“Study on Global Strategies of KTM in motorcycle

industry in the area of Navi Mumbai”

Dissertation Submitted to the

D.Y. Patil University

in partial fulfilment of the requirements for the award of the

Degree of
BACHELORS IN BUSINESS ADMINISTRATION

Submitted by:
Nayan .S. Shirke

(Roll No.BBA017239)

Research Guide:
Dr. Pradeep Manjrekar
D.Y. Patil University Deemed to be University

School of Management

CBD Belapur, Navi Mumbai .

MARCH, 2019
“Study on Global Strategies of KTM in motorcycle industry in the area of
Navi Mumbai”

Dissertation Submitted to the

Dr. D.Y.Patil University School of Management

In partial fulfilment of the requirements for the

Award of the Degree of

BACHELOR IN BUSINESS ADMINISTRATION

Submitted by:
NAYAN SANTOSH SHIRKE

(Roll No. BBA017101239)

Research Guide:

Dr. Pradeep Manjrekar

School of Management

D.Y. Patil University

CBD Belapur, Navi Mumbai

MARCH, 2019
 DECLARATION

I hereby declare that the “Study on Global Strategies of KTM in motorcycle

industry in the area of Navi Mumbai” submitted for the BBA Degree at D.Y. Patil
University‘s School of Management is my original work and the dissertation has not
formed the basis for the award of any degree, associate ship, fellowship or any other
similar titles.I hereby declare that this report is purely my personal work in every
form. I hereby also declare that I have checked the data through the Checker X
plagiarism software and it has found to be pure and true. I am solely responsible for
any plagiarism that is found in this report.

Place: Navi Mumbai

Date:

Signature of the Student

 CERTIFICATE
This is to certify that the dissertation entitled “Study on Global
Strategies of KTM in motorcycle industry in the area of Navi
Mumbai” is the bona fide research work carried out by Mr. RAHUL
KARANDE student of BBA, at D.Y. Patil University’s School of
Management during the year 2015-2018 , in partial fulfilment of the
requirements for the award of the Degree of Master in Business
Management and that the dissertation has not formed the basis for
the award previously of any degree, diploma, associateship,
fellowship or any other similar title.

(Dr. Pradeep Manjrekar)

(Dr. R. Gopal,
Director,
School of Management,
D.Y. Patil University)

Place: Navi Mumbai

Date:
 ACKNOWLEDGEMENT
In the first place, I thank the D. Y. Patil University, School of Management, Navi
Mumbai for giving me an opportunity to work on this project. I would also like to
thank Dr. R. Gopal (Director & HOD) & Dr. Pooja Goel of D.Y. Patil University
School of Management, Navi Mumbai for having given me his valuable guidance for
the project. Without her help it would have been impossible for me to complete the
project.

I would be failing in my duty if I do not acknowledge with a deep sense of gratitude

the sacrifices made by my parents and thus have helped me in completing the project
work successfully.

SIGNATURE OF THE STUDENT

PLACE: Navi Mumbai

DATE:
5
 Table of Contents -

Sr.No Index Page. No

1. Executive Summary 6

2. Chapter one :Introduction 07-08

3. Chapter two: Scope of the study 9-10

4 Objective of study 11-12

5. Review of Literature. 13

6. Chapter three: Research Methodology 14-17

7 Chapter Four : Brief introduction of the 18-33

company and sub chapters
8. Chapter 5 : Data Analysis and interpretation 34-80

11. Finding of the study 81

12. Conclusion 82

13. Suggestion 83

14. Bibliography 84
15. Annexure 85-92

6
 EXECUTIVE SUMMARY.

KTM-Sportmotorcycle Ag is AN Austrian motorbike manufacturer closely-held by

CROSS Industries Ag and Bajaj motorcar restricted. KTM was fashioned in 1981
however traces its foundation as early as in 1934. In 1992 the corporate was spun
faraway from its parent company KTM once it bumped into money troubles. KTM
was split into four corporations, all of that mutual an corresponding "KTM"
disapproval, and at this time have more subsidiaries with an correspondent
disapproval. However, KTM-Sport motorbike is most ordinarily related to the KTM
complete, as a result of it still continue the flagship business of its parent company.
KTM for its two-stroke and four-stroke cross-country motorbikes though in recent
years it's dilate into street motorcycle production and developing put into effect
instruction cars - one in every of the rarer styles of KTM sports cars is termed the X-
Bow with a scoop prime speed of 217 km/h. KTM-Sport motorcycle Ag is closely-
held by KTM Ag (formerly referred to as KTM Power Sports AG).In November
2007, Bajaj motorcar restricted of India no heritable fourteen.5% stake in KTM Power
Sports Ag and hyperbolic their holding to forty seventh by 2012. at this time KTM Ag
is forty sixth closely-held by CROSS KraftFahrZeug Holding GmbH, a subsidiary of
CROSS industry As and fifty two closely-held by Bajaj motorcar. CROSS industry is
based by KTM's modernproduction executive Stefan Pierer.In India, Bajaj motorcar
incorporates a stake of seventy eight whereas CROSS Ag owns twenty first of
company.KTM could be a able to pursuit inclusive it's one in every of the long-lasting
motorbike complete within the world, It manufacture 200cc to 400cc Motorcycles
here in India at Chakan,Pune,Maharashtra,This motorbike complete is generous nice
performance else compared to Kawasaki, Honda , Yamaha in terms of estimation the
racing bike and it's essential for ktm to supply best performance category motorbikes
in each section of 125cc , 400cc , 600 cc , one thousand cc the sport habituated
motorcycles to ktm
7
CHAPTER 1: INTRODUCTION
8
 CHAPTER 1: INTRODUCTION

KTM The company‘s first title was secured shortly thereafter with the 1954
Austrian 125 national championship. KTM first made an appearance at the
International Six Days Trials (Enduro) in 1956 where Eon Dornauer secured a gold
medal. Racing continued to be a testing ground for production technology, but next
in line was its first scooter, the Mirabell. It started providing a factory team . As the
company continued to expand, the workforce totalled 400 in 1971, and forty years
after it was founded, KTM was offering 42 different models.

In 1955 Tourist 125cc model was developed. In 1957 KTM built the first sports
motorcycle Trophy 125cc. KTM's first moped, called Mickey was launched in 1957,
followed by Penny I in 1960 and Pony II in 1962. The 1960s saw the beginning of
the bicycle production. Beside, KTM was also competent to produce motorcycles for
the racing industry.

Ernst Kronreif died in 1980. Two years later in 1982 Hans Trunkenpolz also died of a
heart attack and his son Erich Trunkenpolz took charge of the company's
management. Its name was changed back to Kraftfahrzeug Trunkenpolz Mattighofen.
At that time, KTM had about 180 employees and a turnover of €3.5m.

In 1988, US subsidiary KTMNorthAmerica Inc. was founded in Lorain, Ohio.

International business then amounted to 72% of the company turnover. In 1990, it was
renamMotorfahrzeugbau AG.

Scooter and moped turnover sank rapidly, and production had to be halted in

1982. Erich Trunkenpolz died in 1989 and in 1991 KTM applied for insolvency. Its
management was taken up by banks who split the company into four new entities in
1992:

KTMSportmotorcycle GmbH started operation in 1992 and later took over the sibling
tooling division KTM Werkzeugbau. In 1994 KTMSportmotorcycle GmbH was
renamed KTM-Sportmotorcycle AG. In the same year it started production of Duke
series of road motorcycles.

In 1995 KTM acquired Swedish motorcycle manufacturer Hochberg AB, and took
control of the Dutch company White Power Suspension.
9
CHAPTER 2: SCOPE OF THE STUDY
10
 CHAPTER 2: SCOPE OF THE STUDY

KTM may be a leading manufacturer of motorsports vehicles. the corporate focuses

on sport-oriented motorcycles, underscoring its ―Ready to Race‖ philosophy. In
short, KTM‘s mission is to sepals motorcycles with exacting standards of excellence.

―We area unit driven by constant innovation, week once week, race once race,‖ says
Philipp dynasty, head of analysis and development at KTM. ―Furthermore, if we
tend to see that AN innovation works in our athletics motorcycles, we tend to quickly
introduce it into our production bikes — from our superbikes to our children‘s
motocross lines. Everything we tend to create is predicated on product excellence
and therefore the engineering behind it.‖

Unlike several different makers, KTM engineers everything in-house. that has the
engine, chassis, wheels, etc. dynasty says that sort of management helps the corporate
optimize each a part of the bike, increasing performance.

If you don‘t recognize these names, you‘ve been missing out on some nice
international bike athletics. From the U.S., Germany, France, Italy, and therefore the
The Netherlands, severally, these champions and their groups have won over 223
world championship titles, together with twelve victories at the punishing, sun-baked
national capital Rally.

And they‘ve done it all sitting atop bikes designed by KTM, a PTC client. Their‘s
mission is to produce all the riders a motorbike which provides the

endocrine rush to the rider whereas riding and a motorbike that is rideable for
everybody. Ktm is one amongst the complete that provides their customers a
package that is choked with fun and at worth which can bring tear of joy in their eyes
11
 CHAPTER 3

OBJECTIVES OF THE STUDY

12
 CHAPTER 3

OBJECTIVES OF THE STUDY.

The KTM Sport motorcycle GmbH is a strong company and an equally strong brand
that is constantly expanding its international marketing footprint. KTM is a leading
international manufacturer of motorsports vehicles with a special emphasis on sport-
oriented motorcycles that underscore the company‘s ―Ready to Race‖ philosophy.

•To study the overview of the company.

•To study the perception of customers regarding bikes.

•To study customer satisfaction for the motorcycles.

•To study the factors influencing the choice of customers regarding bikes
.

The objectives of ktm is to dominate the market with huge sales until 2020.
13
 REVIEW OF LITERATURE

In this review of literature the topic which GLOBAL STRATEGIES OF KTM in

which the strategies used by ktm in the world to dominate the sales of the market.
Ktm is growing in fastest growth provided by their motorbikes in its class. The
following information in this blackbook is provided by the Newspapers, The annual
sales report of ktm, some particular websites this helps review of literature to
expand.The annual report of ktm states about all its sales, production total,
manufacturing total, raw materials total, and all about the general information of the
company, The newspapers provided the information about the bajaj and ktm
partnership for the topic given above, Websites provided the main tool of information
to be given to the book.

Book name ; Autocar India

Author ; Pratheek Kunder
Year ; 2012
Subject ; KTM‘S strategy to Indian market.

