PROJECT WORK

ON

“CONSUMER SATISFACTION LEVEL ON BAJAJ BIKES”

Submitted for partial fulfilment of the

Requirements for the Award of the Degree of
Bachelor of Commerce

By
SOURAV AGRAWAL
Roll No: UBC16-414
Registration No: 02893/414
U.G. DEPARTMENT OF COMMERCE
GANGADHAR MEHER UNIVERSITY
SAMBALPUR, ODISHA
(Term- 2016-19)

1
 STUDENT’S DECLARATION

I, SOURAV AGRAWAL a student of B.COM (Semester-VI) in U.G.

Department of Commerce, Gangadhar Meher University, Sambalpur, Odisha,
during the session 2016-19, hereby declare that the project report entitled
“ANALYSIS ON MARKETING AND PROMOTIONAL STRATEGIES
OF BAJAJ PLATINA” is submitted for partial fulfillment of the requirements
for the award of the degree of Bachelor of Commerce, is my original work and
any other’s ideas, contents and materials used in the study have been dully cited
and acknowledged. This project report has not been published or submitted to
any other university/Institution for award of any other degree.

Date: 09 November 2019 Name: Sourav Agrawal

Place: Sambalpur Roll No: UBC16-414
Registration No: 02893/414

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 SUPERVISIOR’S CERTIFICATE

This is to certify that the project entitled “CONSUMER SATISFACTION

LEVEL OF BAJAJ BIKES” has been prepared by Sourav Agrawal under my
guidance and supervision for partial fulfilment of the Requirements for the
award of the degree of Bachelor of commerce.

3
ACKNOWLEDGEMENT

Sometimes words fall short to shoe gratitude, the same happened with me
during this project. The immense help and support received from my institution
overwhelmed me during the project. The satisfaction and euphoria that
accompany the successful completion of any work would be incomplete unless
we mention some of the persons, as an expression of gratitude, which made it
possible, whose constant guidance and encouragement served as a beckon light
and crowned the efforts and the success. I take this opportunity to express my
profound gratitude and deep regards to my guide and
for his exemplary guidance, monitoring and constant encouragement throughout
the course of this project.

The content and accuracy of this project are the responsibility of the various
books used and information available on the net.

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 Table of Contents

Chapter
No. SUBJECT PAGE NO.

1. INTRODUCTION 1-8
1.1 Introduction to study
1.2 Need for study
1.3 Objective of study
1.4 Scope of study
1.5 Executive summary

2. Oragnisation pofile 9-26

2.1 Industrial profile
2.2 Company profile
2.3 About bajaj platina

3  Data analysis & interpretation 27-37

3.1 Source & Method of Data Collection
Findings and Suggestions.

4. CONCLUSION 38-39
4.1 BIBLIOGRAPHY

INTRODUCTION TO STUDY

Project is under taken aims at measuring customer satisfaction level of Bajaj

PLATINA Bike at Sambalpur town.

5
Bajaj PLATINA Bike has been launched by Bajaj Company and there is a need
measures satisfaction level of Bajaj PLATINA Bike at Sambalpur town.

The benefit of the study is to make the strategic decision about which are
characteristics and factors in service like price of the vehicle, cost, mileage
delivery time, attitudes of service provider, and cost of spares.

Considering all the above points examining whether the customers are
satisfied with Bajaj PLATINA Bike if the performance exceeds expectation the
customers are is highly satisfied or delighted.

Need of the Study

In this competitive era we are using so many different types of two wheelers,
eventhough we are not satisfied with the particular bike, so we choose the
appropriate bike that is PLATINA which is suitable for all the level of people
because it givesmore mileage and it has good looking bike.For that matter only
we are studying about this particular topic.

OBEJECTIVES

 To study the customer satisfaction level for the Bajaj PLATINA bike.
 To know the features influencing the customer during the purchase of
Bajaj PLATINA bike.

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  To ascertain whether the customer are satisfied with existing service from
the show room.
 To study the promotional Mix adopted by the show room.

SCOPE

 Research also analyses if the customer feels that the sales promotional
activities by BAJAJ motors are helpful to them .

 It focuses on importance of various sales promotion activities

towards the sale of company

 Helpful for company to developed of strategy

 Further researcher can use this Data (Primary DATA).The scope of the
study is limited to ujjwal bajaj Auto only.

EXECUTIVE SUMMARY

Ujjwal motors authorized dealer for Bajaj company for Sambalpur town.

