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PRESENTED BY :

VICTOR DHARA. (18057)


AMRIT SINGHANIA. (18063)
CHANDAN GUPTA.(18073)
SANTOSH KUMAR VARMA. (18083)
SANJOY SEAL. (18103)
SUMIT PATRA. (18113)
INDIAN
TWO
WHEELER
INDUSTRY
INDUSTRY PROFILE

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

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

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

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

• The first Japanese motorcycles were introduced in the 1980s.

• TVS Suzuki brought first tow-stroke motorcycle engine

• Hero Honda brought first four-stroke motorcycle engine.


INDUSTRY PROFILE Cont..

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

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

• The total number of registered two-wheelers and three-wheelers on road in


India, as on March 31, 1998 was 27.9mn and 1.7mn respectively.

• The two wheeler population has almost doubled in 1996 from a base of
12.6mn in 1990.
Domestic sales trends
Global two wheeler market
Two-wheelers on a roll

• • The demand drivers for the two-wheeler industry


are
• – High growth in service sector @ 9%
• – Favourable demographics – a young population,
rising household
• incomes, increasing literacy levels
• – Faster introduction of new models
• – Increasing replacement demand(from 6 to 3
years)
• – Absence of effective public transport.
• – Increased availability of low cost retail
finance(more than 1500 locations)
Two-wheelers on a roll
contd…
Youngest population…

A young population
• India has the youngest population in the
world with 70% under 35 years
• The key factors emerging are
• i)Target audience for two-wheelers is
huge
• Ii)140 mn people will be added to the
working population in the next 5 years’
time
Youngest population
contd..
Changing face of retail
finance
• Retail finance has emerged as an important driver of
growth for two wheelers in India.
• Retail finance rates have halved from 28% to 14% in the
last three years
• Organised retail finance availability has increased from
100 to 1500 locations in the last three years
• Innovative customer friendly schemes with low EMI
(Rs. 999 approximately) and low down payments have
become popular
Retail finance has become easier and affordable
Two-wheelers to remain the
preferred option over Cars
• The ownership and maintenance cost of a car is
• 4 times of a two wheeler

• Two wheelers deliver a superior mileage of
• 70kmpl as compared to 12kmpl of the cars

• Mileage is a key factor influencing buying
• behaviour.
Bulging affluent middle
class and increasing
consumption mindset
Forces Driving Industry
Competition
Market share
INTRODUCTION
.Hero Honda Motors Limited, based in Delhi, India is
frequently called the world's largest manufacturer of
motorcycles by volume

Hero Honda is a joint venture that began in 1984 between


the Hero Group of India and Honda of Japan. It has been the
world's biggest manufacturer of 2-wheeled motorized
vehicles since 2001. Its 2 plants are in Dharuhera and
Gurgaon, both in India. Third plant at Haridwar, Uttaranchal
has also started production by April, 2008 .

22
Company profile
FILL IT. SHUT IT. FORGET IT
The joint venture between India's Hero Group and Honda
Motor Company, Japan has not only created the world's
single largest two wheeler company but also one of the
most successful joint ventures worldwide. A legendary
'Fill it - Shut it - Forget it' campaign captured the
imagination of commuters across India, and Hero Honda
sold millions of bikes purely on the commitment of
increased mileage. Hero Honda has consistently grown at
double digits since inception; and today, every second
motorcycle sold in the country is a Hero Honda. Every
30 seconds, someone in India buys Hero
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em du er me t
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Major Competitors
Competition
analysis

t t
Marke Marke
Share Share
41.24% 35%
Potential
Markets
MARKETING
STRATEGY:
 Collaborating with Steyr Daimler
Puch
 Supplying completely knocked-down
(CKD) kits
 Establishing a more proactive
marketing department
 Expanding the distribution network

28
Problems & Issues
 Joint Venture Problems

 The development of the CD-100 motorcycle was


only successful for a very short period of time
 Honda held complete responsibility for the
Research & Development department for Hero
Honda
 Honda negotiated new ventures and partnerships
with other Indian manufacturers in the automobile
and power equipment industry, leaving Hero
completely out

29
Problems & Issues
 External Problems
 The Indian government starting allowing
foreign companies to enter the Indian
markets through joint ventures
 The Indian marketplace was gaining
more entrants causing rivalry in the
industry to rise
 Competitors such as TVS-Suzuki,
Yamaha from Japan and Bajaj Auto
began to introduce newer product lines

30
Implementing
Changes
 Management introduced new ideas
coupled with improved terms of
agreement for their joint venture
 Two primary goals in mind
 Continuing their success
 Maintaining their existing market share

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STP
• Hero Honda targeting mostly those customers
who are diverted towards the stylish bikes.
• People who wants sporting bikes the company
has launched karizma.
• They are targeting urban as well as rural
people with their bikes.
• Hero Honda’s brand value is their biggest
assets


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Karizma and CBZ

Luxury
Passion, Splender,
Glamour, Achiver

Mid Size
Family

CD-Down, CD-Delux

Economy
HERO HONDA-IN NUMBERS

Hero Honda Passion Plus (97.20 cc)


Rs. 48,200

Hero Honda CD-dawn (97.20 cc)


Hero Honda CBZ Xtreme (Self S
Rs. 37,000 Hero Honda Glamour (125 cc)
Rs. 48,000 Rs. 64,300.

Hero Honda Splendor Plus (97.20 cc)


Hero Honda Achiever Hero Honda Karizma
Rs. 45,000. Rs.55,000 Rs. 74,000 34
Models

• Hero Honda CBZ Xtreme


• Hero Honda CD 100 • Hero Honda Passion
• Hero Honda CD 100 SS • Hero Honda Karizma
• Hero Honda CD Deluxe • Hero Honda Hunk
• Hero Honda Splendor • Honda Pleasure
• Hero Honda Glamour

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FUTURE
STRATEGIES:
 Utilize a related diversification
strategy – enter the scooter market
 Use expertise of India’s terrain and
people to capture the scooter market
before new sister company Honda Motor
Scooters India Ltd. enters the market
 Capitalize on positive and popular brand
image
 Share similar resources for motorcycles
and scooters

