REPORT ON MARKETING STRATEGY OF BAJAJ PULSAR

SWOT

STRENGTHS
1.Excellent brand name
2. . Extensive R&D focus
3. High performance products across all categories
4. Product design and development capabilities
5. Widespread distribution network

WEAKNESS

1. Mileage on a lower side due to focus on Power
2. High cost in various variants
3. Styles and Design
4. Pricing
5.The fuel tank capacity

OPPORTUNITIES
1)Expansion to rural sector
2) Competing in the international market
3) Developmental changes
4)Bajaj as a true MNC
.

THREATS

1.New Entrants
2.Competitors
3.Low Priced Bikes

REPORT ON MARKETING STRATEGY OF BAJAJ PULSAR

Project under the guidance of:-
Prof. J N Godinho

Made by:-
Sourav Khanna (13PGPIM)
Sandeep Paul (13PGPIM)
Shreya Sinha (13PGPIM)
Sankalp Verma (13PGPIM)
FranÇois Rivierre (13PGPIM)

TABLE OF CONTENTS

Executive Summary 2
Introduction 3
Environmental Analysis 3
SWOT Analysis 4
Factors Affecting Consumer Behaviour 8
Consumer Buying Process 9
Survey Analysis 10
Competitor Analysis 16
Market Segmentation 17

Executive Summary

We identified Bajaj Auto as the marketing company of our choice for the following project. Bajaj Auto group was founded in the year 1945 and has been among the front-runners in the motorcycle industry ever since. This very fact talks volumes about the company since only the best if firms survive such a long time at the top. During the 60s, 70s and 80s there was a 10-year waiting period for its products. The company only had to produce its quota. Marketing or sales was not too much of an issue for them. Also the company's owner was infamous for being part of the anti-liberalization lobby called Bombay Club. However the firm faced a major crisis in the 90s and the early years of the new century due to increased competition from both foreign and domestic markets. However Bajaj came out only stronger with the competition and hardly depended on foreign help on this account. And the product, which did this turnaround possible, was Pulsar. Pulsar is exemplifies the fighting spirit of Bajaj. It is a classic example of an Indian company of the pre-liberalization era, adapting itself to the changing scenario and coming out on tops. Another interesting fact is how liberalization and embracing the change can work wonders for a firm, which was one of the most sceptical of liberalization policies of the Indian government.

The following project is a detailed marketing analysis of the product Bajaj Pulsar and its variants in two-wheeler market. The project focuses first of all on the environmental factors affecting Bajaj Pulsar and its SWOT analysis. Then we go on to analyze the consumer behaviour for Pulsar regarding purchase, decision making and buying roles. The third section focuses on the competitor analysis of Bajaj Pulsar, their various strategies and the market segmentation of the market.

Introduction
Bajaj Group is one of the oldest & largest conglomerates based in Mumbai, Maharashtra. The group comprises 34 companies & its flagship company Bajaj Auto is ranked as the world's fourth largest two- and three-wheeler manufacturer. Bajaj Auto produces and exports automobiles, scooters, motorcycles and auto rickshaws. The company has changed its image from a scooter manufacturer to a two-wheeler manufacturer. Its product range encompasses scooterettes, scooters and motorcycles. Its growth has come in the last four years after successful introduction of models in the motorcycle segment.10 years ago the Indian market loved small capacity ,fuel efficient motorcycles (that formed 80-125 cc) and the countrymen were quite satisfied with that trend. However, the market saw for the first time that there was a demand for performance bikes with the launch of HERO HONDA CBZ in 1999 .Bajaj Auto smelled money and opportunity and launched the PULSAR twins on November 24 ,2001

