qmm project report

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A PROJECT REPORT ON

AUTOMOBILE INDUSTRY

IN INDIA

(SPECIAL FOCUS ON

BAJAJ PULSAR BIKES)

SUBMITTED TO :

Prof. Ms.Shivani bali(Faculty of QMM )

BY GROUP 1

NIHAREIKA SINHA

PADMADEVI

SAURABH PANDEY

GAURANG SAHLOT

ISHA VASHIST

SIRAJ SIDDIQUI

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INDEX

1. ACKNOWLEDGMENT.

3

2. INTRODUCTION.

4

3. COMPANY PROFILE(BAJAJ AUTO LTD)..14

4.OBJECTIVE OF

STUDY...18

5. IMPORTANCE OF

STUDY.18

6.METHODOLOGY.19

7.MARKET SHARE AND GROWTH

RATES.20

8.MARKET

STRUCTURE.2

29.PRIMARY DATA

ANALYSIS.23

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10.SALES

FORECASTING

47

11.CORRELATION55

12. PRICEANALYSIS

.58

13.CONCLUSION

59

14.APPENDIX

.72

15. REFERENCES

..73

Acknowledgement

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We are extremely grateful to Ms. Shivani bali for providing us

the honor of carrying out the project, which helped us to put our

learnings into experience. Without her guidance we would nothave been able to proceed with our project in the right direction.

We would like to express our sincere regards to the staff of

LBSIM, New Delhi, whose help and guidance enables us to

know what exactly consumers preference towards television is

all about.

We would also like to thank our family friends and relatives

who have helped us and supported us in all possible ways.

A Project report needs co-operation, guidance and experience of

many more other than the persons whose name appears on thecover, we would like to thank each and everyone who have

helped us in our endeavor.

INTRODUCTION

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The Indian automotive industry consists of five segments: commercial

vehicles; multi-utility vehicles & passenger cars; two-wheelers; three-

wheelers; and tractors. With 5,822,963 units sold in the domestic market

and 453,591 units exported during the first nine months of FY2005

(9MFY2005), the industry (excluding tractors) marked a growth of 17%

over the corresponding previous. The two-wheeler sales have witnessed

a spectacular growth trend since the mid nineties.

Two-wheelers: Market Size & Growth

In terms of volume, 4,613,436 units of two-wheelers were sold in thecountry in 9MFY2005 with 256,765 units exported. The total two-

wheeler sales of the Indian industry accounted for around 77.5% of the

total vehicles sold in the period mentioned

Figure 1:Segmental Growth of the Indian Two Wheeler Indust

ry

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(FY1995-2004)

After facing its worst recession during the early 1990s, the industry

bounced back with a 25% increase in volume sales in FY1995.

However, the momentum could not be sustained and sales growth

dipped to 20% in FY1996 and further down to 12% in FY1997. The

economic slowdown in FY1998 took a heavy toll of two-wheeler sales,

with the year-on-year sales (volume) growth rate declining to 3% that

year. However, sales picked up thereafter mainly on the strength of an

increase in the disposable income of middle-income salaried people

(following the implementation of the Fifth Pay Commission's

recommendations), higher access to relatively inexpensive financing,

and increasing availability of fuel efficient two-wheeler models.

Nevertheless, this phenomenon proved short-lived and the two-wheeler

sales declined marginally in FY2001. This was followed by a revival in

sales growth for the industry in FY2002. Although, the overall two-

wheeler sales increased in FY2002, the scooter and moped segments

faced de-growth. FY2003 also witnessed a healthy growth in overall

two-wheeler sales led by higher growth in motorcycles even as the sales

of scooters and mopeds continued to decline. Healthy growth in two-

wheeler sales during FY2004 was led by growth in motorcycles even as

the scooters segment posted healthy growth while the mopeds continued

to decline. Figure 1 presents the variations across various product sub-

segments of the two-wheeler industry between FY1995 and FY2004.

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Demand Drivers

The demand for two-wheelers has been influenced by a number of

factors over the past five years. The key demand drivers for the growth

of the two-wheeler industry are as follows:

Inadequate public transportation system, especially in the semi-urban

and rural areas;

Increased availability of cheap consumer financing in the past 3-4

years;

Increasing availability of fuel-efficient and low-maintenance models;

Increasing urbanisation, which creates a need for personal

transportation;

Changes in the demographic profile;

Difference between two-wheeler and passenger car prices, which

makes two-wheelers the entrylevel vehicle; Steady increase in per capita income over the past five years; and

Increasing number of models with different features to satisfy diverse

consumer needs.

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MARKET CHARACTERISTICS

Demand

Segmental Classification and Characteristics

The three main product segments in the two-wheeler category are

scooters, motorcycles and mopeds. However, in response to evolving

demographics and various other factors, other subsegments emerged,

viz. scooterettes, gearless scooters, and 4-stroke scooters. While the first

two emerged as a response to demographic changes, the introduction of

4-stroke scooters has followed the imposition of stringent pollution

control norms in the early 2000. Besides, these prominent sub-segments,

product groups within these sub-segments have gained importance in the

recent years. Examples include 125cc motorcycles, 100-125 cc gearless

scooters, etc. The characteristics of each of the three broad segments are

discussed in Table 1.

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Table 1

Two-Wheelers: Comparative Characteristics

Scooter Motorcycle Moped

Price*(Rs.

as in

January

2005)

> 22,000 > 30,000 > 12,000

Stroke2-stroke, 4-

strokeMainly 4-stroke 2-stroke

Engine

Capacity

(cc)

90-150 100, 125, > 125 50, 60

Ignition Kick/Electronic Kick/Electronic Kick/Electronic

Engine

Power

(bhp)

6.5-9 7-8 and above 2-3

Weight

(kg)90-100 > 100 60-70

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Fuel

Efficiency

(kms per

litre)

50-75 50-80+ 70-80

Load

CarryingHigh Highest Low

*Ex-showroom Mumbai

Compiled by INGRES

Segmental Market Share

The Indian two-wheeler industry has undergone a significant change

over the past 10 years with the preference changing from scooters and

mopeds to motorcycles. The scooters segment was the largest till

FY1998, accounting for around 42% of the two-wheeler sales

(motorcycles and mopeds accounted for 37% and 21 % of the market

respectively, that year). However, the motorcycles segment that had

witnessed high growth (since FY1994) became larger than the scooter

segment in terms of market share for the first time in FY1999. Between

FY1996 and 9MFY2005, the motorcycles segment more than doubled

its share of the two-wheeler industry to 79% even as the market shares

of scooters and mopeds stood lower at 16% and 5%, respectively.