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The present aim at examining the customer satisfaction level BAJAJ PLATINA at
sambalpur town The importance of the study is emphasized by the fact the
customer “Satisfaction is person feelings (or) disappointing resulting from
comparing a products performance in relation to his/her expectations”. It is
the key to generate the high customer loyalty.

The measures the customer satisfaction level research survey was conducted
with sample 100. The informations is collected with the help of questionnaire
through personal interview and study is revealed that the most of the
customer are satisfies with the BAJAJ PLATINA Bike.

INDUSTRIAL PROFILE ABOUT BAJAJ

The Bajaj Group is amongst top 10 business houses in India. Its footprint
stretches over a wide range of industries, spanning automobiles (two-wheelers

8
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.

Found 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 characteristics of the
group today, are often tracked 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 discipline of Mahatma Gandhi. In fact, Gandhiji had adopted him
as his son. The 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 and Managing Director of the group, Shekhar 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. 46.16 billion

9
(USD 936 million), its product portfolio has expand from one to and the brand
has found a global market. He is one of Indias’s most distinguished business
leaders and internationally respected for his business acumen and
entrepreneurial spirit.

Bajaj Auto Ltd (BAL), the largest two and three wheeler manufacturer in the
country has a dominating 40% market share in scooters with 18.% in un geared
scooters, 25.2% in motorcycles, 53% in step-thrus, 8,3% in mopeds and a
leading 78% market share in three-wheelers in Fy2001, Bajaj Auto has been
viewed as a scooter major but with the change in the structure of demand for
2-wheelers the company has tried to make its presence felt in this key market
by steadily ramping up motorcycle capacities, by introducing new models and
variants and pushing up marketing and sales. However the company is well

behind Hero, Honda in the motorcycle segment and No.2 player in mopeds,
scooterettes segment after TVS Suzuki.

The company has a wide array of model both of the two-stroke and four-stroke
configurations. In 1995-96 the sales were less than 90,000 motorcycles which
was 8% of the total volume of its two wheeler sales which has grown to
4,22,016 units in FY2001 accounting to 50% of its two wheelers sales.
However, with the implementation of the latest emission norms, it is slowly
moving away from two-stroke vehicles and converting them to four-stroke

10
ones. The company in all set to increase its margins to double – digits through
concerted cost cutting, value engineering, gains from ‘ Total Productive
Maintenance ‘ (TPM) and VRS.

The Indian two wheeler sector is characterized by largest volumes amongst all
the segment in automobile industry. Though the segment can be broadly
categorized into 3 sub-segments viz ; scooters, motorcycles and mopeds; some
categories introduced in the market are a combination of two or more
segments e.g. scooterettes and step-thrus. The market primarily comprises five
players in the two wheeler segment with most of the companies having foreign
collaborations with well-known Japanese firms earlier. But most of the
companies are now planning 100% subsidiaries in India.

In the last four to five years, the two wheeler market has witnessed a marked
shift towards motorcycles at the expense of scooters. In the rural areas,

consumers have come to prefer sturdier bikes to withstand the bad road
conditions. In the process the share of motorcycle segment has grown from
48% to 58%, the share of scooters declined drastically from 33% to 25% , while
that of mopeds declined by 2% from 19% to 17% during the year 2000-01. The

Euro emission norms effective from April 2000 led to the existing players in the
two – stroke segment to install catalytic converters this has been replaced by
4-stroke motorcycles, which do not incur the additional cost of such converters
and fierce competition led to fall in price of certain models.

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Bajaj auto Ltd has been viewed as a scooter major Nevertheless in the past five
years the company recognized the important role of motorcycles in its
portfolio. The scooter market is predominantly located in the `northern and
eastern india and the rationalization of sales taxes to a uniform rate of 12%
pushed the price of scooters by 6-8% without offering any perceived value
advantages to the customer. The company posted a total 2 wheeler sales of RS.
1.05 million in 2000-01 in against Rs. 1.24 million in 1999-00. The motorcycle
sales contributed to almost 50% of the total sales volumes accompanied by the
decline in geared scooter sales, which contributed to only 33% of sales
volumes. The company has been introducing models in the middle end
RS.36,000 – Rs.48,000 and high end segments viz; Rs.48000 and above but has
found difficult to market such models in competition to Hero Honda models in
the similar price category.