Environmental Analysis
The Indian two wheelers market has been a competitive one right from its inception. Initially the market included two segments, first segment consisting of the 2 stroke scooters and the other segment comprising of the bullet motorcycles and its variants.
Till the late 1990s the two wheelers market was dominated by Bajaj scooters almost establishing a monopoly in the market. But the rapidly expanding market of motorcycles in India presented a headache for the Bajaj scooters but also provided an opportunity for Bajaj to diversify its range of products. As a result Bajaj entered the motorcycle market in a joint venture with Kawasaki. Initially their focus was on low priced fuel efficient bikes only. The initial models launched saw lukewarm response across the nation.
Sports bike segment of Indian automotive sector was left untouched till 1999 when Hero Honda launched CBZ model and it turned out to be a success in the urban areas. Bajaj following a split with Kawasaki launched its first bike, a highly fuel efficient model but it failed to generate the necessary ripples in its segment. As a result the company was in throes of a slump.
In these rough times Rahul Bajaj, the chairman of Bajaj group, decided to launch a dedicated sports bike, Pulsar, for the Indian consumers which played to Bajaj's strengths of fuel efficient machines specially designed for Indian roads and also shed the image of the company's inferiorly styled models. At the time when India was riding on 100cc bikes, Pulsar was launched with two variants; 150cc and 180cc, stirring the entire two wheeler market and the rest is history.

SWOT Analysis

Strengths

1. Excellent brand name
Crowned as the "Most popular sports bike",adorned with 47% market share in 2011.Changed preference of Indians from 100cc bikes to larger ones,strong base with customers,single handedly managed to keep Japanese on their toes

2. Extensive R&D focus
According to Bajaj the 135cc DTS-i engine in Pulsar 135 LS is the world's first DTS-i engine to feature 4 valves, has been designed for better performance than regular a 2-Valve engine. Combined with the DTS-i (Digital Twin Spark-ignition) technology which maximizes combustion to deliver enhanced power and superior mileage with low emissions, the Pulsar 135 LS has one of the most efficient production engines ever.

3. High performance products across all categories.
Pulsar 200cc features India's First Oil Cooled Engine which delivers maximum power making it most powerful engine offered by Bajaj. It also delivers an impressive mileage of 38.2 kmpl in city as compared to Karizma which delivers 30 kmpl in city.

4. Product design and development capabilities.
Bajaj Pulsar includes safety features like twin pilot lamps powered on a DC circuit that ensures a constant and powerful beam of light at all speeds of travel.
Looking at the levels of equipment, design sophistication and sheer performance of the new Pulsar 200NS, is the best value-for-money (VFM) package available in the country as of date.

5. Widespread distribution network.
Planned massive distribution network expansion to meet robust growth targets in 2010, added 130 new dealerships and upgraded 1,100 service centres by 2011.

Weakness

1. Mileage on a lower side due to focus on Power:
The mileage of Bajaj pulsar comes out to be between 45-60 km/l, which is very low for a two-wheeler. The mileage is compromised for high power.

2. High cost in various variants:
The pricing of Bajaj pulsar is on the higher side for the Indian market. It targets the upper middle class and hence becomes inaccessible to the lower middle classes.

3. Styles and Design:
Pulsar 200cc and 220cc derives their styling from their previous version Pulsar 150 Dts-i and 180 Dts-i. All the four models look very similar. Only the power distinguishes them from each other.

4. Pricing;
Bajaj 220cc (Rs 82449 basic price) is costlier than karizma (Rs 78000 basic price)

5.The fuel tank capacity:
The fuel tank capacity is 12 liters, which is not very touring friendly and hence we have to constantly keep a check on the fuel meter while traveling.

Opportunities
1.Expansion to rural sector:
Should target the semi-urban and rural sector by introducing variants with limited features and affordable process ie P135

2. Competing in the international market:
With the onslaught of foreign automakers, restricted to multi-polar sector. Can introduce new models with better combination of technology and features to make a worldwide impact.

3.Developmental changes :
Bike weight and silencer corrosion issues, engine over heating problems. Can work on structure to produce world class functionality.

4.Bajaj as a true MNC:
Hamara Bajaj a strong player in terms of volumes but needs to put its best foot forward. The P375 model can take it to next level currently occupied by likes of Kawasaki, Honda, BMW.

