presented by : victor dhara. (18057) amrit

8/14/2019 Presented by : Victor Dhara. (18057) Amrit

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PRESENTED BY :

VICTOR DHARA. (18057)

AMRIT SINGHANIA. (18063)

CHANDAN GUPTA.(18073)

SANTOSH KUMAR VARMA. (18083)SANJOY SEAL. (18103)

SUMIT PATRA. (18113)


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INDIANTWO

WHEELER

INDUSTRY


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INDUSTRY PROFILE

India is the second largest manufacturer and producer of two-wheelers in the world.

Beginning in the early 1950s with Automobile Products of India (API).

In 1948, Bajaj Auto began trading in imported Vespa scooters and three-wheelers.

The two-wheeler market was opened to foreign competition in the mid-1980s.

The first Japanese motorcycles were introduced in the 1980s.

TVS Suzuki brought first tow-stroke motorcycle engine

Hero Honda brought first four-stroke motorcycle engine.


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INDUSTRY PROFILE Cont..

In mid-1980, The entry of Kinetic Honda with a variometric scooter.

In 1990, the entire automobile industry saw a drastic fall in demand.

The total number of registered two-wheelers and three-wheelers on road inIndia, as on March 31, 1998 was 27.9mn and 1.7mn respectively.

The two wheeler population has almost doubled in 1996 from a base of

12.6mn in 1990.


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Domestic sales trends


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Global two wheeler market


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Two-wheelers on a roll

The demand drivers for the two-wheeler industryare

High growth in service sector @ 9%

Favourable demographics a young population,

rising household incomes, increasing literacy levels

Faster introduction of new models

Increasing replacement demand(from 6 to 3

years) Absence of effective public transport.

Increased availability of low cost retailfinance(more than 1500 locations)


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wo-w ee ers on a rocontd


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Youngest population

A young population

India has the youngest population in theworld with 70% under 35 years

The key factors emerging are

i)Target audience for two-wheelers ishuge

Ii)140 mn people will be added to theworking population in the next 5 yearstime


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Youngest populationcontd..

Ch i f f il


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Changing face of retailfinance

Retail finance has emerged as an important driver ofgrowth for two wheelers in India. Retail finance rates have halved from 28% to 14% in thelast three years Organised retail finance availability has increased from

100 to 1500 locations in the last three years Innovative customer friendly schemes with low EMI(Rs. 999 approximately) and low down payments have

become popularRetail finance has become easier and affordable


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Two-wheelers to remain thepreferred option over Cars The ownership and maintenance cost of a car is

4 times of a two wheeler

Two wheelers deliver a superior mileage of

70kmpl as compared to 12kmpl of the cars

Mileage is a key factor influencing buying

behaviour.

t


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u g ng a uent m eclass and increasing

consumption mindset


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Forces Driving IndustryCompetition


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Market share


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22

INTRODUCTIONINTRODUCTION

.Hero Honda Motors Limited, based in Delhi, India isfrequently called the world's largest manufacturer of

motorcycles by volume

Hero Honda is a joint venture that began in 1984 betweenthe Hero Group of India and Honda of Japan. It has been the

world's biggest manufacturer of 2-wheeled motorized

vehicles since 2001. Its 2 plants are in Dharuhera and

Gurgaon, both in India. Third plant at Haridwar, Uttaranchal

has also started production by April, 2008 .


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23

Company profileFILL IT. SHUT IT. FORGET IT

The joint venture between India's Hero Group and HondaMotor Company, Japan has not only created the world's

single largest two wheeler company but also one of the

most successful joint ventures worldwide. A legendary

'Fill it - Shut it - Forget it' campaign captured theimagination of commuters across India, and Hero Honda

sold millions of bikes purely on the commitment of

increased mileage. Hero Honda has consistently grown at

double digits since inception; and today, every second

motorcycle sold in the country is a Hero Honda. Every

30 seconds, someone in India buys Hero


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Mission

HeroHon

dasmis

sionistost

rivefor

synergy

between

technology,

systems

andh

umanre

sources,

to

produce

products

andser

vicesth

at

meetthequ

ality,pe

rformance

and

priceas

pirationsofit

scustom

ers.At

thesam

etimem

aintainthehigh

est

standard

s of e

thics a

nd social

responsi

bilities.


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ajor Competitors


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Market

Share

41.24%

Market

Share

35%

Competitionanalysis


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PotentialMarkets

MARKETINGMARKETING


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28

MARKETINGMARKETING

STRATEGY:STRATEGY:

Collaborating with Steyr DaimlerCollaborating with Steyr DaimlerPuchPuch

Supplying completely knocked-downSupplying completely knocked-down

(CKD) kits(CKD) kits Establishing a more proactiveEstablishing a more proactive

marketing departmentmarketing department

Expanding the distribution networkExpanding the distribution network


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29

Problems & IssuesProblems & Issues

Joint Venture ProblemsJoint Venture Problems

The development of the CD-100 motorcycle wasThe development of the CD-100 motorcycle was

only successful for a very short period of timeonly successful for a very short period of time

Honda held complete responsibility for theHonda held complete responsibility for theResearch & Development department for HeroResearch & Development department for Hero

HondaHonda

Honda negotiated new ventures and partnershipsHonda negotiated new ventures and partnerships

with other Indian manufacturers in the automobilewith other Indian manufacturers in the automobileand power equipment industry, leaving Heroand power equipment industry, leaving Hero

completely outcompletely out


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30

Problems & IssuesProblems & Issues

External ProblemsExternal ProblemsThe Indian government starting allowingThe Indian government starting allowing

foreign companies to enter the Indianforeign companies to enter the Indianmarkets through joint venturesmarkets through joint ventures

The Indian marketplace was gainingThe Indian marketplace was gainingmore entrants causing rivalry in themore entrants causing rivalry in theindustry to riseindustry to rise

Competitors such as TVS-Suzuki,Competitors such as TVS-Suzuki,Yamaha from Japan and Bajaj AutoYamaha from Japan and Bajaj Autobegan to introduce newer product linesbegan to introduce newer product lines

I l tiI l ti


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31

ImplementingImplementing

ChangesChanges

Management introduced new ideasManagement introduced new ideascoupled with improved terms ofcoupled with improved terms ofagreement for their joint ventureagreement for their joint venture

Two primary goals in mindTwo primary goals in mind Continuing their successContinuing their success

Maintaining their existing market shareMaintaining their existing market share


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STP

Hero Honda targeting mostly those customerswho are diverted towards the stylish bikes.

People who wants sporting bikes the company

has launched karizma. They are targeting urban as well as rural

people with their bikes.

Hero Hondas brand value is their biggest

assets

32


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Economy

Mid Size

Family

Luxury

Karizma and CBZ

Passion, Splender,

Glamour, Achiver

CD-Down, CD-Delux


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34

Hero Honda CD-dawn (97.20 cc)

Rs. 37,000

Hero Honda Splendor Plus (97.20 cc)

Rs. 45,000.

Rs. 48,200Hero Honda Passion Plus (97.20 cc)

Hero Honda Glamour (125 cc)

Rs. 48,000

Hero Honda Achiever

Rs.55,000

Hero Honda CBZ Xtreme (Self

Rs. 64,300.