Figure 2

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Trends in Segmental Share in Industry Sales

(FY1996-9MFY2005)

While scooter sales declined sharply by 28% in FY2001, motorcycle

sales reported a healthy growth of 20%, indicating a clear shift in

consumer preference. This shift, which continues, has been prompted by

two major factors: change in the country's demographic profile, and

technological advancements.

Over the past 10-15 years the demographic profile of the typical two-

wheeler customer has changed. The customer is likely to be salaried and

in the first job. With a younger audience, the attributes that are sought of

a two-wheeler have also changed. Following the opening up of the

economy and the increasing exposure levels of this new target audience,

power and styling are now as important as comfort and utility.

The marketing pitch of scooters has typically emphasised reliability,

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price, comfort and utility across various applications. Motorcycles, on

the other hand, have been traditionally positioned as vehicles of power

and style, which are rugged and more durable. These features have now

been complemented by the availability of new designs and technological

innovations. Moreover, higher mileage offered by the executive and

entry-level models has also attracted interest of two-wheeler customer.

Given this market positioning of scooters and motorcycles, it is not

surprising that the new set of customers has preferred motorcycles to

scooters. With better ground clearance, larger wheels and bettersuspension offered by motorcycles, they are well positioned to capture

the rising demand in rural areas where these characteristics matter most.

Scooters are perceived to be family vehicles, which offer more

functional value such as broader seat, bigger storage space and easier

ride. However, with the second-hand car market developing, a

preference for used cars to new two-wheelers among vehicle buyers

cannot be ruled out. Nevertheless, the past few years have witnessed a

shift in preference towards gearless scooters (that are popular among

women) within the scooters segment. Motorcycles, offer higher fuel

efficiency, greater acceleration and more environment-friendliness.Given the declining difference in prices of scooters and motorcycles in

the past few years, the preference has shifted towards motorcycles.

Besides a change in demographic profile, technology and reduction in

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the price difference between motorcycles and scooters, another factor

that has weighed in favour of motorcycles is the high re-sale value they

offer. Thus, the customer is willing to pay an up-front premium while

purchasing a motorcycle in exchange for lower maintenance and a

relatively higher resale value.

Supply

Manufacturers

As the following graph indicates, the Indian two-wheeler industry is

highly concentrated, with three players-Hero Honda Motors Ltd

(HHML), Bajaj Auto Ltd (Bajaj Auto) and TVS Motor Company Ltd

(TVS) - accounting for over 80% of the industry sales as in 9MFY2005.

The other key players in the two-wheeler industry are Kinetic Motor

Company Ltd (KMCL), Kinetic Engineering Ltd (KEL), LML Ltd

(LML), Yamaha Motors India Ltd (Yamaha), Majestic Auto Ltd

(Majestic Auto), Royal Enfield Ltd (REL) and Honda Motorcycle &

Scooter India (P) Ltd (HMSI).

Figure 3

Shares of Two-Wheeler Manufacturers in Industry

Sales (FY2000-9MFY2005)

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Although the three players have dominated the market for a relative longperiod of time, their individual market shares have undergone a major

change. Bajaj Auto was the undisputed market leader till FY2000,

accounting for 32% of the two-wheeler industry volumes in the country

that year. Bajaj Auto dominance arose from its complete hold over the

scooter market. However, as the demand started shifting towards

motorcycles, the company witnessed a gradual erosion of its market

share. HHML, which had concentrated on the motorcycle segment, was

the main beneficiary, and almost doubled its market share from 20% in

FY2000 to 40% in 9MFY2005 to emerge as the market leader. TVS, on

the other hand, witnessed an overall decline in market share from 22% in

FY2000 to 18% in 9MFY2005. The share of TVS in industry salesfluctuated on a year on year basis till FY2003 as it changed its product

mix but has declined since then.

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Technology

Hitherto, technology transfer to the Indian two-wheeler industry took

place mainly through: licensing and technical collaboration (as in the

case of Bajaj Auto and LML); and joint ventures (HHML).

Table 2

Technological tie-ups of Select Players

Nature of Alliance Company Product

Bajaj Auto Technological tie-up Kawasaki Heavy Industries Ltd, Japan Motorcycles

Technological tie-up Tokya R&D Co Ltd, Japan Two-wheelers

Technological tie-up Kubota Corp, Japan Diesel Engines

HHML Joint Venture Honda Motor Co, Japan Motorcycles

KEL Technological tie-up Hyosung Motors & Machinery Inc Motorcycles

KEL Tie up for manufacturing

and distribution

Italjet, Italy Scooters

LML Technological tie-up Daelim Motor Co Ltd Motorcycles

Hero Motors Technological tie-up Aprilia of Italy Scooters

.BAJAJ Auto limited

Bajaj Auto is a majorIndianautomobile manufacturer. It is India's

largest and the world's 4th largest two- and three-wheeler maker. It is

based in Pune, Maharashtra, with plants in Akurdi and Chakan

(Pune),Waluj (nearAurangabad) and Pantnagarin Uttaranchal. Bajaj

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http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Automobilehttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Chakanhttp://en.wikipedia.org/wiki/Aurangabad,_Maharashtrahttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Uttaranchalhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Automobilehttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Chakanhttp://en.wikipedia.org/wiki/Aurangabad,_Maharashtrahttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Uttaranchal


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Auto makes and exports motorscooters, motorcycles and the auto

rickshaw.

The Forbes Global 2000 list for the year 2005 ranked Bajaj Auto at1946.

Over the last decade, the company has successfully changed its image

from a scooter manufacturer to a two wheeler manufacturer. Its product

range encompasses scooterettes, scooters and motorcycles. Its real

growth in numbers has come in the last four years after successful

introduction of a few models in the motorcycle segment.