36
SWOT Analysis
 Strengths
 Ability to understand customer’s needs
and wants
 Recognized and established brand name
 Effective advertising capability
 Weaknesses
 R&D is not close to the Hero
manufacturing plant
 Hero is vulnerable in the joint venture
because Honda Motor Company has so
much power
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SWOT Analysis
 Opportunities
 Global expansion into the Caribbean and
Central America
 Expansion of target market (include
women)
 Become India’s leader in the scooter
market
 Threats
 Honda Motorcycles and Scooters India
can take away market share and cause
joint venture to go sour
 Bajaj Motors is a strong competitor 38
A Bright Future?
 Yes!
 Established name and dominant market
position
 Strong Marketing Department
 Local Knowledge
 Technological Advancements
 Introduction of scooter
 Renewal of joint venture

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Recommendations
 Expand to countries that heavily
utilize two-wheelers
 Popular vacation spots in Central and
South America as well as the Caribbean
 Tourists year-round; may opt to rent
motorcycles or scooters versus automobiles
 Could be potential for high volume/fleet
sales
 Examine warm tourist locations within
the United States including California
and Florida for possible market entry
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Recommendations
 Use company philosophy as
competitive advantage
 Create a marketing campaign around
the business strategy
 Building motorcycles for the common man
 Reasonably priced with above average fuel
economy

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CORPORATE SOCIAL RESPONSIBILITY
Driving solutions oriented partnership for sustainable socially
responsible business practices to enable the primary
producer/worker community to live a healthy and respectful life
Company
Profile
Presentation
Bajaj History
• On November 29, 1945 Bajaj Auto came into existence as M/s
Bachraj Trading Corporation Private Limited.
• It started off by selling imported two- and three-wheelers in India.
• In 1959, it obtained license from the Government of India to
manufacture two- and three-wheelers and it went public in 1960.
• In 1970, it rolled out its 100,000th vehicle.
• In 1977, the technical collaboration agreement with Piaggio of Italy
expired
• In 1977, it managed to produce and sell 100,000 vehicles in a
single financial year.
• In 1985, it started producing at Waluj in Aurangabad.
• In 1986, it managed to produce and sell 500,000 vehicles in a single
financial year.
• Bajaj entered into a strategic tie-up with Kawasaki in late 1990s to
enhance its product line and knowledge up-gradation.
Organisation Structure

Chairman & MD:


Rahul Bajaj

Vice Chairman:
Madhur Bajaj

Executive
Director: Top: Rahul Bajaj
Sanjiv Bajaj Left: Madhur Bajaj,
Right: Sanjiv Bajaj
PRODUCTION & QUALITY
CASTING &
CONTROL
Crank Misc. Alu. Misc nuts Sheet
FORGING Case Casting & bolts plates

Buffing &
Cutting
Heat treat.
to size

El.
Machining Machining Buffing Plating Pressing

Bough Weld/buff
Ht. Trt. Wheel chassis
t out
& Grd. assembly forming
comp.

Minor Engine Engine Final paintin Chassis


ass. ass. testing assembly g forming

Quality Dispatch
test. for sale
· Bajaj Avenger 200 cc Price in Delhi: Bajaj Pulsar 150 cc Price in Delhi: 60,000/-
69,000/- Indian Rupee Indian Rupee
· Bajaj Avenger 200 cc Price in Mumbai: Bajaj Pulsar 150 cc Price in Mumbai: 68,000/-
77,000/- Indian Rupee Indian Rupee
· Bajaj Avenger 200 cc Price in Chennai: Bajaj Pulsar 150 cc Price in Chennai: 64,000/-
69,000/- Indian Rupee Indian Rupee
· Bajaj Avenger 200 cc Price in Bangalore: Bajaj Pulsar 150cc Price in Bangalore:
74,000/- Indian Rupee 65,000/- Indian Rupee
· Bajaj Avenger 200 cc Price in Hyderabad: Bajaj Pulsar 150cc Price in Hyderabad:
73,000/- Indian Rupee 64,000/- Indian Rupee
· Bajaj Avenger 200 cc Price in Kolkata: Bajaj Pulsar 150cc Price in Kolkata: 65,500/-
74,500/- Indian Rupee Indian Rupee
· Bajaj Avenger 200 cc Price in Pune: Bajaj Pulsar 150 cc Price in Pune: 62,000/-
70,000/- Indian Rupee Indian Rupee

Bajaj Discover 135cc Price in Delhi: 52,000/- Indian Bajaj xcd 125cc Price in Delhi: 44,000/- Indian
Rupee Rupee
Bajaj Discover 135 cc Price in Mumbai: 59,000/- Bajaj xcd 125 cc Price in Mumbai: 50,000/- Indian
Indian Rupee Rupee
Bajaj Discover 135 cc Price in Chennai: 54,000/- Bajaj xcd 125 cc Price in Chennai: 46,000/- Indian
Indian Rupee Rupee
Bajaj Discover 135 cc Price in Bangalore: 55,000/- Bajaj xcd 125 cc Price in Bangalore: 47,000/-
Indian Rupee Indian Rupee
Bajaj Discover 135 cc Price in Hyderabad: 54,000/- Bajaj xcd 125 cc Price in Hyderabad: 46,000/-
Indian Rupee Indian Rupee
Bajaj Discover 135 cc Price in Kolkata: 56,500/- Bajaj xcd 125 cc Price in Kolkata: 48,500/- Indian
Indian Rupee Rupee
Bajaj Discover 135 cc Price in Pune: 54,000/- Bajaj xcd 125 cc Price in Pune: 46,000/- Indian
Indian Rupee Rupee
Bajaj Kawasaki Ninja 250R Price in India – Rs. 2,70,000/- Indian Rupee (INR) Ex-Show Room (All over India
)
PRODUCTS
Time line of new releases
Time line of new releases
Marketing Strategies
• Being the leading manufacturer of two & three
wheelers market BAL(Bajaj Auto Ltd.) has been
providing the best of the class models at competitive
prices.

• Most of the Bajaj models come loaded with the latest


features within the price band acceptable by the
market.