Hero Honda Karizma

Rs. 74,000

HERO HONDA-IN NUMBERS
http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACDDAWNCDDAWN2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDASPLENDORPLUS2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAPASSIONPLUS2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAGLAMOURGLAMOUR2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAACHIEVERACHIEVER2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACBZXTREMESELFSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAKARIZMAKARIZMA2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAKARIZMAKARIZMA2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACBZXTREMESELFSTART2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAACHIEVERACHIEVER2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAGLAMOURGLAMOUR2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDAPASSIONPLUS2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDASPLENDORPLUS2007http://www.infibeam.com/SDP.action?catalogId=P_A_B_HEROHONDACDDAWNCDDAWN2007


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Models

Hero Honda CD 100

Hero Honda CD 100 SS

Hero Honda CD Deluxe

Hero Honda Splendor

Hero Honda CBZ Xtreme

Hero Honda Passion

Hero Honda Karizma

Hero Honda Hunk

Honda Pleasure Hero Honda Glamour

35

FUTUREFUTURE


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36

FUTUREFUTURE

STRATEGIES:STRATEGIES:

Utilize a related diversificationUtilize a related diversificationstrategy enter the scooter marketstrategy enter the scooter market Use expertise of Indias terrain andUse expertise of Indias terrain and

people to capture the scooter marketpeople to capture the scooter marketbefore new sister company Honda Motorbefore new sister company Honda MotorScooters India Ltd. enters the marketScooters India Ltd. enters the market

Capitalize on positive and popular brandCapitalize on positive and popular brandimageimage

Share similar resources for motorcyclesShare similar resources for motorcyclesand scootersand scooters


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37

SWOT AnalysisSWOT Analysis

StrengthsStrengths Ability to understand customers needsAbility to understand customers needs

and wantsand wants

Recognized and established brand nameRecognized and established brand name

Effective advertising capabilityEffective advertising capability

WeaknessesWeaknesses R&D is not close to the HeroR&D is not close to the Hero

manufacturing plantmanufacturing plant Hero is vulnerable in the joint ventureHero is vulnerable in the joint venture

because Honda Motor Company has sobecause Honda Motor Company has somuch powermuch power


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38

SWOT AnalysisSWOT Analysis

OpportunitiesOpportunities Global expansion into the Caribbean andGlobal expansion into the Caribbean and

Central AmericaCentral America

Expansion of target market (includeExpansion of target market (includewomen)women)

Become Indias leader in the scooterBecome Indias leader in the scootermarketmarket

ThreatsThreats Honda Motorcycles and Scooters IndiaHonda Motorcycles and Scooters India

can take away market share and causecan take away market share and causejoint venture to go sourjoint venture to go sour

Bajaj Motors is a strong competitorBajaj Motors is a strong competitor


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39

A Bright Future?A Bright Future?

YesYes!! Established name and dominant marketEstablished name and dominant market

positionposition

Strong Marketing DepartmentStrong Marketing Department Local KnowledgeLocal Knowledge

Technological AdvancementsTechnological Advancements

Introduction of scooterIntroduction of scooter

Renewal of joint ventureRenewal of joint venture


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40

RecommendationsRecommendations

Expand to countries that heavilyExpand to countries that heavilyutilize two-wheelersutilize two-wheelers Popular vacation spots in Central andPopular vacation spots in Central and

South America as well as the CaribbeanSouth America as well as the CaribbeanTourists year-round; may opt to rentTourists year-round; may opt to rent

motorcycles or scooters versus automobilesmotorcycles or scooters versus automobiles

Could be potential for high volume/fleetCould be potential for high volume/fleetsalessales

Examine warm tourist locations withinExamine warm tourist locations withinthe United States including Californiathe United States including Californiaand Florida for possible market entryand Florida for possible market entry


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41

RecommendationsRecommendations

Use company philosophy asUse company philosophy ascompetitive advantagecompetitive advantage Create a marketing campaign aroundCreate a marketing campaign around

the business strategythe business strategy Building motorcycles for the common manBuilding motorcycles for the common man

Reasonably priced with above average fuelReasonably priced with above average fueleconomyeconomy


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CORPORATE SOCIAL RESPONSIBILITYDriving solutions oriented partnership for sustainable socially

responsible business practices to enable the primary

producer/worker community to live a healthy and respectful life


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Company

ProfilePresentation


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Bajaj History

On November 29, 1945 Bajaj Auto came into existence as M/s

Bachraj Trading Corporation Private Limited.

It started off by selling imported two- and three-wheelers in India.

In 1959, it obtained license from the Government of India to

manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle.

In 1977, the technical collaboration agreement with Piaggio of Italy

expired

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.

Bajaj entered into a strategic tie-up with Kawasaki in late 1990s to

enhance its product line and knowledge up-gradation.
http://en.wikipedia.org/wiki/November_29http://en.wikipedia.org/wiki/1945http://en.wikipedia.org/wiki/1959http://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/1960http://en.wikipedia.org/wiki/1970http://en.wikipedia.org/wiki/1977http://en.wikipedia.org/wiki/1985http://en.wikipedia.org/wiki/Aurangabad_District,_Maharashtrahttp://en.wikipedia.org/wiki/1986http://en.wikipedia.org/wiki/1986http://en.wikipedia.org/wiki/Aurangabad_District,_Maharashtrahttp://en.wikipedia.org/wiki/1985http://en.wikipedia.org/wiki/1977http://en.wikipedia.org/wiki/1970http://en.wikipedia.org/wiki/1960http://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/1959http://en.wikipedia.org/wiki/1945http://en.wikipedia.org/wiki/November_29


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Organisation Structure

Chairman & MD:Rahul Bajaj

Vice Chairman:Madhur Bajaj

ExecutiveDirector:

Sanjiv BajajTop: Rahul Bajaj

Left: Madhur Bajaj,Right: Sanjiv Bajaj

PRODUCTION & QUALITY


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PRODUCTION & QUALITYCONTROL

CASTING &FORGING

CrankCase

Misc. Alu.Casting

Misc nuts& bolts

Sheetplates

Buffing &Heat treat.

Machining Machining Buffing

Cuttingto size

El.Plating Pressing

Minorass.

Enginetesting

Finalassembly

painting

Engineass.

Chassisforming

Weld/buffchassis

forming

Wheelassembly

Dispatch

for sale

Ht. Trt.& Grd.

Bought out

comp.

Qualitytest.


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Bajaj Avenger 200 cc Price in Delhi:69,000/- Indian Rupee

Bajaj Pulsar 150 cc Price in Delhi: 60,000/-Indian Rupee


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, / p Bajaj Avenger 200 cc Price in Mumbai:77,000/- Indian Rupee Bajaj Avenger 200 cc Price in Chennai:69,000/- Indian Rupee Bajaj Avenger 200 cc Price in Bangalore:74,000/- Indian Rupee Bajaj Avenger 200 cc Price in Hyderabad:73,000/- Indian Rupee Bajaj Avenger 200 cc Price in Kolkata:74,500/- Indian Rupee Bajaj Avenger 200 cc Price in Pune:70,000/- Indian Rupee

pBajaj Pulsar 150 cc Price in Mumbai: 68,000/-Indian RupeeBajaj Pulsar 150 cc Price in Chennai: 64,000/-Indian RupeeBajaj Pulsar 150cc Price in Bangalore:65,000/- Indian RupeeBajaj Pulsar 150cc Price in Hyderabad:64,000/- Indian RupeeBajaj Pulsar 150cc Price in Kolkata: 65,500/-Indian RupeeBajaj Pulsar 150 cc Price in Pune: 62,000/-Indian Rupee