Threats
1.New Entrants:
The new bikes launched by the competitor companies like Hero Moto Corp. , TVS, Kwasaki, Yamaha can act as a potential threat.

2.Competitors:
Enhanced focus on R&D has led to optimization of the rival models incessantly. Plus the reduction in cost of cars in lower segment is acting as a potential threat.

3.Low Priced Bikes :
With the increasing fuel prices the market segment of the low priced bikes is eating away the share of Pulsar. Optimization in the fuel efficiency department can be a possible solution.

FACTORS INFLUENCING CONSUMER BEHAVIOR

Consumer behaviour is the study of how individuals, groups and organizations select, buy, use and dispose of goods, services, ideas or experiences to satisfy the needs and wants. It is important for the marketers to fully understand the theory and reality of consumer behaviour. There are many factors that influence consumer's buying behaviour namely cultural, social and personal.

Cultural Factors: - Cultural values determine a consumer's wants and behaviour. The kind of values one is exposed to determines the inclination for purchase. There is always a social stratification in the society and it is most often referred to as the 'Socio-Economic Classification'.
In India, the recent evolving culture has led to consumer behaviour where the consumer buys a motorbike while pursuing his graduation mainly for commuting purposes. This behaviour is most often seen in the majority of the urban social economic classes coming under the above average purchasing potential due to its relatively high pricing as compared to few other bikes available in the market. Thus the target market is influenced via a wide variety of mediums namely advertisements in automobile magazines, peripherals and television.

Social factors:- Social factors such as the reference groups, family, roles and status affect the purchasing behaviour of the customer. The interaction within the groups influence a consumer's thought process. Family influences the customer's decision to buy a product.
The primary group influencing the sale of Bajaj Pulsar consists of family, friends and colleagues. As the target market consists of students, as the initiator, the maximum influence in selecting a bike is exerted by friends and social circle and they act as the influencers in the buying process. Plus the brand name of Bajaj evokes a sense of assurance in the minds of parents, the buyers. The youth centric looks at the performance relates more to the status of a student.

Personal factors:- Personal factors such as age, stage in the life cycle, lifestyle, occupation and economic circumstances, personality and self concept affect a consumer's decision. The brand personality traits relating to Bajaj Pulsar are excitement, sophistication and ruggedness. The consumers choose Bajaj Pulsar over the other variants as this brand is consistent with their actual self concept. In addition the transformation of psychological life-cycle from an adolescent to a teenager plays an important role in the process of buying.

CONSUMER BUYING PROCESS

Problem recognition:- In this case the major impetus to the need is provided by an external stimulus. All the factors reported in the customer's Characteristics contribute to the basic needs that a consumer identifies. This is the first stage of the five stages for buying decision process. The need is aroused usually while admiring a friend's new bike and the urge to replicate or go one step further is generated.

Information search:- Before purchasing the person enters an active information search and goes through all the major information sources. While making the choice to buy a product, a consumer searches the information and thus constitutes the 'total set'. It is from this total set that he narrows down to make a decision, going through the awareness, consideration and the choice sets.
The automobile segment is much more influenced by the commercial and experiential sources of information. Based on this total set is condensed down to the choice set. Majority of buyers are type dominant buyer for Bajaj pulsar as they first decide on the sports bike segment of the market and then analyze the options.

Evaluation of alternatives:- The consumer evaluation process has three parts. Firstly, the consumer tries to satisfy the need, followed by looking for a benefit and then lastly, the consumers see each product as a bundle of attributes like good quality, superior design, reliable, innovative features, etc.
Bajaj Pulsar fits into the typical existing consumer attitude for this segment of bikes and the belief in the Indian market of brand 'Bajaj' being a trusted brand helps in the decision making process for the consumers. Post this consumer evaluates Pulsar by comparing the features and attributes offered individually by each alternative.