The company is headed by Rahul Bajaj who is worth more than US$1.5

billion.

Bajaj Auto came into existence onNovember 29, 1945 as M/s Bachraj

Trading Corporation Private Limited. It started off by selling importedtwo- 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.

BAJAJ PULSAR

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http://en.wikipedia.org/wiki/Motorscootershttp://en.wikipedia.org/wiki/Motorcycleshttp://en.wikipedia.org/wiki/Auto_rickshawhttp://en.wikipedia.org/wiki/Auto_rickshawhttp://en.wikipedia.org/wiki/Forbes_Global_2000http://en.wikipedia.org/wiki/Rahul_Bajajhttp://en.wikipedia.org/wiki/November_29http://en.wikipedia.org/wiki/1945http://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Aurangabad_District,_Maharashtrahttp://en.wikipedia.org/wiki/Motorscootershttp://en.wikipedia.org/wiki/Motorcycleshttp://en.wikipedia.org/wiki/Auto_rickshawhttp://en.wikipedia.org/wiki/Auto_rickshawhttp://en.wikipedia.org/wiki/Forbes_Global_2000http://en.wikipedia.org/wiki/Rahul_Bajajhttp://en.wikipedia.org/wiki/November_29http://en.wikipedia.org/wiki/1945http://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Aurangabad_District,_Maharashtra


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Bajaj Pulsar is a motorcycle brand owned by Bajaj Auto in India. The

two wheeler was developed by the product engineering division of Bajaj

Auto in association with motorcycle designer Glynn KerrTokyo R&D.

Currently there are four variants available -with engine capacities of150cc, 180 and two variants with capacities of 220 cc. More than a

million units of Pulsar were sold by November 2005. A Pulsar 200

variant was discontinued in July 2009. With monthly sales of more than

48,000 units in June 2009, Pulsar is the leader in the 150 cc segment in

India with a market share of 43%.

Before the introduction of the Pulsar, the Indian motorcycle market trend

was towards fuel efficient, small capacity motorcycles (that formed the80-125 cc class). Bigger motorcycles with higher capacity virtually didnot exist (except forEnfield Bullet). The launch and success ofHeroHonda CBZ in 1999 showed that there was demand for performance

bikes. Bajaj took the cue from there on and launched the Pulsar twins inIndia onNovember 24, 2001. Since the introduction and success of BajajPulsar, the Indian youth began expecting high power and other featuresfrom affordable motorcycles.

DTSi

DTSi stands for Digital Twin Spark Ignition, a Bajaj Auto trademark.

Bajaj Auto holds an Indian patent for the DTSi technology. The AlfaRomeo Twin-Spark engines, the BMW F650 Funduro which was sold inIndia from 1995 to 1997 also had a twin-spark plug technology, and theRotax motorcycle engines,more recently Honda's iDSI Vehicle enginesuse a similar arrangement of two spark-plugs. However very few small

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http://en.wikipedia.org/wiki/Motorcyclehttp://en.wikipedia.org/wiki/Bajaj_Autohttp://en.wikipedia.org/wiki/Indiahttp://www.r-d.co.jp/eng/http://en.wikipedia.org/wiki/Royal_Enfieldhttp://en.wikipedia.org/wiki/Hero_Honda_CBZhttp://en.wikipedia.org/wiki/Hero_Honda_CBZhttp://en.wikipedia.org/wiki/November_24http://en.wikipedia.org/wiki/2001http://en.wikipedia.org/wiki/Spark_Ignitionhttp://en.wikipedia.org/wiki/BMW_F650_singlehttp://en.wikipedia.org/wiki/Motorcyclehttp://en.wikipedia.org/wiki/Bajaj_Autohttp://en.wikipedia.org/wiki/Indiahttp://www.r-d.co.jp/eng/http://en.wikipedia.org/wiki/Royal_Enfieldhttp://en.wikipedia.org/wiki/Hero_Honda_CBZhttp://en.wikipedia.org/wiki/Hero_Honda_CBZhttp://en.wikipedia.org/wiki/November_24http://en.wikipedia.org/wiki/2001http://en.wikipedia.org/wiki/Spark_Ignitionhttp://en.wikipedia.org/wiki/BMW_F650_single


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capacity engines did eventually implement such a scheme in theirproduction prototypes.

Key players in the Bike segment :

BAJAJ AUTO

HERO HONDA

TVS

YAMAHA

ROYAL ENFIELD

Objective of Study

The objective of this research is to determine the customer as well as

retailers preferences regarding different brands of motorcycles which

result in their market share. It involves the study of consumers buying

behaviour and attitudes towards a variety of attributes and factors, which

help them in decision-making.

The additional brand we chose to focus on was BAJAJ AUTO Ltd.s

PULSAR brand of bikes. We studied the Industry profile, its market

structure, the brand awareness, growth rates and popularity among

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consumers so as to forecast the future sales and understand the growth

trends.

We designed a questionnaire to survey various consumers of bikes to

understand the demand and supply situation of the bike market.Secondary data from the internet has also been used for effective

analysis.

Importance of Study

The importance of this study is to practically understand the relevance ofthe concepts of QMM in the business organisations and here in the

realm of the motorcycles industry. The present market scenario was

analyzed and future demands forecasted using the simple regression

techniques, ANOVA & Other general statistical tools. Also, a

comprehensive study of the major factors involved in this market was

conducted so as to see how different and similar a market structure is

from the theories.

Methodology

Primary data collection:

For primary data collection we designed a questionnaire to survey

various consumers. The objective of survey was to understand the

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consumer preferences among various brands of motorcycles available in

the market and the factors affecting consumer buying process.

The sample size for the survey was around 140-150.

Secondary data collection:

Internet was the major source for secondary data. Apart from

understanding the bike industry in general and Bajaj in specific, our

major task was to analyse the consumer demand for Bajajs PULSARsbrand and project the future sales for the company. We have used the

trend projection and exponential forecasting technique to predict the

sales.

