Bajaj1

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Part-1
EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
Bijjal Motors authorized dealer for Bajaj Company for Ilkal town.
The present aim at examining the “Customer satisfaction Level Bajaj
PLATINA Bike at Ilkal town” The importance of the study is emphasized by the fact the
BABASAB PATIL Page 1

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Customer “Satisfaction is person feelings (or) disappointment resulting from comparing a
products performance in relation to his/her expectations”. It is the key to generate the high
customer loyalty.
The measures the Customer satisfaction level research survey was conducted
with sample size of 100. The information is collected with the help of questionnaire through
personal interview and study is revealed that the most of the customer are satisfied with the
Bajaj PLATINA Bike
Industry Profile
BAJAJ AUTO
 One of the largest 2 and 3 wheeler manufacturer in the world
 21 million+ vehicles on the roads across the globe
 Managing funds of over s 5,329 cr.
 Bajaj Auto finances one of the largest auto finance cos. In India
 Rs. 6,340 Cr. Turnover and Profits after tax of 767 Cr. in 2004-05
Company Profile:
Bajaj Auto Ltd (BAL), the largest two and three wheeler manufacturer in the country, has
a dominating 40% market share in scooters with 18.5% in un geared scooters, 25.2% in
motor cycles, 53% in step-thrus, 8.3% in mopeds and a leading 78% market share in three-
wheelers in FY2001.
Need for study:
In this competitive era we are using so many different types of two wheelers,
even though we are not satisfied with the particular bike, so we choose the appropriate bike

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that is PLATINA which is suitable for all the level of people because it gives more mileage
and it has good looking bike. For that matter only we are studying about this particular topic.
OBJECTIVES OF THE STUDY
 To Study the Customer Satisfaction level for the Bajaj PLATINA Bike.
 To know the features influencing the customer during the purchase of Bajaj
PLATINA Bike.
 To Ascertain whether the Customer are satisfied with existing service from the
Show Room.
SCOPE:
The scope of the study is limited to Bijjal Motors only.
Conclusion:
By seeing the performance of Bajaj PLATINA vehicle And service provided by the
Bijjal motors. I can conclude that it has wide market and bright future for its sales. And also
in the current market it is one of the leading vehicles. The distribution and availability of the
vehicle in bagalkot District as to be Improve Because of the Competing of the vehicle like
Hero Honda, TVS are very high market share.
As per show room is concerned is having good prospects in near feature it is
providing good service and majority of the people are satisfied with Bajaj company vehicle.
Recommendations:
• The dealer can convince the non-users by taking measures like advertising and sales
people.

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• The Diploma Holder mechanics should be recruited in the show room service centre
More & More promotional measures should be taken to increase the sales.
• The warranty service provided by dealers should improve they can gives better service
in the time of warranty periods.

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Part-2
INTRODUCTION TO STUDY
Project is under taken aims at measuring customer satisfaction level of Bajaj
PLATINA Bike at Ilkal town.

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Bajaj PLATINA Bike has been launched by Bajaj Company and there is a need
measures satisfaction level of Bajaj PLATINA Bike in Ilkal town.
The benefit of the study is to make the strategic decision about which are
characteristics and factors in service like price of the vehicle, cost, mileage delivery time,
attitudes of service provider, and cost of spares.
Considering all the above points examining whether the customers are satisfied with
Bajaj PLATINA Bike if the performance matches the expectation the customers are satisfied
if the performance exceeds expectation the customers are is highly satisfied or delighted.
Back ground of the company
Bhartha commenced operation as importing agents for vespa scooter of paggio in
1948.Entered into technical collaboration agreement with piaggio expired in 1971, was not
Renewed.BAL has 3 plant located in maharashtra. The scooter incorporate piaggio
Technology as upgraded by BAL’s in house R&D from time to time. It also developedA
fully indigenous model of motorcycle in 1981. subsequent to the opening up of The scooter
for foreign technology and equity participation in the mid 80’s it entered Into a technical
collaboration agreement with Kawasaki Japa. It started production Of Kawasaki 100cc
motorcycles in 1986. the company has also entered into technical Collaboration with M/s
kabota of japan for manufacture of diesel engines for its three Wheelers and cagiva of italy.
BAL has also promoted Maharashtra Scooter Ltd.(MSL) With state government bodies.
MSL assembles Bajaj scooter at its satara plant.
Group management
Mr jamalal Bajaj founded the Bajaj Group in the 30s. The group now has 24
companies, Including 6 listed companies. Besides BAL, the major companies in the group
are as Follows:

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Mukand Ltd: Alloy/ special steel,term key projects
Bajaj Electricals Ltd: Electrical equipments,fans,appliances
Bajaj Hindustan Ltd:Sugar, industrial alcohol
Subsidiary/affiliate companies
Bajaj auto holdings ltd. (BAHL) is a wholly owned subsidiary of BAL engaged in
the business of investment in shares, debentures and Other securites.
Bajaj Auto Hodings Ltd. (BHEL) is a wholly owned subsidiary of BAL engaed in the
business of investment in shares, debentures and other securities.
Bajaj Auto Finance Ltd. (BHFL) has ceased to be a subsidiary after its IPO if
4.175mn shares of Rs 10 each at a premium of Rs 80 in may 1994 BAL, along with the
subsidiary BHFL engages in financial service and investment activities. The company is
planning to increase its branch network in the country by 33% over the next one year i.e from
40% in the fiscal to 60%. BAL and western maharashtra development corporation
(WNDC) promoted Maharashatra Scooters Ltd (MSL), in 1975, with a plant at satara. MSL
assembles scooter for BAL .
Bajaj Allianz General Insurance. BAL has entered the non-life insurance segment
with Allianz General Insurance with BAL having 74% and Allianz with 24% stake of paid up
equity capital of Rs 100 mn of which BAL received Rs 450 mn in the first half and Rs 720
mn during the second half of fiscal 2001-02.BAL also planning life insurance venture with
paid up equity capital of Rs 1500mn.
The promoter stake holding in BAL is up from 42.65% in FY 2000 to 46.65% in
FY2001 and the FII stake holding has also increased by 3% at 12.99% after the buyback in
October 2000 which was meant to after an attractive exit option to small shareholder.

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However their has been a minor fall in the stake holdings of public Financial Institutions,
GDRs at 4.65% and Mutual Funds etc.
Plant locations
AL has two plants located near pune viz; Akurdi and chakan plant being recently set
up. The third plant is located at Waluj near Aurangabad. The plants incorporate state-of-art
flexible manufacturing facilities that are cross-sourced in increasing demand situations.
Akurdi was set up in 1961 and Waluj in the both the plants. Besides, Akurdi plant
manufactures front engine three-wheeler, sunny mopeds and Kawsaki motorcycles. The
Waluj plant is planned to be global hub for Kawasaki motorcycles upto 200cc. The Akurdi
plant manufactures around 1 mln units p.a, Waluj plant manufactures 1.14 mln units p.a and
the Chakan plant has a manufacturing capacity of 0.18 mln unit’s p.a.
The company is successfully implanting the TPM (Total Productivity Maintenance)
activities at its Akurdi plant with a view to improve on efficiency, productivity and
effectiveness. BAL has recently commenced its three-wheeler production at its new plant in
Brazil for the local market and its neighboring regions.
The Bajaj Group is amongst the top 10 business houses in India. its footprint stretches
over a wide range of industries, spanning automobiles (two-wheelers and three-wheelers),
home appliances, lighting, iron and steel, insurance, travel and finance.
The groups flagship company, Bajaj Auto, is ranked as the world’s largest two-and
three-wheeler manufacturer and the Bajaj brand is well known in over a dozen countries in
Europe, latin America, the US and Asia.
Founded in 1926, at the height of India’s movement for independence from the
British, the group has an illustrious history. The integrity, dedication, resourcefulness and
determination to succeed which are characteristic of the group today, are often traced back to

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its birth during those days of relentless devotion to a common cause. Jamnalal Bajaj, founder
of the group, was a close confidant and discipline of Mahatma Gandhi. In
fact, Gandhi has adopted him as his son. This close relationship and his deep involvement in
the independence movement did not leave Jamalal Bajaj with much time to spend on his
newly lunched business venture.
His son, Kamalnayan Bajaj, then 27, took over the reins of business in 1942. He too
was close to Gandhiji and it was only after independence in 1947, that he was able to give his
full attention to the business. Kamalnayan Bajaj not only consolidated the group, but also
diversified into various manufacturing activities.
The present Chairman and managing Director of the group, Rahul Bajaj, took charge
of the business in 1965. Under his leadership, the turn over of the Bajaj Auto the flagship
company has gone up from Rs72 million to Rs46.16 (USD936 million), its product portfolio
has expanded from one to and the brand has found a global market. He is one of India’s most
distinguished business leaders and internationally respected for his business acumen and
entrepreneurial spirit.
Industrial Profile
About Bajaj
The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches
over a wide range of industries, spanning automobiles (two-wheelers and three-wheelers),
home appliances, lighting, iron and steel, insurance, travel and finance.