Purchase decision:- Using the elimination-by-aspects heuristic the consumer compares brands on the attribute selected probabilistically and eliminates brands which do not meet minimum acceptable cut-offs. Even if consumers form brand perceptions, two factors can intervene between the purchase intention and purchase decision. First is the attitude of others. The closer the other person is to the buyer, the more it influences the decision to buy. The second factor is unanticipated situational factors that may erupt to change the purchase intention.

Post purchase evaluation:- According to Kotler, "the marketer's job doesn't end with the purchase". Marketers must monitor the post purchase satisfaction, post purchase actions and post purchase product uses and disposal. Customers are dissatisfied if their expectations are not met, satisfied when their expectations are met and delighted when the product exceeds their expectations.
Most of the users of Pulsar are satisfied after the purchase. As the survey also shows that most of the consumers are more likely to purchase the product again and also speak well about the product to other. The disposal of pulsar is also very valuable and its resale value is very high.

SURVEY ANALYSIS

An analysis of the responses to the question regarding the 'range of the age group of customers' who are the buyers of the Bajaj Pulsar, we see that most of the target customers lie in the age group of 20-25 years, followed by the 25-30 years age group. None of the responders lies in the >35 years age group while just one of the responders lies in the 30-35 years age group. Thus, we can see that the customers of Pulsar are more often the youth of the country.

The analysis of the responses to the question about the influence on the customers to buy a pulsar, shows that it is the brand power of Bajaj that has contributed significantly, half of the total responses, towards the sales of the Bajaj Pulsar and helping it become one of the most competitive bikes in the given price range. The friends had the second highest influence on the customers to purchase the Bajaj Pulsar. From the survey, we can also interpret that although the marketing strategy in terms of advertisements is triggering sales, it can be improved to affect a wider market sales response. However, it is surprising that the promotional events did not influence any of the respondents to go in for a Bajaj Pulsar.

The analysis of the responses to the question regarding the other options that one considered before buying the Bajaj Pulsar, we can see that the Hero Honda Karizma is the strongest competitor, with half of the respondents considering it before they decided to buy the Pulsar. The bike scores only in terms of its full fairing looks with its split rear handle grips as body coloured as opposed to black in Bajaj Pulsar. The fuel delivery is smoother in ZMR across all ranges. For a longer sustainability, it is considered a better option at the cost of a higher price. The Yamaha R15 can be seen to be the second best competitor for the Bajaj Pulsar while TVS Apache is also a potential competitor, but only a far-fetched one.

4.

The analysis of the responses to the question regarding the usage of the bike, we find that most of the customers use it on an average for about 40-70 km in a week. Thus, the users of the bike would demand a high mileage and a comfortable ride. Thus in order to improve consumer satisfaction Bajaj should try to concentrate on these factors. Also, the 20-40 km average usage range scores the second highest while just 1 respondent uses the Pulsar for about 70-100 km in a week, the highest in this survey that we obtained. Also, there are no respondents who use the Pulsar for more than 100 km in a week, again pointing to the fact that Bajaj needs to concentrate on improved mileage and comfort for increasing the customer satisfaction.

5.

The analysis of the responses to the question regarding the waiting period, if the customers had any, shows that 3 out of the 10 respondents had to wait to get their Bajaj Pulsar. Bajaj should make sure that 100 % of its customers have 0 waiting period by ensuring sufficient inventory in the showrooms. Companies tend to lose customers after a specific period. Also, in order to get new customers to join the Bajaj family, reduction of the waiting period to 0 is quintessential.

6. What is the best feature of the bike?

The analysis of the question in the survey about the best feature in the bike, 22% of the respondents appreciate the design and the mileage of the bike, another 39% appreciate the stability of the bike, the most appreciated feature of the Bajaj Pulsar and another 17% of the respondents appreciate the power of the engine of the bike. More than 50% of the respondents say that they appreciate the general design of the bike more than the engine performance of the bike. The power of the engine does not seem to be the strength of the bike that the customers look for when they go in to purchase the Bajaj Pulsar.

