News Clippings

http://www.livemint.com/Companies/hCsHQt3vEIV057W1FRGjTM/Bajaj-Auto-to-enter-12-newexport-markets-by-March-end.html
http://timesofindia.indiatimes.com/business/india-business/Bajaj-Auto-sees-bike-exports-overtakingdomestic-sales/articleshow/47253037.cms

AAA framework.

https://www.kpmg.com/ID/en/IssuesAndInsights/Documents/Indonesias-Automotive-IndustryNavigating-2014.pdf
Looking from the Adaptation-Aggregation-Arbitrage framework point of view, Arbitrage is not a good
strategy for Bajaj motors in present market scenario. As Japanese manufacturers have well established
manufacturing, distribution, sales and service network in Indonesia.
Adaptation is very important for Bajaj for Indonesia, as even though socio-economical distance
between India and Indonesia is not much, but the 2-wheeler product portfolio is completely different.
Bajaj auto is at a disadvantage here as it doesnt have a product offering in either scooter or cub

segment. Bajaj motors has strategically kept away from the segment and an entry into the segment
now would cost them dear in time as well as money.
By leveraging its partnerships with KTM, Bajaj should target the premium bike segment, which
although presently is under 10% but is expanding. It can use aggregation by initially using India as
manufacturing base to and market KTMs Duke Sports bikes line as it is in the Indonesian market.
This would help them enter the sports bike market with a quality and branded product.
Bajaj Motors has strong fundamentals in R&D and as mentioned above, it enjoys economies of scale
in R&D and economies of scope overall. So beyond aggregation Bajaj should consider leveraging its
R&D capabilities as well as partnership with KTM to adapt models as per local demand while
expanding into the market in the long term. Further, on the similar lines of pro biking showrooms in
India, Bajaj should leverage on its existing partnership with Kawasaki for distribution, sales and
services. This will also provide Bajaj with another key success factor.
We believe that adopting aggregating and adaptation will help Bajaj to develop key success factors
required to launch into Indonesia, and thus help to fight the Japanese firms. Once validated, the same
strategy can be used in other emerging markets where Bajaj is facing the challenge.

Motorcycle

LCV

As mentioned in the previous section, economic, fiscal, financial and political problems besetting
some key countries in Africa like Nigeria and Egypt, as well as sharp depreciation of currencies across
some nations in Latin America and Africa, affected exports of both motorcycles and three-wheelers.
In numbers, motorcycle exports de grew by 4.1%; while three-wheelers exports fell by 1.6%. In US
dollars, revenue from exports fell by 6.9% to USD 1.42 billion in FY2016.Despite this downturn, it is
necessary to mention two noteworthy features of the key export markets. The first is the growth of
Pulsar exports, which has increased from around 226,000 units in FY2014 to 250,000 in FY2015 and
then quite sharply to 313,000 units in FY2016. It goes to show that the Companys offerings in the
premium sports category are increasingly attracting consumers abroad and getting definite traction.
The second is that Bajaj Auto still enjoys significant market shares, and has in fact improved, in
important geographies: 24% in markets where it operates in Latin America, driven by the Pulsar
200NS; and 33% share in the relevant markets of Africa where the Boxer
Continues to lead our motorcycle sales.

Bajaj Auto International Holdings BV (BAIH BV)

Bajaj Auto International Holdings BV is a 100% Netherlands based subsidiary of Bajaj Auto Ltd.
Over the years, through this subsidiary, Bajaj Auto has invested a total of 198.1 million (H 1,219
crore), and holds approximately 48% stake in KTM AG of Austria (KTM), the fastest growing
motorcycle brand in the world.
Calendar year 2015 has been a record year for KTM, with highest sales in units and highest turnover
in the history of the Company. It sold 183,170 motorcycles, a growth of 15% and achieved a turnover
of 1.02 billion crossing the billion euro mark and recording a growth of 18%. Profit after tax
was at 63.9 million (H 461crore), a growth of 12%. The proportionate profit to Bajaj Auto Ltd. is
30.65 million (H 221crore), which has been accounted for in the consolidated results.

http://www.autocarpro.in/IMG/732/6732/bajaj-auto-3.jpg

Change

2013

2014

2015

Total Motorcycle Sales

7,743,879

7,867,195

6,480,155

-17.6

- Honda

4,696,999

5,051,100

4,453,888

-11.8

- Yamaha

2,492,596

2,371,082

1,798,630

-24.1

- Kawasaki

151,703

160,371

115,008

-28.2

- Suzuki

393,803

275,157

109,882

-60.0

2014-2015 (%)

- TVS
8,778
9,575
2,747
-71.3
http://www.indonesia-investments.com/news/news-columns/indonesia-s-car-motorcycle-sales-fellsharply-in-2015/item6398