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The group’s flagship company, Bajaj Auto, is ranked as the world’s fourth largest
two- and three- wheeler manufacturer and the Bajaj brand is well-known in over a dozen
countries in Europe, Latin America, the US and Asia.
Founded in 1926, at the height of India's movement for independence from the
British, the group has an illustrious history. The integrity, dedication, resourcefulness and
determination to succeed which are characteristic of the group today, are often traced back to
its birth during those days of relentless devotion to a common cause. Jamnalal Bajaj, founder
of the group, was a close confidant and disciple of Mahatma Gandhi. In fact, Gandhiji had
adopted him as his son. This close relationship and his deep involvement in the
independence movement did not leave Jamnalal Bajaj with much time to spend on his newly
launched business venture.
His son, Kamalnayan Bajaj, then 27, took over the reins of business in 1942. He too
was close to Gandhiji and it was only after Independence in 1947, that he was able to give
his full attention to the business. Kamalnayan Bajaj not only consolidated the group, but also
diversified into various manufacturing activities.
The present Chairman and Managing Director of the group, shekar Bajaj, took charge of the
business in 1965. Under his leadership, the turnover of the Bajaj Auto the flagship company
has gone up from Rs.72 million to Rs.46.16 billion (USD 936 million), its product portfolio
has expanded from one to and the brand has found a global market. He is one of India’s most
distinguished business leaders and internationally respected for his business acumen and
entrepreneurial spirit.
Bajaj Auto Ltd (BAL), the largest two and three wheeler manufacturer in the country,
has a dominating 40% market share in scooters with 18.5% in un geared scooters, 25.2% in
motor cycles, 53% in step-thrus, 8.3% in mopeds and a leading 78% market share in three-
wheelers in FY2001. Bajaj Auto has been viewed as a scooter major but with the change in
the structure of demand for 2-wheelers the company has tried to make its presence felt in

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this key market by steadily ramping up motorcycle capacities, by introducing new models
and variants and pushing up marketing and sales. However the company is well behind Hero
Honda in the motorcycle segment and No.2 player in mopeds/ scooterettes segment after
TVS Suzuki.
The company has a wide array of models both in the two-stroke and four-stroke
configurations. In 1995 – 96 the sales were less than 90,000 motorcycles which was 8% of
the total volume of its two- wheeler sales which has grown to 4,22,016 units in FY2001
accounting to 50% of its two- wheeler sales. However, with the implementation of the latest
emission norms, it is slowly moving away from two-stroke vehicles and converting them to
four-stroke ones. The company is all set to increase its margins to double – digits through
concerted cost cutting, value engineering, gains from ‘ Total Productive Maintenance ‘
(TPM) and VRS.
The Indian two-wheeler sector is characterized by largest volumes amongst all the
segments in automobile industry. Though the segment can be broadly categorized into 3 sub-
segments viz; scooters, motorcycles and mopeds; some categories introduced in the market
are a combination of two or more segments e.g. scooterettes and step-thru’s. The market
primarily comprises five players in the two-wheeler segment with most of the companies
having foreign collaborations with well-known Japanese firms earlier. But most of the
companies are now planning 100% subsidiaries in India.
In the last four to five years, the two-wheeler market has witnessed a marked shift
towards motorcycles at the expense of scooters. In the rural areas, consumers have come to
prefer sturdier bikes to withstand the bad road conditions. In the process the share of
motorcycle segment has grown from 48% to 58% , the share of scooters declined drastically
from 33% to 25% , while that of mopeds declined by 2% from 19% to 17% during the year
2000-01.The Euro emission norms effective from April 2000 led to the existing players in the
two- stroke segment to install catalytic converters. This has been replaced by 4-stroke