Profile OF THE COMPANY

Bajaj Auto Limited

 is an Indian motorised vehicle-producing company. BajajAuto is a part of  Bajaj
Group. It was founded by Jamnalal Bajajat Rajasthanin the1930s. It is based in
Pune, Mumbai, with plants in Chakan (Pune), Waluj (near
Aurangabad) and Pantnagarin Uttarakhand. The oldest plant at Akurdi (Pune)
nowhouses the R&D centre Ahead. Bajaj Auto makes and exports

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automobiles, scooters, motorcycles and auto rickshaws. Bajaj Auto is the
world's third-largest manufacturer of motorcycles and the second-largest in
India.The Forbes Global 2000list for the year 2005 ranked Bajaj Auto at 1,946.
Itfeatures at 1639 in Forbes 2011 list.The company has changed its image from
a scooter manufacturer to a two-wheelermanufacturer. Its product range
encompasses scooterettes, scooters and motorcycles. Its growth has come in
the last four years after successful introduction of models in the motorcycle
segment.The company is headed by Rahul Bajaj who is worth around US$3.4
billion.

History Bajaj RE auto-rickshaw

Bajaj Auto came into existence on 29 November 1945 as M/s Bachraj Trading
Corporation Private Limited. It started off by selling imported two- and three-
wheelers in India. In 1959, it obtained a licence 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 sold 100,000 vehicles in a financial
year. In1985, it started producing at Waluj nearAurangabad. In 1986, it sold
500,000vehicles in a financial year. In 1995, it rolled out its ten millionth
vehicle and produced and sold one million vehicles in a year.According to the
authors of Globality: Competing with Everyone from Every where for
Everything, Bajaj has operations in 50 countries by creating a line of bikes
targeted to the preferences of entry-level buyers

Tempo connection
13
Bajaj Auto bought a controlling stake in the Tempo Firodia company, renaming
it"Bajaj Tempo". Germany'sDaimler-Benz, a long-time collaborator with
Firodia because of their ownership of the original Tempo works in Germany,
owned 16%of Bajaj Tempo. Daimler sold their stake back to the Firodia group
in 2001,meaning that they once again held a controlling interest, with BAL
retaining 24%of the shares. It was agreed that Bajaj Tempo would gradually
phase out the use ofthe "Tempo" brand name, as it still belonged to Mercedes-
Benz.
 The name of thecompany was changed to
Force Motors
 in May 2005, dropping "Bajaj" as well as"Tempo", over the objections of Bajaj
Auto with whom the company shares a longhistory as well as a compound wall.

Group management
Mr jamalal Bajaj founded the Bajaj Group in the 30s. The group now has
24companies, Including 6 listed companies.Besides BAL, the major companies
in the group are as Follows:Mukand Ltd: Alloy/ special steel,term key
projectsBajaj Electricals Ltd: Electrical equipments,fans,appliancesBajaj
Hindustan Ltd:Sugar, industrial alcoholSubsidiary/affiliate companiesBajaj Auto
Hodings Ltd. (BHEL) is a wholly owned subsidiary of BAL engaed inthe business
of investment in shares, debentures and other securities.Bajaj Auto Finance
Ltd. (BHFL) has ceased to be a subsidiary after its IPO if4.175mn shares of Rs 10
each at a premium of Rs 80 in may 1994 BAL, along withthe subsidiary BHFL
engages in financial service and investment activities. Thecompany is planning

14
to increase its branch network in the country by 33% over thenext on e year i.e
from 40% in the fiscal to 60%. BAL and western Maharashtra
development corporation (WNDC) promoted Maharashatra Scooters Ltd
(MSL), in1975, with a plant at satara. MSL assembles scooter for BAL .

Bajaj Allianz General Insurance

BAL has entered the non-life insurance segment with Allianz General
Insurancewith BAL having 74% and Allianz with 24% stake of paid up equity
capital of Rs100 mn of which BAL received Rs 450 mn in the first half and Rs
720 mn duringthe second half of fiscal 2001-02.BAL also planning life insurance
venture with paid up equity capital of Rs 1500mn.The promoter stake holding
in BAL is up from 42.65% in FY 2000 to 46.65% inFY2001 and the FII stake
holding has also increased by 3% at 12.99% after
the buyback in October 2000 which was meant to after an attractive exit optio
n tosmall shareholder. However their has been a minorfall in the stake
holdings of public Financial Institutions, GDRs at 4.65% andMutual Funds etc.