Bajaj Discover 135cc Price in Delhi: 52,000/- IndianRupeeBajaj Discover 135 cc Price in Mumbai: 59,000/-Indian RupeeBajaj Discover 135 cc Price in Chennai: 54,000/-Indian RupeeBajaj Discover 135 cc Price in Bangalore: 55,000/-

Indian RupeeBajaj Discover 135 cc Price in Hyderabad: 54,000/-Indian RupeeBajaj Discover 135 cc Price in Kolkata: 56,500/-Indian RupeeBajaj Discover 135 cc Price in Pune: 54,000/-Indian Rupee

Bajaj xcd 125cc Price in Delhi: 44,000/- IndianRupeeBajaj xcd 125 cc Price in Mumbai: 50,000/- Indian

RupeeBajaj xcd 125 cc Price in Chennai: 46,000/- Indian

RupeeBajaj xcd 125 cc Price in Bangalore: 47,000/-

Indian RupeeBajaj xcd 125 cc Price in Hyderabad: 46,000/-Indian RupeeBajaj xcd 125 cc Price in Kolkata: 48,500/- Indian

RupeeBajaj xcd 125 cc Price in Pune: 46,000/- Indian

Rupee

Bajaj Kawasaki Ninja 250R Price in India Rs. 2,70,000/- Indian Rupee (INR) Ex-Show Room (All over India)

PRODUCTS


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PRODUCTS


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Time line of new releases


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Time line of new releases


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Marketing Strategies

Being the leading manufacturer of two & threewheelers market BAL(Bajaj Auto Ltd.) has beenproviding the best of the class models at competitiveprices.

Most of the Bajaj models come loaded with the latestfeatures within the price band acceptable by themarket.

They regularly update the low price bikes with the

latest features like disk-brakes, anti-skid technologyand dual suspension, etc.


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First attempt by bajaj to make a mark in the motorcyclesegment. The target customer was the father in the familybut the target audience of the commercial was the son in thefamily. The time at which Kawasaki 4S was launched HeroHonda was the market leader in fuel-efficient bikes andYamaha in the performance bikes.

The commercial of Kawasaki 4S had the punch line "KyunHero" means "now what hero" which reflected theaggressiveness in the marketing front by the company.

The focus for the Caliber 115 was youth. And though Bajajmade the bike look bigger and feel more powerful than itspredecessor its approach towards advertising is even moreradically different this time around. The teaser campaign and

the emphasis on the Caliber 115 being a `Hoodibabaa' bikeplaced it as a trendy motorcycle for the college-goers and the25 plus executives both at the same time

M k ti St t i


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Pulsar

Discover

Bajaj Auto's entire product portfolio, from the entry-level to the premium, is being sold by the samedealers. The restructuring will involve separatedealer networks catering to the urban and ruralmarkets as well as its three-wheeler and premiumbikes segments.

Bajaj Auto also plans to set-up an independentnetwork of dealers for the rural areas. The needs offinancing, selling, distribution and even after-salesservice are completely different in the rural areasand do not makes sense for city dealers to controlthis.


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Sales

Particulars August 2008 August 2007 Change %

MOTORCYCLES 175,274 167,483 5

TOTAL 2

WHEELERS

176,631 170,203 4

3 WHEELERS 24,324 25,504 (5)

TOTAL 2&3WHEELERS

200,955 195,707 3

Exports out of

the above

71,105 56,452 26


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Corporate Governance

It is defined as a set of systems, processes &principles which ensure that a company isgoverned in the best interest of all stakeholders.

Bajaj Autos commitment to good corporate

governance practices predates the laws andmandates of the Securities and Exchange Boardof India (SEBI) and the stock exchanges.

Transparency, fairness, disclosure andaccountability have been central to the working

of the company, its management and its boardof directors. The standing that the company enjoys in the

corporate world has as much to do with itsreputation for integrity and transparency as with

its performance


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Corporate Governance

Bajaj Auto set up its audit committee in 1987. Since then,

the company has been reviewing and making appropriate

changes in the composition and working of the committee

from time to time to bring about greater effectiveness and

to comply with various requirements under the CompaniesAct, 1956 as well as Clause 49 of the listing agreement.

The current audit committee consists of the following directors:

S H Khan, Chairman

D J Balaji Rao

J N Godrej

Naresh Chandra

Nanoo Pamnani

SWOT A l i


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SWOT Analysis

StrengthS

Highly experienced management.Extensive R & D focus.Widespread distribution network.High performance products acrossall categories.

WEAKNESSES

Still has no established brand tomatch Hero Honda's Splendor incommuter segment.Not a global player in spite of hugevolumes.Not a globally recognizable brand(unlike the JV partner Kawasaki)

OPPURTUNITIES

Double-digit growth in two-wheelermarket.Untapped market above 180 cc inmotorcycles.The growing gearless trendy scootersand scooter market.Growing world demand for entry-level

THREAT

The competition catches-up any newinnovation in no time.Threat of cheap imported motorcyclesfrom China.Margins getting squeezed from both

the directions (Price as well as Cost)TATA Ace is a serious competition for


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FUTURE GOALS


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FUTURE GOALS

Continuously launchingbikes with newtechnologies likeDigital Twin Spark -Swirl induction (DTS-Si) engine.

Along with Renaultthey are ready tolaunch there newconcept car Bajaj lite.

Local Community


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Local CommunityDevelopment

Jankidevi Bajaj Gram Vikas Sanstha

Bajaj Autos Corporate Social Responsibility towards the ruralpoor is carried out by a trust, Jankidevi Bajaj Gram VikasSanstha (JBGVS). This trust was formed in 1987. JBGVS acts as

a catalyst for development at the grass root level in 44 villagesaround Bajaj Auto plants in Pune and Aurangabad District.

A project on Rural Education and Information Network (REIN) isbeing implemented in 27 villages of Maval Taluka. This projectimparts non formal education to non school going and poorlyperforming school going children.

JBGVS assist BPL families to construct low cost houses underIndira Awas Yojana. As also help repair school rooms, oldstructures and construct cowsheds / mangers, communitycenters etc


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Local Community Development

JBGVS also conduct classes forvocational training like tailoring,bamboo craft, handicraft, making ofgreeting cards, mats, paper bags andassist computer training forMaharashtra State-CIT examination.

Samaj Seva Kendra was establishedin 1975 by Bajaj Auto and is part of

JBGVS. SSK provides facilities forsocial development of the residentsof Akurdi, Nigdi and adjoiningtownships, with the aim of improvingtheir quality of life, through skilldevelopment training, hobby centre,nursery education, health care,

sports, music, dance and culturalprogrammes

C l i


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Conclusion

Bajaj is Indias largest automobile manufacturer.

They firmly believe in providing the customer

VALUE FOR MONEY,FOR YEARS through there

products & services.

Quality, safety & service has been given as much

considerations as productivity, cost & delivery


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PROFILE

TVS Motors : Type Private Conglomerate (BSE)Founded : 1911 by Shri.T V Sundaram Iyengar

Headquarters : Chennai, Tamilnadu, IndiaKey people : Mr.Venu SrinivasanProducts : Motorcycles, Mopeds,

Ungeared Scooters, AutomotiveRevenue : USD 2.2 billion (FY 2006)Employees : 5,633 (2007)Website : www.tvsmotor.inz


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VISION OF TVS MOTOR

TVS Motor Company will be

one among the top two 2-

wheeler companies in India andone among the top five 2-wheeler companies in Asia.