Market share and Growth rates

Two- wheeler sales in the country have sky rocketed in the recent years,

and the annual sales of motorcycles in India expected to cross the 10

million mark by 2010. The low penetration of two-wheelers in the

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country 31 two-wheelers per 1000 citizens (2004) leaves immense scope

for the growth of the market. Overall the industry sales of two-wheelers

have grown by 15% from 6.57 million in 2004/2005 to 7.57 million in

2005/2006. The buoyant Indian economy with a growth rate of around8% per annum is further expected to fuel the growth of two wheelers in

the country.

The share of motorcycles have increased over the years, while that of

other two-wheelers like geared scooters, scooterettes and mopeds have

shown a negative growth or remained stagnant. The two-wheelers have

penetrated 7% of rural house hold and 24% of urban markets, thus it

leaves an immense scope for the market to grow.Bajaj Auto one of the leading producers of automobiles in the country

has been able to sell close to 2.3 million vehicles in 2005/2006, the sales

of the company grew by almost 31%. The company registered a 32%

growth in the sales of motorcycles much above the industry average of

19%. Bajaj Auto has emerged as a market leader in the entry level or

price segment motorcycle with the Bajaj CT 100 accounting for nearly

40% of the market share. It also commands a 62% market share in thepremium segment of motorcycles with products like the Bajaj Pulsar

DTSI. TVS Motors which has lots of firsts to its credit in the two-

wheeler sector in the country was able to sell 1.34 million units during

the same period thus registering an overall growth of 15% from the

previous year. In the motorcycle segment the company's growth in sales

was in sync with the industry average.

f this figures have daunted you the best is yet to come, the country leaderin two-wheelers hero honda have crossed the three million mark during

the year 2005/2006 which is a good few lakhs more than its nearest

competitor Bajaj Auto. The company accounted for nearly 40% of then

two-wheeler market. In the motorcycle segment the company has been

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able to attain a market share of about 50%. The segment in which hero

honda has emerged as a clear winner is the Deluxe segment, which is the

largest segment in the motorcycles category, with its flagship family of

motorcycles splendor selling over 1.2 million units which is just a shadeless than all the two wheelers sold by TVS during the same year.

The motorcycle category is expected to see a further growth and

according to industry experts it will drive all other category of two-

wheelers to the periphery.

The table below shows the over all trend of Industry Sales over a 5 year

period. The figures are provided by the Society of automobile

Manufactures Association (SIAM).

Two-wheeler domestic sales trend

Motorcycles

2001-02 2002-03 2003-04 2004-05 2005-06

2887194 3647493 4170445 4964753 5815417

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MARKET STRUCTURE

Market Structure

This industry is a high volume, medium growth sector characterized by

excess/ idle capacities owing to in efficient operations. Imports have not

been influencing prospects, as high government regulations limit this .

Characteristics

BIKES : primarily a commodity market - price sensitive

Effective distribution chain - through a simple network of dealers

and franchises.

Regulation - Emission norms as well as import regulations are in

existence.

Market - Urban areas are the largest market for Pulsar, followed by small

towns and then rural centres.

The market of motorcycles shows a monopolistic structure due to the

following factors:

Different and many players in the market

Differentiated products.

Prices charged are different.

The competition is a non price competition i.e on the basis of

advertising and delivering differentiated products.

PRIMARY DATA ANALYSIS

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1. Age group classification of customers preferring Bajaj Pulsar

18-24 24%

24-30 38%

30-36 19%

ABOVE 36 19%

As is clear the maximum buyers are of the age group 24-30 , hence it

can be interpreted as being popular in college going youth.

2.Bikes owned (categorisation)-

pulsarbajaj Splendor

Apache Unicorn

cd-dawn enfield

bullet(old)hunk enticer

ct100 CBZ

Pulsar DTS i hero honda

3.ANUAL HOUSEHOLD INCOME

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10LAKH

15%

income group share of survey

0%

5%

10%

15%

20%

25%

30%

35%

40%

10 LAKH

income group

%s

hSeries1

incomegroupshareof survey

10LAKH

Which shows that a majority group belonging to the pulsar kind of bikes

is more from the income group category 3-5 & 5-10 lakh group.Moreover none of the customer was from < 1 lakh category which is also an

important finding from the marketing point of view.

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Summary report (graphical representation of collected data on a 10 point

scale ratio for the given sample size)

4.purpose of the bike

(office/traveling/household/adventure/other)