Plant locations
AL has two plants located near pune viz; Akurdi and chakan plant being
recentlyset up. The third plant is located at Waluj near Aurangabad. The plants
incorporatestate-of-art flexible manufacturing facilities that are cross-sourced
in increasingdemand situations. Akurdi was set up in 1961 and Waluj in the
both the plants.Besides, Akurdi plant manufactures front engine three-
wheeler, sunny mopeds and Kawsaki motorcycles. The Waluj plant is planned

15
to be global hub for Kawasaki motorcycles upto 200cc. The Akurdi plant
manufactures around 1 mln units p.a,Waluj plant manufactures 1.14 mln units
p.a and the Chakan plant has a manufacturing capacity of 0.18 mln unit‟s p.a.
 The company is successfully implanting the TPM (Total Productivity
Maintenance) activities at its Akurdi plant with a view to improve on
efficiency, productivity and effectiveness. BAL has recently commenced its 
threewheeler production at its new plant in Brazil for the local market and its n
eighboringregions. 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.

Current Scenario
BAL has performed fairly in the current fiscal 2001-02 with the Net Sales going
up by 3.06% to Rs19720 mn HY ended September 2001 from Rs19133.3 mn in t
hecorresponding period previous year. The total expenditure has gone up by
5.3%with the material cost accounting for the major increase. The company
has posted agrowth of 69% in PBT and the Net Profit has increased by 55% to
Rs2644.7 mnfrom Rs1701.5 mn in the corresponding period last year. The Net
Profit Marginhas also improved by almost 50.7% from the half year ending
FY2000-01 . Theemployee cost has fallen but the company will be charging an
equal expenditure ofRs 22.6 mn over the three quarters of the current fiscal
amounting to Rs 67.8 mn asthe VRS expenditure incurred in June 2001

Business
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BAL in its 2-wheeler segment posted volume wise sales of 87.2% of its total
salesof which scooters (both geared and ungeared) accounted for 42.3%,
motorcyclesfor 34.9% and around 10% in step- thrus in FY2001. The sales of
scooters havefallen by 26.1% from FY2000 but there has been a significant
increase in themotorcycle sales by nearly 65.4% since FY2000.The three
 wheeler sales have improved marginally in FY2001.The Company is
targeting 25% market share in motor cycle‟s segment during the current fiscal
asagainst 21% share it has cornered in FY2001.Scooters
In the geared category BAL has „Chetak‟, 'Classic' and 'Super' in the old ones
and the 'Legend', 'Bravo' among the newer models .The ungeared segment
consists of the 60CC „ Sunny Spice Spirit Fusion „ and the 92cc Saffire .
The‟Legend NXT‟ is a 4 stroke geared scooter with a 9HP engine and the
„Bravo‟ being a two-stroke 150cc scooter with a catalytic converter designed
in line with the emission norms.
The company has launched utility versions of „Chetak „and „Super „at
reduced prices. With the unprecedented 38% slump in scooter market
the company faced agradual market share loss to the other players like Kinetic
Engineering and BAJAJ Suzuki. Motorcycles BAL has two basic motorcycle
products - M80, a 75cc indigenously developed lowcost vehicle in the step-thru
segment and Japanese motorcycles. BAL‟s motorcycles are positioned as four-
stroke fuel-efficient vehicles. Among the Japanese ones, BAL has within its fold,
the 100Cc 4S Champion‟125cc KB 125,111cc Caliber competing with Hero
Honda‟s Passion and 100cc Boxer witha variant Boxer City in the pipeline,
all of them at competitive prices.

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 In FY2001 the company launched the new range of bikes viz; 175cc Kawasaki
Bajaj Eliminator the country’s first cruiser motorcycle and the two variants
viz;180cc and 150cc Pulsar (in the high – end segment) These models were
introduced mainly in competition to Hero Honda‟s 157cc CBZ and
BAJAJ
Suzuki‟s Fiero. The company also launched in its 4 stroke bikes range 100cc
Kawasaki Bajaj Acer‟ competing against Hero Honda Splendor and Aspire
Caliber Croma Legend NXT (in the middle end segment).
 Mopeds/ScooterettesBAL has a small market share of 9.5% in FY2000 in this
segment. Among its models are the Sunny Zip Rave and the Spirit . Its Bajaj
Sunny a 50cc upgraded scooterette model has been extremely successful .The
other models include 74cc „ Rave „launched in FY98 and „ Spirit „ 60cc, 2
-stroke scooteette competing with leader BAJAJ Suzuki‟s Scooty‟.Three
wheelersBAL continues to dominate the three wheeler market with over 73%
marketshare and sales of 1,55,000 units in which have fallen from around 85%
two years back. The company is trying to maintain its market share by creating
environment-friendly vehicles and has already launched the CNG model in
Delhi BAL alsolaunched its 4- stroke rear engine CNG auto rickshaw model in
Mumbai duringthe year. It is testing the LPG model, which will take off as soon
as the government regulations permit. Apart from this the company also plans
to introduce a four-stroke version in auto-rickshaw and a goods carrier in both
petrol and dieselversions.

