pulsar final
TRANSCRIPT
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MarketingManagement Presentation
ON
Bajaj Pulsar
Team Members:
Saqib Khan (Roll No. 31)
Deepak Tambatkar (Roll No. 24)
Anila Menon (Roll No. 16)
Sameer Shaikh (Roll No. 26) Madhuri Ghanekar(Roll No. 29)
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1926
Bajaj group
founded
1945
M/s BachrajTrading
CorporationPrivate Limited
1960 Private ltd Co.
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ErstwhileBAL
BHIL
56.5%
BFSL
21.4%
BAL
22.1%
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BAL
R&D
AbrahamJoseph
Engineering
PradeepSrivastava
Two-wheeler
S Sridhar
Commercialvehicles
R CMaheshwari
Internationalbusiness
RakeshSharma
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4Ps of Marketing Mix
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Features
Benefits
TechnicalParts
Colors
PulsarTechnologies
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Engine 135, 150, 180, 200, & 220 ccAir cooled 4 stroke cycle2-4 value, OHCSingle piston, kick start/ electric startAlloy wheels
Power- 21.04 hp(15.69 Kw) @8500rpm
Transmission 5 speed
Weight 130kg (Avg)
Fuel Caacity 8-15 ltrs
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Sporty Look with LowMaintainingExcellent Performance
More PowerComfortable RideLighter WeightStrongerMore MilegeFuel Consumption
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Types of Showroomsimplemented by Bajaj
COCO- Company owned & company operated
CODO Company owned & dealer operated
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Penetration Pricing strategyEconomy Pricing strategy
Geographical Pricing.
Model Engine capacity Avg. Price in Metros
Pulsar 135 134.6cc, DTSi 61600Pulsar 150 149.01cc, DTSi 70800Pulsar 180 178.6cc, DTSi 74300Pulsar 200 220cc, DTS-i 80900Pulsar 220 220cc, DTS-i 84300
Price
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Creative team of advertising company O&M launched Pulsar with tagline
Definitely Male.
While introducing DTSi technology Leo Burnett advertising agency positionedthe brand from Definitely male to Digital Biking
Free Biking tackling obstacles concept used for launching Pulsar 200 cc Bike.
Pulsar Mania adv was launched to promote all the versions of pulsar
MTV Stunt Mania show launched to target the audience of 18 & above to
promote bike maintenance and safety ride
Promotion
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Competitive Ananlysis
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4
8
5
4
5 5
1
Total
Count of Brands by Company
Bajaj Hero Motor Corp Honda Motors Royal Enfield Suzuki TVS Motors Yamaha
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10
13
11
5
10
9
13
Count of Products by Company
Bajaj Hero Motor Corp Honda Motors Royal Enfield Suzuki TVS Motors Yamaha
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100 - 140 cc 140 - 170 cc 170 - 230 cc 230 cc and above
Bajaj 5 2 3
Hero Motor Corp 8 3 2
Honda Motors 4 2 5
Royal Enfield 5
Suzuki 5 1 4
TVS Motors 6 1 2
Yamaha 4 6 3
5
2
3
8
3
2
4
2
55
1
4
6
1
2
4
6
3No
.ofProducts
Category wise offering
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100 - 140 cc 140 - 170 cc 170 - 230 cc 230 cc and aboveBajaj 41000 52500 71100
Hero Motor Corp 43375 54000 83500
Honda Motors 52000 60500 852200
Royal Enfield 99200
Suzuki 47000 59000 1188750
TVS Motors 42500 67000 72500
Yamaha 43250 67500 1194000
0
200000
400000
600000
800000
1000000
1200000
1400000
Pr
ice
in
INR
Category wise Pricing
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Strategies to stay Competitive
Constant Quality Improvement
Thrust on R & D
Product for every Pocket
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May-10
0
100000
200000300000
400000
500000
May-10
May-09
Hero
Honda
Bajaj TVS Honda Yamaha Suzuki
May2009
382678 165049 118574 96326 21388 12590
May2010
435933 269488 154667 132090 25033 21714
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Year end31stMarch
Market(inMillions)
Marketgrowth
BAL (inMillions)
BALs
growthBALs
marketshare
2006 5.815 17.1% 1.747 31.7% 30.0%2007 6.554 12.7% 2.079 19.0% 31.7%
2008 5.768 -12.0% 1.658 - 20.3% 28.7%
2009 5.835 1.2% 1.276 - 23.0% 21.9%
2010 7.341 25.8% 1.782 39.7% 24.3%
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0%5%
10%
15%
20%
25%
30%
35%
India, Sports
BAL, Sports
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Strength
Highly experienced management
Product design and development capabilities
Extensive R & D focus
Widespread distribution network
High performance products across all categories
Pulsar features Indias First Oil Cooled Engine which delivers maximum powermaking itmost powerful engine offered by Bajaj.