1

-

LOWEST 30%

2 10%

3 15%

4 5%

5-

HIGHEST 40%

LOWEST HIGHEST

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LOWEST HIGHEST

1 - LOWEST 5%

2 20%

3 35%

4 40%

5 - HIGHEST 0%

LOWEST HIGHEST

1 - LOWEST 1 5%

2 9 45%

3 1 5%

4 6 30%

5 - HIGHEST 3 15%

OTHER

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LOWEST HIGHEST

1 - LOWEST 33%

2 0%

3 33%

4 0%

5 - HIGHEST 33%

PLEASE SPECIFY THE OTHER FACTOR

College, small town movement, status ,shopping

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5.Buying decision

Mileage/looks/brand/service/price

LOWEST HIGHEST

1

-

LOWEST 0%

2 0%

3 30%

4 25%

5

-

HIGHEST 45%

LOWEST HIGHEST

1

-

LOWEST 0%

2 0%

3 25%

4 35%

5

-

HIGHEST 40%

1-

LOWEST 0%

2 0%

3 20%

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LOWEST HIGHEST 4 45%

5

-

HIGHEST 35%

LOWEST HIGHEST

1

-

LOWEST 0%

2 15%

3 55%

4 25%

5

-

HIGHEST 5%

LOWEST HIGHEST

1

-

LOWEST 0%

2 0%

3 40%

4 30%

5

-

HIGHEST 30%

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6.Purchasing decision

Friends/family/dealer/adventure/other

LOWEST HIGHEST

1

-

LOWEST 0%

2 5%

3 55%

4 0%

5

-

HIGHEST 40%

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LOWEST HIGHEST

1

-

LOWEST 15%

2 15%

3 25%

4 20%

5

-

HIGHEST 25%

LOWEST HIGHEST

1-

LOWEST 25%

2 40%

3 30%

4 5%

5

-

HIGHEST 0%

1

-

LOWEST 0%

2 10%

3 50%

4 15%

5

-

HIGHEST 25%

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LOWEST HIGHEST

OTHER FACTORS

LOWEST HIGHEST

1

-

LOWEST 75%

2 0%

3 0%

4 25%

5

-

HIGHEST 0%


College, work requirements

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7.Chosen media

Television/hoarding/print media/internet/other

LOWEST HIGHEST

1

-

LOWEST 0%

2 0%

3 0%

4 15%

5

-

HIGHEST 85%

LOWEST HIGHEST

1

-

LOWEST 5%

2 15%

3 20%

4 45%

5

-

HIGHEST 15%

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LOWEST HIGHEST

1

-

LOWEST 0%

2 5%

3 10%

4 60%

5

-

HIGHEST 25%

LOWEST HIGHEST

1-

LOWEST 30%

2 20%

3 20%

4 20%

5

-

HIGHEST 10%

OTHERS

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LOWEST HIGHEST

1

-

LOWEST 50%

2 25%

3 25%

4 0%

5

-

HIGHEST 0%

IF OTHERS PLEASE SPECIFY

Radio,pamphlets

8.Brand power Easy recall

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Bajaj/herohonda/Yamaha/Honda/tvs

LOWEST HIGHEST

1

-

LOWEST 0%

2 0%

3 10%

4 25%

5

-

HIGHEST 65%

LOWEST HIGHEST

1

-

LOWEST 0%

2 0%

3 0%

4 60%

5

-

HIGHEST 40%

1

-

LOWEST 0%

2 35%

3 30%

4 35%

5

-

HIGHEST 0%

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LOWEST HIGHEST

LOWEST HIGHEST

1

-

LOWEST 5%

2 5%

3 45%

4 35%

5

-

HIGHEST 10%

TVS

1

-

LOWEST 15%

2 50%

3 25%

4 10%

5

-

HIGHEST 0%

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LOWEST HIGHEST

8.Bike on preference

Pulsar/apache/f-z 150/hunk/other

1

-

LOWEST 0%

2 0%

3 10%

4 45%

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LOWEST HIGHEST 5

-

HIGHEST 45%

LOWEST HIGHEST

1

-

LOWEST 0%

2 5%

3 30%

4 65%

5

-

HIGHEST 0%

LOWEST HIGHEST

1

-

LOWEST 5%

2 0%

3 5%

4 30%

5

-

HIGHEST 60%

1

-

LOWEST 0%

2 10%

3 40%

4 50%

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LOWEST HIGHEST 5

-

HIGHEST 0%

ANY OTHER

LOWEST HIGHEST

1

-

LOWEST 0%

2 0%

3 0%

4 50%

5

-

HIGHEST 50%

IF OTHER,PLEASE SPECIFY

Splendor,karizma

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9.Perception parameters about pulsar

Style/power/performance/value/brand

LOWEST HIGHEST

1

-

LOWEST 0%

2 0%

3 25%

4 20%

5

-

HIGHEST 55%

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LOWEST HIGHEST

1

-

LOWEST 0%

2 5%

3 20%

4 45%

5

-

HIGHEST 30%

LOWEST HIGHEST

1

-

LOWEST 0%

2 0%

3 45%

4 35%

5

-

HIGHEST 20%

1

-

LOWEST 0%

2 5%

3 35%

4 55%

5 HIGHEST 5%

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LOWEST HIGHEST

-

LOWEST HIGHEST

1

-

LOWEST 0%

2 0%

3 10%

4 80%

5

-

HIGHEST 10%

Some direct inferences

.Factors influencing the buying behavior

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Brand recall

Sale forcasting

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Sales forecast of Pulsar for the year 2008 using Least Square

method (which is same as simple linear regression method):

YEAR SALES(S)in

Crores

T T2 ST

2000 865 1 1 8652001 1011.55 2 4 2023.12002 1374.94 3 9 4124.822003 1512.43 4 16 6049.722004 1647.86 5 25 8239.32005 1799.6 6 36 10797.6TOTAL 8211.38 21 91 32099.54

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PRICE REGRESSION PRICE ANALYSIS

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bike vs price in india

0102030405060708090

100

Spirit By

k

Boxer

Pulsa

r

Discover

Passion

Plus

Ambition

Activ

a

ZXZoom

GF-170

Pulse

Energy

Freedom

Beam

er

Bullet

Max100Fie

roCrux

Libero

bike type

bike

price

Ser

bike price distribution in india

0

10

20

3040

50

60

70

80

90

100

0 20 40 60 80 100

price range

Typ

es

ofbikes

Ser

The maximum number of bikes lie in the range between 40-50 thousands which is also a

usp of pulsar as it is almost near to the given range and provides a better value for money.

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0

10

20

30

40

50

60

70

80

90

Price

1

Bikes

veiw of bikes in india with pri

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ANOVA ANALYSIS OF THE PRIMARY COLLECTED DATA

(THROUGH SPSS SOFTWARE)

AGE WISE ANALYSIS

WHAT IS THE PURPOSE OF YOUR BIKE?

ANOVA

Sum of Squares df Mean Square F Sig.

OFFICE Between Groups 162.915 3 54.305 35.321 .000

Within Groups 181.421 118 1.537

Total 344.336 121

TRAVELLLING Between Groups 2.750 3 .917 2.695 .049

Within Groups 40.143 118 .340

Total 42.893 121

HOUSEHOLD Between Groups 40.089 3 13.363 51.478 .000


Total 70.721 121

ADVENTURE Between Groups 56.741 3 18.914 22.350 .000


Total 156.598 121

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The purpose of bike is significantly different depending on different age groups.

The use of bike for Office, household, and Adventure varies significantly at 99%

level of confidence for different age groups; whereas the use of bike for traveling

varies at 95% level of confidence.

: RATE THE KEY FACTORS WHICH AFFECTED YOUR BUYING

DECISION?

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ANOVA


MILEAGE Between Groups 8.654 3 2.885 4.179 .008


Total 90.107 121

LOOKS Between Groups .500 3 .167 .265 .851


Total 74.795 121

BRAND Between Groups 5.888 3 1.963 3.801 .012


Total 66.820 121

SERVICE Between Groups 13.860 3 4.620 10.871 .000


Total 64.008 121

PRICE Between Groups 12.686 3 4.229 6.556 .000


Total 88.795 121

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Mileage, service, and price emerged as significantly different key factors affecting

the buying decision of different age groups at 99% confidence level.

