ENTREPRENERSHIP AND STARTSUPS PRACTICAL

FIELD VISIT REPORT

Submitted by

In partial fulfillment for the award of the course

Of
DIPLOMA IN MECHANICAL ENGINEERING

S.VEERASAMY CHETTIYAR POLYTECHNIC COLLEGE

PULIANGUDI

STATEBOARD OF TECHNICAL EDUCATION

BOARD OF TECHNICAL EDUCATION-CHENNAI

OCTOBER::2023
 BONAFIDE CERTIFICATE

Certificate that this field visit report “ ENTREPRENURSHIP AND

STARTSUPSPRACTICAL” is the bonafide work of who carried out the
project work under my supervision

SIGNATURE INTERNAL GUIDE

MR.PARAMASIVAM.M. M.E, MR.MURUGANANTHAM B.E,

LECTURER/INPLANT TRAINER INCHARGE LECTURER
MECHANICAL ENGINEERING MECHANICAL ENGINEERING
S.VEERASAMY CHETTIAR POLYTECHNIC COLLEGE S.VEERASAMY CHETTIAR POLYTECHNIC COLLEGE
PULIANGUDI - 627855 PULIANGUDI – 627855
 S.VEERASAMY CHETTIYAR POLYTECHNIC COLLEGE

PULIANGUDI

BONAFIDE CERTIFICATE

This is to certify that FIELD VISIT REPORT entitle ENTREPRENURSHIP AND

STARTSUPS PRACTICAL is the bonafide work done by following student under our

guidelines during the year 2023-2024 in fulfillment award of Diploma in

MECHANICAL ENGINEERING conducted by BOARD OF TECHNICAL

EDUCATION-CHENNAI

INTERNAL GUIDE HEAD OF THE DEPARTMENT

This Field visit report is submitted for the viva-voce held on ………………
 First and foremost we are extremely thankful to the almighty for showing
his blessing to our project and to complete it successfully.

We extend sincere thanks to our Chairman and all

the members for
providing wonderful facilities for summing up our studies.

We would like to our honorable Principle Mr.VELLIYANGIRI a

dynamic personality of our college for his kind consent to take up this project
work and make it the great success.

We endow our gratefulness to MR.MURUGANANTHAM B.E., Head of the

Department, for her aspiring motivation guidance and support through out
the project.

We extend our gratitude to our Project Coordinator Mr. MURUGANANTHAM

B.E., for her constant encouragement innovative ideas and guidance.
We also extend our gratitude to Mr. MURUGANANTHAM B.E., for
her patience, technical suggestions and internal guidance.

We are very thankful of our family, our dear friends and to all those who
directly and indirectly helped in this endeavour.
CONTENT:

1. INTRODUCTION

2. COMPANY PROFILE

3. MISSION, AIMS,OBJECTIVES

4 .COMPANY MANFACTRING DETAILS

5. THE BUSINESS GROUP AND THE INDUSTRY

6. MARKETING STRATEGIES OF BAJAJ AUTO

7. COMPANY REG DETAILS AND WORK LOAD

8. ADVERTISING STRATEGY
 INTRODUCTION:

Bajaj Auto Ltd is one of the leading two & three wheeler manufacturers in India. The
company is well known for their R&D, product development, process engineering and low-cost
manufacturing skills. The company is the largest exported of two and three-wheelers in the
country with exports forming 18% of its total sales. The company has two subsidiaries, namely
Bajaj Auto International Holdings BV and PT Bajaj Indonesia.

The company was incorporated on April 30, 2007 as a wholly owned subsidiary of
erstwhile Bajaj Auto Ltd (the holding company) with the name Bajaj Investment &Holding Ltd.
The company received the certificate of commencement of business on May 7, 2007. The
holding company operated in the segments, such as automotive, insurance and investment, and
others. Considering the growth opportunities in the auto, wind-energy, insurance and finance
sectors, the holding company de-merged their activities into three separate entities, each of which
can focus on their core businesses and strengthen competencies.