• They regularly update the low price bikes with the


latest features like disk-brakes, anti-skid technology
and dual suspension, etc.
Marketing Strategies
• First attempt by bajaj to make a mark in the motorcycle
segment. The target customer was the father in the family
but the target audience of the commercial was the son in the
family. The time at which Kawasaki 4S was launched Hero
Honda was the market leader in fuel-efficient bikes and
Yamaha in the performance bikes.
• The commercial of Kawasaki 4S had the punch line "Kyun
Hero" means "now what hero" which reflected the
aggressiveness in the marketing front by the company.
• The focus for the Caliber 115 was youth. And though Bajaj
made the bike look bigger and feel more powerful than its
predecessor its approach towards advertising is even more
radically different this time around. The teaser campaign and
the emphasis on the Caliber 115 being a `Hoodibabaa' bike
placed it as a trendy motorcycle for the college-goers and the
25 plus executives both at the same time
Marketing Strategies

• Pulsar

• Discover

• Bajaj Auto's entire product portfolio, from the entry-


level to the premium, is being sold by the same
dealers. The restructuring will involve separate
dealer networks catering to the urban and rural
markets as well as its three-wheeler and premium
bikes segments.
• Bajaj Auto also plans to set-up an independent
network of dealers for the rural areas. The needs of
financing, selling, distribution and even after-sales
service are completely different in the rural areas
and do not makes sense for city dealers to control
this.
Sales
Particulars August 2008 August 2007 Change %

MOTORCYCLES 175,274 167,483 5

TOTAL 2 176,631 170,203 4


WHEELERS
3 WHEELERS 24,324 25,504 (5)

TOTAL 2&3 200,955 195,707 3


WHEELERS
Exports out of 71,105 56,452 26
the above
Marketing Strategies
Corporate Governance
• It is defined as a set of systems, processes &
principles which ensure that a company is
governed in the best interest of all stake
holders.
• Bajaj Auto’s commitment to good corporate
governance practices predates the laws and
mandates of the Securities and Exchange Board
of India (SEBI) and the stock exchanges.
• Transparency, fairness, disclosure and
accountability have been central to the working
of the company, its management and its board
of directors.
• The standing that the company enjoys in the
corporate world has as much to do with its
reputation for integrity and transparency as with
its performance
Corporate Governance
• Bajaj Auto set up its audit committee in 1987. Since then,
the company has been reviewing and making appropriate
changes in the composition and working of the committee
from time to time to bring about greater effectiveness and
to comply with various requirements under the Companies
Act, 1956 as well as Clause 49 of the listing agreement.

The current audit committee consists of the following directors:


• S H Khan, Chairman
• D J Balaji Rao
• J N Godrej
• Naresh Chandra
• Nanoo Pamnani
SWOT Analysis
StrengthS WEAKNESSES
Highly experienced management. Still has no established brand to
Extensive R & D focus. match Hero Honda's Splendor in
Widespread distribution network. commuter segment.
High performance products across Not a global player in spite of huge
all categories. volumes.
Not a globally recognizable brand
(unlike the JV partner Kawasaki)

OPPURTUNITIES THREAT
Double-digit growth in two-wheeler The competition catches-up any new
market. innovation in no time.
Untapped market above 180 cc in Threat of cheap imported motorcycles
motorcycles. from China.
The growing gearless trendy scooters Margins getting squeezed from both
and scooter market. the directions (Price as well as Cost)
Growing world demand for entry-level TATA Ace is a serious competition for
FUTURE GOALS
FUTURE GOALS
• Continuously launching
bikes with new
technologies like
‘Digital Twin Spark -
Swirl induction’ (DTS-
Si) engine.
• Along with Renault
they are ready to
launch there new
concept car ‘Bajaj lite’.
Local Community
Development
Jankidevi Bajaj Gram Vikas Sanstha

• Bajaj Auto’s Corporate Social Responsibility towards the rural


poor is carried out by a trust, Jankidevi Bajaj Gram Vikas
Sanstha (JBGVS). This trust was formed in 1987. JBGVS acts as
a catalyst for development at the grass root level in 44 villages
around Bajaj Auto plants in Pune and Aurangabad District.
• A project on Rural Education and Information Network (REIN) is
being implemented in 27 villages of Maval Taluka. This project
imparts non formal education to non school going and poorly
performing school going children.
• JBGVS assist BPL families to construct low cost houses under
Indira Awas Yojana. As also help repair school rooms, old
structures and construct cowsheds / mangers, community
centers etc
Local Community Development
• JBGVS also conduct classes for
vocational training like tailoring,
bamboo craft, handicraft, making of
greeting cards, mats, paper bags and
assist computer training for
Maharashtra State-CIT examination.
• Samaj Seva Kendra was established
in 1975 by Bajaj Auto and is part of
JBGVS. SSK provides facilities for
social development of the residents
of Akurdi, Nigdi and adjoining
townships, with the aim of improving
their quality of life, through skill
development training, hobby centre,
nursery education, health care,
sports, music, dance and cultural
programmes
Conclusion
• Bajaj is India’s largest automobile manufacturer.

• They firmly believe in providing the customer “

VALUE FOR MONEY,FOR YEARS” through there

products & services.

• Quality, safety & service has been given as much

considerations as productivity, cost & delivery


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

Headquarters : Chennai, Tamilnadu, India


Key people : Mr.Venu Srinivasan
Products : Motorcycles, Mopeds,
Ungeared Scooters, Automotive
Revenue : USD 2.2 billion (FY 2006)
Employees : 5,633 (2007)
Website : www.tvsmotor.inz
VISION OF TVS MOTOR
 
 
“TVS Motor Company will be
one among the top two 2-
wheeler companies in India and
one among the top five 2-
wheeler companies in Asia.”
 
PRODUCT PORTFOLIO
OF
TVS
MOTORS LIMITED
BCG MATRIX
SWOT
 Strengths: Weaknesses:

Technological support of Dependence on Suzuki


Suzuki motors Motors

The Brand image Regional dependency

The distribution network

Opportunities: Threats:

New product launch Hero Honda, Bajaj Auto


,Honda
Look and pick up with stylish
appearance. MNCs are targeting India

Motorcycle segment is growing Foray into the scooter


at the rate of 17.68 segment
MARKETING MIX
 
Product - The tangible offer to the
market, which includes the product
quality, design, features, branding and
packaging. The product is perfectly
designed and all the switch are well
placed, which provides a good riding
condition
PRODUCT
• TVS APACHE TVS- STAR
• 4-Stroke, 150cc 4-STROKE,100CC
• high performance motorcycle.

• TVS Fiero TVS-VICTOR


4 stroke, 150 cc 4-STROKE ,125CC
premium performance motorcycle.