New Pulsar also provides Digital Speedometer, Self Canceling Indicators which is fortheFirst time in this segment in India.
Fuel efficiency : Pulsar 200cc delivers an impressive mileage of 38.2 kmpl in cityascompared to Karizma which delivers 30 kmpl in city.
Customer Base : In past decade Bajaj has established a strong base amongst itscustomers.Highly experienced management was also an advantage.
Cost efficiency in production
High economies of scale.
High economies of scope.
Long term commitment for low price and high quality goods fromsuppliers. Focusing on market segments with cost advantages.
Entry barrier by low cost structure.
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Weakness
Style and Design : PULSAR 200cc and 220cc derives their styling from there
previousversion Pulsar 150 Dts-i and 180 Dts-i. Pricing : Bajaj 220cc (Rs 82449 basic price) is costlier than karizma (Rs
78000 basic price).
Product only for middle class people.
Not a global player in spite of huge volumes in sales.
Only domestic operation and does not compete in global markets.
Not diversifying in spite of available synergies.
Not working on creating entry barriers.
No technology up gradation in other sector despite cost cutting
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Opportunities
If Bajaj derive new styling, shape, design for pulsar 200cc and220cc then they can attractmore customers.
Taking into consideration the reviews of the customers regarding thefairingof 220ccand making the needful changes will be an opportunityto capture an even larger share of the 200cc+ segment.
More growth prospects.
Untapped global market.
Growth by invention and innovation of new product. Having adaptive- entrepreneur mode of strategy making
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Threats
The biggest threat is faced from the goodwill of herohonda bikes in thissegment who are the Four-Stroke Two Wheeler Ruler of the Indian bikemarket.
Certain technical faults in the bike design which are potentially dangerousto the riders safety can be disastrous to the image of the bike. Also certainadvertisement faults, according to researchers, in the pulsar 200CC modelwere also a fault.
The competition catches up innovation in no time.
Threat from new entrant.
Threat of cheap product by international market.
Margin getting lower and lower.
Loss of market share rapidly
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Recommendation
Importance to Safety
Comfort Seating
Brand ambassador
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References Bajaj Auto annual report (http://www.bajajauto.com/report/BAL-
AR-2009-10.pdf)
DNA India (http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911)
Business Standard (http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128)
Bike advice (http://bikeadvice.in/wheeler-sales-figures-2010-india/) Society of Automobile Manufacturers
(http://siam.com)
Gaadi.com (http://gaadi.com) ZigWheles (http://zigwhels.com)
http://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://bikeadvice.in/wheeler-sales-figures-2010-india/http://siam.com/http://gaadi.com/http://gaadi.com/http://gaadi.com/http://gaadi.com/http://siam.com/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://bikeadvice.in/wheeler-sales-figures-2010-india/http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.business-standard.com/india/news/bajaj-auto-revamps-organisational-structure/290128http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.dnaindia.com/money/column_demystifying-the-bajaj-auto-demerger_1159911http://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdfhttp://www.bajajauto.com/report/BAL-AR-2009-10.pdf -
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Thank You