Newspapers:- English and Marathi Dailies and weeklies such as

Sakal

Lokasatta

Maharashtra Times

Indian Express

The Times of India

Lokmat

In-house Magazines of Two Wheeler

Manufacturers Bajaj Auto Ltd.

Hero Honda Motors Ltd.

Yamaha Motors India Pvt. Ltd.

Royal Enfield Motors Ltd.

TVS Motor Company Ltd.

Kinetic Motor Company Ltd.

Periodicals:- The researcher has also referred to the periodicals

specially devoted to Automobile industry such as

Overdrive. Publisher:- Monthly Publication of Tata Infomedia Ltd

Autocar India. Monthly Publication of Haymarket Sac Publishing

(India) Pvt. Ltd

67

The Motoring. Monthly Publication of Business Standard. Editor:-

Bijoy Kumar Y.

Auto India. Publisher: Ashok Advani

Research Publications: - The researcher has referred to several research publication

on the themes related to the research work. These research publications included:-

14
 Ph. D.Thesis:-

M.Phil. Dissertation:-

Research Papers:-

1. ‗The Evolution and Structure of Two Wheeler Industry in

India‘ by Sunila George, IIM Banglore, Hari K. Nagarjuna, IIM

Bangalore and Raghabendra Jha, ANU, Canberra.

Annual Reports of Automobile Companies: - The Annual Reports (2000 – 2008)

of all the leading two wheeler manufacturing companies in India have been studied
by the researcher at length. These companies include:-

Bajaj Auto Ltd.

Hero Honda Motors Ltd.

Yamaha Motors India Pvt. Ltd.
Royal Enfield Motors Ltd. TVS
Motor Company Ltd. Kinetic
Motor Company Ltd.

Websites:- The researcher has visited the official websites of the abovementioned
companies; in addition to the other websites which include:-

Websites of Authorized Dealers of two wheelers

68
Websites of Banks providing finance for purchase of two
wheeler Websites of newspapers

Websites of service centers

Websites of the magazines devoted to automobile industries such as:

• www.autocarindia.com

• www.bsmotoring.com

• www.surfindia.com.

• Yale Global online Magazine.2003

15
 CHAPTER 4:

RESEARCH METHODOLOGY
16
 CHAPTER 4:

RESEARCH METHODOLOGY

Research Methodologycomprises "creative work undertaken on a systematic basis in

order to increase the stock of knowledge, including knowledge of humans, culture and
society, and the use of this stock of knowledge to devise new applications." It is used
to establish or confirm facts, reaffirm the results of previous work, solve new or
existing problems, support theorems

PRIMARY DATA

Primary data is original research that is obtained through first-hand investigation,

while secondary data is research that is widely available. . Primarydata includes
information collected from interviews, experiments, surveys, questionnaires, focus
groups and measurements.

SECONDARY DATA

Secondary data is original research that is obtained through first-hand investigation,

while secondary data is research that is widely available and obtained .Common
sources of secondary data for social science include censuses, information collected
by government departments, organisational records and data that was originally
collected for other research purposes. Primary data, by contrast, are collected by the
investigator conducting the research new theories.

RESEARCH DESIGN

For information collection, I developed a well outlined questionnaire as a groundwork

instrument, consisting queries aimed to measure the perception concerning better

understanding of strategies of KTM. All the information generated was primary data

through a survey conducted.

Type of research:

• Exploratory Research is research conducted for a problem that has not

been clearly defined. It often occurs before we know enough to make
conceptual distinctions or to posit an explanatory relationship. Exploratory
research helps determine the best research design, data-collection method
and selection of subjects.

17
 • Descriptive research is used to describe characteristics of a population or
phenomenon being studied. It does not answer questions about
how/when/why the characteristics occurred.

Method:

In the present study stratified sampling was done and strata were formed on the basis
of the age, sex and occupation of the respondent among the strata formed was done
random sampling for the collection of primary data. Sample was taken only in the
Navi-mumbai to determine the attitude of customers towards importance of branding
in modern marketing. The researcher truly on the basis of her convenience did the
sampling. The persons were contacted and the data was collected from them by the
means of questionnaire. Sample unit Sample techniques were convenience based
because of time and cost constraints was mainly each of those customers, which are
using and/or knowing about KTM motorcycles in Navi-Mumbai.

Primary data:

The method of assortment of primary information was direct personal

interview through a structured questionnaire.

Secondary Data:

It was collected from internal sources. The secondary data was collected on
the premise of structure file, official records, newspapers, magazines,
management books, preserved information within the company‘s database and
web site of the corporate.

Sample Size:

A total of 60 respondents were interviewed during survey, the input from these
respondents which was collected in Navi Mumbai formed the primary data
formed the primary data for the study.

Sample Method:
Interaction with respondents was in the form of face-to-face interviews
and with the help of questionnaire. The questionnaire consisted of a set of
questions, asked to the respondents for her response, the questionnaire was
structured and non-disguised. It was done in a prearranged order and the
object of the research was revealed to respondent.

18
 The questionnaire consisted of combination of open ended and close-ended
question.

Data Collection:

The mode of collection of knowledge is predicated on Survey technique and

Field Activity. Primary data assortment is predicated on personal interview. I
actually have prepared the form consistent with the need of the info to be
collected.

Research limitations

• The sample size is limited to 60 participants hence the result of the

study cannot be taken as universal.

• Findings of the survey are based on the assumption that the

respondents have given correct.

• Since the respondents had to fill the questionnaire while busy

with their hectic schedule, many people were reluctant to answer.

The study was conducted only in the Navi-Mumbai and therefore, several other
potential samples outside the city were neglected.
19
 CHAPTER 5:

A Brief Introduction of Company.

International business
20
 CHAPTER 5:

A Brief Introduction of Company.

International business

Slipper clutch technology is now on Indian motorcycles and is also very affordable too. This obviously
puts out the Kawasaki Ninja 300 out of the window. The bike is India-assembled, but definitely not
―affordable‖ in the true spirit of the word. Bajaj Auto and KTM have now introduced this technology on
the Duke 390 naked and

the RC390 sports bike. What does this mean for you? Hammer down the gears to slow down, going
from sixth to first in a couple of seconds, and you‘ll still live to tell the tale. Without a slipper clutch,
rapid downshifting calls for familiarity and a razor quick clutch pull to make sure that you and your
bike don‘t take a nasty spill.

And if you seek such antics in the wet, even ABS won‘t put away your skin as tarmac
rapidly rushes to meet flesh and bones. The slipper clutch has idiot proofed rapid
downshifting. But this is only one benefit. The other big benefit of this technology is
the amount of speed that a slipper clutch allows a rider to carry into a corner. Without
a slipper clutch, rapid downshifting to shed speed ahead of a looming corner will
unsettle the suspension as the chain jigs around with the shock and transmit a variety
of forces on the swing arm. Basically, this is what engineers handling motorcycle
dynamics dread. The slipper clutch just made their job easier by allowing controlled
but very rapid deceleration. What‘s power without control?

The other big advantage of a slipper clutch is that the clutch takes all the defeat and
helps preserves engine parts such as the valve train and bearings, stuff that would
otherwise take the punishment during rapid downshifts. Obviously, clutch plates are
cheaper to replace than bearings or the valve train. The lone downside of a slipper
clutch is the amount of wear that rapid downshifts will cause to the clutch plates. But
viewing this damage in the midst of the knowledge that rapid downshifting will
eventually destroy valve educate and bearing, it seems like a safer and cheaper
assistance. So, the slipper clutch is indeed a good thing when it comes to saving the
bike and the rider.

There is another disadvantage that is not so apparent. While the performance part
idiot proofs downshifting, it also down many riders.

If a newbie or beginner biker on a KTM Duke 390 without a slipper clutch plays
Jorge Lorenzo and rapidly downshifts akin to there‘s no tomorrow, there might not be
one. He‘ll learn a hard lesson as the bike bites back as well as puts him on the street
with a locked rear wheel followed by a nasty skid. If a newbie has the slipper clutch
on the bike, he‘ll usually be casual about the whole situation of safe and quick
downshifting. Casual riding is just what kills the whole spirit of becoming a better
biker. Now, we‘ll leave it to you to decide whether this is a good thing.

21
 RISKS INVOLVED IN INTERNATIONAL BUSINESS BY KTM

 Strategic risk

A firm must be prepared, aware for the competition and ready to face it in the
international market. Several companies (competitor) would be good to be the
substitute for merchandise or services of an unpopular firm. A dazzling and
innovative strategy will help and make thriving a firm.

 Operational risk

A company have to be conscious about the production costs to not waste time and
money. If the expenditures and costs are guarded, it will generate an efficient
construction and help for the internationalization.

 Political risk

How a management governs a country can affect the operations of a firm. The
government might be corrupted, hostile, dictatorial, etc. that has a negative image
around the globe. A firm‘s reputation can change if it operates in a country controlled
by that type of government. Also, an unstable political location can be a risk for
multinational firms. Elections, any other political event that is unpredicted can change
a country location and put a firm in an awkward site.

 Technological risk

industrial growth bring many benefits, but some disadvantage. Indeed, "Lack of
security in electronic transactions, the cost of initial new technology, and the fact that
these new technology may fail, and when all of these are coupled with the outdated
existing technology, the result may create a treacherous effect in doing business in the
international arena."

 Environmental Risk
company that establish additional or factory abroad need to be conscious about the
externalities they will produce. Negative externalities can be clamour, pollution, etc.
The population might want to fight against the company to keep a natural and healthy
environment/country. This location can vary the customer‘s observation on the firm
and create a negative image of it.

Economic risk

These are the economic risks explained by Professor Okolo : "This comes from the
inability of a fatherland to meet its financial obligations. The changing of foreign-
investment or/and domestic monetary or monetary policy. The effect of exchange-rate
and interest rate make it difficult to conduct worldwide business". Moreover, it

22
can be a risk for a company to operate in a country and they experience an unexpected
economic crisis after establishing the subsidiary.

Financial risk

"This area is affected by the currency exchange rate, government flexibility in

allowing the firms to send home profits or funds outside the fatherland. The
depression and inflation will also impact the firm's ability to operate at an efficient
capacity and still be stable". Furthermore, the taxes that a theatre group has to pay
might be advantageous or not. It might be higher or lower in the host countries. Then,
""The risk that a government will discriminatorily modify the laws, set of laws, or
contracts governing an investment—or determination fail to enforce them—in a way
that reduces an investor‘s fiscal takings is what we call "policy risk.
23
CHALLENGES FACED IN INTERNATIONAL BUSINESS BY
KTM

Laws & Regulations: Every country has their own regulations and laws set up
and it will be your obligation to know them. Importers and exporters must be aware of
international laws. Research should be the first thing you do after deciding to go
global with your small/mid size company. Some products may be banned in some
countries and even though you may not be aware of these restrictions, your

company will end up in trouble if you ship those products.