OF


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OFTVS

MOTORS LIMITED

BCG MATRIX


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BCG MATRIX


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SWOTStrengths:

Technological support ofSuzuki motors

The Brand image

The distribution network

Weaknesses:

Dependence on SuzukiMotors

Regional dependency

Opportunities:

New product launch

Look and pick up with stylishappearance.

Motorcycle segment is growingat the rate of 17.68

Threats:

Hero Honda, Bajaj Auto,Honda

MNCs are targeting India

Foray into the scootersegment


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MARKETING MIX

Product - The tangible offer to themarket, which includes the product

quality, design, features, branding andpackaging. The product is perfectlydesigned and all the switch are well

placed, which provides a good ridingcondition


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PRODUCT

TVS APACHE TVS- STAR 4-Stroke, 150cc 4-STROKE,100CC high performance motorcycle.

TVS Fiero TVS-VICTOR4 stroke, 150 cc 4-STROKE ,125CC

premium performance motorcycle.

TVS FLAME TVS SCOOTY

the 125cc 4 stroke, 150 cc 4-STROKE ,90CC

TVS FLAME

TVS F
http://www.tvsapache.com/http://www.tvsapache.com/


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PRICE

Pricing Is An Important Part Of TheMarketing Strategy.

Consumers Demand Quality By Reducing

Price And Giving Qulity To The Product. Now We Have More And More ProductsTrying To Find Space In The Market & stepis taken when the product is launched in

the market with the certain price.

MARKETSHARE


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MARKETSHARE

BAJAJ AUTO

(PULSAR)

62%YAMAHA

(RX 135)

4%

TVS

(APACHE)

14%

UZUKI (ZEUS)

5%

HONDA (UNICON)

11%

HERO HONDA

(CBZ)

4%

SEGMENTATION


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SEGMENTATIONSTRATEGY(a)Geographical Segmentation

City or Metro Size: 50,000 or overDensity: Urban , Semi urban

b)Demographic Segmentation

Age: 18-30

Gender: Male

Occupation: Student, EmployedEducation: Graduate, Post-graduate

Social class: working class, middle class, upper middle class, loweruppers.


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Psychographicsegmentation:

Psychographic lifestyle: outdoor oriented

Personality: ambitious, innovators, thinkers, achievers,

experiences, striversBehavioral Segmentation

Behavioral occasion: RegularUser status: potential user, regular userUsage Rate: medium user, heavy user

Loyalty status: medium, strongReadiness stage: aware, informed, interested,desirous, intending to buy

Attitude toward product: enthusiastic, positive,indifferent.

TARGETING STRATEGY


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TARGETING STRATEGY

Urban commuters mainly aging between

18-30 yrs.People who want more power, functions,

style and feature at higher Prices.People who want to upgrade from their

present 125cc bike.

People who want some sporty look bikesA niche segment, which constitutesnearly 10% of the total market.

OS O G S G


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POSITIONING STRATEGYCompetition

With other products

Directly positioned against 125-150cc bikes.

Indirect competition from other premium segment bikeswhich offers more power, style and features.

With companies

In fierce competition with Bajaj Auto for second place in 2wheelers market.

In direct competition, with Hero Honda, Yamaha, Honda,Suzuki for market share in the Premium segment.

COMPETITORS IN THE


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SEGMENT


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Key Highlights:

World's Single Largest MotorcycleCompany

Hero Honda enjoys a significant brandpremium.

Variant launches in each of Splendor and

passionAggressive cost controls and significant

economies of scale

Key Highlights:


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Key Highlights:

Bajaj is the first Indian two wheelerautomobile company in the marketEstablished in 1945It Imported Scooters And Three

Wheelers From Italy And Sold Them InIndia.At present, it is the market leader in

the motorcycle ,about 50%.

Pulsar continues to be a marketleader.


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Honda motors of Japan is not a newname in the two wheeler scenario inthe country.

Honda Motorcycles and Scooters India

limited, a 100% subsidiary of Hondamotor company Japan..

In the mid 80 Honda motors of Japanjoined hands with the largest bicyclemaker of India the Hero cycles to

create Hero Honda

SALES GROWTH


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SALES GROWTH

FINANCIAL HIGHLIGHTS:

Details Year ended31.03.2009

Year ended31.03.2008

Sales NUMBER IN LAKHS NUMBER IN LAKHS

Motorcycles 6.44 6.10

Mopeds 4.59 4.09

Scooters 2.59 2.58

Total 13.62 12.77


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Hi t


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History

The history of HMCL could be traced back to 1946, when Soichiro Honda,a mechanical engineer, established the Honda Technical Research

Institute in Hamamatsu, Japan.

The idea was to develop and later produce small two-cycle motorbike

engines.

Hondas first product, an A-type50cc bicycle engine, was produced in1947.

In 1948, HMCL was incorporated with a capital of one million yen. Soon,

the company started to design and produce lightweight motorcycles.

Honda Philosophy


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Honda Philosophy

All associates throughout the Honda group share the Honda philosophy, whichcomprises the fundamental beliefs of respect for the individual and the Three Joys,

as well as the company principle and management principles.

E t i I di


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Entry in India In 1984, HMCL entered the Indian two-wheeler market through a joint

venture with Kinetic Engineering Limited (KEL) for manufacturingscooters.

This was followed by another joint venture with the Hero Group formaking motorcycles.

The venture with KEL named Kinetic Honda Motors Limited (KHML)revolutionized the Indian scooter market with the introduction of a scooter

Kinetic Honda boasting modern features likevariomatic gearlesstransmission, self-start, auto choke and auto fuel cock and several otheruser-friendly features.

The other joint venture agreement between HMCL and the Hero Groupresulted in the incorporation of Hero Honda Motors Limited (HHML) in1984.

In 1985, HHML launched the Hero Honda CD-100 motorcycle, the firstfour-stroke bike in India. Its unique features such as a four-stroke engine,fuel efficiency and pollution control made the model a runaway successwith Indian customers.

B k d l h


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Break up and launch

After coming out of the joint venture with KEL, HMCL planned tointroduce its own two-wheelers in the market.

In October 1999, in a major strategic initiative, HMCL established HMSI. The company made an initial investment of Rs 3 bn to establish a plant

with an annual production capacity of 200,000 units. Keeping its promise, HMSI launched three new scooter models Activa,

Dio and Eterno.

However, the joint venture agreement with Hero Group prevented HMCL

from starting its own production of motorcycles in India till 2004.

In September 2004, Honda Motorcycle and Scooters India Limited

(HMSI), the wholly owned subsidiary of the Japan-based Honda Motor

Company Limited (HMCL),launched its first 150cc motorcycle named

Unicorn.

Competiton
http://www.bajajauto.com/index.htm


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Competiton

Current market leaders Hero Honda and Bajaj havemarket share of 40% and 24% respectively as comparedto Hondas share of 8%.

But in case of scooters Honda is the leader.

After the launch of TATA nano it has become acompetitor for Hondas medium segment bikes.

As in some case the Hondas bikes are costlier than thebikes of TVS , Hero Honda, etc of same segment Hondahas a disadvantage over its competitors.
http://www.kineticindia.com/index.htmhttp://www.bajajauto.com/index.htm


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THREATS:

Prices.

Technology.

New competitors .

OPPORTUNITES:

Continue progressing low emission

bikes and alternative power sources.

Developing nations.

STRENGTH:

Brand name image.

Smoother drive as compared to

competitors.

