pulsar final

7/31/2019 Pulsar Final

1/34


2/34

MarketingManagement Presentation

ON

Bajaj Pulsar

Team Members:

Saqib Khan (Roll No. 31)

Deepak Tambatkar (Roll No. 24)

Anila Menon (Roll No. 16)

Sameer Shaikh (Roll No. 26) Madhuri Ghanekar(Roll No. 29)


3/34

1926

Bajaj group

founded

1945

M/s BachrajTrading

CorporationPrivate Limited

1960 Private ltd Co.


4/34

ErstwhileBAL

BHIL

56.5%

BFSL

21.4%

BAL

22.1%


5/34

BAL

R&D

AbrahamJoseph

Engineering

PradeepSrivastava

Two-wheeler

S Sridhar

Commercialvehicles

R CMaheshwari

Internationalbusiness

RakeshSharma


6/34

4Ps of Marketing Mix


7/34


8/34

Features

Benefits

TechnicalParts

Colors

PulsarTechnologies


9/34

Engine 135, 150, 180, 200, & 220 ccAir cooled 4 stroke cycle2-4 value, OHCSingle piston, kick start/ electric startAlloy wheels

Power- 21.04 hp(15.69 Kw) @8500rpm

Transmission 5 speed

Weight 130kg (Avg)

Fuel Caacity 8-15 ltrs


10/34

Sporty Look with LowMaintainingExcellent Performance

More PowerComfortable RideLighter WeightStrongerMore MilegeFuel Consumption


11/34


12/34


13/34


14/34


15/34

Types of Showroomsimplemented by Bajaj

COCO- Company owned & company operated

CODO Company owned & dealer operated


16/34

Penetration Pricing strategyEconomy Pricing strategy

Geographical Pricing.

Model Engine capacity Avg. Price in Metros

Pulsar 135 134.6cc, DTSi 61600Pulsar 150 149.01cc, DTSi 70800Pulsar 180 178.6cc, DTSi 74300Pulsar 200 220cc, DTS-i 80900Pulsar 220 220cc, DTS-i 84300

Price


17/34

Creative team of advertising company O&M launched Pulsar with tagline

Definitely Male.

While introducing DTSi technology Leo Burnett advertising agency positionedthe brand from Definitely male to Digital Biking

Free Biking tackling obstacles concept used for launching Pulsar 200 cc Bike.

Pulsar Mania adv was launched to promote all the versions of pulsar

MTV Stunt Mania show launched to target the audience of 18 & above to

promote bike maintenance and safety ride

Promotion


18/34

Competitive Ananlysis


19/34

4

8

5

4

5 5

1

Total

Count of Brands by Company

Bajaj Hero Motor Corp Honda Motors Royal Enfield Suzuki TVS Motors Yamaha


20/34

10

13

11

5

10

9

13

Count of Products by Company

Bajaj Hero Motor Corp Honda Motors Royal Enfield Suzuki TVS Motors Yamaha


21/34

100 - 140 cc 140 - 170 cc 170 - 230 cc 230 cc and above

Bajaj 5 2 3

Hero Motor Corp 8 3 2

Honda Motors 4 2 5

Royal Enfield 5

Suzuki 5 1 4

TVS Motors 6 1 2

Yamaha 4 6 3

5

2

3

8

3

2

4

2

55

1

4

6

1

2

4

6

3No

.ofProducts

Category wise offering


22/34

100 - 140 cc 140 - 170 cc 170 - 230 cc 230 cc and aboveBajaj 41000 52500 71100

Hero Motor Corp 43375 54000 83500

Honda Motors 52000 60500 852200

Royal Enfield 99200

Suzuki 47000 59000 1188750

TVS Motors 42500 67000 72500

Yamaha 43250 67500 1194000

0

200000

400000

600000

800000

1000000

1200000

1400000

Pr

ice

in

INR

Category wise Pricing


23/34

Strategies to stay Competitive

Constant Quality Improvement

Thrust on R & D

Product for every Pocket


24/34

May-10

0

100000

200000300000

400000

500000

May-10

May-09

Hero

Honda

Bajaj TVS Honda Yamaha Suzuki

May2009

382678 165049 118574 96326 21388 12590

May2010

435933 269488 154667 132090 25033 21714


25/34

Year end31stMarch

Market(inMillions)

