive finance options available to our
customers
2009-10 2010-11
Nationalized Banks 25% 35%
Dealer funding (No. 10 20Dealer funding (No.
of dealers)
10 20
54COMMERCIAL VEHICLE BUSINESS
The CNG boon
• Rapid progress in in the CNG
Pipeline.
• Over 100 City Gas Distribution
(CGD) contracts awarded and under
implementation.
• Huge replacement potential• Huge replacement potential
• BAL best placed to exploit the huge
replacement demand that would
inevitably be created
CGD contracts awarded
55COMMERCIAL VEHICLE BUSINESS
BAL’s view of the future of 3W passenger business
• 3W passenger business will grow at a healthy rate
• 3W passenger vehicles will play a significant role in people movement in
• both In-city and rural segments
• Growth will be triggered and sustained due to following favorable factors:
– Emission concerns will force policy makers to acknowledge and recognize the
favorable emission values, more specifically the green house gases, of the
Autorickshaw.Autorickshaw.
– There is no substitute for a cheap and economical mode of transport in a
heavily layered socio-economic structure as in India.
– Heavy traffic congestion and the lack of resources and space for roads in most
Indian cities will force city and traffic planners to relook at strategy for urban
mobility, Public transport like metro trains and buses to be supplemented by
last mile transportation mode like 3w..
56COMMERCIAL VEHICLE BUSINESS
Summary of BAL’s medium term strategy for CV business
• We will stay focused as specialist on the passenger segment.
• We see this product category continuing to play a significant role in
people movement both in Cities/towns and short distance inter-town
because of the values and compulsions enumerated earlier.
• We intend to continue our domination of In-city segment
• In the rural passenger movement, we intend to gain significant • In the rural passenger movement, we intend to gain significant
market share through a combination of product and marketing
initiatives.
• Making finance available at competitive interest rates
57COMMERCIAL VEHICLE BUSINESS
AN IDEA
WHICH PROVIDED MOBILITY TO INDIA
WILL NOW
ALSO ‘GREEN’ INDIA!!
THANK YOU
CLEAN MACHINE
58COMMERCIAL VEHICLE BUSINESS
International BusinessInternational Business
59
Volume Trends
500,000
600,000
700,000
800,000
900,000
1,000,000
Vo
lum
es
Overall CAGR- 37%
CAGR-38%
CAGR-26%
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
MCY 53,366 90,210 130,949 174,923 301,775 482,030 633,463 726,115
CV 40,875 65,797 65,767 75,447 140,645 136,315 139,056 164,887
TTL 94,241 156,007 196,716 250,370 442,420 618,345 772,519 891,002
0
100,000
200,000
300,000
400,000
500,000
Vo
lum
es
60
FY 10 Performance
Region Wise
9%
Product Wise
38%
19%
51%
15%
25%Africa & ME
LAmerica
S Asia
SE Asia
12%8%
23%
19%
Boxer
Discover
Pulsar
M/C Others
CV
Category 2009-10 Growth
M/C 726,115 14.6%
CV 164,887 18.6%
Total 891,002 15.3% 61
Addressed Markets
Region Wise Competition Wise
6% 15%18%
37%
19%
20%
18%AFRICA
Middle East
LA
SE ASIA
SOUTH ASIA
Africa & ME Contribute 56% of the market Chinese motorcycle has 67% of the world market
Note: China/ Non EU /Brazil/Pakistan markets have not been included
67%
Bajaj
Chinese
Japanese
62
International Business Approach
• Africa– Deeper penetration through exclusive sales network
– Ensure after sales reach and repairability
– Build Boxer brand
– Develop new markets for CV
• Asia– Defend high shares. Drive growth through penetration in Bangladesh– Defend high shares. Drive growth through penetration in Bangladesh
– Indonesia : rejig portfolio with Pulsar 135. Reposition Pulsar brand.
• Latam– Focus on Pulsar and Discover brands
– Selectively strengthen routes to market
• Invest in “ last point capability”
• Develop strategies for larger new markets
63
Thank youThank you
No part of this presentation is to be circulated, quoted, or reproduced for any distribution without prior written
approval from Bajaj Auto Limited, Mumbai-Pune Road, Akurdi, Pune-411 035, India.
Certain part of this presentation describing estimates, objectives and projections may be a “forward looking
statement” within the meaning of applicable laws and regulations. Actual results might differ materially from
those either expressed or implied. This material was used by Bajaj Auto Limited during an oral presentation; it is not
a complete record of the discussion.
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