TVS FLAME TVS SCOOTY


the 125cc 4 stroke, 150 cc 4-STROKE ,90CC
TVS FLAME
TVS F
PRICE
• Pricing Is An Important Part Of The
Marketing Strategy.
• Consumers Demand Quality By Reducing
Price And Giving Qulity To The Product.
• Now We Have More And More Products
Trying To Find Space In The Market & step
is taken when the product is launched in
the market with the certain price.
MARKETSHARE

HERO HONDA
HONDA (UNICON) (CBZ)
11% 4%

SUZUKI (ZEUS)
5%

TVS
(APACHE)
14% BAJAJ AUTO
(PULSAR)
YAMAHA 62%
(RX 135)
4%
SEGMENTATION
STRATEGY
(a)Geographical Segmentation
City or Metro Size: 50,000 or over
Density: Urban , Semi urban
b)Demographic Segmentation
Age: 18-30
Gender: Male
Occupation: Student, Employed
Education: Graduate, Post-graduate
Social class: working class, middle class, upper middle class, lower
uppers.
Psychographic
segmentation:
Psychographic lifestyle: outdoor oriented

Personality: ambitious, innovators, thinkers, achievers,


experiences, strivers
Behavioral Segmentation
Behavioral occasion: Regular
User status: potential user, regular user
Usage Rate: medium user, heavy user
Loyalty status: medium, strong
Readiness stage: aware, informed, interested,
desirous, intending to buy
Attitude toward product: enthusiastic, positive,
indifferent.
 
TARGETING STRATEGY

Urban commuters mainly aging between


18-30 yrs.
People who want more power, functions,
style and feature at higher Prices.
People who want to upgrade from their
present 125cc bike.
People who want some sporty look bikes
A niche segment, which constitutes
nearly 10% of the total market.
POSITIONING STRATEGY
Competition
With other products
Directly positioned against 125-150cc bikes.
Indirect competition from other premium segment bikes
which offers more power, style and features.
 
With companies
In fierce competition with Bajaj Auto for second place in 2
wheelers market.
In direct competition, with Hero Honda, Yamaha, Honda,
Suzuki for market share in the Premium segment.
 
 
COMPETITORS IN THE
SEGMENT
 
Key Highlights:
World's Single Largest Motorcycle
Company
Hero Honda enjoys a significant brand
premium.
Variant launches in each of Splendor and
passion
Aggressive cost controls and significant
economies of scale
Key Highlights:

Bajaj is the first Indian two wheeler


automobile company in the market
Established in 1945
It Imported Scooters And Three
Wheelers From Italy And Sold Them In
India.
At present, it is the market leader in
the motorcycle ,about 50%.

Pulsar continues to be a market


leader.
Honda motors of Japan is not a new
name in the two wheeler scenario in
the country.

Honda Motorcycles and Scooters India


limited, a 100% subsidiary of Honda
motor company Japan..

In the mid 80 Honda motors of Japan


joined hands with the largest bicycle
maker of India the Hero cycles to
create Hero Honda
SALES GROWTH
FINANCIAL HIGHLIGHTS:
Details Year ended Year ended
31.03.2009 31.03.2008

Sales NUMBER IN LAKHS NUMBER IN LAKHS

Motorcycles 6.44 6.10

Mopeds 4.59 4.09

Scooters 2.59 2.58

Total 13.62 12.77


History
• The history of HMCL could be traced back to 1946, when Soichiro Honda,
a mechanical engineer, established the ‘Honda Technical Research
Institute’ in Hamamatsu, Japan.
• The idea was to develop and later produce small two-cycle motorbike
engines.
• Honda’s first product, an A-type50cc bicycle engine, was produced in
1947.
• In 1948, HMCL was incorporated with a capital of one million yen. Soon,
the company started to design and produce lightweight motorcycles.
Honda Philosophy

All associates throughout the Honda group share the Honda philosophy, which
comprises the fundamental beliefs of respect for the individual and the Three Joys,
as well as the company principle and management principles.
Entry in India
 In 1984, HMCL entered the Indian two-wheeler market through a joint
venture with Kinetic Engineering Limited (KEL) for manufacturing
scooters.
 This was followed by another joint venture with the Hero Group for
making motorcycles.
 The venture with KEL named Kinetic Honda Motors Limited (KHML)
revolutionized the Indian scooter market with the introduction of a scooter
– Kinetic Honda – boasting modern features likevariomatic gearless
transmission, self-start, auto choke and auto fuel cock and several other
user-friendly features.
 The other joint venture agreement between HMCL and the Hero Group
resulted in the incorporation of Hero Honda Motors Limited (HHML) in
1984.
 In 1985, HHML launched the Hero Honda CD-100 motorcycle, the first
four-stroke bike in India. Its unique features such as a four-stroke engine,
fuel efficiency and pollution control made the model a runaway success
with Indian customers.
Break up and launch
• After coming out of the joint venture with KEL, HMCL planned to
introduce its own two-wheelers in the market.
• In October 1999, in a major strategic initiative, HMCL established HMSI .
• The company made an initial investment of Rs 3 bn to establish a plant
with an annual production capacity of 200,000 units.
• Keeping its promise, HMSI launched three new scooter models – Activa,
Dio and Eterno.
• However, the joint venture agreement with Hero Group prevented HMCL
from starting its own production of motorcycles in India till 2004.
• In September 2004, Honda Motorcycle and Scooters India Limited
(HMSI), the wholly owned subsidiary of the Japan-based Honda Motor
Company Limited (HMCL),launched its first 150cc motorcycle named
‘Unicorn.’
Competiton
• Current market leaders Hero Honda and Bajaj have
market share of 40% and 24% respectively as compared
to Honda’s share of 8%.
• But in case of scooters Honda is the leader.
• After the launch of TATA nano it has become a
competitor for Honda’s medium segment bikes.
• As in some case the Honda’s bikes are costlier than the
bikes of TVS , Hero Honda, etc of same segment Honda
has a disadvantage over its competitors.
STRENGTH: WEEKNESS:
Brand name image. Honda has a lower sales value than
Smoother drive as compared to Hero Honda and Bajaj.
competitors. Prices.
Efficient performance. Reputation for being underpowered or
Quality – ISO Certification. pokey econo-boxes.
Highly loyal, committed and motivated
employees.
Technology.
Stay close to customers.
Exceed their expectations.