Efficient performance.

Quality ISO Certification.

Highly loyal, committed and motivated

employees.

Technology.

Stay close to customers.

Exceed their expectations.

WEEKNESS:

Honda has a lower sales value than

Hero Honda and Bajaj.

Prices.

Reputation for being underpowered or

pokey econo-boxes.

Marketing strategy


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Marketing strategy

Thanks to the success of its joint venture with Hero Group and KEL,Honda was already a household name in India.

Hence, rather than putting major efforts into brand building, HMSIs

marketing strategy emphasized on offering innovative products at

competitive prices, novel promotional campaigns and developing an

extensive distribution network.

Segmenting, targeting,


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g g, g g,positioning

The Indian two-wheeler industry, traditionally considered a scooter market,witnessed a gradual migration towards motorcycles from the 1990s.

Because earlier models lacked adequate power and, therefore, were not

suitable for commuting long distances with a pillion rider.

The growth of scooters had not taken off earlier because they were less

fuel-efficient compared to motorcycles.

Honda targeted the scooter segment with their advanced technology.

HMSIs scooters provided answers to all these problems faced by erstwhile

scooter consumers in India.

STP (CONTD )


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STP (CONTD.)

Honda positioned their scooters in a very stylish way to increase theirproduct appeal and also to expand the target market.

All three scooter models were a classic cross between the looks and

aspirational aspects of a motorcycle and the safety of a scooter.

Basically, Honda scooters customers did not have any hesitation

showing off' their mode of transportation with gearless scooters.

Unicorn was promoted with the caption Be a wing rider.

Targeted at youth, Unicorn looked sportier than all the existing

motorcycles in the premium segment and was pitted against Bajaj Pulsar,

the leader with 75 percent market share in that segment. The other bikes in

this segment were TVS Fiero, LMLs Graptor and Hero Hondas CBZ.

Product strategy


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Product strategy

Innovation and technological superiority were major contributing factors tothe success of HMSI models.

All three scooter models were carefully designed to be different from

competitors models, both externally and internally.

They were fuel-efficient with four-stroke engines and incurred low

maintenance costs.

Style and comfort were the major value propositions for customers.

After the introduction of Activa, the sales of gearless scooters in India

increased considerably, remarkable at a time when the market was favoring

motorcycles.

All models were technologically advanced with new-age features, adequate

power and speed.

Another benefit was ease of operation.

ACTIVA


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ACTIVA

Ingeniously designed the all new Activa is made for you to go miles, todo things and to go places. With your loved ones. Developed on Honda's

globally tested engineering technology, it comes with a host of new

features. The seats maximises riding comfort. Thus offering you a smooth

ride. Perfect in design and technology, the all new Activa is more than just

a scooter. With an increased mileage of 15%, it allows you to enjoy yourrides, no matter how long they are. Step onto your all new Activa, spread

the joy with your loved ones, and go on and on.

AVIATOR


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AVIATOR

Exuding style from the word go, the Aviator is for those who don't have to try hard toimpress. Topped up with classy features, it adds to your quotient in more ways than one.

Yes, the Aviator is here. And it's time for you to arrive. In style.

DIO


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DIO

DIO Indias first motoscooter is named after the son of Venus Dyonisiac, alsoknown as Cupid, the God of Love. One look at DIO will tell you its more an

accessory than a mere convenience. As Indias first motoscooter, it blends the looks

of a motorcycle with the comfort of a scooter. DIO heralds the dawn of twowheeler

fashion. And if looks are anything to fall for, this is a treat. The bodymounted

headlamp and sleek indicators leap right off the front. Ample legroom gives you an

elegant poise. The body tapers into the taillight and yet continues to draw attention.

SHINE


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SHINE

Powered by Hondas revolutionary optimax & Ergotec technologies, theHonda Shine is a companion that understands & fulfills the riders need to

do more in life by delivering superior performance that is nothing short of

a dream come true. Honda Shine is powered by a newly developed 125cc

Optimax engine. Due to its cutting edge Honda technologies, the 125 cc

Optimax engine delivers class leading 10.3 BHP. Honda Shine alsocomes equipped with host of innovative features like puncture resistant

Tuff-up tube and Primary Kick/Self start for easier city riding etc.

UNICORN


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UNICORN

All New Sporty Unicorn is powered by a newly developed Honda 4-stroke, 150cc engine. It sets new benchmark in the upper majoritymotorcycle segment in India with its swift acceleration, superiormileage, international styling, riding comfort and convenience. Withthe 4-stroke, 150cc engine delivering a whooping 13.3 . Unicorn offersperfect balance of pickup and mileage, delivering 60 kmpl through itsfamed 4-stroke Honda engine, cutting edge technologies like Multi-

Mapping CDI, Tumble Flow Combustion Chamber, Roller Rocker arm,and a Classy Aerodynamic Body.

CBF STUNNER


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CBF STUNNER

Honda re-defines style with the new sporty CBF Stunner. Equipped with a perfectblend of great looks, Stunning performance and unbeatable quality its an ultimate

desire of every youth. So set your spirit free And leave others breathless with this

absolute sensation, the ultimate style icon.

CB 1000R


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CB 1000R

Aggressive, edgy, yet perfectly composed. The CB1000Rs predatoryprofile surfs the cut and thrust of city streets with unbelievable cool; and

tears up twisty terrain for the sheer thrill of it. Smooth power delivery as

well as on-tap thrills when you feel like calling upon them. Alluring,

intimidating, irresistible.

CBR 1000RR


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CBR 1000RR

Sired by a MotoGP champion and tempered in the fires of world superbikeand endurance competition, all- new CBR1000RR Fireblade vividly brings

to life searing performance, omniscient control and a thrilling beauty and

simplicity of form that sets hearts and minds racing.

Pricing strategy


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Pricing strategy

Competitive pricing was one of the strongest points of Honda models. HMSIs pricing strategy focused on cost-conscious Indian customer.

Before pricing any model, HMSI conducted extensive market research on

the target customers expectations and purchasing capacities. The Indian

two-wheeler market was one of the largest in the world. But, unlike the

developed countries where bikes were positioned more as a recreationalvehicle, in India they were used for daily commuting. This meant that the

price, maintenance costs and fuel efficiency was very important to a cost-

conscious consumer.

They felt that scooters combined with the features of motorcycles would

attract customers who considered buying a motorcycle at a much higherprice.

Pricing strategy (contd )


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Pricing strategy (contd.)

The company tried to price its models a little lower than other similarmodels offered by competitors. The lower prices of Unicorn as compared

to the premium motorcycles segment leader Bajaj Pulsar could be cited

as the best example.

Where the price of a particular model was slightly higher than those of

competitors, HMSI justified it, saying that the higher price wascommensurate with the value addition and superior quality compared to

existing models.