Exports
BAL is keen to export motorcycles through Kawasaki‟s distribution ne
18
twork inIndonesia and Argentina wherein the company planned to sell through
their network. The company‟s exports registered a marginal decline from
Rs1378 mn to Rs1351 mn i.e. 2%. The exports consisted of 30,652 two and
three  wheelers asagainst 32,730 (including CKD packs). Bangladesh, Egypt,
Peru, Iran and
Sudan performed consistently well with lower exports in Sri Lanka and Latin A
mericanmarkets. The total foreign exchange earned by the company was Rs.
1,391 million.As against Rs1430 million.

Expansion
The expansion at both Akurdi and Waluj plants has been completed during
FY99taking total capacity to 2mn vehicles. BAL has also set up a third
manufacturing plant at Chakan near Pune with a capacity of 1mn vehicles. The 
company has planned for selling through separate channels in case of its 2-
wheeler and 3-wheeler segment .It has been planning tostreamline its vendor
network by cutting down the number of suppliers by 50%from current 800
during the current fiscal, intended to improve the efficiency of itssupply - chain
management. BAL has been experimenting with higher dealercommissions on
some models in a bid to loosen the stranglehold of market leaderHero Honda
in the motorcycle segment. It introduced VRS II as a part of its man
 power planning process at all its three plant locations as the company is slated 
to bring down the workforce to 10,000 over the next four years. The company 
also planned to commission a 20-MW capacity wind power plant (fourth phase
with theother three being set up near Satara) with an investment of Rs1000
mn inAhmednagar district by entering into the Power Purchase Agreement
19
(PPA) withMSEB during current fiscal to be completed. The company expects
to source itscurrent power requirements in-house and also avail of the benefit
of sales tax incentives. BAL has also been exploring the possibility of an equity
tie-up or amarketing alliance with a Chinese company for selling its three
wheelers inChinese market. It has also been planning a technical collaboration
on high-endscooters with the Italian 2 wheeler major Aprilia. The company
has chalked out a strategy for co-existence with Kawasaki wherein BAL would
concentrate ondeveloping products in the price range of Rs 30,000
 60,000 and Kawasaki tooffer a wider choice of products priced from Rs.35000
up to Rs. 2.5 lakh.

Outlook

Throughout the 1980s and 1990s, Bajaj has countered competition

through predatory price cuts; market expansions moves or take over
threats. However bothHonda and LML have cannibalized the BAL market share
and are challenging itsleadership. The company has remained less aggressive in
its approach and idledaway its cash reserves without proactively deploying
them in R&D , new models ,takeovers or other risky ventures . In order to
arrest its declining market share,BAL has launched several new models during
the past fiscal and more are in theoffing in each segment of the two-wheeler
market. Moreover, the management hasrecognized the need to utilize its
surplus reserves for strengthening its presence inthe market by way of
launching new models, expanding capacity and penetratingnew markets.

20
Kawasaki has been developing India as an export hub formotorcycles between
50-200cc. The Company has invariably become themanufacturing base for
Kawasak i and accounts for 60% of the latter‟s global sales.
Though the company plans to introduce some high-tech motorcycles from
theKawasaki range, it is trying to shed-off its image of “screwdriver" company
bydeveloping its own range of motorcycles. The BAJAJ Suzuki breakup is
expected to pave the way for a new relationship with BAL and the new
Kawasaki Suzuki alliance in the two-wheeler business. BAL needs to rediscover
the spark ofentrepreneurship that made it the market.

Financial analysis.