WHICH OF THE FOLLOWING INFLUENCES YOUR PURCHASE

DECISION?

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ANOVA


FRIENDS Between Groups 44.577 3 14.859 19.839 .000


Total 132.959 121

FAMILY Between Groups 44.785 3 14.928 9.109 .000

Within Groups 193.379 118 1.639

Total 238.164 121

DEALER Between Groups 26.695 3 8.898 22.255 .000


Total 73.877 121

ADVERTISEMENT Between Groups 8.311 3 2.770 3.899 .011


Total 92.164 121

Purchase decision of the different age groups varied depending on the influence of

friends, family, and dealer at 99% confidence level.

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WHICH OF THE FOLLOWING MEDIA ARE YOU MOST LIKELY TO

NOTICE AN ADVERTISEMENT ?

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ANOVA


TELEVISION Between Groups 1.957 3 .652 5.213 .002


Total 16.721 121

HOARDING Between Groups 88.227 3 29.409 52.467 .000


Total 154.369 121

PRINT_MEDIA Between Groups 9.916 3 3.305 8.488 .000


Total 55.869 121

INTERNET Between Groups 39.882 3 13.294 12.963 .000

Within Groups 121.011 118 1.026

Total 160.893 121

The likelihood of noticing an advertisement on the various media like Television,

Hoarding, Print media and internet varied significantly for different age groups at

99% confidence level.

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WHICH BRAND NAME DO YOU FIND EASY TO RECALL?

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ANOVA


BAJAJ Between Groups 11.105 3 3.702 27.680 .000


Total 26.885 121

HERO_HONDA Between Groups 14.462 3 4.821 38.287 .000


Total 29.320 121

YAMAHA Between Groups 22.203 3 7.401 18.510 .000


Total 69.385 121

HONDA Between Groups .477 3 .159 .169 .917


Total 111.508 121

TVS Between Groups 21.893 3 7.298 36.979 .000


Total 45.180 121

Brand recall for the brands Bajaj, Hero Honda, Yamaha, and TVS by the bike users

of different age categories had a significant difference at 99% confidence level.

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ANOVA


PULSAR Between Groups 11.467 3 3.822 10.777 .000


Total 53.320 121

APACHE Between Groups 15.441 3 5.147 21.114 .000


Total 44.205 121

F_Z_150 Between Groups 41.338 3 13.779 22.385 .000


Total 113.975 121

HUNK Between Groups 9.353 3 3.118 8.657 .000


Total 51.844 121

The preference for different bikes by different age group people varied

significantly for all the brands at 99% confidence level.

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RATE YOUR PERCEPTION ABOUT PULSAR ON THE FOLLOWING

FACTORS-

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ANOVA


STYLE Between Groups 26.187 3 8.729 18.831 .000


Total 80.885 121

POWER Between Groups 10.844 3 3.615 6.177 .001


Total 79.902 121

PERFORMANCE Between Groups 2.238 3 .746 1.261 .291


Total 72.041 121

VALUE Between Groups 5.792 3 1.931 7.161 .000


Total 37.607 121

BRAND_NAME Between Groups 8.593 3 2.864 17.415 .000


Total 28.000 121

Different age category people had a significantly different perception about Pulsar

on parameters like style, power, value and brand name [at confidence level of

99%]. Whereas the perception in terms of performance appeared to be relatively

uniform across the age-groups.

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ANALYSIS ON THE BASIS OF

ANNUAL HOUSEHOLD INCOME

WHAT IS THE PURPOSE OF YOUR BIKE?

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ANOVA


OFFICE Between Groups 100.234 4 25.058 12.011 .000

Within Groups 244.103 117 2.086

Total 344.336 121

TRAVELLLING Between Groups 4.483 4 1.121 3.414 .011


Total 42.893 121

HOUSEHOLD Between Groups 9.696 4 2.424 4.647 .002


Total 70.721 121

ADVENTURE Between Groups 36.239 4 9.060 8.807 .000

Within Groups 120.359 117 1.029

Total 156.598 121

The purpose of Bike differed significantly among various categories of annual

household income. Use of bike for Office, household, and adventure varied at 99%

confidence limits. Use of bike for Travelling had an insignificant difference.

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RATE THE KEY FACTORS WHICH AFFECTED YOUR BUYING

DECISION?

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ANOVA


MILEAGE Between Groups 41.696 4 10.424 25.193 .000


Total 90.107 121

LOOKS Between Groups 37.821 4 9.455 29.920 .000


Total 74.795 121

BRAND Between Groups 19.486 4 4.872 12.042 .000


Total 66.820 121

SERVICE Between Groups 26.367 4 6.592 20.489 .000


Total 64.008 121

PRICE Between Groups 23.462 4 5.865 10.504 .000


Total 88.795 121

All the factors affecting buying decision studied in this project had a significantly

different influence on the buying decisions of customers having different annual

household incomes.The confidence level for difference being 99%.

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WHICH OF THE FOLLOWING INFLUENCES YOUR PURCHASE

DECISION?

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ANOVA


FRIENDS Between Groups 33.882 4 8.471 10.003 .000


Total 132.959 121

FAMILY Between Groups 55.138 4 13.785 8.812 .000

Within Groups 183.026 117 1.564

Total 238.164 121

DEALER Between Groups 4.185 4 1.046 1.756 .142


Total 73.877 121

ADVERTISEMENT Between Groups 25.190 4 6.297 11.001 .000


Total 92.164 121

Influence of Friends, family, and advertisement vary significantly at 99%

confidence level for different annual household income categories. The influence

of dealer remains relatively uniform for all the categories.

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WHICH OF THE FOLLOWING MEDIA ARE YOU MOST LIKELY TO

NOTICE AN ADVERTISEMENT ?