City Model Ex-Showroom On-RoadHyderabad Unicorn Rs. 57,982 Rs. 64,475

H d b d CBF STUNNER PGM F1 R 65 929 R 73 222


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Hyderabad CBF STUNNER PGM-F1 Rs. 65,929 Rs. 73,222

Hyderabad CBF STUNNER Self-Disc-Alloy Rs. 52,431 Rs. 58,365

Hyderabad CBF STUNNER Self-Drum-Alloy Rs. 49,939 Rs. 55,622

Hyderabad CBF STUNNER Kick-Drum-Alloy Rs. 46,209 Rs. 51,516

Hyderabad Shine Self-Disc-Alloy Rs. 49,208 Rs. 54,817

Hyderabad Shine Self-Drum-Alloy Rs. 47,141 Rs. 52,541

Hyderabad Shine Kick-Drum-Spoke Rs. 42,048 Rs. 46,935

Hyderabad Activa Rs. 41,335 Rs. 46,151

Hyderabad Activa DLX Rs. 42,439 Rs. 47,365

Hyderabad Aviator DLX Rs. 48,439 Rs. 53,971

Hyderabad Aviator STD Rs. 43,439 Rs. 48,466

Delhi CB1000R Rs. 9,50,000 Rs. 10,07,874

Delhi CBR1000RR Rs. 12,50,000 Rs. 13,25,781

Hyderabad DIO DLX Rs. 37,243 Rs. 41,647

Growth


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Growth

India is the fifth largest two-wheeler market for Hondas motorcycles and scooters afterIndonesia, Brazil, Vietnam and Thailand, in terms of units sold.

In the previous fiscal year, scooter sales made up 65% of the companys sales in India.

Honda Motorcycle is aiming for annual sales of 1.25 million units in 2009-10, up from

1.07 million in the previous year. In 2008-09, Honda Motorcycles annual sales had

increased 17.58%.

Honda aims to maintain 17% sales growth in 2009-10.

Honda has invested around Rs900 crore in the country so far. It has a factory in

Manesar, Gurgaon, with an annual capacity for 1.2 million units, which it plans to raise

to 1.5 million in the current fiscal year.

The company is growing its motorcycle business in India with more launches in the

pipeline, including in the 100cc segment.

Corporate social


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responsibility The Joy of Buying: The joy of buying is achieved through providing

products and services that exceed the needs and expectations of eachcustomer.

The Joy of Selling: Experiencing the customer's joy as our own is a sharedvalue of all Honda associates.

The Joy of Creating: We Honda associates create joy and serve society byturning our thoughts and ideas into reality.

Our principle of the Three Joys expresses our intention, based upon respect forthe individual, to share joy with each individual person touched by Honda'scorporate activities, building relationships based on trust. We believe that,by faithfully endeavoring to build trust with individuals, we earn the trust ofsociety and, ultimately, fulfill our social responsibilities as a company.

Awards


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Awardsyear Model /company Award

2009 Aviator Scooter of the Year (Zigwheels.com)

2009 CBF Stunner Motorcycle of the Year (125 CC)

(Zigwheels.com)

2009 CBF Stunner 2009 Stunner NDTV Profit Award 2009 - Bike of

the Year

2009 Aviator 2009 Aviator NDTV Profit Award 2009 - Scooter

of the Year

2008 Activa CNBC TV18 - Auto Car "AUTO AWARDS

2008 - "Scooter Customers Satisfaction No.1"

2008 Company -Well Made Bike 2008

-Advanced Technology 2008

-Overall 2008

-Eco-Friendliness 2008

-Resale Value 2008

By Apollo Tyres - Auto India "Best Brand

Survey Awards 2008"

2007 Eterno Best automobile brand of India 2007

(Planman Media)

2007 Activa Best automobile brand of India 2007

(Planman Media)


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SWOT A l i


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SWOT Analysis

Strength

World famous & reputed companyHigh Promotion of experienced staffwide range of motorcycles

Weakness

Unhappy employees No well maintained showroom After sales service

Opportunity

Increasing populationchanging life style

Big group of youngsters

Threats

Many competitorsSlow down


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Product LineProduct Line


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PRODUCT PROFILE


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YZF R-1State-of-the art race technology

Technical Specification

PRODUCT PROFILE

PRODUCT PROFILE t


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FZ-SHighlight your style


PRODUCT PROFILE cont

PRODUCT PROFILE t


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Fazer

Touring Spirit



PRODUCT PROFILE t


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Gladiator Type SS

Stop Commuting. Start Sports Biking.



PRODUCT PROFILE t


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G5

We Define Trends





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CRUX

Tough bike for tough men.




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Sales PromotionSales Promotion


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YES!YAMAHA


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ApparelBranding

YAMAHA

Promotional Activities


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Jo dikhta hai

wo bikta hai



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Canopy




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Canopy




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Customer meets




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College Activities

Student Benefit



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HISTORY & GROWTH:-

Suzuki is another member of the Big Four from Japan. It began manufacturing motorcycles in

1952 and has become well known around the world. Its off-road bikes and roadracers have won

world titles and its street machines range from the cruiser Boulevard series to the legendary GSX-
http://www.motorcycle.com/manufacturer/history-suzuki-motorcycle.htmlhttp://www.motorcycle.com/manufacturer/history-suzuki-motorcycle.html


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world titles, and its street machines range from the cruiser Boulevard series to the legendary GSX-

R series of sportbikes. It, along with Honda, is unique in that the company also builds automobiles.

1909 Michio Suzuki founds the Suzuki Loom Company in Hamamatsu, Japan. He builds industrial

looms for the thriving Japanese silk industry.

1937 To diversify activities, the company experiments with several interesting small car prototypes,

but none go into production because the Japanese government declares civilian automobiles non-

essential commodities at the onset of WWII.

1951 After the war, Suzuki (like Honda and others) begins making clip-on motors for bicycles.

1953 The Diamond Free is introduced and features double-sprocket wheel mechanism and two-

speed transmission.

1955 The Colleda COX debuts, a 125cc bike equipped with a steel frame. It features a 4-strokeOHV single-cylinder engine with three-speed transmission.

1961 East German star Ernst Degner defects to the west while racing for MZ in the Swedish Grand

Prix. He takes MZs most valuable secret knowledge of Walter Kaadens expansion chamber

designs to Suzuki.

1962 Using MZs technology, Suzuki wins the newly created 50cc class in the World

Championship. The company will win the class every year until 67, and win the 125cc

class twice in that period, too.


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p ,1963 U.S. Suzuki Motor Corp. opens in Los Angeles.

1965 The T20 is released (aka Super 6, X-6, Hustler). This two-stroke, street-going

Twin is one of the fastest bikes in its class. The 6 in its name(s) refers to its six-speedgearbox.

1968 The T500 Titan is an air-cooled parallel-Twin two-stroke.

1970 Joel Robert wins the 250cc World Motocross Championship for Suzuki. This is the

first year of a three-year streak.

1971 The GT750 2-stroke surprises people with its three-cylinder liquid-cooled engine.

In North America, its nicknamed the Water Buffalo; in the UK they call them Kettles.

Although the bike is quite advanced in many ways and inspires a line of smaller air-

cooled triples (GT380 and GT550), its clear that pollution control legislation will limit the

use of two-strokes as street motorcycles. Even while the GT750 was in development,

Suzuki had signed a licensing deal with NSU to develop a motorcycle with a Wankel

(rotary) engine.

The TM400A motocrosser goes into production, a 396cc bike designed for 500cc

motocross races. Roger Decoster wins the 500cc World Championship on the factory

version of this bike and will dominate the class, winning five times from 1971-76.

1972 The Hustler 400, a street version of the TM400, is released. This bike features a double-

cradle frame and 2-stroke single-cylinder 396cc engine.

1974 Th RE5 i th fi t J t l ith t i It t f t t d l


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1974 The RE5 is the first Japanese motorcycle with a rotary engine. It cost a fortune to develop

and, while not bad, its a commercial disaster. After two years, the company abandons the

project, and there are rumors the tooling was dumped into the sea so that Suzuki managers

would never have to see it again.

