Bajaj Auto Ltd.: Overtaken in the Indian Scooter Market |
ICMR HOME | Case Studies Collection
» Business Strategy Case Studies Please note: This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source. |
||||
"Like Volkswagen Beetle, the product (Bajaj Chetak) had lost its relevance."1 - Rajiv Bajaj, MD, Bajaj Auto Ltd., in January 2006. "The scooter segment in India is over one million units and the segment has been witnessing an impressive growth for the past few months. Further, there is a huge untapped segment of women customers, which offers immense growth potential."2 - Pawan Munjal, MD, Hero Honda Motors Ltd., in January 2006. "Fact is, Bajaj was slow in reading the shift from scooters to motorcycles."3 - An article in Business Today, in 2001. IntroductionIn January 2006, Bajaj Auto Limited (BAL), a major Indian manufacturer of two- and three-wheelers, announced that it had stopped production of Bajaj Chetak, its flagship scooter model.
The Chetak, BAL's first scooter model under the Bajaj brand, was introduced in 1972. In the 1970s and 1980s, scooters dominated the Indian two-wheeler market. Most middle-class Indians preferred scooters because of their durability, low maintenance costs, and versatility, and the Bajaj Chetak name became synonymous with scooters. At that time, the motorcycles available in India were heavier and not as fuel efficient as scooters. They were also costlier.
Bajaj Auto Ltd.: Overtaken in the Indian Scooter Market - Next Page>> 1] "Bajaj slams brakes on Chetak,"www.indiacar.com,
January 03, 2006. |
Case Studies Links:-
Case Studies,
Short Case Studies,
Simplified Case Studies.
Other Case Studies:-
Multimedia Case Studies,
Cases in Other Languages.
Business Reports Link:-
Business Reports.
Books:-
Textbooks,
Work Books,
Case Study Volumes.