Cost: This is one of the key factors that will drive you and your company towards
international business. You must calculate all possible costs that may be incur. How
do you get the products delivered in the most economical way? This is the question
that you must find the most accurate answer for. At the end of the day if the total cost
will be more then your expectation you may reconsider taking the risks of opening
your door to international business.

Communication Difficulties and Cultural Differences: Your business

partners overseas may not speak the languages that you know and this could be
another barrier to your business. You may think, ―that‘s what Google Translate is
for‖? Well, it might be a small help, for phrases like hello and thank you, however
Google Translate is not 100 % accurate. Successful communication is the key factor
in everything in our lives, and if you cannot communicate effectively – how do you
expect to sell or buy the correct products in the right amounts? The transactions may
not go as smooth as you would ideally like it to be. Let‘s also not forget obstacles you
may experience due to cultural differences. Your relationships with people from other
cultures are enhanced when you are aware of cultural differences such as
communication styles, religious beliefs, power structures, and attitudes toward time
and work. Therefore for study and try to understand the country‘s cultural structure
before you decide to do business there.
Payment Methods and Currency Rate: These are other obstacles that the

small business owner must address before accepting or placing international orders.

24
Countries may have different payment methods that are locally popular, but may not
be commonly used internationally. In order to secure your business always selects the
safest option for you. The currency exchange rate is also of importance. You must be
aware of the currency exchange rates at the time of buying or selling your products.
Drastically changes on the exchange .
25
FIVE STEPS OF INTERNATIONAL BUSINESS BY KTM

1: Domestic-market establishment

The domestic market is commonly associate in Nursing applicable place to check

merchandise and fine-tune performance before attempt the complexities of
international trade. It may also provide a smart indication of performance. However,
in some instances, this stage of the export method doesn‘t serve any purpose the least
bit. this might be the case for a Canadian package company, for instance, that has
developed a product specifically for a distant market. as a result of international-
market development needs resources of your time and cash on the a part of the
businessperson, it‘s necessary to confirm that a robust foundation has been in-built the
domestic market upon that to base future export-market-expansion activities, in order
that international activities don't compromise the company‘s core business. Export
analysis and designing once firms begin commercialism abroad; they typically target
a rustic like their own in language, monetary structures, legal and economic systems
or culture. for instance, Canadians coming into the international marketplace
sometimes address the U.S. market initial. Before venturing into Associate in nursing
unacquainted market, companies should prepare themselves properly. By analyzing
how successful the proposed product or service may be in a potential market, the
exporter can narrow the target markets down to three or four.

Step 2 ; Sales Risk

Initial export sales when implementing an export plan, it‘s advisable to begin
modestly by testing the market. A graduated strategy enables the novice exporter to
acquire practical experience in a market without incurring unnecessary or
unmanageable risk.

Step 3; Market Overview

Determine which country or countries have a viable market of sufficient size for your
services. If more than one location is being considered, determine which location to target
first. A wise service exporter will move on to other markets only after success has been
achieved in the first location. Even if only one country is being considered as

26
a potential market, it may be necessary to target a particular region to narrow down
the focus of the market research. Instead of simply following the easiest and/or most
popular export route, consideration should be given to less likely regions, as
untapped opportunities may exist there.

Avoid becoming an exporter by default. Many international expansion decisions are

based on a contract ―landing in your lap‖. Just because one client from a particular
country approached your company and has a need for your services, it does not mean
that the entire market should necessarily be targeted without having undertaken any
additional research and analysis. The client in question may not be representative of
the target market, therefore due diligence is still warranted.

Step 4: Market Analysis

Make sure all aspects of the market are covered. These should include: the
market‘s response to your service, competitive intelligence, the impact of foreign
currency exchange rates on fees charged and costs incurred, and consultation with
local professionals on local laws and regulations.

Be prepared to adapt your services for the needs of the targeted market, as well as
meet the increased demand that the new market will create. Prepare for cultural
differences, both from the perspective of customer service and also employee
and/or partner relations. Do not assume there are no cultural differences simply
because English be spoken. Also keep in mind there may be regional sensitivities
within the target market.

It is important to visit the potential market and build relationships through face-to-
face meetings, as well as to talk to other companies that have succeeded at exporting
their business services to the area. Most importantly, be prepared for the financial
and time pledge of the venture to subsist greater than likely.
27
Step 5: Market Entry

There are a range of options available when entering a new market as a business
services contributor, these include: opening a full branch office, opening a sales or
representative office only, operating through an agent, entering a partnering
agreement by way of a complementary business, form a joint course, or acquire a
competitor.

entering the market during stages by working through an agent or sales office to test
the market prior to opening a full branch office.
28
WORLDWIDE PRESENCE OF KTM

For the US and China markets, Bajaj Auto will partner with KTM, the company it
bought equity in 2012 and in which it has a 48 percent stake. Autocar Professional
first broke the news about Bajaj Auto's China entry plan in its January 15, 2014 issue.
KTM has a JV with China‘s Hangzhou-based CF Moto. In the US market, Bajaj will
look at launching the bigger Pulsars (400cc), but that could be 2-3 years away. The
partnership strategy in global markets helps both partners. While it enables a swift
entry into a new market, for KTM or Kawasaki the benefits are more footfalls in
showrooms and better utilisation of production capacity, wherever that is. Bajaj Auto
may have lost a few percentage points in market share locally but its exports strategy
seems to yielding good dividends. Over the decade, its annual bike export volume
shot up from 130,000 units to 1.3 million units, a CAGR of 30 percent. Last year,
Bajaj Auto had a share of over 66 percent in motorcycle exports from India. ―Some
companies may want to be either a regional or domestic player. Each company has
finite resources. We want to be a global player," says Bajaj. –

OEM is focusing on strengthening its overseas presence. It has to, if it is to remain

ahead of its home-grown competitors as well as race successfully against the big
Honda in the global market. Hero MotoCorp, for example, has embarked on an
aggressive plan to grow its exports business entering into Africa, which is one of
Bajaj Auto‘s biggest markets. Hero set up a CKD assembly last year and is also
foraying into Latin America. TVS Motor Co, which also has a plant in Indonesia,
could also embark on a stronger export strategy in the coming years. Some
products co-developed with BMW Motorrad, the first of which is due next year,
could lead that.

Unlike Hero, Bajaj does not have any plan to set up assembly operations in Africa
as the cost of production in India is profitable enough for the company. Bajaj is in
most places except South Africa which is a big bike market. Nigeria is its biggest
market with 500,000 bikes sold in FY'14. The company is also the market leader in
Kenya, Angola, Sudan and Ethiopia.

There are many countries where the market may be conducive for two-wheeler
makers to participate in successfully. ASEAN is one of them. However, some also
present a challenge for a motorcycle maker like Bajaj Auto. That‘s because Indonesia
and Thailand are dominated by step-troughs or Bedecks as they are known there.
Bajaj Auto hapresence in the step-through segment many years ago but now it is
confident that it can expand the motorcycle segment there. ―It is like the good old
story of the shoe salesman in a market where no one wears shoes. You can see it as an
opportunity or a limitation. I will always look at it as an opportunity if there‘s not
much of a motorcycle market there but we have the Kawasaki Ninjas, KTM Dukes,
Pulsars, Discovers and Boxers,‖ says Bajaj. His confidence of success in ASEAN may
well stem from the performance the company has had in Philippines, its first stop in
the region and fourth largest export market
29
 KTM AND BAJAJ COLLABORATION

If going global was the objective, then Rajiv Bajaj, managing director at Bajaj Auto Ltd,
t stands vindicated. Eight years ago, when the company exited the scooter market with
ambitions to become a global motorcycle brand, it raised many eyebrows.

―People often ask why Bajaj moved from scooters to motorcycles. I always tell
them it was not about motorcycles or scooters but about moving from being a
domestic player to a global one,‖ said Bajaj in a phone interview on 3 July.

In 2014-15, Bajaj Auto, India‘s largest exporter of motorcycles, sold 3.29 million
units, of which 46% were exported, as against 41.6% in the previous year. The
company‘s association with Austrian motorcycle maker KTM-Sport motorcycle
AG (previously known as KTM Power Sports AG) has been a big success.

It has helped Bajaj gain a toehold in advanced markets such as the US, Europe,
Canada, Japan and Australia, as it ships ―made in India‖ KTM bikes. ―The idea was
to cover as many motorcycle markets as possible,‖ said Bajaj. Well aware that it
won‘t be able to cover the premium segment and the mature markets all alone, the
company forged an alliance with KTM based on three key principles—globalization,
branding and alignment. ―While we were fully capable of making a motorcycle like
KTM, we knew we were incapable of selling it,‖ he said.

For KTM, which was in the red when Bajaj acquired a 14% stake in 2007, the
association with Bajaj has helped it become Europe‘s second largest motorcycle
maker. Between 2007 and 2012, Bajaj, through its subsidiary Bajaj Auto
International Holdings BV, continued shoring up its stake in KTM to 48%. At KTM‘s
current market capitalization of about €1.16 billion (Rs.8,120 crore), the Rs.1,219
crore that Bajaj invested over the five years is worth Rs.3,896 crore.

For KTM, the alliance with Bajaj has also given it access to emerging markets such as
China, the Philippines, Colombia and Malaysia. ―It is beyond our expectations,‖ said
Stefan Pierer, chief executive at KTM, in an email.

Competition in emerging markets is getting tougher, said Pierer, attributing it to

currency volatility. ―But still, we are well on track and expect to sell more
than 180,000 units (this calendar year).‖

Typically, partners look for commonality in an alliance. But not in the case of Bajaj
and KTM. ―It often misfires as it leads to conflicts,‖ said Bajaj. Instead, the opposite
works. ―What we saw was that KTM was actually the opposite of Bajaj,‖ he said. If
KTM was about premium, expensive products in mature markets with small
volumes, it was emerging markets, value-for-money products and scale which
characterized Bajaj. ―We saw an opportunity to create differentiation in the front
end, economies of scale in the back end and aligned it in a manner that KTM gets all
the cost benefit from Bajaj,‖ says Bajaj.