7. What is the feature that you would like to change in the bike?

The analysis of the question where the customers were asked about the changes they would like to be incorporated in the bike, 19% of the respondents said that they don't appreciate the available colors and would like to include more colors in which the bike is available. Another 31% of the respondents don't appreciate the seat of the bike, another 13% of the respondents don't appreciate the gearbox and the maximum, 38% of the respondents, would like to change the weight of the bike. Analyzing the responses- about the weight and the seat of the bike, the customers don't seem to be satisfied with the comfort that the bike offers. However, none of the respondents want to change the power of the bike and this is a good point for Bajaj as the bike was designed to be a powerful one in its category.

8. What major problems did you face at after-sales service of the bike?

The analysis of the question in the survey regarding the after-sales service of the bike, majority of the respondents, 40%, faced the problem of waiting for long times at the service centre. Another 20 % of the respondents didn't appreciate the staff having less knowledge and 10% faced the problem of less interest shown by sales representatives. Another 20% of the respondents were not satisfied with the after-sales service they got. 10% of the respondents had no issues with this aspect. Thus, Bajaj has some serious issues to address regarding the after-sales servicing of the Pulsar.

9. Are you satisfied with the warranty period given by Bajaj Pulsar?

The analysis of the question in the survey regarding the satisfaction of the customers with the warranty period offered by Bajaj for Pulsar, it can be seen that a majority of the respondents are not satisfied with the current warranty period and didn't appreciate it. As compared to its competitors, the warranty offered seems to be too short. For example Hero offers a 5-year warranty.

10. Rate the bike in a scale of 1 to 5 with 1 being the best and 5 the least

The analysis of the question in the survey about the overall rating of the Bajaj Pulsar shows that most of respondents appreciate the bike, with 50% of them rating the bike as 2, 30% rated the bike as 3 while just 10% of the respondents rated the bike as 5. From the survey, we can interpret that the customers have an overall high level of satisfaction with the bike.

11. If given a choice to change the bike, will you change the bike?

The analysis of the question in the survey that asked the customers about changing their bike, if they were given a chance, shows that more than half, 60%, of the respondents will not change their bike i.e. switch from the Bajaj Pulsar to another bike in the same category. Thus, Bajaj has a healthy percentage of its customers who are satisfied with their bike and hence loyal.

COMPETITOR ANALYSIS

To be a long-term market leader is the goal of any marketer. In today's challenging marketing circumstances, the companies have to reformulate their marketing strategies and offerings several times. Economic conditions change, competitors launch new assaults, and the buyer interests and requirements evolve. Competition plays a key role in how the marketers can best manage their brands depending on the market position and stage of the product life cycle.
In order to remain the market leader, the firm must find ways to expand the total market demand by finding new customers and increasing the usage of the product. It can also protect the market share it has by following proactive marketing (responsive, anticipative or creative marketing) or by following a strategy of defensive marketing for its product.
The firms that are not the market leaders but aim to become the leaders can attack the leader and other competitors in an aggressive bid to increase its market share, as a market challenger. It can define its strategic objectives and the opponents i.e. choose to attack the market leader, firms of a similar size that are not doing their job or the small and local firms. The firm may choose a general attack strategy- by a frontal, flank, encirclement, bypass or guerrilla attack strategy.

Some of the major competitors of Bajaj with bikes in 150cc+ category which are a competition to Pulsar are
Hero MotoCorp
Hero motocorp is the largest producer of two wheeler motorcycle in the world. It is the current market leader in the overall bike market with a market share of 56%. Pulsar's main competitors from Hero are CBZ xtreme, Karizma ZMR and Hunk

CBZ xtreme & Hunk
Target Segment: Age group 18-35
College going students or young professionals
Product Strategy: Acceptable performance with low maintenance
Pricing Strategy: Going rate pricing
Promotion Strategy: High Spending
Positioning Strategy: Powerful bike for daily usage