The Net Sales have declined by 2.3% to Rs30259 mn in FY2001 from Rs30973
mnin FY2000, which was 4.2% rise from FY99. The Operating profit has
declined by47.8% to Rs3052 mn in FY2001 from Rs5847 mn in FY2000 though
the 65% risein motorcycle volumes could not counter the margins arising out
of 41% fall ingeared scooters. BAL has spent a sizeable 13..05% advertising and
there has beena 5.2% increase in the royalty payments from Rs593 mn to
Rs624 mn in FY2001.The current ratio has fallen only marginally in FY2001 to
1.39% from 1.36% inFY2000 and there has been a marginal fall in the inventory
levels, whichcontribute to about 11-12% of the current assets. There has not
been a significantchange in the inventory turnover, which has also remained
close to 11.9% fromFY2000 levels. The company has remained by and large
debt-free and has thesecured loans in the form of cash credit and working
capital gap finance. Theunsecured loans are mainly interest free and comprise
21
Sales Tax Deferral Liabilityon account of incentives provided for the Waluj and
Chakan plants as well as thewind power project. The Bank finance to Working
Capital Gap is approximately
2% in FY2001 as against nil in FY2000 indicating the company‟s increased
dependency on bank finance for working capital. However the overall secured
loanlevel has fallen including the cash credit limit which has fallen by around
55% inFY2001. The long-term debt to equity ratio has increased to 0.19 in
FY2001 asagainst 0.15 in FY2000. This can be attributed to the decrease in the
net worth dueto the buyback of shares worth Rs18 mn in October 2000. The
long-term debt tototal assets has remained steady at 0.14 since FY2000, which
is indicates that the14% of the total assets are financed by debt sources. The
Interest Coverage Ratiohas fallen by 80% from FY2000 indicating that the EBIT
as a percentage ofinterest charges has declined with the decreasing
conservativeness and fall in theability of the company to pay finance charges
due to decreased EBIT. Theinsignificant change in the Asset Turnover Ratio is
indicative of the ability of thecompany to produce sales from the existing asset
base. There has been a fall
in both the Net Sales and the capital deployed in tandem with each other. Inco
mefrom pre tax operations has fallen drastically by 55.2% to Rs3695 mn in
FY2001from Rs8252 mn in FY2000 as against 8.7% growth from FY99.
However,cash profits have declined by 45.2% to Rs4272.4 mn in FY2001 from R
s7801.7 mn in FY2000 compared to 13% rise in FY2000 due to rise in
depreciation cost. The NetProfit Margin has fallen to 8.29% in FY2001 from
20% in FY2000 on account ofdecline in PAT by 60 % to Rs2499.5 mn. The
additional expenditure on VRS ofRs799 mn also affected the Net Profits. The
22
ROCE has also fallen to 7.9% inFY2001 from 17.2% in FY2000 on account of
decrease in net income and also thecapital employed. Hence the company has
been not been able to generatesubstantial profits in relation to sales and also
in relation to assets.

Employees

Bajaj Auto had a total of 8,036 employees as of 31 March 2013, of which 51

were women (0.63%) and 25 were differently-abled (0.31%). It spent ₹6.5
billion (US$90 million) on employee benefit expenses during the FY 2012–13.
The company is headed by Rahul Bajaj, whose net worth was around US$2
billion in March 2013.

Awards and recognitions

 Bajaj Pulsar 135 LS received Bike of the Year 2010 award from BBC -
TopGear and Bike India.
 Pulsar 220 DTS-Fi received the Bike of the Year 2008 award by all major
Indian automobile magazines like Overdrive, AutoCar, Business Standard
Motoring and Bike Top Gear.
 In 2006, Bajaj Auto won the Frost & Sullivan Super Platinum Award for
manufacturing excellence in its Chakan Plant.
 It received award for The Most Customer Responsive Company in
Automobiles category in a survey conducted by Economic Times for the
years 2004, 2006 and 2008.

23
  Bajaj Auto received the Bike Maker of the Year award in ICICI Bank
Overdrive Awards 2004.
 Bajaj Pulsar 180 DTS-i won the BBC World Wheels Viewers Choice Two
Wheeler of the Year 2003 award.

Listing and shareholding

Listing
Bajaj Auto's equity shares are listed on Bombay Stock Exchange where it is a
constituent of the BSE SENSEX index, and the National Stock Exchange of
India where it is a constituent of the CNX Nifty.
Shareholding

On 30 Sep 2015, 49.29% of the equity shares of the company were

owned by the promoters Bajaj Group and the remaining were owned by
others.