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motorcycles, which do not incur the additional cost of such converters and fierce competition
led to a fall in price of certain models
Bajaj Auto Ltd (BAL) has been viewed as a scooter major. Nevertheless, in the past
five years the company recognized the important role of motorcycles in its portfolio. The
scooter market is predominantly located in the Northern and Eastern India and the
rationalization of sales taxes to a uniform rate of 12% pushed the price of scooters by 6-8%
without offering any perceived value advantage to the customer. The company posted a total
2-wheeler sales of Rs1.05 mln in 2000-01 as against Rs1.24 mln in 1999-00 . The motorcycle
sales contributed to almost 50% of the total sales volumes accompanied by the decline in
geared scooter sales, which contributed, to only 33% of sales volumes. The company has
been introducing models in the middle end Rs.36, 000 – Rs. 48,000 and high end segments
viz; Rs. 48,000 and above but has found difficult to market such models in competition to
Hero Honda models in the similar price category.
However BAL is on its way to recapture the highly differentiated product market by
becoming a flexible and market – driven supplier of various models of two and three
wheelers at specific price – points.
Current Scenario
BAL has performed fairly in the current fiscal 2001-02 with the Net Sales going up
by 3.06% to Rs19720 mn HY ended September 2001 from Rs19133.3 mn in the
corresponding period previous year. The total expenditure has gone up by 5.3% with the
material cost accounting for the major increase. The company has posted a growth of 69% in
PBT and the Net Profit has increased by 55% to Rs2644.7 mn from Rs1701.5 mn in the

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corresponding period last year. The Net Profit Margin has also improved by almost 50.7%
from the half year ending FY2000-01 . The employee cost has fallen but the company will be
charging an equal expenditure of Rs 22.6 mn over the three quarters of the current fiscal
amounting to Rs 67.8 mn as the VRS expenditure incurred in June 2001
Business
BAL in its 2-wheeler segment posted volume wise sales of 87.2% of its total sales of
which scooters (both geared and ungeared) accounted for 42.3%, motorcycles for 34.9% and
around 10% in step- thrus in FY2001. The sales of scooters have fallen by 26.1% from
FY2000 but there has been a significant increase in the motorcycle sales by nearly 65.4%
since FY2000. The three – wheeler sales have improved marginally in FY2001.The
Company is targeting 25% market share in motor cycle’s segment during the current fiscal as
against 21% share it has cornered in FY2001.
Scooters
In the geared category BAL has ‘Chetak’, 'Classic' and 'Super' in the old ones and the
'Legend', 'Bravo' among the newer models .The ungeared segment consists of the 60CC ‘
Sunny Spice ‘ , ‘Spirit ‘ , ‘ Fusion ‘ and the 92cc ‘Saffire ‘ . The’ Legend NXT’ is a 4 stroke
geared scooter with a 9HP engine and the ‘Bravo’ being a two-stroke 150cc
scooter with a catalytic converter designed in line with the emission norms. The company has
launched utility versions of ‘Chetak ‘and ‘Super ‘at reduced prices. With the unprecedented
38% slump in scooter market the company faced a gradual market share loss to the other
players like Kinetic Engineering and TVS Suzuki.
Motorcycles

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BAL has two basic motorcycle products - M80, a 75cc indigenously developed low
cost vehicle in the step-thru segment and Japanese motorcycles. BAL’s motorcycles are
positioned as four-stroke fuel-efficient vehicles. Among the Japanese ones, BAL has within
its fold, the 100cc ‘4S-Champion’, 125cc ‘KB 125’, 111cc ‘Caliber’ competing with Hero
Honda’s ‘ Passion ‘ and 100cc ‘Boxer’ with a variant ‘ Boxer City ‘ in the pipeline, all of
them at competitive prices.
In FY2001 the company launched the new range of bikes viz; 175cc ‘Kawasaki Bajaj
Eliminator ‘ the country’s first cruiser motorcycle and the two variants viz; 180cc and 150cc
‘Pulsar ‘(in the high –end segment) These models were introduced mainly in competition to
Hero Honda’s 157cc CBZ and TVS Suzuki’s Fiero. The company also launched in its 4-
stroke bikes range 100cc ‘ Kawasaki Bajaj Acer’ competing against Hero Honda Splendor
and ‘ Aspire ‘, ‘Caliber Croma ‘, ‘ Legend NXT ‘ (in the middle end segment).
Mopeds/Scooterettes
BAL has a small market share of 9.5% in FY2000 in this segment. Among its models
are the ‘Sunny Zip’, ‘Rave’ and the ‘Spirit’. Its ‘Bajaj Sunny’, a 50cc upgraded scooterette
model has been extremely successful .The other models include 74cc ‘ Rave ‘launched in
FY98 and ‘ Spirit ‘ 60cc, 2-stroke scooterette competing with leader TVS Suzuki’s ‘Scooty’.