Karizma ZMR
Rich college going students or biking enthusiasts
Product Strategy: Visually appealing low power sports bike
Pricing Strategy: Premium pricing
Positioning Strategy: Biking enthusiasts
Making a style statement

Honda
Unicorn
College going students or young and middle aged consumer
Product Strategy: Stable performance with better handling
Promotion Strategy: Moderate Spending
Positioning Strategy: Hassel-free bike for daily usage

Yamaha
FZ-S, Fazer & R-15
Product Strategy: Technologically advanced
Scaled down version of their internationally successful bikes
Pricing Strategy: Premium pricing
Positioning Strategy: Youth-centric and style with technology

TVS
Apache-RTR
Product Strategy: Replicating every successful feature of bikes available in segment
Promotion Strategy: Moderate Spending
Positioning Strategy: Youth-centric and high acceleration bike

MARKET SEGMENTATION

Companies cannot connect with all the customers in large, broad or diverse markets. But they can divide such markets into groups of consumers or segments with distinct needs and wants. Market segmentation mainly means slicing the market into such groups in order to cater well to the needs of the customers belonging to a segment. A company then needs to identify which market segments it can serve effectively. This requires a keen understanding of consumer behaviour and careful strategic thinking.
Segments in a market may be defined by looking at the descriptive characteristics- geographic, demographic and psychographic.
Geographic Segmentation divides the market into geographical units such as nations, states, regions, countries, cities or neighbourhoods. There is a need to prioritize geographical markets to focus marketing efforts as a lower proportion of geographical markets accounts for a larger proportion of consumption potential.
In demographic segmentation, we divide the market on variables such as age, family size, family life cycle, gender, income, occupation, education, religion, race, generation, nationality, and social class. This type of segmentation is important because it is often associated with consumer needs and wants. Even when the market segments are defined in non-demographic terms, we need to link them to the demographic characteristics to estimate the size of the market.
In psychographic segmentation, buyers are divided into different groups on the basis of psychological/personality traits, lifestyle, or values. People within the same demographic segment can belong to different psychographic segments.
Segments in a market can also be defined by looking at the behavioural characteristics- needs and benefits, decision roles, and user and usage related variables. The consumers are divided into groups on the basis of their knowledge of, attitude toward, use of or response to a product.
Needs-based or benefits-based segmentation is a widely used approach as it identifies distinct segments with clear market implications. This type of segmentation is useful for identifying market opportunities and developing relevant value propositions for the customers.
People generally play five roles in the buying process- initiator, influencer, decider, buyer, and user. Recognizing the different buying roles and identifying those who play these roles for a given product or service are vital in effective marketing. This is very useful in designing the communication strategy. While developing the marketing plans and communication strategies, companies need to identify and specify the role players in the consumption system and the means and modalities of reaching out to them.
User and usage related variables are also used to segment the market. This includes the occasion, user status, usage rate, buyer-readiness stage and loyalty status.

The complete bike market of India is segmented on basis of two factors which are
Age and Life-cycle stage of the consumer
Based on this demographic factor the market is segmented into youth-centric bikes and the bikes preferred by middle aged consumer
The features of the bikes are designed according to the market segment targeted eg. Youth-centric bikes are high on power and acceleration whereas the middle aged consumer prefer low maintenance and better fuel efficiency in a bike
The buying roles also differ in the purchase of the bikes of these two segments
The market is divided in to sub – segments based
Usage rate of the bike
In India with the varying quality of roads available in the rural and urban areas there exists segments based on the usage of the bike
The rural and suburban users prefer to have a bike having considerable mileage and lower maintenance cost
Often the consumers of rural and suburban areas have to use the bike for comparatively longer journeys so comfortable drive also becomes a major feature in the design
Whereas the urban market has a larger need for better styled and high power bikes

The market segmentation of Bajaj Pulsar is done based on the demographic characteristic of age and life-cycle stage the consumer is in. It is available in 5 variants in the market with different features and mainly differing in the engine capacity. Each model has a different customer base but the primary factor taken into consideration for segmentation is the age and life-cycle stage of the consumer. The age group targeted ranges from 20 to 35 plus its target base is also the college going kids and young office going people. The sub segmentation based on the model variant is