In calendar year 2014, KTM‘s turnover grew 20.7% to €864.6 million, while net profit
jumped 56.6% to €57.2 million. It declared a dividend of €1.5 per share. Bajaj Auto‘s
share in it was Rs.55 crore, according the company‘s latest annual report. The

30
KTM models—RCs and Dukes—contribute Rs.1,000 crore to Bajaj revenue and are
high-margin products. With new models in the pipeline, Bajaj and KTM plan to
double volumes over the next five years, said S. Ravi Kumar, president and business
development and assurance at Bajaj Auto. KTM sold a record 159,000 units
globally in fiscal 2015-16.

In India, its sales have more than doubled to 23,000 units in 2014-15 from 11,000
units a year ago. Buoyed by the soaring sales, the two companies are now
considering co-developing the premium Husqvarna brand of off-road motorcycles in
India for local and overseas markets. In January 2013, KTM acquired Husqvarna AG
from the BMW group, renaming it Husqvarna Motorcycle GmbH. ―India‘s
experience is a torch bearer for all emerging markets—of the business potential of
KTM and Husqvarna brands,‖ said Kumar.

―It has been a win-win partnership for both. The entry of Bajaj into KTM gave them
the much-needed financial muscle, which is critical in new product development,‖
said Deepesh Rathore, founder and managing director at Emerging Market
Automotive Advisory. For Bajaj, it has given them a beachhead in developed markets
even as the co-development of models has helped in translating some of the learnings
in the form of technology and research and development into their own models, he
said.

So what‘s ahead? Both Pierer and Bajaj said the companies will continue to do
―more of the same‖ with regard to entering newer markets and joint product
development. Bajaj said his firm has no plans to hike its stake further.―It‘s not
required—I believe mutuality is always more important than financial stake.

The joint development and strategic alliance have given us the position of entering all
emerging markets. The Japanese are (now) the only competition, everyone else is a
niche player,‖ he said, adding that approximately 45,000 units, or nearly a third of the
1.4-lakh bikes KTM forecasts it will sell outside of India during 2014 will be exported
from Bajaj‘s Chakan plant.

Over 22,000 KTM bikes are expected to be sold in the domestic market reflecting
growth of over 100 per cent. All the bikes have between 95 per cent and 98 per cent
local content. By 2020, KTM projects it will sell 2.5 lakh bikes in world markets,
of which one lakh units will be exported from India, Pierer said.

Dispelling notions that Bajaj Auto was looking to hike its current 48 per cent stake
in KTM Power Sports AG, the holding company of KTM Sportsmotorcycles AG,
Managing Director Rajiv Bajaj, averred that the partnership was not based on front-
end or financial consideration. ―It is more an integration of two kitchens, and of
cooking together,‖ he said.

Bajaj Auto first acquired 14.5 per cent equity in KTM in 2007. Though the Austrian
company had reported a loss of over €80 million, it turned around last year, and gave
Bajaj Auto its maiden dividend.

31
KTM AND BAJAJ PARTNERSHIPFOR INDONESIAN MARKET

Bajaj Auto and KTM joint venture plan to imitate the same success that they have
achieved in the Indian market as they plan to enter Indonesia, touted as the largest
South East Asian motorcycle market together

Bajaj Auto and KTM have had a fruitful venture in the Indian market and they have
sort of revolutionised the affordable performance segment of motorcycles with their
RC and Duke range of bikes. In fact, Bajaj Auto also has a 48 per cent stake in the
Austrian bikemaker and the sub 400cc KTM motorcycles are manufactured by Bajaj
at its plant in Chakan on the outskirts of Pune and exported globally. Both the
manufacturers further strengthened their association as they announced an
arrangement which involves KTM-branded Duke and RC motorcycles up to 400cc
displacement being distributed in the Indonesian market through a chain of KTM
dealerships to be managed by Bajaj Auto. Indonesia is the largest two-wheeler
manufacturer in the South East Asian region and both the manufacturers are
targeting to replicate the same success achieved by them in India.

Speaking about the new association, Hubert Trunkenpotz, chief sales officer, KTM
AG said, ―The decision to emphasise our sales activities in the South Asian
distribution network is the logical next step in our long term oriented strategy. It
supports our presence in the price sensitive Indonesian market by using synergies
from our strong alliance with Bajaj.‖

It is most likely that the KTM motorcycles will be exported from India in CKD forma
and assembled in India so as to keep the import duty as low as possible thereby
pricing the KTM motorcycles aggressively. The release also announced that, P T Jaya
Selaras Sejahtera will continue to remain the official importer for KTM motorcycles
in Indonesia but will shift their focus on 400cc plus displacement motorcycles and all
over the world.

In 2014-15, Bajaj Auto sold 3.29 million units, of which 46% were exported, as
against 41.6% in the previous year. The company‘s decade-long association with
KTM has been a big success. It has helped Bajaj gain a toehold in advanced
markets such as the US, Europe, Canada, Japan and Australia, as it ships ―made in
India‖ KTM bikes.
For KTM, which was in the red when Bajaj acquired a 14% stake in 2007, the
association with Bajaj has helped it become Europe‘s second-largest motorcycle

32
maker. Between 2007 and 2012, Bajaj, through its subsidiary Bajaj Auto
International Holdings BV, continued shoring up its stake in KTM to 48%.

―The decision to emphasise our sales activities in the South Asian distribution network
is the logical next step in our long term oriented strategy. It supports our presence in the
price sensitive Indonesian market by using synergies from our strong alliance with Bajaj,‖
said Hubert Trunkenpotz, chief sales officer, KTM AG. For Bajaj Auto, the decision to
distribute KTM bikes in Indonesia is a major step forward, said Rakesh Sharma,
president international business at Bajaj Auto in the statement.

In its latest filing to the stock exchanges, Bajaj Auto has revealed that its partnership
with KTM for selling sub-400 cc motorcycles would be extended to Indonesia as
well. The Bajaj-KTM arrangement in Indonesia will be similar to the existing
arrangement in India wherein the KTM-branded outlets are managed by Bajaj Auto.

The association will only involve made-in-India motorcycles (sub 400 cc) such as
the Dukes and RCs. Sales of KTM‘s larger capacity bikes in archipelago will
continue to remain under the purview of the existing official Indonesian seller, PT
Jaya Selaras Sejahtera.

Bajaj Auto‘s long standing relationship with KTM in India has helped the latter
create a strong foothold in the nation‘s compact sportsbike segment. The Austrian
two-wheeler major is hoping to produce a similar result in Indonesia which is the
largest two-wheeler market in South East Asia. KTM would use its global
distribution network to ship its sub-400cc bikes from India to Indonesia but the day-
to-day operations of the outlets would be managed by Bajaj.
33
 KTM’S EFFORT IN EMERGING THE MARKET ;

We grew our business on so many levels. Physically, we added one floor to our
R&D center! The last business year was dedicated to growing the company and
adding to the existing ranges.

We introduced four new "campaigns" in 2015 and we have a line-up that works globally.
What I told you last year is still true: success, for a motorcycle manufacturer these days,
is to have the right products, at the right time, in the right place.

We play this "game" everywhere, in each of the markets we are present. We are
not thinking about delivering a big adventure-touring bike only in Europe, or an
125cc bike in a certain country in South America. Seeing the big picture globally is
important.

In a way, we are changing the way we look at the market. 2015 was probably the
busiest year I ever had at KTM. I recently returned from Brazil, I was twice in Asia,
twice in North America; we are not frozen in our "European cage" and just delivering
bikes and sending shipments to the rest of the world. We are active!

Talking as a KTM guy, the big step is going to MotoGP. The key motivation is to
deliver bikes that perform well in the racing world so that we can deliver a bike we
can sell, based on the MotoGP RC16. We are going to sell that bike to race teams!

You will never find an RC16 with a number plate. When the bike is ready, whenever
will this be,e will only sell it for closed-course riding. Our aim is very high, because we
want to offer the best of the best in the closed-course motorcycle racing market.

It is indeed a niche market, but we don't care. We don't intend to try and match
street-legal superbikes on the road, so we're not that keen to make something that's
not performance
. After first announcing that KTM would build a 200cc model of the new KTM 125
Duke for the Indian market, KTM CEO Stefan Pierer has been quoted as saying that
a larger, 350cc, model is in the works, and will debut as a 2013 model year
motorcycle. It would seem that the 2012 KTM 350 Duke is also slated as an India-
only model, though rumors and plans for a larger displacement Duke for the US
market were banded about when the 125cc Duke launched at EICMA last year.

KTM seems set to take the 125 Duke platforms as versatile bike for the global markets,
matching configurations with localities. Since the 125cc format makes little

34
sense in the United States .expect at least a 250cc version of the Duke to debut later this
year, and likely a larger format (450cc?) as well for the US at a later point in time.

Talking to the Indian Express, Stefan Pierer was quoted as saying:

The numbers being quoted here tell a compelling story as to why KTM is putting so
much behind effort behind the KTM 125 Duke. The smaller Duke platform is clearly
adding a significant amount of volume to KTM‘s yearly production, and the Austrian
company‘s collaboration with Bajaj is certainly paying off in the Indian market.

It is also of note that Pierer mentions markets like Southeast Asia and Brazil, which
have protectionist import tariffs just like India. How the company plans on working
around those barriers remains to be seen, so time will tell on that one. But until then,
we‘ll continue drool over how great a competitively priced KTM 450 Duke would be
on the urban streets of San Francisco.
35
 CHAPTER - 5

DATA ANALYSIS AND INTERPRETATION

36
 CHAPTER: 5

DATA ANALYSIS AND INTERPRETATION.

According to the survey of people in india mostly the Austrian brand which is ktm
in 5 people 4 choose ktm, the Japanese brand Kawasaki also gives a good fight to ktm
in terms quality, Honda the old Japanese brand which sells 2 wheelers in india since
very old time so trust of customers attracts Honda to be their first choice, triumph the
only brand which is British and also comes last in terms of people opinion in
motorcycles.

In this data ktm has 4 preference out of 5, Honda has 3.8 preference out of 5,triumph
has the least amount of preference out 5 which is 0.9, Kawasaki has the 3.2
preference out 5 thanks to its built quality.