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ANOVA


TELEVISION Between Groups .978 4 .244 1.817 .130


Total 16.721 121

HOARDING Between Groups 21.343 4 5.336 4.693 .002

Within Groups 133.026 117 1.137

Total 154.369 121

PRINT_MEDIA Between Groups 23.971 4 5.993 21.982 .000


Total 55.869 121

INTERNET Between Groups 26.534 4 6.634 5.777 .000

Within Groups 134.359 117 1.148

Total 160.893 121

Noticing an advertisement on Hoarding, print media, and internet varies at 99%

confidence levels for the customers of different income categories. Whereas effect

of Television remains relatively same for all income categories.

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WHICH BRAND NAME DO YOU FIND EASY TO RECALL?

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ANOVA


BAJAJ Between Groups 7.911 4 1.978 12.195 .000


Total 26.885 121

HERO_HONDA Between Groups 5.679 4 1.420 7.026 .000


Total 29.320 121

YAMAHA Between Groups 10.052 4 2.513 4.955 .001


Total 69.385 121

HONDA Between Groups 13.149 4 3.287 3.910 .005


Total 111.508 121

TVS Between Groups 16.155 4 4.039 16.280 .000


Total 45.180 121

All brands considered under this project had a different brand recall among the

people belonging to various income categories, the difference being in 99%

confidence levels.

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RATE THE BIKES ON THE BASIS OF YOUR PREFERENCE?

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ANOVA


PULSAR Between Groups 16.345 4 4.086 12.931 .000


Total 53.320 121

APACHE Between Groups 20.872 4 5.218 26.164 .000


Total 44.205 121

F_Z_150 Between Groups 33.565 4 8.391 12.210 .000


Total 113.975 121

HUNK Between Groups 13.485 4 3.371 10.283 .000


Total 51.844 121

The prefence for different bikes also varied significantly at 99% confidence levels

for all the income categories.

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RATE YOUR PERCEPTION ABOUT PULSAR ON THE FOLLOWING

FACTORS-

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ANOVA


STYLE Between Groups 44.475 4 11.119 35.729 .000


Total 80.885 121

POWER Between Groups 28.004 4 7.001 15.783 .000


Total 79.902 121

PERFORMANCE Between Groups 15.015 4 3.754 7.702 .000


Total 72.041 121

VALUE Between Groups 4.632 4 1.158 4.109 .004


Total 37.607 121

BRAND_NAME Between Groups 2.256 4 .564 2.564 .042


Total 28.000 121

Perception of Pulsar varied significantly at 99% confidence levels at different

parameters like Style, power, performance, and value. Whereas the perception of

brand PULSAR appeared to be uniform across various income categories.

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CONCLUSION

The bike was launched in the year 2000, and for it to capture the largest

share of market and beat existing and flourishing brands like Hero

Honda is a great achievement.

Also the root mean square error value in the least square method

is less than that in the exponential forecasting method. Thus, the salespredicted by least square method will be a better estimate of the future

sales than that predicted by exponential forecasting method.

The maximum buyers are of the age group 24-30 , hence it can be

interpreted as being popular in college going youth .A majority group

belonging to the pulsar kind of bikes is more from the income group

category 3-5 & 5-10 lakh group The maximum number of bikes lie in

the range between 40-50 thousands which is also a usp of pulsar as it isalmost near to the given range and provides a better value for money.

The youth were more inclined towards the adventure part of bikes

,looks, consult friends, use television and internet and prefer style and

value the most whereas for the elders go for household and office,

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mileage, family, print, value and brand before making a bike purchase.

Annual incomes have a direct correlation with increasing demands of

consumer also. Pulsar overall enjoys a favorable demand among all the

categories and consist of maximum alluring qualities amongst the testedones.

APPENDIX

Questionnaire for Bike Customers

(The findings of this survey will be used only for academic purposes by the

students of Lal Bahadur Shastri Institute of Management,New delhi)

Q1.Name of the customer

Q2.Age :

18-24

24-30

30-36

ABOVE 36

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Q3.WHICH BIKE DO YOU OWN PRESENTLY ?

Q4.ANUAL HOUSEHOLD INCOME

10 LAKH

Q5.WHAT IS THE PURPOSE OF YOUR BIKE?

(RATE ON 5 POINT SCALE-5 BEING THE HIGHEST AND 1 BEING THE

LOWEST )

a)OFFICE

1 2 3 4 5

LOWEST HIGHEST

b)TRAVELLING

1 2 3 4 5

LOWEST HIGHEST

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c)HOUSEHOLD

1 2 3 4 5

LOWEST HIGHEST

d)ADVENTURE

1 2 3 4 5

LOWEST HIGHEST

e)OTHER

1 2 3 4 5

LOWEST HIGHEST


Q6.RATE THE KEY FACTORS WHICH AFFECTED YOUR BUYING DECISION?

(5 BEING THE HIGHEST AND 1 BEING THE LOWEST )

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a)MILEAGE

1 2 3 4 5

LOWEST HIGHEST

b)LOOKS

1 2 3 4 5

LOWEST HIGHEST

c)BRAND

1 2 3 4 5

LOWEST HIGHEST

d)SERVICE

1 2 3 4 5

LOWEST HIGHEST

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e)PRICE

1 2 3 4 5

LOWEST HIGHEST

Q7.WHICH OF THE FOLLOWING INFLUENCES YOUR PURCHASE DECISION?


LOWEST )

a)FRIENDS

1 2 3 4 5

LOWEST HIGHEST

b)FAMILY

1 2 3 4 5

LOWEST HIGHEST

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c)DEALER

1 2 3 4 5

LOWEST HIGHEST

d)ADVERTISEMENT

1 2 3 4 5

LOWEST HIGHEST

e)OTHER FACTORS

1 2 3 4 5

LOWEST HIGHEST


Q8.WHICH OF THE FOLLOWING MEDIA ARE YOU MOST LIKELY TO NOTICE AN

ADVERTISEMENT ?


LOWEST )

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a)TELEVISION

1 2 3 4 5

LOWEST HIGHEST

b)HOARDINGS

1 2 3 4 5

LOWEST HIGHEST

c)PRINT MEDIA

1 2 3 4 5

LOWEST HIGHEST

d)INTERNET

1 2 3 4 5

LOWEST HIGHEST

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e)OTHERS

1 2 3 4 5

LOWEST HIGHEST

IF OTHERS PLEASE SPECIFY

Q9.WHICH BRAND NAME DO YOU FIND EASY TO RECALL?