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Three wheelers
BAL continues to dominate the three – wheeler market with over 73% market share
and sales of 1,55,000 units in which have fallen from around 85% two years back. The
company is trying to maintain its market share by creating environment-friendly vehicles and
has already launched the CNG model in Delhi BAL also launched its 4- stroke rear engine
CNG – auto rickshaw model in Mumbai during the year. It is testing the LPG model, which
will take off as soon as the government regulations permit. Apart from this the company also
plans to introduce a four-stroke version in auto-rickshaw and a goods carrier in both petrol
and diesel versions.
Exports
BAL is keen to export motorcycles through Kawasaki’s distribution network in Indonesia
and Argentina wherein the company planned to sell through their network. The company’s
exports registered a marginal decline from Rs1378 mn to Rs1351 mn i.e. 2%. The exports
consisted of 30,652 two and three – wheelers as against 32,730 (including CKD packs).
Bangladesh, Egypt, Peru, Iran and Sudan performed consistently well with lower exports in
Sri Lanka and Latin American markets. The total foreign exchange earned by the company
was Rs. 1,391 million. As against Rs1430 million.
Expansion
The expansion at both Akurdi and Waluj plants has been completed during FY99
taking total capacity to 2mn vehicles. BAL has also set up a third manufacturing plant at
Chakan near Pune with a capacity of 1mn vehicles. The company has planned for selling
through separate channels in case of its 2-wheeler and 3-wheeler segment .It has been
planning to streamline its vendor network by cutting down the number of suppliers by 50%
from current 800 during the current fiscal, intended to improve the efficiency of its supply -
chain management. BAL has been experimenting with higher dealer commissions on some
models in a bid to loosen the stranglehold of market leader Hero Honda in the motorcycle
segment. It introduced VRS II as a part of its man–power planning process at all its three
plant locations as the company is slated to bring down the workforce to 10,000 over the next
four years. The company also planned to commission a 20-MW capacity wind power plant

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(fourth phase with the other three being set up near Satara) with an investment of Rs1000 mn
in Ahmednagar district by entering into the Power Purchase Agreement (PPA) with MSEB
during current fiscal to be completed. The company expects to source its current power
requirements in-house and also avail of the benefit of sales tax incentives.
BAL has also been exploring the possibility of an equity tie-up or a marketing
alliance with a Chinese company for selling its three – wheelers in Chinese market. It has
also been planning a technical collaboration on high-end scooters with the Italian 2-wheeler
major ‘Aprilia. ‘The company has chalked out a strategy for co-existence with Kawasaki
wherein BAL would concentrate on developing products in the price range of Rs 30,000 –
60,000 and Kawasaki to offer a wider choice of products priced from Rs. 35000 up to Rs. 2.5
lakh.
Outlook
Throughout the 1980s and 1990s, Bajaj has countered competition through predatory
price cuts; market expansions moves or take over threats. However both Honda and LML
have cannibalized the BAL market share and are challenging its leadership. The company has
remained less aggressive in its approach and idled away its cash reserves without proactively
deploying them in R&D , new models , takeovers or other risky ventures . In order to arrest
its declining market share, BAL has launched several new models during the past fiscal and
more are in the offing in each segment of the two-wheeler market. Moreover, the
management has recognized the need to utilize its surplus reserves for strengthening its
presence in the market by way of launching new models, expanding capacity and penetrating
new markets. Kawasaki has been developing India as an export hub for motorcycles between
50-200cc. The Company has invariably become the manufacturing base for Kawasaki and
accounts for 60% of the latter’s global sales. Though the company plans to introduce some
high-tech motorcycles from the Kawasaki range, it is trying to shed- off its image of “screw-
driver "company by developing its own range of motorcycles. The TVS – Suzuki break –up
is expected to pave the way for a new relationship with BAL and the new Kawasaki – Suzuki
alliance in the two-wheeler business. BAL needs to rediscover the spark of entrepreneurship
that made it the market.