The data states that the ktm in india is really growing in fast rate because of the effect
it gives to the market here in india, This brand gives a competitive fight to their
competitors and takes good amount of market share here in india, Bajaj motorcycles
own 48% of stake from the European brand that is ktm. It provides value for money to
its customers and with the features like ABS, and various feature it is dominating
motorbike company among all the Japanese manufacturers

Here in this , the data analysis ktm is higher in sales , value for money and the
availability, else Honda has a decent of sales, value for money, and availability.
Kawasaki in terms of sales is going good than the Yamaha , the value for money
for its built quality is greater among everyone, availability is also good in terms of
Honda. Yamaha also has good amount of sales its is less value for money and the
availability is higher because of the customers
37
AGE:

10

20

60
o 18-20

o 21-30

o 31-40
35
41-50

In this the interpretation of the questionnaire we found out that the maximum
number of people is 40 from a particular age group of 10-20.
38
OCCUPATION

In this interpretation it shows that the maximum number of participants i.e. 35 are
students .
39
LOCALITY

In this interpretation the result shows that all the participants of the survey are
living in urban areas .
40
GENDER

In this interpretation of this question it shows that there are more male
participants than female.
41
DO THEY OWN A MOTORCYCLE

In this interpretation of this question, it shows that most of the participants of the
survey own a motorcycle.
42
SATISFACTION WITH THEIR MOTORCYCLE

In this

interpretation it shows that 60% of the participants were satisfied with the motorcycle
they own and 40% of the participants were not satisfied with their motorcycle .
43
WHAT IS YOUR PREFERED BRAND ?

In this interpretation of this question of the survey it shows that most of

the participants prefer KTM as their preferred brand.
44
ANY EXPERIENCE WITH KTM .

This interpretation shows that 66.67% of the participants have experience with
KTM and 33.33% doesn‘t have experience with KTM.
45
IF YES, HOW WAS IT ?

In this interpretation it shows different participants have different kinds of experience

but most of the participants i.e. 58.33% have a very good experience with KTM.
46
 why do you think people choose ktm over
honda and Yamaha

10

more features

60

30
less price

quality

In this the interpretation of questionnaire the customers are expecting more features
over Honda and Yamaha, less price is also a big concern for the customers
according to the survey. Quality also matters for the customers who belive in pricing
of the product.
47
WHY CHOOSE A MOTORCYCLE?

40

60
Easy on poackets

less fuel consuption

30 traffic dominator

In this graph according to customers, the first preference for the motorcycles is that it
is the traffic dominator, then comes the less fuel consumption of the motorbike which
is easy on the pockets of the rider. Hence this interpretation states about why
motorcycle is easier for the common man.
48
WHY KTM DOES MARKETING IN INDIA ?
.

40

to promote

90 to compete with japnese

20

to dominate sales

In this graph it is shown that how ktm does their marketing here in india the customer
gave their concern in to promote the motorbike , about 1.5 out 5 stated is to compete
with the Japanese and to dominate the sales of the company by launching innovated
products
49
 What features do you think KTM provide but
not honda and yamaha

23

ktm

yamaha

honda
10

67

In this survey people were asked about the features which KTM provides but not
Honda and Yamaha. People stated that about 67 percent is covered by KTM with
features and price. Honda has given about 10 percent of features in the market. But
Yamaha does not provide features which are up to the mark to the market.

50

WHY KTM MOTORCYCLES ARE LIGHT ?

 10
30

cost deductiond

movable in city

better handing
60

In this survey customers were asked that why ktm motorbikes are light weighted
about 4.4 people stated that it is movable in the city , About 2.3 people stated that it is
made for the cost deductions. About 1.7 people stated that it is light weight because of
better handling.
51
 how do you think ktm makes such a
reputation in market

1.4

3.2
Increase market share

Dominate sales
8.2

For sales

In this survey customers and people were asked about the why ktm has so much
reputation in the market about 70 percent people stated that ktm has to increase their
market share to make more affordable and innovated products for their followers,
About 20 percent people stated that the KTM has to dominate the sales and 10
percent stated that for sales of the products
52
WHY GET MORE NAKED MOTORCYCLES IN INDIA ?

10

more naked bike fans

25

less naked bikes

60
availablity

light weight chasis

In the following bar graph the customers were asked about why to get more naked
bikes here in india , customers stated there are more naked bike following here in
india, some stated that there is less availability of naked bikes in india and some
stated that ktm has lighter chasis
53
WHAT DOES KTM EXPECT FROM INDIAN YOUTH ?

10
25

More Features, Less Price

Faster Availability

60 Lack of quality issues

In this chart the 3 bars are stating about the what KTM wants from india youth.2.4
percent stated that they want more enthusiasm. About 4.4 percent of people stated that
they will understand motorcycles and about 1.7 percent people stated that for
marketing purpose.
54
WHY ARE KAWASAKI BIKES SOLD IN KTM SHIOWROOMS

40

Kawasaki wants to
invest less
80

bajaj and kawasaki

40
collaboration

tie up between KTM

and kawasaki

In this pie Graph it is stated that why Kawasaki bikes are sold in KTM showroom
About 1.9 people state that Kawasaki has to invest less and earn more
About 2 percent people say that bajaj and Kawasaki has a collaboration.
About 3 and above people state that ktm and Kawasaki has a tie up.
55
EXPECTATIONS FROM KTM

20
40

Less Price, more Features

lack of qua;ity issues

70 faster Availabliy

In this graph customers were asked about the expectations from the brand About 2.4
people stated that Less Price More Features must be Motto of the brand. About 4.4
people stated to rectify lack of quality issues in the motorcycles.

About 1.8 people stated to get faster availability.

56
WHY JAPANESE BRANDS ARE PROVIDING LESS FEATURES

40
best quality
70

long lasting engines

40

maximaze

Profit, Minimize costs

In this graph customers were asked about that why Japanese brands are providing
less features

About 2 people stated about the Japanese quality in terms of future.

About 2 people stated about long lasting engines of Japanese brands.

About 3 people stated about the maximize profit and minimize cost term.
57
CUSTOMER SERVICE FROM THEIR PREFERED BRANDS

25 o Very good

10 o Good

o Average

o Bad
15

o Very bad

In this interpretation it shows that most of the participants got very good customer

service from their brands .

58
AWARNESS OF KTM THROUGH WHAT MEDIUM

15

o social media

35 o Word of mouth
10

advertisement

In this

interpretation it shows that most of the participants know about KTM through social

media .
59
THEY KNOW KTM FOR WHAT ?

10

30

o Motorcycles

20 o expensive

o quality

In this interpretation it shows that most of the participants know KTM for

motorcycles
60
DOES KTM HAS AN ATTRACTIVE MARKETING CAMPAIGN ?

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this interpretation it shows that most of the participants strongly agree that KTM
has an attractive marketing campaign.
61
In this interpretation it shows that the most preferred type of motorcycle is Naked.

62
ATTRACTED TOWARDS KTM FOR WHAT ?

15

25

quality

customer service
8

speed

12 design

In this interpretation it shows that most of the participants are attracted towards
the Design of KTM motorcycles
63
RIDING EXPERIENCE WITH KTM?

30

yes

no
70

In this interpretation it shows that the most of the participants i.e. 70% have a riding

experience with KTM.

IS KTM FIT FOR INDIAN ROADS ?

64
 10
15

Strongly Disagree

Disagree
14

Neutral

16 Agree
5

Strongly agree

In this interpretation it shows that most of the participants disagree that KTM is fit for
Indian Roads .
65
WILL YOU THINK OF OWNING A KTM IN FUTURE ?

20

o Yes

o No

80

In this interpretation it shows that 80% of participants will like to own a KTM in
future .
66
DO YOU THINK KTM HAS INCREASED ITS BUSINESS OVER THE YEARS
IN INDIA ?

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this interpretation it shows that most participants i.e. 33.33% Strongly

agree that KTM motorcycles has increased its business over the years in India.
67
DO YOU THINK KTM MAKES ENOUGH PROFITS

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this interpretation it shows that 45% of the participants strongly agree that
KTM makes enough profit.
68
IS PERFORMANCE OF KTM IS GOOD ENOUGH

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this interpretation it shows that 41.67% of the participants strongly agree that
the Performance of KTM is good enough .
69
WOULD YOU RECOMMEND BUYING KTM TO FRIENDS AND FAMILY

1.67

10

yes

may be

no
88.3

In this interpretation it shows that 55% of the participants which is the most would
recommend buying KTM motorcycles to friends and family
70
DO YOU THINK KTM MOTORCYCLES NEED IMPROVMENTS ?

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this interpretation it shows that 31.67% of the participants which is the most
strongly agree that KTM motorcycles should do improvments.
71
DOES KTM OFFER VALUE FOR MONEY ?

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this interpretation it shows that 33.33% of the participants which is the most
agree that KTM motorcycles deliver value for money
72
IS THERE A PRICE DIFFERENCE IN BUYING FROM A DEALER
AND SHOWROOM

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this interpretation it shows that 40 % of the participants which is the most agree
that the price of the product differ from that of the showrooms or from the dealers
73
DOES KTM TAKES RESPONSIBILTY IN CASE THERE ARE ARE FAULTS
IN THEIR PRODUCTS

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In the interpretation 33.33% OF THE participants strongly agree that KTM

takes responsibility in case if there are faults in their product.
74
DOES KTM HAS A VARIETY OF PRODUCTS ?

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this above interpretation 40% of the participants disagree that KTM has variety
of products.
75
IS THERE ENOUGH INFORMATION AVAILABLE ON THE INTERNET
ABOUT KTM

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this above interpretation this shows that 40% of the participants strongly agree that
KTM has enough information available on the internet about their product
76
IS STAFF AT KTM MOTORCYCLES HELPFUL AND POLITE ?

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this interpretation it shows that 36.67% of the participants which is the most Agree
that the staff at KTM Motorcycles are Helpful and polite
77
DO YOU THINK KTM MOTORCYCLES HAVE GOOD
PROMOTIONAL ACTIVITES

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this interpretation it shows that 41.67% of participants which is the most ,

strongly agree that KTM motorcycles have good promotional activities .
78
DO YOU THINK KTM MOTORCYCLES ARE EXPENSIVE ?

1.67

13.33
25

Strongly Disagree

Disagree

33.33 Neutral

26.67 Agree

Strongly agree

In this interpretation it shows that 33.33% of the people which is the most agree
that KTM motorcycles are expensive
79
DO YOU THINK THERE ARE BETTER ALTERNATIVES TO KTM

1.67

25 13.33

Strongly Disagree

Disagree

33.33 Neutral

26.67
Agree

Strongly agree

In this interpretation it shows 40% of the participants which is the most think
that there are better alternatives to KTM Motorcycles
80
DO YOU THINK THIS SURVEY WAS USEFUL ?