1975 The RM125, with an air-cooled 2-stroke single-cylinder 123cc engine, is a production

motocrosser.

1976 With the GS750, Suzuki finally builds a 4-stroke, four-cylinder road bike.

1978 The GS1000E becomes the flagship model of the GS series its Suzukis first literbike.

1979 Wes Cooley wins the AMA Superbike Championship on the new GS. Hell repeat the feat

in 80 before submitting to Eddie Lawson.

1980 The GSX750E adopts Twin Swirl Combustion Chamber (TSCC) structure and a DOHC

engine upgraded to four valves. Also, a new Anti Nose Dive Fork (ANDF) system is adopted for

the front suspension.Somewhere in Japan, Suzuki appoints a Vice President of Acronyms for Suzukis Success (V-

PASS).

1981 German designer Hans A. Muth, styles the GSX1100S Katana. It boasts an output of 111 hp

at 8,500 rpm.


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, p

Marco Lucchinelli wins the 500cc World Championship for Suzuki.

1982 Franco Uncini wins the 500cc World Championship.

1983 The RG250 is Suzukis first ever race replica. This bike features the AL-BOX, square

aluminum frame, 16-inch tire and Anti Nose Dive Forks (ANDF) at the front.

1985 The RG500 Gamma features the same square-Four cylinder layout as the as the factory

Grand Prix bikes. Other racy features are the square-tube aluminum frame and the removable

cassette-type transmission.

1986 Although the rest of the world got the GSX-R750 a year earlier, the most important new

motorcycle in a decade finally arrives in the U.S. in 1986. Kevin Cameron, reviewing the machine

in Cycle World, rhetorically asks, Where will we go from here?

The new GSX-R1100 covers mile in 10.3 seconds and boasts a top speed of over 160 mph.

Thats where we go from here.

1989 Jamie James wins the AMA Superbike Championship of the GSX-R750.

1990 The 779cc DR-BIG has the largest single-cylinder engine in living memory.

1991 The GSX-R750 switches from oil-cooling to water-cooling and gains weight.

1993 Kevin Schwantz wins the 500cc World Championship. Id rather not win it this

way, he says, referring to the career-ending injury of his arch-rival Wayne Rainey.


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1995 The much-loved 16-valve, 1156cc air/oil-cooled Bandit 1200 appears on the scene.

1996 Suzuki calls the new GSX-R750 the turning-point model thanks to its twin-spar

frame instead of the older double-cradle frame. The engine is also redesigned and

featured 3-piece crankcases, chrome-plated cylinders and a side-mount cam chain as

well as Suzuki Ram Air Direct (SRAD) system.

1997 The TL1000S is the first Suzuki sportbike with a V-Twin engine. It will be followed ayear later by a racier R version, with a dodgy rotary vane damping system in the rear

shock. Suzuki equipped the TL1000R with a steering damper, but it was still prone to

headshake and customers approached it with caution, if at all.

1999 Mat Mladin wins the AMA Superbike Championship, beginning a run of unprecedenteddominance. Mladin will win five more times, and Suzuki will win 8 of the next 9 titles.

With sport bikes getting more and more sharp edged, the company is one of the first to recognize

what might be called the semi-sport market, as opposed to the supersport market. The SV650


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features an aluminum-alloy truss frame and a liquid-cooled 90 V-Twin DOHC 4-valve engine.

Suzuki calls the Hayabusa the ultimate aerodynamic sportbike. Its powered by a 1298cc liquid-

cooled DOHC in-line 4-cylinder engine that becomes the darling of land-speed racers. The name

means peregrine falcon in Japanese.

2001 Based on the compact GSX-R750, the GSX-R1000 is powered by a liquid-cooled DOHC 16-

valve 4-cylinder 988cc engine, which features narrow-angle valves and downdraft individual

throttle-body fuel injection.

2005 Suzukis original 4-stroke motocrosser, the RM-Z450, is equipped with a 4-stroke 449ccengine, which features the Suzuki Advanced Sump System (SASS).

Troy Corser gives Suzuki its first and only (so far) World Superbike Championship.

2006 The M109R, Suzukis flagship V-Twin cruiser, is powered by a 1783cc V-Twin engine with

112mm bore and 90.5mm stroke. It has the largest reciprocating pistons in any production

passenger car or motorcycle.

2008 The B-King is launched, powered by the 1340cc Hayabusa engine, the B-King is Suzukis

flagship big Naked bike. Suzuki says it has the top-ranked power output in the naked category.

SUZUKI PROFILE:-

Anybody can drive. To ride, you need passion.

Its that favorite road where you know the pavement like a good friend The wild stretch of woods


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It s that favorite road, where you know the pavement like a good friend. The wild stretch of woods

that begs you to wander and explore. Or the call of the racetrack that has you up early on

weekends. At Suzuki, we build bikes because we share your enthusiasm to get out and go. For us,

its a Way of Life. And youll feel it here on our new site.

Weve made it simple to comparison-shop multiple models so you can find exactly what you

are looking for. And weve upgraded the image galleries, so you can view our entire lineup of cycles

or ATVs on a single page. Its almost like visiting the showroom from your living room.

Theres something new here for everyone:-

ATV riders will dig the exciting additions to the KingQuad family. Road riders will be thrilled to meet

our latest street beast, the B-King. So whether youre a skilled rider scoping out the new Gladius or

a beginner eager to put some miles on the friendly TU250X, youll feel the pure excitement that

comes with owning a new Suzuki.A new year, a new website. We know you share the same

passion for motorcycles and ATVs as we at Suzuki do. We've put that same passion into our

website so we can better show you our latest and greatest.

Plant area and production capacity

SMIPL manufacturing plant installed in Gurgaon (Haryana) having the annual plant capacity of


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1,75,000 units. We have got total land area of 37 acres and out of which presently our plant is

constructed in 6.5 acres of land and remaining area is left for the land development and future

expansion.

Environment

At Suzuki, the philosophy of keeping environment first is properly percolated downwards. To

comply with all applicable legislations and setting standards thereof remains only a beginning. We

thrive to discover and invent mechanisms for better environment management systems and its a

continuous process which is managed by a separate wing of experts and specialist in the field.

The biggest testimony of Suzukis commitments towards environment first is seen in the new plant

of Suzuki two wheelers at Gurgaon which is built to be a Zero discharge plant.

We have embraced Natural light optimization system and water harvesting systems besides several

other measures to create better and cleaner environment around us. All packaging material used bySuzuki is re-cycleable. A constant flow of internal communication on environment related issues not

only creates awareness amongst employees but also helps in inculcating an environment friendly

value system.

PRODUCTS:-


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PRODUCTS:

MOTORCYCLES:

HAYABHUSA 1300

INTRUDER M1800R

GS 150R

ZEUS(IN 4 Variants)

SCOOTER:

ACCESS 125

PRICES:

In Indian rupees

12,50,000

12,50,000

60,051

46,120

43,312

SWOT


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Strengths:

Technologically strong

The Brand image

The distribution network

Weaknesses:

Dependent on other Motorscompany

Regional dependency

Opportunities:

New product launch

Look and pick up with stylishappearance.