The auto business of the holding company along with all assets and liabilities pertaining
thereto including investments in PT Bajaj Auto Indonesia and in a few vendor companies
transferred to Bajaj Investment & Holding Ltd. In addition a total of Rs 15,000 million in cash
and cash equivalents also transferred to Bajaj Investment & Holding Ltd. As the part of the
scheme, Bajaj Holdings and Investment Ltd were renamed as Bajaj Auto Ltd. The appointed date
of this de-merger was closing hours of business on March 31, 2007

.In April 9, 2007, the company inaugurated their green field plant at Pant agar in
Uttarakhand. In the first year of operations, the plant produced over 275,000vehicles. The
companies vehicle assembly plant at Kauri was shut down from September 3, 2007 due to higher
cost of production.

In November 2007, Bajaj Auto International Holdings BV, a wholly owned subsidiary
company acquired 14.51% equity stake in KTM Power Sports AG of Austria, Europe’s second
largest sport motorcycle manufacturer for Rs 345 core.

During the year 2007-08, the company launched XCD 125 DTS-Si and the Three-wheeler
Direct Injected auto rickshaw. The Chaka plant completed the cumulative production of over 2
million Pulsar.

During the year 2009-10, the company expanded the production capacity of
Motorized Two & Three Wheelers by 300,000 No’s to 4,260,000 Nos. The company
 launched Pulsar 220 F, Pulsar 180 UG, Pulsar 150 UG, Pulsar 135 L Sand Discover DTS-
si in the market. During the year 2010-11, the company expanded the production capacity
ofMotorised Two & Three Wheelers by 780,000 No’s to 5,040,000 Nos.

The company launched Avenger 220 DTS-i, KTM Duke 125, Discover 150 and
Discover 125 in the market. The company plans to maintain the capacity of two and three-
wheelers at the current level of 5,040,000 numbers per annum during the year ending 31
March2012. The 4 wheel vehicle development work is under progress and commercial
launch of the first product from this platform is scheduled for 2012.In 2012, Bajaj Auto tied
up with Japans Kawasaki in Indonesia.

In 2013, the Company has introduced another variant of premium motorcycles under
the Bajaj-KTM joint venture namely Duke 390cc for a price of Rs 1.83 lakh. The company
also received CII Design Excellence Award In 2014, Bajaj Auto bagged order in Sri Lanka -
Peoples Choice Bike of the Year -CNBC TV18 Overdrive Awards.

The Company has also received Bike of the Year BBC Top gear Awards. In 2015,
Bajaj Auto has introduced the all-new Patina electric start 100 cc bike to the long-distance
commuter
COMPANY PROFILE:

BAJAJ Auto Limited, a flagship company of the Bajaj Group, was

incorporated under the Companies Act, 1956, with registered office at Mumbai –
Pune Road, Akurdi, Pune – 411 035.

Manufacturing facilities are located at Chakan near Pune, Waluj near

Aurangabad, and at Pant Nagar in Uttarakhand. In the fiscal 2022-2023, the
Company recorded landmark sales of over five million vehicles clocking the highest
ever (1) turnover of Rs. 37,609 crores and (2) consolidated profit after tax of
Rs.6,060 corers. The Company is India’s largest exporter of motorcycles, three
wheelers and quadricycles, with over two million unit sales to 79 countries in 2018-
2019.

The Company presently holds 47.99% of KTM AG of Austria, through its

100% subsidiary Bajaj Auto International Holdings BV Netherlands. KTM AG
achieved highest ever sales of 261,529 units in the last fiscal (CY18) out of which
100,000 motorcycles were manufactured at Chakan Plant.

The Company with an in-house, Govt. recognized R & D Centre has

introduced Dominar, Pulsar, Discover, Boxer, Platina motorcycles, RE, Maxima
three wheelers, Qute quadricycles and patented technologies – DTS-i and
ExhausTEC.