1.67

10

yes

may be

no
88.3

In this interpretation it shows that 88.33% of the participants found the survey useful
81
RATE THIS SURVEY ON A SCALE OF 0-10

12

10

Ряд1

1 2 3 4 5 6 7 8 9 10

Most of the participants rated this survey 10 and the number of participants is 10
82
Finding of the Study

The study includes all varies strategies implied by themselves to cover the market of

motorcycle segment by KTM here in India and Global Bajaj has helped KTM to

manufacture the motorbike from 200cc to 400cc in Maharashtra and import their

bikes to world from India this has created the term ―maximised profit and minimize

cost‖ which will make KTM the naked motorcycle segment covered 2020. Hence in

future KTM will bring their flagship models like super 1290R manufacturing in india

for their growth in sales and provide costumers a bike which will be easy on their

pockets.
83
 CONCLUSION

The key synergy of KTM's technology edge and low cost production advantage of
Bajaj Auto is now driving the earnings growth of KTM, this is helping the company
to gradually claw back its market share. KTM at the end of 2014 held a market share
of 8.7% in Europe and 4.8% in the US. KTM's sales volume have been growing at an
annual rate of 25% over the last three years as it successfully made inroads in the

emerging market

The sales volume was also boosted by its ability to continuously launch and supply
new bikes which are manufactured in India. Bajaj Auto has exported 53,000 KTM
bikes in FY15 as against 24,000 units in FY14, a whopping growth of 121%.

"We believe KTM growth has been driven by the brand appeal, network expansion,
increased marketing spending and affordable premium bike experience.
84
SUGGESTIONS

The following topic is fully based on global strategies of ktm all over the world it
states all the findings, surveys, and includes the growth of the company in the
suggestion. The company has plan to provide ride able motorcycles for everyone in its
class. Ktm is the ready to race brand.

The study includes all the various strategies implied by themselves to cover the
market motorcycle segment by KTM here in India and globally , Bajaj has helped
KTM to manufacture their motorbikes from 200cc to 400cc in Maharashtra and
import their bikes to world from India this has created the term ‗Maximize Profit
and Minimize Cost‘ which will make ktm the naked motorcycle segment covered
until 2020.Hence in future ktm will bring their flagship models like super1290r
manufacturing in India for their growth in sales and provide customers a bike which
will be easy on their pockets to go easily for.
85
BIBILOGRAPHY

1. ―Henry and Edsel: The Creation of the Ford Empire‖- RICHARD BAK

2. “Ford and the Global Strategies of Multinationals: The North American Auto
Industry‖ - ISABEL STUDER-NOGUEZ

3. ―Autocar India‖ Author: Pratheek kunder.

4. ―Monitoring and evaluationof production processes : An analysis of

automotive industry.‖ -ANTON PANDA , JOZEF JURKO, IVETA PANDOVA

5. Indian Automobile Industry: An Introduction (Industry Series) - T P Rajmohan

6. Innovating with Infrastructure: The Automobile Industry in India - Sumila Gulyan

7. The Great Book of Automobiles - M. Bowler (Author), G. Guzzardi (Author), E.

Rizzo (Author)

8. Two-wheeler Industry in India - T. P. Rajmanohar, V. Balaji

9. Profile of the Indian automobile industry - Society of Indian

Automobile Manufacturers, 2008

10. The Machine that changed the world. By James P. Womack.

86
Wibliography

1. https://en.wikipedia.org/wiki/KTM

2. https://www.ktm-industries.at/index.php/en/company/strategy

3. https://www.business-standard.com/.../bajaj-ktm

4. https://www.financialexpress.com › Industry › Automobiles

5. https://www.marketing91.com › Marketing mix articles

6. https://www.business-standard.com/article/.../ktm-gets-into-top-gear

7. https://www.autocarindia.com

8. https://www.bsmotoring.com

9.https://www.surfindia.com.

10. https://auto.ndtv.com › News

87
ANNEXURE – ‘QUESTIONNAIRE’

1.Age

o 18-20
o 21-30
o 31-40
o 41-50

2.What is your occupation ?

o Student o
employee o
business o
retired

3.Where do you live ?

o urban
o rural

4.Gender

o Male o
Female

5.Do you own a motorcycle

o Yes
o No

6.Which brand do you prefer in motorcycles

o ktm
o honda
o yamaha
o Suzuki

7.Do you have any experience with ktm

o Yes
o No

8.If yes , how was it ?

 o Very
bad o Bad
o Average
o Good

o Very good

9. Why do you think people choose KTM over Honda and

Yamaha? o More features

o Design

88
 o Quality

10. Why do you think people are nowadays following motorcycle?

o Less fuel consumption

o Easy on pockets

o Traffic dominator.

11. Why do you think KTM does their marketing here in India?

o To promote their motorbikes.

o To give fight to Japanese.

o To win the world in motorbikes.

12. What features do you think KTM provide which Yamaha and Honda does not
provide?

o Slipper clutch

o ABS braking system

o All of things possible.

13. Why do you think KTM makes such light weighted motorcycles?

o For better handling.

o Moveable in city.

o Cost deductions.

14. How do you think KTM makes such reputation in market?

o By sales
 o By dominating competitors

o BY increasing market share.

15. Why do you think KTM sells more naked bikes?

o More naked bike fans

89
 o Less naked bikes avail in market

o Ktm makes light weight motorbike.

16. What do you think KTM expects from Indian youth and market?

o More enthusiasm.

o Understands motorcycles

o More marketing.

17. What do you think Kawasaki bikes are sold in KTM showrooms?

o Tie up between KTM and Kawasaki

o Bajaj and Kawasaki collaboration.

o Kawasaki wants to invest less and earn more.

18. What are customers expecting from KTM to deliver in the market?

o More Features, Less Price

o Faster Availability

o Lack of quality issues.

19. Why do you think Honda, Yamaha are providing less features than KTM?

o Maximize profit, Minimize Cost.

o Quality matters for Japanese

o Long Lasting Engines.

20.Were you satisfied with the product

o Yes
o No

21 . How was your customer service

o Very good
o Good
o Average

90
 o Bad
o Very bad

22.Through which source you know about ktm ?

o social media o
Word of mouth o
advertisement

23.What is the first thing that comes to your mind when you think of ktm

o Motorcycles
o expensive o
quality

24.Are you satisfied with ktm

o Strongly Disagree
o Disagree
o Neutral
o Agree

o Strongly agree

25.Do you think ktm has a attractive marketing campaign?

o Strongly Disagree
o Disagree
o Neutral
o Agree

o Strongly agree

26.Which kind of motorcycle do you like ?

o Standard
o cruiser
o naked
o sport

27. Do you think KTM bikes are expensive?

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree
28. Do you think KTM motorcycles deliver value for money?
o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

29. Do you think customer service of KYM motercycles is at par from its compactors
?
o Strongly Disagree

91
 o Disagree
o Neutral
o Agree
o Strongly agree

30. Do you think KTM does good branding for its motorcycles ?
o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

31. Do you think KTM takes responsibility in case if there are faults in their product?
o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

31. Do you think KTM motorcycles provide attractive offers ?

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

32. Do you think the price of product differs from that of the showrooms or from
the dealers?
o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

33. Do you think KTM has enough information available on the internet about
their product ?
o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

34. Do you think KTM has variety of products ?

o Strongly Disagree
o Disagree
o Neutral
o Agree

o Strongly agree
35. Do you think KTM has good promotional activities?

92
 o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

36. Do you think the staff was help and polite ?

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

37. Do you think there are better alternative to KTM ?

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

38. Do you think KTM motorcycles has increased its business over the years in India
?
o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

39. Do you think there are enough promotional activities going on ?

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

40. Do you think KTM motorcycles make enough profit ?

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

41. Do you think the strategies adopted by KTM are helpful to them ?
o Strongly Disagree
o Disagree
o Neutral
o Agree

o Strongly agree
42. Would you think of owning a KTM in future?

93
 o Agree
o Disagree

43. What feature of KTM motorcycles attract you the most?

o quality
o customer service
o speed
o design

44. Have you ever had a riding experience with KTM

o Yes
o No

45. Do you think the performance of the KTM is good enough ?

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

46.Do you think KTM should do some improvements ?

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

47. Do you think KTM is fit for Indian roads ?

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly agree

48.Would you recommend buying KTM to friends and family?

o Yes
o No
o Maybe

49.Do you find this survey useful ?

o Yes
o No
o Maybe
50. If yes rate this survey on a scale of 10
1 2 3 4 5 6 7 8 9 10

94
Plagiarism Checker X Originality Report
Similarity Found: 12.3%

Date: Thursday, March 15, 2018

Statistics: 824 words Plagiarized / 6807 Total words

Remarks: Low Plagiarism Detected

CHAPTER 1: INTRODUCTION KTMThe company's first title was secured shortly

thereafter with the 1954 Austrian 125 national championship. KTM first made an
appearance at the International Six Days Trials (Enduro) in 1956 where Eon Dornauer
secured a gold medal. Racing continued to be a testing ground for production
technology, but next in line was its first scooter, the Mirabell. It started providing a
factory team .

As the company continued to expand, the workforce totalled 400 in 1971, and forty years
after it was founded, KTM was offering 42 different models. In 1955 Tourist 125cc
model was developed. In 1957 KTM built the first sports motorcycle Trophy 125cc.
KTM's first moped, called Mickey was launched in 1957, followed by Penny I in 1960
and Pony II in 1962. The 1960s saw the beginning of the bicycle production.

Beside, KTM was also competent to produce motorcycles for the racing industry.
Ernst Kronreif died in 1980. Two years later in 1982 Hans Trunkenpolz also died of a
heart attack and his son Erich Trunkenpolz took charge of the company's
management. Its name was changed back to KraftfahrzeugTrunkenpolzMattighofen.
At that time, KTM had about 180 employees and a turnover of €3.5m.

In 1988, US subsidiary KTMNorthAmerica Inc. was founded in Lorain, Ohio.

International business then amounted to 72% of the company turnover. In 1990, it was
renamMotorfahrzeugbau AG. Scooter and moped turnover sank rapidly, and
production had to be halted in 1982. Erich Trunkenpolz died in 1989 and in 1991
KTM applied for insolvency.
Its management was taken up by banks who split the company into four new
entities in 1992: KTMSportmotorcycle GmbH started operation in 1992 and later
took over the sibling tooling division KTM Werkzeugbau. In 1994
KTMSportmotorcycle GmbH was renamed KTM-Sportmotorcycle AG. In the same
year it started production of Duke series of road motorcycles.

In 1995 KTM acquired Swedish motorcycle manufacturer Hochberg AB, and took
control of the Dutch company White Power Suspension. CHAPTER 2: SCOPE OF

95
THE STUDY CHAPTER 2: SCOPE OF THE STUDY KTM may be a leading
manufacturer of motorsports vehicles. the corporate focuses on sport-oriented
motorcycles, underscoring its ―Ready to Race‖ philosophy.