Motorcycle segment is growingat the rate of 17.68

Threats:

Hero Honda, Bajaj Auto,Honda

MNCs are targeting India

Foray into the scootersegment

MARKETSHARE


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BAJAJ AUTO

(PULSAR)62%YAMAHA

(RX 135)

4%

TVS

(APACHE)

14%

UZUKI (ZEUS)

5%

HONDA (UNICON)

11%

HERO HONDA

(CBZ)

4%

SEGMENTATIONSTRATEGY( ) hi l i


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STRATEGY(a)Geographical SegmentationCity or Metro Size: 50,000 or over

Density: Urban , Semi urban

b)Demographic Segmentation

Age: 18-30

Gender: Male

Occupation: Student, Employed

Education: Graduate, Post-graduate

Social class: working class, middle class, upper middleclass, lower uppers.

Psychographict ti


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segmentation:

Psychographic lifestyle: outdoor oriented

Personality: ambitious, innovators, thinkers, achievers,experiences, strivers

Behavioral SegmentationBehavioral occasion: RegularUser status: potential user, regular userUsage Rate: medium user, heavy userLoyalty status: medium, strong

Readiness stage: aware, informed, interested,desirous, intending to buy

Attitude toward product: enthusiastic, positive,indifferent.

TARGETING STRATEGY


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Urban commuters mainly aging between18-30 yrs.People who want more power, functions,

style and feature at higher Prices.People who want to upgrade from their

present 125cc bike.People who want some sporty look bikesA niche segment, which constitutesnearly 10% of the total market.

POSITIONING STRATEGY


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Competition

With other productsDirectly positioned against 125-150cc bikes.

Indirect competition from other premium segmentbikes which offers more power, style and features.

With companiesIn fierce competition with Bajaj Auto for second place in

2 wheelers market.

In direct competition, with Hero Honda, Yamaha, Honda,Suzuki for market share in the Premium segment.

COMPETITORS IN THESEGMENT


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As SUZUKI has entered in the


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Market after RE-DESIGNINGitself according to the IndianMarket so it will take time forthem to establish itself inthis market as they werepreviously.

They are growing rapidly andthey are giving a tough

competition to Honda market


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e

bikes

Electric vehicles


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Electric vehicles have no gears, no engine, zero emission, no pollution,electronic start and accelerator. E-bikes or the plug and ply bikes donot require registration or license as are exempted from the CentralVehicles Registration Act by the Automotive Research Association ofIndia (ARAI). This means they have to follow certain statutory normsthat specify that the speed of such twowheelers should not be morethan 25 kmph. According to Deba Ghoshal, Director (Marketing), UltraMotor Company there is a wide (market) gap between a bicycle and,say, a scooter or a motorbike. EVs will serve as a great in-betweens.

In 2005-06, more than 7 million two-wheelers were sold in the country.Of these, 5.81 million were motorcycles, 9.08 were largely scooterettes

and another 3.32 lakhs were mopeds14

E-Bikes: The Emerging Segment


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Electric vehicles are a totally new category in India. The industry haswitnessed a lot of activity in the last 15 months. According to a 2006survey conducted by AC Neilsen, the category potential of electricvehicles for 2007-08 is approximately 190,000 units and is projected togrow to 490,000 units in 2008-09.

E-bikes in many countries are nothing beyond electric motorized

bicycles. Chinahappens to be the largest market with annual sales of 20million e-bikes, according to an estimate. Elsewhere it is targeted atcyclists wanting to move up, whereas in India, it is targeted at thoseseeking value for money - a substitute for motorcycles and scooters. Inthe words of Vijay Munjal, Managing director, Hero Cycles Ltd., In amarket where there are 1.6million two-wheelers sold every month, thetechnology innovation in electric two-wheelers will definitely herald amajor change in the industry.

Players in E-bikes Segment


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Apart from some of the major players like Indus Division of

Electrotherm from Gujarat (Yo Bykes), EKO Vehicle - a Bangalore basedcompany (EKO cosmic-I scooter and EGO bike), Hero Ultra Motors Pvt.Ltd., (Velocitii, Maxi, etc.), TVS Motors (Scooty Teenz Electric), AVONCycles, KEV India, Kaisar Auto Moto, Standard Group, Atlas Cycles, ACEMotors, SAR Group under the name of Lectrix Motors, there are regionalplayers. Lohia Auto Industries (LAI) has invested Rs 150 crore to

manufacture electric two and three wheelers and would be able to rollout its power-driven two and three wheelers in July and Septemberrespectively this year (TOI, April 7, 2008, p-13). There is no organisedbody to represent these manufacturers. According to estimates, thereare about 75-80 manufacturers of e-bikes in the country.

Electric Scooter Products


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Model: Hero E-Sprint

Manufacturer: Hero Electric

Model: Hero Electric Wave DX

Manufacturer: Hero ElectricModel:YO EXL

Manufacturer:

Electrotherm

Model: Ultra MotorsMarathon LiteManufacturer: Ultra Motors

Model: EKO EV-60

Manufacturer: EkoVehicles

Model: myEbike Classic

Manufacturer: Paradise Electro Auto

Model: myEbike Foton

Manufacturer: Paradise Electro Auto

Model: myEbike Sporty

Manufacturer: Paradise Electro Au
http://www.evfuture.com/products/view/?product_id=61http://www.evfuture.com/products/view/?product_id=89http://www.evfuture.com/products/view/?product_id=90http://www.evfuture.com/products/view/?product_id=82http://www.evfuture.com/products/view/?product_id=91http://www.evfuture.com/products/view/?product_id=92http://www.evfuture.com/products/view/?product_id=93http://www.evfuture.com/products/view/?product_id=94http://www.evfuture.com/products/view/?product_id=47http://www.evfuture.com/products/view/?product_id=48http://www.evfuture.com/products/view/?product_id=49


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odel: GENXT Evera

anufacturer: GENXT POWER INDIA LTD

Model: GENXT Evera +

Manufacturer: GENXT POWER INDIA LTD

Model: GENXT PowerX

Manufacturer: GENXT POWER INDIA L

Model: Hero Electric Maxi

Manufacturer: Hero Electric

Model: Petra Envo

Manufacturer: Petra

Model: Vijaya Glide-25

Manufacturer: Vijaya Value Electric

Model: e-Trendy

Manufacturer: Youth Bikes

Model: e-Coupe

Manufacturer: Youth Bikes

odel: TVS Scooty Teenz Electricanufacturer: TVS

Model: Atlas Angel

Manufacturer: Atlas

Model: Ultra Motor Velociti

Manufacturer: Ultra Motors

Swot Analysis
http://www.evfuture.com/products/view/?product_id=30http://www.evfuture.com/products/view/?product_id=29http://www.evfuture.com/products/view/?product_id=28http://www.evfuture.com/products/view/?product_id=20http://www.evfuture.com/products/view/?product_id=34http://www.evfuture.com/products/view/?product_id=32http://www.evfuture.com/products/view/?product_id=31http://www.evfuture.com/products/view/?product_id=47http://www.evfuture.com/products/view/?product_id=48http://www.evfuture.com/products/view/?product_id=49


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Strengths

'First Mover Advantage' with regardto Electronic Vehicles - ElectronicBykes .

Weakness

Electronic Bykes can carry a maximumload of 75kgs and has a Speed Limit ofonly 25 km / hour.

Currently all component & batteriesof Electronic Bykes are imported,

hence any short supply or price hikecan adversely impact the operatingmargins.

Opportunities

Use of Electrical Vehicles (YoBkyes ) todriveexponential growth as it is non polluting

Threats

No entry Barrier as such in Steel and ElectricVehicle segment.

presented by : victor dhara. (18057) amrit

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