Shareholders (as on 30-Sep-2015) Shareholding %

Promoters: Bajaj Group 49.29%

Mutual funds, FIs and insurance companies 08.13%

Foreign institutional investors 14.25%

Individual shareholders 15.12%

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Bodies corporate 08.25%

Foreign portfolio investments corporations 03.51%

GDRs 00.02%

Others 01.43%

Total 100.0%

PRODUCT PROFILE:

The Platina 125 (DTS-Si):

The Platina 125 (DTS-Si) motor cycle, one of the finest motor cycle in the
country brought to you by Bajaj Auto Ltd. the first service falls dues between
500-750 kms of initial number or 30-45 days whichever occurs first
from the date of purchase. A large fuel tank capacity consists
of full 13.0 litres, reserve 2.5 litres, us-able 1.75 litres. It is the India’s most fuel
efficient 124 cc motorcycle engine. Bestride comfort on any kind of road
surface. This motorcycle is low price and high mileage capacity.
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The Platina by Bajaj Auto is a commuter offering that sits above the entry-level
CT 100. The motorcycle is a basic, no-frills machine that is available in two
variants, Kick Start and Electric Start. The motorcycle is targeted at consumers
who are looking for a hassle-free commuter motorcycle. The company had also
updated the motorcycle with Comfortec technology for a more comfortable
ride.

The highlight of the Platina is its extremely frugal engine, a 102cc DTS-i unit
which produces 8.1bhp and 8.63Nm of torque. The engine is mated to a four-
speed manual gearbox with an all-down pattern. Bajaj claims an efficiency of
96.9kmpl for this motorcycle which makes it one of most fuel-efficient
motorcycles in the country. As a part of the Comfortec update, the front forks
have 28 per cent more travel while the rear springs have 22 per cent additional
travel compared to the previous suspension setup. It also gets a softer seat
cushion, rubber footpads and directional tyres to further improve comfort
levels. The frame, exhaust and the grab rails are painted in black, while the
engine crankcase and wheels are finished in silver. The rest of the design is
pretty basic and Bajaj has maintained a very conventional look.

The Platina is available in two colours – red and black. In its segment, the
Platina competes against the Honda Dream Neo, TVS Star City Plus and Hero
MotoCorp HF Deluxe Collapse.

DATA INTERPRETATION

1) Age categories:

Age Respondents Percentage

20-25 24 24%
25-30 24 24%

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 30-35 24 24%
35-40 28 28%
Total 100 100%

28% 24%

Age ctegories 20-25

Age categories 25-30
Age ctegories 30-35
24% Age categories 35-40
24%

Interpretation.

From the above graph it is evident that out of 100 samples 28 customers are of
between 35-40 age limits. By seeing this result we interpret that Bajaj
PLATINA is preferred by middle age groups working as Clerks, Bank workers,
Small outlets owner Viz cold drinks, Because of mileage is the main reason.

2) Following factors influenced you to purchase Bajaj Platina Bike?

Respondents Percentage

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Friends opinion 31 31%
Price 32 32%
Advertisement 22 22%
Relative opinion 15 15%
Total 100 100%

Series 1
35

32
30 31

25

22
20

15
15

10

0
Friends Price Advertisement Relatives

Series 1

Interpretation.

From the above graph it is found that 32% of customer are purchased bike by
preferring price. And 31% of customer purchased the bike by the influenced of
there friends. And remaining 22% customer are influenced by Advertisement
15%customer motivated to purchase the bike through relatives opinion. The
majority of the people bought Bajaj PLATINA revealed they purchase the bike
influenced by the price.

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3) Satisfaction Level of the customers with respect to information given by
the mechanics.

Satisfaction level Respondents Percentage

Highly satisfied 28 28%
Satisfied 53 53%
Dis satisfied 3 3%
Highly dissatisfied 6 6%
Total 100 100%

7%
3%
31%
Highly staisfied
Satisfied
Dis satisfied
Highly Dissatisfied

59%

Interpretation.
From the above graph it is clear that most of the owner of the Bajaj platina are
satisfied with preliminary given by the mechanics while purchasing the bike
63%
4) Satisfaction level of customer with respect to the following
characteristics of the Bajaj PLATINA.
a) Price of the vehicle,

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Price vehicle Respondents Percentage
very good 72 72%
Good 13 13%
Bad 13 13%
Very bad 2 2%
Total 100 100%

80

70

60

50

40

30

20

10

0
very good good bad very bad

Interpretation.
From the above graph it is found tat out of 100 respondents majority of the
customer are ver much satisfied with the price of Bajaj Platina bike as compared
to other bikes 72% of the customer said price of the bike is very good.
b) Maintenance cost of the vehicle.

Maintenance cost Respondents Percentage

Highly satisfied 10 10%

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 Satisfied 60 60%
Dis satisfied 20 20%
Highly di satisfied 10 10%
Total 100 100%

10% 10%

20%

60%

Highly satisfied satisfied Dis satisfied Highly Dis satisfied

Interpretation.

From the above graph is highlighted that maintenance cost of the vehicle the
maximum number of customer are satisfied with maintenance cost i.e. 60%
hence we can say it is happy new for the company maintenance cost of the
Bajaj PLATINA Bile is less.