Pulsar 135 cc
Pulsar 135cc approximately costs INR 59000 and offers a better mileage (approx 65 kmpl) than the other variants of Pulsar due to its lower engine capacity
This model is relatively new as compared to the other models of Pulsar and has been introduced mainly to cater to the growing demand of a fuel efficient sports bike
Target market: The young college going students and working professionals who need a fuel efficient bike along with a sporty macho image

Pulsar 150 cc & Pulsar 180 cc
Pulsar 150 cc is the flagship model of the Pulsar and the first model of Pulsar to be introduced in the market
The approximate price of the 150 cc and 180 cc model are INR 69000 and INR 73000 respectively showing insignificant variation in the cost
The main difference in these two models is in the terms of the fuel economy where 150 cc engine offers 50-55 kmpl and the 180 cc engine offers 40-45 kmpl
Target markets: People a little higher in income levels Eg. Managers executives, college students belonging to families belonging to above average income strata

Pulsar 200 ns & Pulsar 220 cc
These are the high end models of the brand "Pulsar" in terms of features, power and cost
They are available at an approximate price of INR 90000 and are significantly different visually and qualitatively from the other Pulsar models
Target market: iking enthusiasts and for the consumers who cant afford high power costly imported bike

Table 1: Motorcycle market size in India
Motorcycle sales
2009-10
2010-11
YoY growth 09-10
YoY growth 10-11

7,341,122
9,019,090
25.9%
22.9%

Table 2: Market size based on engine segment
Segment (2011)
100cc
125cc
>150cc
Market Share
64
19
17
Market Volume
5,772,217
1,713,627
1,533,246

Table 3: Market share of brands in >150cc segment
OEM
Market Share
Bajaj Auto
46.8%
Hero Motocorp
18.3%
Yamaha
13.9%
Honda
12.4%
TVS
8.0%
Suzuki
0.6%

Conclusion

Clubbing the sections of analysis of Bajaj Pulsar has given us many insights into the two-wheeler market as a whole and especially into the dynamics of Bajaj Pulsar.
Through the environmental and SWOT analysis of Bajaj Pulsar, we analyzed the external and internal factors shaping the growth and sales of Pulsar and the various opportunities and threats it faces for its future. Various marketing strategies adopted by Bajaj for Pulsar over the years and their role in building the brand Pulsar were studied.
In the second section, analysis of the consumer behaviour for purchase of bikes, buying roles and decision making process was done. The segmentation of Pulsar brand according to the engine capacity was done and consumer behaviour for each was analyzed. It was supported by the various customer surveys conducted by us. This section helped us understand how bike makers cater to various segments through various offerings.
Third section talked about the competitor analysis of Pulsar from various companies among various categories. The strategies taken by these companies for their product, promotion and positioning was studied.
Thus overall, this project was an experiential way to learn the concepts of marketing discussed in class and how they are applied in a real case scenario.

References

http://en.wikipedia.org/wiki/Bajaj_Pulsar
http://www.moneycontrol.com/news-topic/indian-two-wheeler-industry/
http://bikes.pricedekho.com/bikes/bajaj
Market Share 10-11
STRENGTHS
1.Excellent brand name
2. . Extensive R&D focus
3. High performance products across all categories
4. Product design and development capabilities
5. Widespread distribution network

WEAKNESS

1. Mileage on a lower side due to focus on Power
2. High cost in various variants
3. Styles and Design
4. Pricing
5.The fuel tank capacity
OPPORTUNITIES
1)Expansion to rural sector
2) Competing in the international market
3) Developmental changes
4)Bajaj as a true MNC
.
THREATS

1.New Entrants
2.Competitors
3.Low Priced Bikes
SWOT

REPORT ON MARKETING STRATEGY OF BAJAJ PULSAR

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