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GROUP COMPANIES
Bajaj Auto is the flagship of the Bajaj group of companies. The group comprises of
27 companies and was founded in the year 1926. The companies in the group ar
Company Profile
BIJJAL BAJAJ MOTORS.
Bijjal Bajaj is a Groups who is exclusive dealer for Bajaj Auto for in Bagalakot
Districts and was established on April 4 2003 with a Capital of Rs 25 lakh and capturing the
33% of two-wheeler market share in Ilkal.
They are selling different products like
Bajaj Auto Ltd. Mukand International Ltd.
Mukand Ltd. Mukand Engineers Ltd.
Bajaj Electricals Ltd. Mukand Global Finance Ltd.
Bajaj Hindustan Ltd. Bachhraj Factories Pvt. Ltd.
Maharashtra Scooters Ltd. Bajaj Consumer Care Ltd.
Bajaj Auto Finance Ltd. Bajaj Auto Holdings Ltd.
Hercules Hoists Ltd. Jamnalal Sons Pvt. Ltd.
Bajaj Sevashram Pvt Ltd. Bachhraj & Company Pvt. Ltd.
Hind Lamps Ltd. Jeevan Ltd.
Bajaj Ventures Ltd. The Hindustan Housing Co Ltd.
Bajaj International Pvt Ltd. Baroda Industries Pvt Ltd.
Hind Musafir Agency Pvt Ltd. Stainless India Ltd.
Bajaj Allianz General Insurance Company Ltd. Bombay Forgings Ltd.

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1) Bajaj pulsar DTSi 150CC,180CC.
2) Bajaj Discover DTSi 125CC.
3) Bajaj CT100.
4) Bajaj Platina
Bajaj company follow the corporate identify for the establishment of showroom.
It means that the company has its policy in respect of land, building, paints, and timing of
showroom.
Factors to be considered before starting a showroom as per corporate identity.
1) Location: location is very important because to know the number of vehicle in that
area Type of customer land whether the high way or city’s well Known road is
passing through the location or not.
2) Buildings: Before constructing a building following point are taken into account.
a. Nature of soil foundation requirement.
b. The level of ground.
3) Labour: The laboures are the main pillars of any organization. The efficient
organization depends the amount of capital and the space required in the building.
4) Machinery: To install the equipment in proper place the layout is drawn. It
depends the amount of capital and space required in the building.
5) Computational: Competition makes the organization to improve quality and give
better service to customer.
6) Water & Electricity: Water and electricity are necessary for workshop. It helps
in providing better servicing of vehicles.

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Surrounding Area:
Bijjal Motors is situated at such a place which is known for its business like ground
nuts, 2 wheelers and essential commodities.
As we already known that the showroom is on the city’s well known road which join
to the main road.
Organization:
To provider better service Bijjal motors has made 4 sections. They are section.
1) Sales section.
2) General insurance.
3) Accountant.
4) Workshop.
Procedure:
a) Customer visit to show room: When a customer visit the show room to take quotation
His name is entered in the customer follow up forms; these are stored in the file.
b) Follow up begins: the customer follow up forms stored in files are kept in the racks
which are divided in 3 parts.
The forms in the fists part are opened to third day from the dose of quotation and
attractive letter is written to customer. After writing the letter the forms are shifted to second
part. The forms are shifted to third part. The forms are opened after 11 days at this time show
room will send one person to meet customer directly.