Marketgrowth

BAL (inMillions)

BALs

growthBALs

marketshare

2006 5.815 17.1% 1.747 31.7% 30.0%2007 6.554 12.7% 2.079 19.0% 31.7%

2008 5.768 -12.0% 1.658 - 20.3% 28.7%

2009 5.835 1.2% 1.276 - 23.0% 21.9%

2010 7.341 25.8% 1.782 39.7% 24.3%


26/34

0%5%

10%

15%

20%

25%

30%

35%

India, Sports

BAL, Sports


27/34


28/34

Strength

Highly experienced management

Product design and development capabilities

Extensive R & D focus

Widespread distribution network

High performance products across all categories

Pulsar features Indias First Oil Cooled Engine which delivers maximum powermaking itmost powerful engine offered by Bajaj.

New Pulsar also provides Digital Speedometer, Self Canceling Indicators which is fortheFirst time in this segment in India.

Fuel efficiency : Pulsar 200cc delivers an impressive mileage of 38.2 kmpl in cityascompared to Karizma which delivers 30 kmpl in city.

Customer Base : In past decade Bajaj has established a strong base amongst itscustomers.Highly experienced management was also an advantage.

Cost efficiency in production

High economies of scale.

High economies of scope.

Long term commitment for low price and high quality goods fromsuppliers. Focusing on market segments with cost advantages.

Entry barrier by low cost structure.


29/34

Weakness

Style and Design : PULSAR 200cc and 220cc derives their styling from there

previousversion Pulsar 150 Dts-i and 180 Dts-i. Pricing : Bajaj 220cc (Rs 82449 basic price) is costlier than karizma (Rs

78000 basic price).

Product only for middle class people.

Not a global player in spite of huge volumes in sales.

Only domestic operation and does not compete in global markets.

Not diversifying in spite of available synergies.

Not working on creating entry barriers.

No technology up gradation in other sector despite cost cutting


30/34

Opportunities

If Bajaj derive new styling, shape, design for pulsar 200cc and220cc then they can attractmore customers.

Taking into consideration the reviews of the customers regarding thefairingof 220ccand making the needful changes will be an opportunityto capture an even larger share of the 200cc+ segment.

More growth prospects.

Untapped global market.

Growth by invention and innovation of new product. Having adaptive- entrepreneur mode of strategy making


31/34

Threats

The biggest threat is faced from the goodwill of herohonda bikes in thissegment who are the Four-Stroke Two Wheeler Ruler of the Indian bikemarket.

Certain technical faults in the bike design which are potentially dangerousto the riders safety can be disastrous to the image of the bike. Also certainadvertisement faults, according to researchers, in the pulsar 200CC modelwere also a fault.

The competition catches up innovation in no time.

Threat from new entrant.

Threat of cheap product by international market.

Margin getting lower and lower.

Loss of market share rapidly


32/34

Recommendation

Importance to Safety

Comfort Seating

Brand ambassador


33/34

References Bajaj Auto annual report (http://www.bajajauto.com/report/BAL-

AR-2009-10.pdf)

DNA India (http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911)

Business Standard (http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128)

Bike advice (http://bikeadvice.in/wheeler-sales-figures-2010-india/) Society of Automobile Manufacturers

(http://siam.com)

Gaadi.com (http://gaadi.com) ZigWheles (http://zigwhels.com)
http://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://bikeadvice.in/wheeler-sales-figures-2010-india/http://siam.com/http://gaadi.com/http://gaadi.com/http://gaadi.com/http://gaadi.com/http://siam.com/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdf


34/34

Thank You

pulsar final

Documents