The Economic Times has conferred “Company of the Year” award to the
Company in the year 2010-11.
 MISSION, AIMS & OBJECTIVES

BAJAJ CAPITAL'S MISSION STATEMENT

“The focus of our organization is to be the most useful, reliable and efficient
provider of Financial Services. It is our continuous endeavor to be a trustworthy
advisor to our clients, helping them achieve their financial goals.”

AIMS:

 To serve our clients with utmost dedication and integrity so that we exceed their
expectations and build enduring relationships.
 To offer unparalleled quality of service through complete knowledge of products,
constant innovation in services and use of the latest technology.
 To serve the community by educating individuals on the merits of Financial
Planning and in turn help shape a financially strong society.
 To create value for all stake holders by ensuring profitable growth.
 To build an amicable environment that accords respect to every individual and
permits their personal growth.
 Wide range of products and services.
 41 years‟ experience as Investment Advisors and Financial Planners.
 More than eight lakh satisfied clients all over India.
 Over 12,000 NRI clients across the globe.
 Personalized wealth management advice
 SEBI-ApprovedCategoryIMerchantBankers
Company top view:
 COMPANY MANUFACTURING DETAILS

Bajaj's motorcycle journey began in 1986 with economy bike KB100 in collaboration
with Kawasaki of Japan. The bike stayed in production for 10 years and spawned several
variants. It was replaced with Boxer in 1997 which was further succeeded by CT100 in
2004.
Executive commuter bike Caliber was launched in 1998 and managed 1 lakh units
within 12 months. It got succeeded by Wind 125 standard street bike in in 2003.This bike
was rebadged within a year as Discover for the 125cc segment and the100cc version was
launched as Patina in 2006.
Bajaj entered the Premium bike segment with Pulsar and Eliminator in 2001. The
Pulsar brand turned out to be a huge success for the company. Tens of design changes and
hundreds of variants later it still continues. Eliminator was eliminated in 2005 and replaced
with Avenger in 2005
Bajaj also has a partnership with Austrian manufacturer KTM in which it also holds a
48 per cent stake. The KTM models available in India are Duke 200, Duke390, RC200 and
RC390. Next we break down Bajaj's performance in each segment and check if there is a
devil in the details variants.

Motorcycles-(75-110cc)
This is the segment which brings the highest volumes to the motorcycle market. Even a
few percentage points of market share would translate into numbers in 5digits. Keeping that
in mind, Bajaj lost 1.87 per cent of its market share in 2014,even though the segment
witnessed a decent growth of 4.44 per cent.
The company's range of Discover 100/100 M and Patina 100/ 100 ES finds itself
hammered by market leader Hero Monocarp’s onslaught through Splendor/ Passion/HF
Deluxe/ HF Dawn range of motorcycles, which sell almost 4 times in volumes. Clearly
Bajaj falls short of offerings here and needs to introduce fresh products if it wants to capture
a larger pie of this segment.
 The exports however show a complete role reversal. Bajaj effectively dominates the
market more or less holding on to its share of almost 74 per cent over the past three years.
The Boxer and CT 100 brands of motorcycles, which are exclusively made for exports have
been well received in the foreign markets. In fact, Boxer is the leading brand in Africa
among all competitors. The company's exports grew3.26 per cent in FY14 while the total
exports in the segment grew by 4.43 per cent.