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1) Sales: the person intending to purchase the vehicle will visit the show room is
makes the selection of vehicle. After he has selected the vehicle for sales
manager writes the customers name is address in “invoice” and receives the
amount. He also arranges for insurance of vehicle, registration of the vehicle
is left to customer.
2) After filling the “information coupon” he sends the vehicle for pre delivery
inspection. If it founds OK in pre delivery inspection report the key of the
vehicle is handed over to few customer.
3) Billing: on the day when the vehicle is for cash both original and duplicate
copy is Given to customer. But if there is hypothecation in bank then original
copy of invoice And one key is given to bank. Duplicate copy given to
customer and third copy is retained with the showroom,.
4) Insurance: Before giving the delivery of the vehicle it should be insured. The
Insurance policy is called as comprehensive policy’ it means if the vehicle met
With any accident or fire the vehicle owner will be indemnities by the
insurance company.
About Bajaj Platina
Its elegant Platinum silver color with chrome graphics is desperately catching the eyes of
many finicky bike lovers. Graphic tint engine and transmission with black silencer are really
leaving good appeal to the eyes of the viewers.
To add more aesthetic value to this bike, it is further equipped with exclusive streak design
side panels and sleek rear panels with fluid grab rail design.
Other mentionable features for making this bike more reliable are chrome heat shield and
annular chrome rings housed in a sporty console.

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Features
• Exclusive Styling Package.
• Superior engine performance
for practical riding conditions
• Best in class suspension system for superior comfort.
• World first SNS (Spring-N-Spring) rear suspension with the longest travel in its class
of 100 mm.
• Unique streak design side panels

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Specification of Platina
Dimension & Weight
Overall height 1090 mm
Overall length 1990 mm
Overall Width 770 mm
Wheelbase 1275 mm
Ground Clearance 162 mm
Kerb weight 113 kg
Fuel Tank Capacity 13 Litre
Engine
Type Natural Air-cooled
Stroke (2/4) 4-stroke
No. of cylinders Single cylinder
Bore x stroke
Displacement 99.27 cc
Electrical 12V AC +DC
Transmission
No. of Gears Constant Mesh Type
Performance
Maximum Power 6.03 kW (8.2bhp)@ 7500 rpm
Max. Torque 8.05 Nm @ 4500 rpm
Start Kick Start
Suspensions
Front Hydraulic , Telscopic type , 125 mm travel
Rear Hydraulic , ‘SNS’type, 100 mm travel
Brakes
Front Drum type, 110 mm/130 mm
Rear Drum type ,110 mm/130 mm
Tyres
Front 2.75*17", 41 P
Rear 3.00*17", 50 P

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RECOMMENDATIOIN
TO DEALER
As far as the show room satisfaction is concerned, the show room scores good
percentage. At But maintain this satisfaction level forever the show room has to do some
activities.
• The dealer can convince the non-users by taking measures like advertising and sales
people.
• The Diploma Holder mechanics should be recruited in the show room service centre
More & More promotional measures should be taken to increase the sales.
• The warranty service provided by dealers should improve they can gives better service
in the time of warranty periods.
• The complaint solving procedure should be improved and after service of the bike
mechanics may be get feed back from the customers about bike.

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• When ever the Bajaj Company introduces new models, then the showroom people has
to arrange road shows. By doing this kind of activities the show room can retain its old
customer and try to attract new customer.
• Show room owners have to send some gifts and greetings to customers especially in
festival seasons, like yugadi festival, Deepavali, New year because of attracting the
customer and to build long run relation ship with the customers.
RECOMMENDATIOIN
SUGGESTIONS TO COMPANY
By the study it is found that all most all customer of Bajaj PLATINA are satisfied,
the main reason to purchase this bike is because of its high mileage and low price it is
very help full to middle income level of group of people.
• Auto starter should be included in the existing model
• The current SNS (spring -in -spring) suspensions provide unique protection to the
bike.
• Improvement in the engine performance it sounds more when in use more than 70 km
speed there is no smoothness.

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CONCLUSION
By seeing the performance of Bajaj PLATINA vehicle And service provided by the
Bijjal motors. I can conclude that it has wide market and bright future for its sales. And also
in the current market it is one of the leading vehicles. The distribution and availability of the
vehicle in bagalkot District as to be Improve Because of the Competing of the vehicle like
Hero Honda, TVS are very high market share.
As per show room is concerned is having good prospects in near feature it is
providing good service and majority of the people are satisfied with Bajaj company vehicle.

.
BIBLIOGRAPHY
TEXT BOOKS
♦ MARKET MANAGEMENT
By. Philip Kotler.
MAGZINES
♦ BUSINESS WORLD.
♦ BUSINESS TODAY.
♦ INDIA TODAY.
NEWS PAPERS
♦ THE TIMES OF INDIA.
♦ THE HINDU.
PAMPLETS
WEB SITES
www.bajajauto.com
Google search

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