LOWEST )

a)BAJAJ

1 2 3 4 5

LOWEST HIGHEST

b)HERO HONDA

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1 2 3 4 5

LOWEST HIGHEST

c)YAMAHA

1 2 3 4 5

LOWEST HIGHEST

d)HONDA

1 2 3 4 5

LOWEST HIGHEST

e)TVS

1 2 3 4 5

LOWEST HIGHEST

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Q10.RATE THE BIKES ON THE BASIS OF YOUR PREFERENCE?


LOWEST )

a)PULSAR

1 2 3 4 5

LOWEST HIGHEST

b)APACHE

1 2 3 4 5

LOWEST HIGHEST

c)F-Z 150

1 2 3 4 5

LOWEST HIGHEST

d)HUNK

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1 2 3 4 5

LOWEST HIGHEST

e)ANY OTHER

1 2 3 4 5

LOWEST HIGHEST

IF OTHER,PLEASE SPECIFY

Q11.RATE YOUR PERCEPTION ABOUT PULSAR ON THE FOLLOWING FACTORS-


LOWEST )

a)STYLE

1 2 3 4 5

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LOWEST HIGHEST

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REFERENCES

1. EBSCO HOST(database)

2. PROWESS(database)

3. INDIA STATS(database)

4. Peterson, Lewis and Jain: Managerial Economics

5. www.bajajauto.com

6. http://auto.indiamart.com/motorcycles/bajaj-pulsar

7. http://www.fadaweb.com/two_wheeler_industry.htm

8. auto.indiamart.com/motorcycles

9. www.iloveindia.com/bikes/index.html

10.www.infibeam.com/bikes/make/herohonda.html

11.bikes.whereincity.com

12.www.bikesalesindia.com

13.www.infibeam.com/bikes/make/bajaj.html

14.www.autoblogs.in/.../bajaj-pulsar-300-cc-india-bajaj-bikes.html

15.www.autoindiaforum.com/bajaj-to-launch-6-new-bikes-in-2009.html

16.FOR VEIWING THE COLLECTEDPRIMARY DATA VISIT

http://spreadsheets.google.com/ccc?

key=0Au4_eI1zvZ0YdF8yT2VCRHFKWmJZQm4zQkdlQ0d3enc&h

l=en

92
http://www.bajajauto.com/http://auto.indiamart.com/motorcycles/bajaj-pulsarhttp://www.fadaweb.com/two_wheeler_industry.htmhttp://www.iloveindia.com/bikes/index.htmlhttp://www.iloveindia.com/bikes/index.htmlhttp://www.iloveindia.com/bikes/index.htmlhttp://www.iloveindia.com/bikes/index.htmlhttp://www.iloveindia.com/bikes/index.htmlhttp://www.iloveindia.com/bikes/index.htmlhttp://www.iloveindia.com/bikes/index.htmlhttp://www.infibeam.com/bikes/make/herohonda.htmlhttp://www.infibeam.com/bikes/make/herohonda.htmlhttp://www.infibeam.com/bikes/make/herohonda.htmlhttp://www.infibeam.com/bikes/make/herohonda.htmlhttp://www.infibeam.com/bikes/make/herohonda.htmlhttp://www.bikesalesindia.com/http://www.bikesalesindia.com/http://www.bikesalesindia.com/http://www.bikesalesindia.com/http://www.bikesalesindia.com/http://www.bikesalesindia.com/http://www.infibeam.com/bikes/make/bajaj.htmlhttp://www.infibeam.com/bikes/make/bajaj.htmlhttp://www.infibeam.com/bikes/make/bajaj.htmlhttp://www.infibeam.com/bikes/make/bajaj.htmlhttp://www.infibeam.com/bikes/make/bajaj.htmlhttp://www.autoblogs.in/.../bajaj-pulsar-300-cc-india-bajaj-bikes.htmlhttp://www.autoblogs.in/.../bajaj-pulsar-300-cc-india-bajaj-bikes.htmlhttp://www.autoblogs.in/.../bajaj-pulsar-300-cc-india-bajaj-bikes.htmlhttp://www.autoblogs.in/.../bajaj-pulsar-300-cc-india-bajaj-bikes.htmlhttp://www.autoblogs.in/.../bajaj-pulsar-300-cc-india-bajaj-bikes.htmlhttp://www.autoblogs.in/.../bajaj-pulsar-300-cc-india-bajaj-bikes.htmlhttp://www.autoblogs.in/.../bajaj-pulsar-300-cc-india-bajaj-bikes.htmlhttp://www.autoblogs.in/.../bajaj-pulsar-300-cc-india-bajaj-bikes.htmlhttp://www.autoblogs.in/.../bajaj-pulsar-300-cc-india-bajaj-bikes.htmlhttp://www.autoindiaforum.com/bajaj-to-launch-6-new-bikes-in-2009.htmlhttp://www.autoindiaforum.com/bajaj-to-launch-6-new-bikes-in-2009.htmlhttp://www.autoindiaforum.com/bajaj-to-launch-6-new-bikes-in-2009.htmlhttp://www.autoindiaforum.com/bajaj-to-launch-6-new-bikes-in-2009.htmlhttp://www.autoindiaforum.com/bajaj-to-launch-6-new-bikes-in-2009.htmlhttp://www.autoindiaforum.com/bajaj-to-launch-6-new-bikes-in-2009.htmlhttp://www.autoindiaforum.com/bajaj-to-launch-6-new-bikes-in-2009.htmlhttp://www.bajajauto.com/http://auto.indiamart.com/motorcycles/bajaj-pulsarhttp://www.fadaweb.com/two_wheeler_industry.htmhttp://www.iloveindia.com/bikes/index.htmlhttp://www.infibeam.com/bikes/make/herohonda.htmlhttp://www.bikesalesindia.com/http://www.infibeam.com/bikes/make/bajaj.htmlhttp://www.autoblogs.in/.../bajaj-pulsar-300-cc-india-bajaj-bikes.htmlhttp://www.autoindiaforum.com/bajaj-to-launch-6-new-bikes-in-2009.html


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qmm project report

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