OPPORTUNITES: THREATS:
Continue progressing low emission Prices.
bikes and alternative power sources. Technology.
Developing nations. New competitors .
Marketing strategy
• Thanks to the success of its joint venture with Hero Group and KEL,
‘Honda’ was already a household name in India.
• Hence, rather than putting major efforts into brand building, HMSI’s
marketing strategy emphasized on offering innovative products at
competitive prices, novel promotional campaigns and developing an
extensive distribution network.
Segmenting, targeting,
positioning
• The Indian two-wheeler industry, traditionally considered a scooter market,
witnessed a gradual migration towards motorcycles from the 1990’s.
• Because earlier models lacked adequate power and, therefore, were not
suitable for commuting long distances with a pillion rider.
• The growth of scooters had not taken off earlier because they were less
fuel-efficient compared to motorcycles.
• Honda targeted the scooter segment with their advanced technology.
• HMSI’s scooters provided answers to all these problems faced by erstwhile
scooter consumers in India.
STP (CONTD.)
• Honda positioned their scooters in a very stylish way to increase their
product appeal and also to expand the target market.
• All three scooter models were a classic cross between the looks and
aspirational aspects of a motorcycle and the safety of a scooter.
• Basically, Honda scooter’s customers did not have any hesitation
‘showing off' their mode of transportation with gearless scooters.
• Unicorn was promoted with the caption “Be a wing rider.”
• Targeted at youth, Unicorn looked sportier than all the existing
motorcycles in the premium segment and was pitted against Bajaj Pulsar,
the leader with 75 percent market share in that segment. The other bikes in
this segment were TVS Fiero, LML’s Graptor and Hero Honda’s CBZ.
Product strategy
• Innovation and technological superiority were major contributing factors to
the success of HMSI models.
• All three scooter models were carefully designed to be different from
competitors’ models, both externally and internally.
• They were fuel-efficient with four-stroke engines and incurred low
maintenance costs.
• Style and comfort were the major value propositions for customers.
• After the introduction of Activa, the sales of gearless scooters in India
increased considerably, remarkable at a time when the market was favoring
motorcycles.
• All models were technologically advanced with new-age features, adequate
power and speed.
• Another benefit was ease of operation.
ACTIVA
• Ingeniously designed – the all new Activa is made for you to go miles, to
do things and to go places. With your loved ones. Developed on Honda's
globally tested engineering technology, it comes with a host of new
features. The seats maximises riding comfort. Thus offering you a smooth
ride. Perfect in design and technology, the all new Activa is more than just
a scooter. With an increased mileage of 15%, it allows you to enjoy your
rides, no matter how long they are. Step onto your all new Activa, spread
the joy with your loved ones, and go on and on.
AVIATOR
• Exuding style from the word go, the Aviator is for those who don't have to try hard to
impress. Topped up with classy features, it adds to your quotient in more ways than one.
Yes, the Aviator is here. And it's time for you to arrive. In style.
DIO
• DIO – India’s first motoscooter is named after the son of Venus ‘Dyonisiac’, also
known as Cupid, the God of Love. One look at DIO will tell you it’s more an
accessory than a mere convenience. As India’s first motoscooter, it blends the looks
of a motorcycle with the comfort of a scooter. DIO heralds the dawn of two–wheeler
fashion. And if looks are anything to fall for, this is a treat. The body–mounted
headlamp and sleek indicators leap right off the front. Ample legroom gives you an
elegant poise. The body tapers into the taillight and yet continues to draw attention.
SHINE
• Powered by Honda’s revolutionary optimax & Ergotec technologies, the
Honda Shine is a companion that understands & fulfills the rider’s need to
do more in life by delivering superior performance that is nothing short of
a dream come true. Honda Shine is powered by a newly developed 125cc
’Optimax’ engine. Due to its cutting edge Honda technologies, the 125 cc
’Optimax’ engine delivers class leading 10.3 BHP. Honda Shine also
comes equipped with host of innovative features like puncture resistant
Tuff-up tube and Primary Kick/Self start for easier city riding etc.
UNICORN
All New Sporty Unicorn is powered by a newly developed Honda 4-
stroke, 150cc engine. It sets new benchmark in the upper majority
motorcycle segment in India with its swift acceleration, superior
mileage, international styling, riding comfort and convenience. With
the 4-stroke, 150cc engine delivering a whooping 13.3 . Unicorn offers
perfect balance of pickup and mileage, delivering 60 kmpl through its
famed 4-stroke Honda engine, cutting edge technologies like Multi-
Mapping CDI, Tumble Flow Combustion Chamber, Roller Rocker arm,
and a Classy Aerodynamic Body.
CBF STUNNER
• Honda re-defines style with the new sporty CBF Stunner. Equipped with a perfect
blend of great looks, Stunning performance and unbeatable quality it’s an ultimate
desire of every youth. So set your spirit free And leave others breathless with this
absolute sensation, the ultimate style icon.
CB 1000R
• Aggressive, edgy, yet perfectly composed. The CB1000R’s predatory
profile surfs the cut and thrust of city streets with unbelievable cool; and
tears up twisty terrain for the sheer thrill of it. Smooth power delivery as
well as on-tap thrills when you feel like calling upon them. Alluring,
intimidating, irresistible.
CBR 1000RR
• Sired by a MotoGP champion and tempered in the fires of world superbike
and endurance competition, all- new CBR1000RR Fireblade vividly brings
to life searing performance, omniscient control and a thrilling beauty and
simplicity of form that sets hearts and minds racing.
Pricing strategy
• Competitive pricing was one of the strongest points of Honda models.
• HMSI’s pricing strategy focused on cost-conscious Indian customer.
Before pricing any model, HMSI conducted extensive market research on
the target customers’ expectations and purchasing capacities. The Indian
two-wheeler market was one of the largest in the world. But, unlike the
developed countries where bikes were positioned more as a recreational
vehicle, in India they were used for daily commuting. This meant that the
price, maintenance costs and fuel efficiency was very important to a cost-
conscious consumer.
• They felt that scooters combined with the features of motorcycles would
attract customers who considered buying a motorcycle at a much higher
price.
Pricing strategy (contd.)
• The company tried to price its models a little lower than other similar
models offered by competitors. The lower prices of Unicorn as compared
to the premium motorcycles segment leader– Bajaj Pulsar – could be cited
as the best example.
• Where the price of a particular model was slightly higher than those of
competitors’, HMSI justified it, saying that the higher price was
commensurate with the value addition and superior quality compared to
existing models.
City Model Ex-Showroom On-Road
Hyderabad Unicorn Rs. 57,982 Rs. 64,475

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

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

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

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

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

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

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

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

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

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

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

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

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

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


Growth
• India is the fifth largest two-wheeler market for Honda’s motorcycles and scooters after
Indonesia, Brazil, Vietnam and Thailand, in terms of units sold.
• In the previous fiscal year, scooter sales made up 65% of the company’s sales in India.
• Honda Motorcycle is aiming for annual sales of 1.25 million units in 2009-10, up from
1.07 million in the previous year. In 2008-09, Honda Motorcycle’s annual sales had
increased 17.58%.
• Honda aims to maintain 17% sales growth in 2009-10.
• Honda has invested around Rs900 crore in the country so far. It has a factory in
Manesar, Gurgaon, with an annual capacity for 1.2 million units, which it plans to raise
to 1.5 million in the current fiscal year.
• The company is growing its motorcycle business in India with more launches in the
pipeline, including in the 100cc segment.
Corporate social
responsibility
 The Joy of Buying: The joy of buying is achieved through providing
products and services that exceed the needs and expectations of each
customer.
 The Joy of Selling: Experiencing the customer's joy as our own is a shared
value of all Honda associates.
 The Joy of Creating: We Honda associates create joy and serve society by
turning our thoughts and ideas into reality.