Motorcycles (125-150cc)
This segment is yet another headache for Bajaj and for the industry as a whole. The
segment volumes have shrunk by 20.67 per cent over the past two years while that for Bajaj
have declined even faster at 36.76 per cent. As a result, Bajaj's market share has dwindled
by a significant 10.42 per cent to land at 40.94 per cent. A sigh of relief for Bajaj is that they
still hold the leadership position in this segment and are fairly ahead of their
closest. However, if this downward trend continues for another year theirleadership position
may be well within arm's reach of Honda.
The Pulsar 150 has been Bajaj's star product since its inception and its ‘performance'
bike image has clicked with the Indian customers. However, the company has given it the
same treatment as the Discover. Pulsar now comes in 5different engine options -
135/150/180/200/220 cc.Bajaj has historically followed the strategy of putting more focus
on the high reengineer size segments.
The company has also launched the Discover 150cc in 2014to reinforce their market
presence. Though these segments contribute a lower volume as compared to executive
bikes, they are expected to grow significantly in the long term as the customers move up
market. If that happens, Bajaj might have competitive edge by having a stronger brand and a
wider product portfolio. The situation on the export side looks much worse than the
domestic.

The segment returned to almost the same volumes in 2014 as it had in 2012 but sadly
Bajaj's did not. Their volumes got eroded by 22.32 per cent. As a result, the share of
exported winded from 65.51 per cent in FY12 to 51.05 per cent at the end of FY14. The
volume eater for the company here is Yamaha Motors whose share increased from20.79 per
cent to 33.98 per cent over the two years.
Motorcycles (150-200cc)
This segment has only two players fighting with each other. Bajaj offers the
Pulsar180 and 200NS along with KTM Duke 200 and RC 200 while TVS's Apache Retries
their lone fighter. Contrary to expectation, this lone fighter completely demolishes the
comparatively fresh opposition single handedly. In FY14, TVS snatched away10.20 per cent
market share from Bajaj despite the product onslaught by the latter.

This being a more premium segment with major customers being the urban youth, the
importance of brand is significant. Keeping that in mind, having a strong domestic brand
like Pulsar and a global brand like KTM has not helped Bajaj salvage its volumes. On the
other hand, exports in this segment have seen stellar growth for the company.

Over the past two years Bajaj's volumes have grown by 171%, much faster than the
overall export growth of 72 per cent. Much of this success discredited to new model
launches namely Pulsar 200NS and KTM RC200.
Motorcycles (200-250cc)
This segment is a three sided battle among Pulsar & Avenger 220 from Bajaj,Karizma
from Hero and CBR 250R from Honda, all of which are strong and popular brands.
However, it's Bajaj which scores a convincing win over the others. Despite the segment
volumes declining by 6.34 per cent since FY12, Bajaj has increased its market share from
57.29 to 67.87 percent. In absolute terms, out of137454 units sold in 2014, 93290 units
belonged to Bajaj. Once a marginal entity, the Avenger has now caught the fancy of urban
Indians who want to ride cruisers.

In FY14, the company sold about 41,000 Avengers and its demand has been
increasing within a niche section of customers. Bajaj commands a major share of the
exports in this segment and represented 78.63 per cent of the volumes in FY14.However,
being an upper segment the volumes are comparatively low. On top of that, export volumes
of the segment have declined by 56.12 per cent and that of Bajaj have gone down by 64.09
per cent in the span of two years.
Motorcycles (350-500cc)
Bajaj is a recent entrant in this segment with the KTM RC390 launch in 2014. The
good news here is that in the first year itself the bike has managed to capture15.85% of the
market and it is expected to increase more by this year end. With its trademark orange frame
and alloy wheels, the KTM's have become quite a rage among the youth in urban India.

The rest of the segment belongs to the Royal Enfield heavyweights. RC390 provides
a sports bike body style in this segment which otherwise has only street and cruiser bikes,
hence offering a new proposition to attract buyers. Bajaj has exported more KTM's than it
has sold in the domestic market and it has led to more than four-fold increase in the export
volumes of this segment.
Commercial vehicles - three wheelers
Bajaj is the world's largest producer and India's largest exporter of three wheelers.
The company's brand RE (which stand for Rear Engine) range has three wheelers running
on diesel, alternative and hybrid power. In FY14, Bajaj held 39 per cent share in the
domestic market but sales numbers declined. The drop can be attributed to sluggish
economy and lower issue of permits by transport authorities. The competition from
DiMaggio and Mahindra is also increasing in this space. Numbers did grow in exports
but slower than the overall market
 The Business group and the Industry