C) Mileage of the vehicle.

Mileage of the vehicle Respondents Percentage

Highly satisfied 64 64%
Satisfied 13 13%
Dis satisfied 12 12%

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 Highly dis satisfied 11 11%
Total 10 100%

11%

12%

13%
64%

highly satisfied satisfied dis satisfied highly dis satisfied

Interpretation.

From above graph it has been observed that 64% of the customer highly
satisfied with mileage of the vehicle. And the customer said that there vehicle
gives 70-80 km mileage per litre of petrol in city limits. If they go for long ride it
gives nearly about 80-85 km per litre.

DATA ANALYSIS

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Data collected is useful only after analysis. Data analysis involves converting a
series of recorded observations into descriptive statements and inferences about
relationships. The type of analysis that can be conducted depend on the nature
of the measurement instrument and the data collected method.

If the researcher selects the analytical techniques prior to collecting data, the
researcher should generate fictional responses to the measurement instrument,
these dummy data are then analysed the results of this analysis will provide the
information required by the problem at hand.

The results obtained by analysing such data may not be accurate due to present
of dummy data, so it is preferable to select analytical technique after collection
of data, depending on data collected.

FINDINGS

 Majority of the Customer have purchased the vehicle by their price

are 32% andfriends 31%.

 Friends is second motivated factors which influenced the customer to

purchase the bike.

 52% of the customers are satisfied with information provided by the

mechanicswhile delivering the bike for the first time.

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 The Bajaj PLATINA customers are satisfied with the price ie 72%. Engine
and performance of the vehicle satisfaction is 45%.

 52% of the customers are satisfied with the maintenance cost 35% of
them are notsatisfied, with the maintenance cost level.

 The customers are highly satisfied with the Aesthetics (color, style) of
the BajajPLATINA.

 The cost of said that cost of spares are quite affordable 55% of the
customer aresatisfied with the cost of spares.

 In the study I am found that 64% of the customers are not satisfied with
thewarranty service provided by showroom.

 The customers are satisfied with delivery time, availability of spares and
attitudesof the service providers.

 But the customers are not fully satisfied with complaint handling
procedure atShree Siddheshwar Auto only average customers are
satisfied.

 Happy news for the showroom is that 58% of the customers are highly
satisfiedthat with Bajaj PLATINA bike.

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  From the market research it has been observed that 64% of the
customers arehighly satisfied with the mileage of the bike.

SUGGESTIONS
 
 As far as the show room satisfaction is concerned, the show room scores
good percentage. But maintain this satisfaction level forever the show ro
om has to dosome activities like free check up camp. ETC

 The dealer can convince the non-users by taking measures like

advertising andsales people.

 The Diploma Holder mechanics should be recruited in the show room

servicecentre More & More promotional measures should be taken to
increase the sales.

 The warranty service provided by dealers should improve they can gives
betterservice in the time of warranty periods.

 The complaint solving procedure should be improved and after service

of the bikemechanics may be get feed back from the customers about
bike.

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  Whenever the Bajaj Company introduces new models, then the
showroom peoplehas to arrange road shows. By doing this kind of
activities the show room canretain its old customer and try to attract
new customer.

 Show room owners have to send some gifts and greetings to customer‟s
especiallyin festival seasons, like Deepavali, New year, because of
attracting the customerand to build long run relationship with the
customers

Recommendation
 
Auto starter should be included in the existing model
 
The current SNS (spring -in -spring) suspensions provide unique protection to
the bike.

Improvement in the engine performance it sounds more when in use more

than 70km speed there is no smoothness.

CONCLUSION

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By seeing the performance of Bajaj PLATINA vehicle and service provided by
the ujjwal motors. I can conclude that it has wide market and bright future for
its sales. And also in the current market it is one of the leading vehicles. The
distribution amd availability of the vehicle in sambalpur district as to be
improve because of the competing of the vehicle like Hero Honda, TVS are
very high market share.

As per show room is concerned is having good prospects in near feature it is

providing good service and majority of the people are satisfied with Bajaj
company vehicle,

BIBLIOGRAPHY

TEXTBOOKS
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  MARKET MANAGEMENT

MAGZINES

 BUSINESS WORLD.
 BUSINESS TODAY.
 INDIA TODAY.

NEWS PAPERS

 THE TIMES OF INDIA.

 THE HINDU.

WEBSITES

www.bajajauto.com

Google search

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