Our principle of the Three Joys expresses our intention, based upon respect for
the individual, to share joy with each individual person touched by Honda's
corporate activities, building relationships based on trust. We believe that,
by faithfully endeavoring to build trust with individuals, we earn the trust of
society and, ultimately, fulfill our social responsibilities as a company.
year
Awards
Model /company Award

2009 Aviator Scooter of the Year (Zigwheels.com)

2009 CBF Stunner Motorcycle of the Year (125 CC)


(Zigwheels.com)
2009 CBF Stunner 2009 Stunner NDTV Profit Award 2009 - Bike of
the Year
2009 Aviator 2009 Aviator NDTV Profit Award 2009 - Scooter
of the Year
2008 Activa CNBC TV18 - Auto Car "AUTO AWARDS
2008“ - "Scooter Customers Satisfaction No.1"
2008 Company -Well Made Bike 2008
-Advanced Technology 2008
-Overall 2008
-Eco-Friendliness 2008
-Resale Value 2008

By Apollo Tyres - Auto India "Best Brand


Survey Awards 2008"

2007 Eterno Best automobile brand of India 2007


(Planman Media)
2007 Activa Best automobile brand of India 2007
(Planman Media)
SWOT Analysis
Strength Weakness

•World famous & reputed company •Unhappy employees


•High Promotion of experienced staff • No well maintained showroom
•wide range of motorcycles • After sales service

Opportunity Threats

•Increasing population • Many competitors


•changing life style •Slow down
• Big group of youngsters
Product Line
PRODUCT PROFILE

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

Technical Specification
PRODUCT PROFILE cont…

FZ-S
“Highlight your style”

Technical Specification
PRODUCT PROFILE cont…

Fazer
“Touring Spirit”

Technical Specification
PRODUCT PROFILE cont…

Gladiator Type SS
“Stop Commuting. Start Sports Biking.”

Technical Specification
PRODUCT PROFILE cont…

G5
“We Define Trends”

Technical Specification
PRODUCT PROFILE cont…

CRUX
“Tough bike for tough men.”

Technical Specification
Sales Promotion
YES!
YAMAHA

Apparel
Branding
Promotional Activities

“ Jo dikhta hai
wo bikta hai”
Promotional Activities
Canopy
Promotional Activities
Canopy
Promotional Activities
Customer meets
Promotional Activities
College Activities
Student Benefit


HISTORY & GROWTH:-
Suzuki is another member of the “Big Four” from Japan. It began manufacturing motorcycles in
1952 and has become well known around the world. Its off-road bikes and roadracers have won
world titles, and its street machines range from the cruiser Boulevard series to the legendary GSX-
R series of sportbikes. It, along with Honda, is unique in that the company also builds automobiles.

•1909 Michio Suzuki founds the Suzuki Loom Company in Hamamatsu, Japan. He builds industrial
looms for the thriving Japanese silk industry.

•1937 To diversify activities, the company experiments with several interesting small car prototypes,
but none go into production because the Japanese government declares civilian automobiles “non-
essential commodities” at the onset of WWII.

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

•1953 The Diamond Free is introduced and features double-sprocket wheel mechanism and two-
speed transmission.

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

•1961 East German star Ernst Degner defects to the west while racing for MZ in the Swedish Grand
Prix. He takes MZ’s most valuable secret – knowledge of Walter Kaaden’s expansion chamber
designs – to Suzuki.
•1962 Using MZ’s technology, Suzuki wins the newly created 50cc class in the World
Championship. The company will win the class every year until ’67, and win the 125cc
class twice in that period, too.
•1963 U.S. Suzuki Motor Corp. opens in Los Angeles.
•1965 The T20 is released (aka Super 6, X-6, Hustler). This two-stroke, street-going
Twin is one of the fastest bikes in its class. The ‘6’ in its name(s) refers to its six-speed
gearbox.
•1968 The T500 ‘Titan’ is an air-cooled parallel-Twin two-stroke.
•1970 Joel Robert wins the 250cc World Motocross Championship for Suzuki. This is the
first year of a three-year streak.

•1971 The GT750 2-stroke surprises people with its three-cylinder liquid-cooled engine.
In North America, it’s nicknamed the Water Buffalo; in the UK they call them Kettles.
Although the bike is quite advanced in many ways and inspires a line of smaller air-
cooled triples (GT380 and GT550), it’s clear that pollution control legislation will limit the
use of two-strokes as street motorcycles. Even while the GT750 was in development,
Suzuki had signed a licensing deal with NSU to develop a motorcycle with a Wankel
(rotary) engine.
The TM400A motocrosser goes into production, a 396cc bike designed for 500cc
motocross races. Roger Decoster wins the 500cc World Championship on the factory
version of this bike and will dominate the class, winning five times from 1971-’76.
•1972 The Hustler 400, a street version of the TM400, is released. This bike features a double-
cradle frame and 2-stroke single-cylinder 396cc engine.

•1974 The RE5 is the first Japanese motorcycle with a rotary engine. It cost a fortune to develop
and, while not bad, it’s a commercial disaster. After two years, the company abandons the
project, and there are rumors the tooling was dumped into the sea so that Suzuki managers
would never have to see it again.

•1975 The RM125, with an air-cooled 2-stroke single-cylinder 123cc engine, is a production
motocrosser.
1976 With the GS750, Suzuki finally builds a 4-stroke, four-cylinder road bike.

1978 The GS1000E becomes the flagship model of the GS series – it’s Suzuki’s first literbike.

1979 Wes Cooley wins the AMA Superbike Championship on the new GS. He’ll repeat the feat
in ’80 before submitting to Eddie Lawson.