In short, KTM's mission is to sepals motorcycles with exacting standards of

excellence. ―We area unit driven by constant innovation, week once week, race once
race,‖ says Philipp dynasty, head of analysis and development at KTM.
―Furthermore, if we tend to see that AN innovation works in our athletics
motorcycles, we tend to quickly introduce it into our production bikes - from our
superbikes to our children's motocross lines. Everything we tend to create is
predicated on product excellence and therefore the engineering behind it.‖

Unlike several different makers, KTM engineers everything in-house. that has the
engine, chassis, wheels, etc. dynasty says that sort of management helps the corporate
optimize each a part of the bike, increasing performance. If you don't recognize these
names, you've been missing out on some nice international bike athletics. From the
U.S.,

Germany, France, Italy, and therefore the The Netherlands, severally, these
champions and their groups have won over 223 world championship titles, together
with twelve victories at the punishing, sun-baked national capital Rally. And
they've done it all sitting atop bikes designed by KTM, a PTC client. Their's
mission is to produce all the riders a motorbike which provides the endocrine rush
to the rider whereas riding and a motorbike that is rideable for everybody.

Ktm is one amongst the complete that provides their customers a package that is
choked with fun and at worth which can bring tear of joy in their eyes CHAPTER 3
OBJECTIVES OF THE STUDY CHAPTER 3 OBJECTIVES OF THE STUDY.
The KTM Sport motorcycle GmbH is a strong company and an equally strong brand
that is constantly expanding its international marketing footprint.

KTM is a leading international manufacturer of motorsports vehicles with a special

emphasis on sport-oriented motorcycles that underscore the company's ―Ready to
Race‖ philosophy. •To study the overview of the company. •To study the perception
of customers regarding bikes. •To study customer satisfaction for the motorcycles.
•To study the factors influencing the choice of customers regarding bikes . The
objectives of ktm is to dominate the market with huge sales until 2020. .

REVIEW OF LITERATURE In this review of literature the topic which GLOBAL

STRATEGIES OF KTM in which the strategies used by ktm in the world to dominate
the sales of the market. Ktm is growing in fastest growth provided by their motorbikes
in its class. The following information in this blackbook is provided by the
Newspapers, The annual sales report of ktm, some particular websites this helps
review of literature to expand.The annual report of ktm states about all its sales,
production total, manufacturing total, raw materials total, and all about the general
information of the company, The newspapers provided the information about the bajaj
and ktm partnership for the topic given above, Websites provided the main tool of
information to be given to the book. Book name ; Autocar India Author ; Pratheek
Kunder Year ; 2012 Subject ; KTM'S strategy to Indian market.

96
CHAPTER 4: RESEARCH METHODOLOGY CHAPTER 4: RESEARCH
METHODOLOGY Research Methodologycomprises "creative work undertaken on a
systematic basis in order to increase the stock of knowledge, including knowledge of
humans, culture and society, and the use of this stock of knowledge to devise new
applications." It is used to establish or confirm facts, reaffirm the results of previous
work, solve new or existing problems, support theorems PRIMARY DATA Primary
data is original research that is obtained through first-hand investigation, while
secondary data is research that is widely available. .

Primarydata includes information collected from interviews, experiments, surveys,

questionnaires, focus groups and measurements. SECONDARY DATA Secondary
data is original research that is obtained through first-hand investigation, while
secondary data is research that is widely available and obtained .Common sources of
secondary data for social science include censuses, information collected by
government departments, organisational records and data that was originally
collected for other research purposes. Primary data, by contrast, are collected by the
investigator conducting the research new theories.

CHAPTER 5: A Brief Introduction of Company. International business CHAPTER

5: A Brief Introduction of Company. International business Slipper clutch technology
is now on Indian motorcycles and is also very affordable too. This obviously puts out
the Kawasaki Ninja 300 out of the window. The bike is India-assembled, but
definitely not ―affordable‖ in the true spirit of the word.

Bajaj Auto and KTM have now introduced this technology on the Duke 390 naked
and the RC390 sports bike. What does this mean for you? Hammer down the gears to
slow down, going from sixth to first in a couple of seconds, and you'll still live to tell
the tale. Without a slipper clutch, rapid downshifting calls for familiarity and a razor
quick clutch pull to make sure that you and your bike don't take a nasty spill.

And if you seek such antics in the wet, even ABS won't put away your skin as tarmac
rapidly rushes to meet flesh and bones. The slipper clutch has idiot proofed rapid
downshifting. But this is only one benefit. The other big benefit of this technology is the
amount of speed that a slipper clutch allows a rider to carry into a corner.

Without a slipper clutch, rapid downshifting to shed speed ahead of a looming

corner will unsettle the suspension as the chain jigs around with the shock and
transmit a variety of forces on the swing arm. Basically, this is what engineers
handling motorcycle dynamics dread. The slipper clutch just made their job easier by
allowing controlled but very rapid deceleration.

What's power without control? The other big advantage of a slipper clutch is that the
clutch takes all the defeat and helps preserves engine parts such as the valve train and
bearings, stuff that would otherwise take the punishment during rapid downshifts.
Obviously, clutch plates are cheaper to replace than bearings or the valve train.
The lone downside of a slipper clutch is the amount of wear that rapid downshifts will
cause to the clutch plates. But viewing this damage in the midst of the knowledge that
rapid downshifting will eventually destroy valve educate and bearing, it seems like a
safer and cheaper assistance. So, the slipper clutch is indeed a good thing when it

97
comes to saving the bike and the rider. There is another disadvantage that is not so
apparent.

While the performance part idiot proofs downshifting, it also down many riders. If a
newbie or beginner biker on a KTM Duke 390 without a slipper clutch plays Jorge
Lorenzo and rapidly downshifts akin to there's no tomorrow, there might not be one.
He'll learn a hard lesson as the bike bites back as well as puts him on the street with a
locked rear wheel followed by a nasty skid.

If a newbie has the slipper clutch on the bike, he'll usually be casual about the whole
situation of safe and quick downshifting. Casual riding is just what kills the whole
spirit of becoming a better biker. Now, we'll leave it to you to decide whether this is a
good thing. RISKS INVOLVED IN INTERNATIONAL BUSINESS BY KTM ·
Strategic risk A firm must be prepared, aware for the competition and ready to face it
in the international market.

Several companies (competitor) would be good to be the substitute for merchandise

or services of an unpopular firm. A dazzling and innovative strategy will help and
make thriving a firm. · Operational risk A company have to be conscious about the
production costs to not waste time and money.

If the expenditures and costs are guarded, it will generate an efficient construction and
help for the internationalization. · Political risk How a management governs a country
can affect the operations of a firm. The government might be corrupted, hostile,
dictatorial, etc. that has a negative image around the globe. A firm's reputation can
change if it operates in a country controlled by that type of government.

Also, an unstable political location can be a risk for multinational firms. Elections,
any other political event that is unpredicted can change a country location and put a
firm in an awkward site. · Technological risk industrial growth bring many benefits,
but some disadvantage.

Indeed, "Lack of security in electronic transactions, the cost of initial new technology,
and the fact that these new technology may fail, and when all of these are coupled
with the outdated existing technology, the result may create a treacherous effect in
doing business in the international arena." · Environmental Risk company that
establish additional or factory abroad need to be conscious about the externalities they
will produce.

Negative externalities can be clamour, pollution, etc. The population might want to
fight against the company to keep a natural and healthy environment/country. This
location can vary the customer's observation on the firm and create a negative image
of it. Economic risk These are the economic risks explained by Professor Okolo :
"This comes from the inability of a fatherland to meet its financial obligations.
The changing of foreign-investment or/and domestic monetary or monetary policy.
The effect of exchange-rate and interest rate make it difficult to conduct worldwide
business". Moreover, it can be a risk for a company to operate in a country and
they experience an unexpected economic crisis after establishing the subsidiary.

98
Financial risk "This area is affected by the currency exchange rate, government
flexibility in allowing the firms to send home profits or funds outside the fatherland. The
depression and inflation will also impact the firm's ability to operate at an efficient
capacity and still be stable". Furthermore, the taxes that a theatre group has to pay might
be advantageous or not. It might be higher or lower in the host countries.

Then, ""The risk that a government will discriminatorily modify the laws, set of laws,
or contracts governing an investment-or determination fail to enforce them-in a way
that reduces an investor's fiscal takings is what we call "policy risk. CHALLENGES
FACED IN INTERNATIONAL BUSINESS BY KTM Laws & Regulations: Every
country has their own regulations and laws set up and it will be your obligation to
know them. Importers and exporters must be aware of international laws.

Research should be the first thing you do after deciding to go global with your
small/mid size company. Some products may be banned in some countries and even
though you may not be aware of these restrictions, your company will end up in
trouble if you ship those products. Cost: This is one of the key factors that will drive
you and your company towards international business. You must calculate all possible
costs that may be incur.

How do you get the products delivered in the most economical way? This is the
question that you must find the most accurate answer for. At the end of the day if the
total cost will be more then your expectation you may reconsider taking the risks of
opening your door to international business. Communication Difficulties and Cultural
Differences: Your business partners overseas may not speak the languages that you
know and this could be another barrier to your business.

You may think, ―that's what Google Translate is for‖? Well, it might be a small help,
for phrases like hello and thank you, however Google Translate is not 100 %
accurate. Successful communication is the key factor in everything in our lives, and if
you cannot communicate effectively - how do you expect to sell or buy the correct
products in the right amounts? The transactions may not go as smooth as you would
ideally like it to be.

Let's also not forget obstacles you may experience due to cultural differences. Your
relationships with people from other cultures are enhanced when you are aware of
cultural differences such as communication styles, religious beliefs, power
structures, and attitudes toward time and work. Therefore for study and try to
understand the country's cultural structure before you decide to do business there.

Payment Methods and Currency Rate: These are other obstacles that the small
business owner must address before accepting or placing international orders.
Countries may have different payment methods that are locally popular, but may not
be commonly used internationally. In order to secure your business always selects
the safest option for you. The currency exchange rate is also of importance.
You must be aware of the currency exchange rates at the time of buying or selling
your products. Drastically changes on the exchange . FIVE STEPS OF
INTERNATIONAL BUSINESS BY KTM 1: Domestic-market establishment The
domestic market is commonly associate in Nursing applicable place to check

99
merchandise and fine-tune performance before attempt the complexities
of international trade. It may also provide a smart indication of
performance.