Bajaj Group companies: Bajaj Group companies:

Bajaj Auto Ltd. Manufacturers of Scooters, Motorcycles and Three-wheeler vehicles and
spare parts.
Bajaj Finance Ltd. – Deals in financial services including hire purchase, financing&
leasing.
Fiserv Bajaj Ltd – Financial Services.
Bajaj Holdings & Investment Ltd. - Investment Company focusing on new business
opportunities.
Mutant Ltd.- Manufacturers of stainless, alloy and special steels including carbon and
alloy steels. Bajaj Electricals Ltd. - Manufacturers of electric fans, high masts, lattice closed
towers and poles.
Bajaj Ventures Ltd. involved in manufacturing and trading of power tools and
manufacturing of house wares and parts. Maharashtra Scooters Ltd. k- Manufacturers of
Scooters.
Bajaj Allianz General Insurance Company Ltd. General insurance business
. Bajaj Allianz Life Insurance Co Ltd. Life insurance business
. Bajaj Financial Solutions Ltd. Distribution of financial products and services.
Bajaj Auto Holdings Ltd. Distribution of financial products and services.

Bajaj Auto venture in Netherlands. Hind Lamps Ltd. Manufactures GLS, fluorescent,
miniature lamps and major components, such as glass shells, miniature and aluminum caps,
lead glass.
 MARKETING STRATEGIES OF BAJAJ AUTO

From the last decade the Bajaj has changed its image, earlier it was known
for producing scooter now Bajaj is focusing on manufacturing a two wheeler bike. Its
number has increased in last decade after targeting the motorcycle segment. In1959 Bajaj
obtain license from the Govt. of India to manufacture 2wheeler and 3-wheeler and in 1960
in went public. In the year 1977 Bajaj managed to produce and sell 100000 vehicles
globally during that financial year. In the year 1986 Bajaj managed to produce and
sell 500000 vehicles globally.

MARKET,SEGMENTATION,TARGETINGAND POSITIONINGSEGMENTATION
Before the Bajaj pulsar came to the Indian market Bajaj was known for
manufacturing scooter, various attempt was failed because of hero Honda legacy. It was
strategic move by Bajaj when it introduced the Bajaj pulsar 150cc against CBZ 150
cc.Pulsar proved to be one of the most successful two wheeler bike and became the threat
for the hero Honda rule in the Indian market Bajaj has segmented its bike category

 From 100 CC To 125 CC bike – Lower And Lower Middle Class family.

 From 125 CC To 150 CC bike –Middle and Upper Middle Class family

 From 150 CC To 220 CC bike – Upper Middle and Upper Class family.

TARGETING
Bajaj did the right move by targeting the youth of the India as in India 65 % of
the population is from 18-35.Pulsar was the Bajaj first bike without Kawasaki label on it.
The bike was mainly targeting the male segment and known for its macho look.
POSITIONING
Bajaj has positioned Pulsar in the “high style and high price “category along with
the hero Honda Karizma, hero Honda CBZ, Royal Enfield. Bajaj also positioned CT 100 in
the “low style and low price “category along with Herohonda Splender , TVS star city
 ADVERTISING STRATEGY
Bajaj is known for its outstanding ads because they don’t use the brand ambassadors in
their ads which help the company to save lots of cost.

Bajaj used punch line like “Naye Bharat kin aye Tasveer “ added great value to its two –
wheeler product

Recently ,Bajaj changed its logo and also changed its punch line “Hamada Bajaj ”which
got converted to “inspiring confidence” the reason for the change as told by the company
officials was to keep pace with the new technologies in the fast-moving world to match with
other competitor. Even though Bajaj has changed its punch line which doesn’t created much
impact on the brand image of the company