1980 The GSX750E adopts Twin Swirl Combustion Chamber (TSCC) structure and a DOHC
engine upgraded to four valves. Also, a new Anti Nose Dive Fork (ANDF) system is adopted for
the front suspension.
Somewhere in Japan, Suzuki appoints a Vice President of Acronyms for Suzuki’s Success (V-
PASS).
1981 German designer Hans A. Muth, styles the GSX1100S Katana. It boasts an output of 111 hp
at 8,500 rpm.
Marco Lucchinelli wins the 500cc World Championship for Suzuki.

1982 Franco Uncini wins the 500cc World Championship.

1983 The RG250 is Suzuki’s first ever race replica. This bike features the AL-BOX, square
aluminum frame, 16-inch tire and Anti Nose Dive Forks (ANDF) at the front.
1985 The RG500 “Gamma” features the same square-Four cylinder layout as the as the factory
Grand Prix bikes. Other racy features are the square-tube aluminum frame and the removable
cassette-type transmission.

1986 Although the rest of the world got the GSX-R750 a year earlier, the most important new
motorcycle in a decade finally arrives in the U.S. in 1986. Kevin Cameron, reviewing the machine
in Cycle World, rhetorically asks, “Where will we go from here?”
The new GSX-R1100 covers ¼ mile in 10.3 seconds and boasts a top speed of over 160 mph.
That’s where we go from here.

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

1990 The 779cc DR-BIG has the largest single-cylinder engine in living memory.
1991 The GSX-R750 switches from oil-cooling to water-cooling and gains weight.

1993 Kevin Schwantz wins the 500cc World Championship. “I’d rather not win it this
way,” he says, referring to the career-ending injury of his arch-rival Wayne Rainey.

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

1996 Suzuki calls the new GSX-R750 the ‘turning-point model’ thanks to its twin-spar
frame instead of the older double-cradle frame. The engine is also redesigned and
featured 3-piece crankcases, chrome-plated cylinders and a side-mount cam chain as
well as Suzuki Ram Air Direct (SRAD) system.

1997 The TL1000S is the first Suzuki sportbike with a V-Twin engine. It will be followed a
year later by a racier R version, with a dodgy rotary vane damping system in the rear
shock. Suzuki equipped the TL1000R with a steering damper, but it was still prone to
headshake and customers approached it with caution, if at all.
1999 Mat Mladin wins the AMA Superbike Championship, beginning a run of unprecedented
dominance. Mladin will win five more times, and Suzuki will win 8 of the next 9 titles.
With sport bikes getting more and more sharp edged, the company is one of the first to recognize
what might be called the ‘semi-sport’ market, as opposed to the supersport market. The SV650
features an aluminum-alloy truss frame and a liquid-cooled 90° V-Twin DOHC 4-valve engine.
Suzuki calls the Hayabusa the ultimate aerodynamic sportbike. It’s powered by a 1298cc liquid-
cooled DOHC in-line 4-cylinder engine that becomes the darling of land-speed racers. The name
means “peregrine falcon” in Japanese.

2001 Based on the compact GSX-R750, the GSX-R1000 is powered by a liquid-cooled DOHC 16-
valve 4-cylinder 988cc engine, which features narrow-angle valves and downdraft individual
throttle-body fuel injection.

2005 Suzuki’s original 4-stroke motocrosser, the RM-Z450, is equipped with a 4-stroke 449cc
engine, which features the Suzuki Advanced Sump System (SASS).
Troy Corser gives Suzuki its first and only (so far) World Superbike Championship.

2006 The M109R, Suzuki’s flagship V-Twin cruiser, is powered by a 1783cc V-Twin engine with
112mm bore and 90.5mm stroke. It has the largest reciprocating pistons in any production
passenger car or motorcycle.

2008 The B-King is launched, powered by the 1340cc Hayabusa engine, the B-King is Suzuki’s
flagship big ‘Naked’ bike. Suzuki says it has the top-ranked power output in the naked category.
SUZUKI PROFILE:-
Anybody can drive. To ride, you need passion.
It’s that favorite road, where you know the pavement like a good friend. The wild stretch of woods
that begs you to wander and explore. Or the call of the racetrack that has you up early on
weekends. At Suzuki, we build bikes because we share your enthusiasm to get out and go. For us,
it’s a Way of Life. And you’ll feel it here on our new site.

We’ve made it simple to comparison-shop multiple models so you can find exactly what you
are looking for. And we’ve upgraded the image galleries, so you can view our entire lineup of cycles
or ATVs on a single page. It’s almost like visiting the showroom from your living room.

There’s something new here for everyone:-

ATV riders will dig the exciting additions to the KingQuad family. Road riders will be thrilled to meet
our latest street beast, the B-King. So whether you’re a skilled rider scoping out the new Gladius or
a beginner eager to put some miles on the friendly TU250X, you’ll feel the pure excitement that
comes with owning a new Suzuki.A new year, a new website. We know you share the same
passion for motorcycles and ATVs as we at Suzuki do. We've put that same passion into our
website so we can better show you our latest and greatest.
Plant area and production capacity
SMIPL manufacturing plant installed in Gurgaon (Haryana) having the annual plant capacity of
1,75,000 units. We have got total land area of 37 acres and out of which presently our plant is
constructed in 6.5 acres of land and remaining area is left for the land development and future
expansion.

Environment
At Suzuki, the philosophy of keeping “environment first” is properly percolated downwards. To
comply with all applicable legislations and setting standards thereof remains only a beginning. We
thrive to discover and invent mechanisms for better environment management systems and it’s a
continuous process which is managed by a separate wing of experts and specialist in the field.

The biggest testimony of Suzuki’s commitments towards “environment first” is seen in the new plant
of Suzuki two wheelers at Gurgaon which is built to be a Zero discharge plant.

We have embraced Natural light optimization system and water harvesting systems besides several
other measures to create better and cleaner environment around us. All packaging material used by
Suzuki is re-cycleable. A constant flow of internal communication on environment related issues not
only creates awareness amongst employees but also helps in inculcating ‘an environment friendly’
value system.
PRODUCTS:-
PRICES:
PRODUCTS: In Indian rupees
MOTORCYCLES:
12,50,000
HAYABHUSA 1300
12,50,000
INTRUDER M1800R
60,051
GS 150R
46,120
ZEUS(IN 4 Variants)

SCOOTER:

ACCESS 125 43,312


SWOT
 Strengths: Weaknesses:

Technologically strong Dependent on other Motors


company
The Brand image
Regional dependency
The distribution network

Opportunities: Threats:

New product launch Hero Honda, Bajaj Auto


,Honda
Look and pick up with stylish
appearance. MNCs are targeting India

Motorcycle segment is growing Foray into the scooter


at the rate of 17.68 segment
MARKETSHARE

HERO HONDA
HONDA (UNICON) (CBZ)
11% 4%

SUZUKI (ZEUS)
5%

TVS
(APACHE)
14% BAJAJ AUTO
(PULSAR)
YAMAHA 62%
(RX 135)
4%
SEGMENTATION
STRATEGY
(a)Geographical Segmentation
City or Metro Size: 50,000 or over
Density: Urban , Semi urban
b)Demographic Segmentation
Age: 18-30
Gender: Male
Occupation: Student, Employed
Education: Graduate, Post-graduate
Social class: working class, middle class, upper middle
class, lower uppers.
Psychographic
segmentation:
Psychographic lifestyle: outdoor oriented

Personality: ambitious, innovators, thinkers, achievers,


experiences, strivers
Behavioral Segmentation
Behavioral occasion: Regular
User status: potential user, regular user
Usage Rate: medium user, heavy user
Loyalty status: medium, strong
Readiness stage: aware, informed, interested,
desirous, intending to buy
Attitude toward product: enthusiastic, positive,
indifferent.
 
TARGETING STRATEGY

Urban commuters mainly aging between


18-30 yrs.
People who want more power, functions,
style and feature at higher Prices.
People who want to upgrade from their
present 125cc bike.
People who want some sporty look bikes
A niche segment, which constitutes
nearly 10% of the total market.
POSITIONING STRATEGY
Competition
With other products
Directly positioned against 125-150cc bikes.
Indirect competition from other premium segment
bikes which offers more power, style and features.
 
With companies
In fierce competition with Bajaj Auto for second place in
2 wheelers market.
In direct competition, with Hero Honda, Yamaha, Honda,
Suzuki for market share in the Premium segment.
 
 
COMPETITORS IN THE
SEGMENT
 
As SUZUKI has entered in the
Market after RE-DESIGNING
itself according to the Indian
Market so it will take time for
them to establish itself in
this market as they were
previously.

They are growing rapidly and


they are giving a tough
competition to Honda market
e
bikes
Electric vehicles
 
• Electric vehicles have no gears, no engine, zero emission, no pollution,
electronic start and accelerator. E-bikes or the “plug and ply” bikes do
not require registration or license as are exempted from the Central
Vehicles Registration Act by the Automotive Research Association of
India (ARAI). This means they have to follow certain statutory norms
that specify that the speed of such twowheelers should not be more
than 25 kmph. According to Deba Ghoshal, Director (Marketing), Ultra
Motor Company “there is a wide (market) gap between a bicycle and,
say, a scooter or a motorbike. EVs will serve as a great in-betweens”.
•  
• In 2005-06, more than 7 million two-wheelers were sold in the country.
Of these, 5.81 million were motorcycles, 9.08 were largely scooterettes
and another 3.32 lakhs were mopeds14
E-Bikes: The Emerging Segment
Electric vehicles are a totally new category in India. The industry has
witnessed a lot of activity in the last 15 months. According to a 2006
survey conducted by AC Neilsen, the category potential of electric
vehicles for 2007-08 is approximately 190,000 units and is projected to
grow to 490,000 units in 2008-09.

E-bikes in many countries are nothing beyond electric motorized


bicycles. Chinahappens to be the largest market with annual sales of 20
million e-bikes, according to an estimate. Elsewhere it is targeted at
cyclists wanting to move up, whereas in India, it is targeted at those
seeking value for money - a substitute for motorcycles and scooters. In
the words of Vijay Munjal, Managing director, Hero Cycles Ltd., “In a
market where there are 1.6million two-wheelers sold every month, the
technology innovation in electric two-wheelers will definitely herald a
major change in the industry.”
Players in E-bikes Segment
 
Apart from some of the major players like Indus – Division of
Electrotherm from Gujarat (Yo Bykes), EKO Vehicle - a Bangalore based
company (EKO cosmic-I scooter and EGO bike), Hero Ultra Motors Pvt.
Ltd., (Velocitii, Maxi, etc.), TVS Motors (Scooty Teenz Electric), AVON
Cycles, KEV India, Kaisar Auto Moto, Standard Group, Atlas Cycles, ACE
Motors, SAR Group under the name of Lectrix Motors, there are regional
players. Lohia Auto Industries (LAI) has invested Rs 150 crore to
manufacture electric two and three wheelers and would be able to “roll
out its power-driven two and three wheelers in July and September
respectively this year” (TOI, April 7, 2008, p-13). There is no organised
body to represent these manufacturers. According to estimates, there
are about 75-80 manufacturers of e-bikes in the country.
 
Electric Scooter Products

Model: Ultra Motors


Model: Hero E-Sprint Model: Hero Electric Wave DX Model: YO EXL Marathon Lite
Manufacturer: Hero Electric Manufacturer: Hero Electric Manufacturer: Manufacturer: Ultra Motors
Electrotherm

Model: EKO EV-60 Model: myEbike Classic Model: myEbike Foton Model: myEbike Sporty
Manufacturer: Eko Manufacturer: Paradise Electro Auto
Manufacturer: Paradise Electro Auto
Manufacturer: Paradise Electro Aut
Vehicles
Model: Petra Envo Model: Ultra Motor Velociti
Model: TVS Scooty Teenz Electric Model: Atlas Angel Manufacturer: Ultra Motors
Manufacturer: TVS Manufacturer: Atlas Manufacturer: Petra

Model: e-Coupe Model: e-Trendy Model: Vijaya Glide-25 Model: Hero Electric Maxi
Manufacturer: Youth BikesManufacturer: Youth BikesManufacturer: Vijaya Value ElectricManufacturer: Hero Electric

Model: GENXT Evera Model: GENXT Evera + Model: GENXT PowerX


Manufacturer: GENXT POWER INDIA Manufacturer:
LTD GENXT POWER INDIA Manufacturer:
LTD GENXT POWER INDIA LT
Swot Analysis
Strengths Weakness
'First Mover Advantage' with regard •Electronic Bykes can carry a maximum
to Electronic Vehicles - “Electronic load of 75kgs and has a Speed Limit of
Bykes “. only 25 km / hour.

•Currently all component & batteries


of Electronic Bykes are imported,
hence any short supply or price hike
can adversely impact the operating
margins.

Opportunities Threats
Use of Electrical Vehicles (YoBkyes ) to
No entry Barrier as such in Steel and Electric
drive
Vehicle segment.
exponential growth as it is non-polluting,
noiseless and eco-friendly byke.

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