However, in some instances, this stage of the export method doesn't serve any
purpose the least bit. this might be the case for a Canadian package company, for
instance, that has developed a product specifically for a distant market. as a result of
international-market development needs resources of your time and cash on the a part
of the businessperson, it's necessary to confirm that a robust foundation has been in-
built the domestic market upon that to base future export-market-expansion activities,
in order that international activities don't compromise the company's core business.

Export analysis and designing once firms begin commercialism abroad; they
typically target a rustic like their own in language, monetary structures, legal and
economic systems or culture. for instance, Canadians coming into the international
marketplace sometimes address the U.S. market initial. Before venturing into
Associate in nursing unacquainted market, companies should prepare themselves
properly.

By analyzing how successful the proposed product or service may be in a potential

market, the exporter can narrow the target markets down to three or four. Step 2 ;
Sales Risk Initial export sales when implementing an export plan, it's advisable to
begin modestly by testing the market. A graduated strategy enables the novice
exporter to acquire practical experience in a market without incurring unnecessary
or unmanageable risk.

Step 3; Market Overview Determine which country or countries have a viable market
of sufficient size for your services. If more than one location is being considered,
determine which location to target first. A wise service exporter will move on to
other markets only after success has been achieved in the first location.

Even if only one country is being considered as a potential market, it may be

necessary to target a particular region to narrow down the focus of the market
research. Instead of simply following the easiest and/or most popular export route,
consideration should be given to less likely regions, as untapped opportunities
may exist there. Avoid becoming an exporter by default. Many international
expansion decisions are based on a contract ―landing in your lap‖.

Just because one client from a particular country approached your company and has a
need for your services, it does not mean that the entire market should necessarily be
targeted without having undertaken any additional research and analysis. The client
in question may not be representative of the target market, therefore due diligence is
still warranted.
Step 4: Market Analysis Make sure all aspects of the market are covered. These
should include: the market's response to your service, competitive intelligence,
the impact of foreign currency exchange rates on fees charged and costs incurred,
and consultation with local professionals on local laws and regulations.

Be prepared to adapt your services for the needs of the targeted market, as well as meet
the increased demand that the new market will create. Prepare for cultural differences,
both from the perspective of customer service and also employee and/or

100

partner relations. Do not assume there are no cultural differences simply because
English be spoken. Also keep in mind there may be regional sensitivities within
the target market.

It is important to visit the potential market and build relationships through face-to-
face meetings, as well as to talk to other companies that have succeeded at exporting
their business services to the area. Most importantly, be prepared for the financial
and time pledge of the venture to subsist greater than likely. Step 5: Market Entry
There are a range of options available when entering a new market as a business
services contributor, these include: opening a full branch office, opening a sales or
representative office only, operating through an agent, entering a partnering
agreement by way of a complementary business, form a joint course, or acquire a
competitor. entering the market during stages by working through an agent or sales
office to test the market prior to opening a full branch office.

WORLDWIDE PRESENCE OF KTM For the US and China markets, Bajaj Auto
will partner with KTM, the company it bought equity in 2012 and in which it has a 48
percent stake. Autocar Professional first broke the news about Bajaj Auto's China
entry plan in its January 15, 2014 issue. KTM has a JV with China's Hangzhou-based
CF Moto. In the US market, Bajaj will look at launching the bigger Pulsars (400cc),
but that could be 2-3 years away.

The partnership strategy in global markets helps both partners. While it enables a
swift entry into a new market, for KTM or Kawasaki the benefits are more footfalls
in showrooms and better utilisation of production capacity, wherever that is. Bajaj
Auto may have lost a few percentage points in market share locally but its exports
strategy seems to yielding good dividends.
Over the decade, its annual bike export volume shot up from 130,000 units to 1.3
million units, a CAGR of 30 percent. Last year, Bajaj Auto had a share of over 66
percent in motorcycle exports from India. ―Some companies may want to be either
a regional or domestic player. Each company has finite resources. We want to be a
global player," says Bajaj. - OEM is focusing on strengthening its overseas
presence.

It has to, if it is to remain ahead of its home-grown competitors as well as race

successfully against the big Honda in the global market. Hero MotoCorp, for
example, has embarked on an aggressive plan to grow its exports business
entering into Africa, which is one of Bajaj Auto's biggest markets. Hero set up a
CKD assembly last year and is also foraying into Latin America.

TVS Motor Co, which also has a plant in Indonesia, could also embark on a stronger
export strategy in the coming years. Some products co-developed with BMW
Motorrad, the first of which is due next year, could lead that. Unlike Hero, Bajaj
does not have any plan to set up assembly operations in Africa as the cost of
production in India is profitable enough for the company.

Bajaj is in most places except South Africa which is a big bike market. Nigeria is its
biggest market with 500,000 bikes sold in FY'14. The company is also the market
leader in Kenya, Angola, Sudan and Ethiopia. There are many countries where the
market may be conducive for two-wheeler makers to participate in successfully.

101
ASEAN is one of them.

However, some also present a challenge for a motorcycle maker like Bajaj Auto.
That's because Indonesia and Thailand are dominated by step-troughs or Bedecks as
they are known there. Bajaj Auto hapresence in the step-through segment many
years ago but now it is confident that it can expand the motorcycle segment there.

―It is like the good old story of the shoe salesman in a market where no one
wears shoes. You can see it as an opportunity or a limitation. I will always look at
it as an opportunity if there's not much of a motorcycle market there but we have
the Kawasaki Ninjas, KTM Dukes, Pulsars, Discovers and Boxers,‖ says Bajaj.

His confidence of success in ASEAN may well stem from the performance the
company has had in Philippines, its first stop in the region and fourth largest export
market KTM AND BAJAJ COLLABORATION If going global was the objective,
then Rajiv Bajaj, managing director at Bajaj Auto Ltd, t stands vindicated. Eight years
ago, when the company exited the scooter market with ambitions to become a global
motorcycle brand, it raised many eyebrows.

―People often ask why Bajaj moved from scooters to motorcycles. I always tell
them it was not about motorcycles or scooters but about moving from being a
domestic player to a global one,‖ said Bajaj in a phone interview on 3 July. In 2014-
15, Bajaj Auto, India's largest exporter of motorcycles, sold 3.29 million units, of
which 46% were exported, as against 41.6% in the previous year.

The company's association with Austrian motorcycle maker KTM-Sport motorcycle

AG (previously known as KTM Power Sports AG) has been a big success. It has
helped Bajaj gain a toehold in advanced markets such as the US, Europe, Canada,
Japan and Australia, as it ships ―made in India‖ KTM bikes. ―The idea was to cover
as many motorcycle markets as possible,‖ said Bajaj.

Well aware that it won't be able to cover the premium segment and the mature
markets all alone, the company forged an alliance with KTM based on three key
principles-globalization, branding and alignment. ―While we were fully capable
of making a motorcycle like KTM, we knew we were incapable of selling it,‖ he
said. For KTM, which was in the red when Bajaj acquired a 14% stake in 2007,
the association with Bajaj has helped it become Europe's second largest
motorcycle maker.

Between 2007 and 2012, Bajaj, through its subsidiary Bajaj Auto International
Holdings BV, continued shoring up its stake in KTM to 48%. At KTM's current
market capitalization of about €1.16 billion (Rs.8,120 crore), the Rs.1,219 crore that
Bajaj invested over the five years is worth Rs.3,896 crore. For KTM, the alliance
with Bajaj has also given it access to emerging markets such as China, the
Philippines, Colombia and Malaysia.
―It is beyond our expectations,‖ said Stefan Pierer, chief executive at KTM, in an
email. Competition in emerging markets is getting tougher, said Pierer, attributing it
to currency volatility. ―But still, we are well on track and expect to sell more than
180,000 units (this calendar year).‖ Typically, partners look for commonality in an

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alliance.

But not in the case of Bajaj and KTM. ―It often misfires as it leads to conflicts,‖ said
Bajaj. Instead, the opposite works. ―What we saw was that KTM was actually the
opposite of Bajaj,‖ he said. If KTM was about premium, expensive products in mature
markets with small volumes, it was emerging markets, value-for-money products and
scale which characterized Bajaj.

―We saw an opportunity to create differentiation in the front end, economies of scale
in the back end and aligned it in a manner that KTM gets all the cost benefit from
Bajaj,‖ says Bajaj. In calendar year 2014, KTM's turnover grew 20.7% to €864.6
million, while net profit jumped 56.6% to €57.2 million. It declared a dividend of €1.5
per share. Bajaj Auto's share in it was Rs.55 crore, according the company's latest
annual report.

The KTM models-RCs and Dukes-contribute Rs.1,000 crore to Bajaj revenue and
are high-margin products. With new models in the pipeline, Bajaj and KTM plan to
double volumes over the next five years, said S. Ravi Kumar, president and business
development and assurance at Bajaj Auto. KTM sold a record 159,000 units globally
in fiscal 2015-16.

In India, its sales have more than doubled to 23,000 units in 2014-15 from 11,000
units a year ago. Buoyed by the soaring sales, the two companies are now
considering co-developing the premium Husqvarna brand of off-road motorcycles in
India for local and overseas markets. In January 2013, KTM acquired Husqvarna AG
from the BMW group, renaming it Husqvarna Motorcycle GmbH.

―India's experience is a torch bearer for all emerging markets-of the business
potential of KTM and Husqvarna brands,‖ said Kumar. ―It has been a win-win
partnership for both. The entry of Bajaj into KTM gave them the much-needed
financial muscle, which is critical in new product development,‖ said Deepesh
Rathore, founder and managing director at Emerging Market Automotive Advisory.

For Bajaj, it has given them a beachhead in developed markets even as the co-
development of models has helped in translating some of the learnings in the form of
technology and research and development into their own models, he said. So what's
ahead? Both Pierer and Bajaj said the companies will continue to do ―more of the
same‖ with regard to entering newer markets and joint product development.

Bajaj said his firm has no plans to hike its stake further.―It's not required-I believe
mutuality is always more important than financial stake. The joint development and
strategic alliance have given us the position of entering all emerging markets. The
Japanese are (now) the only competition, everyone else is a niche player,‖ he said,
adding that approximately 45,000 units, or nearly a third of the 1.4-lakh bikes KTM
forecasts it will sell outside of India during 2014 will be exported from Bajaj's
Chakan plant.
Over 22,000 KTM bikes are expected to be sold in the domestic market reflecting
growth of over 100 per cent. All the bikes have between 95 per cent and 98 per cent
local content. By 2020, KTM projects it will sell 2.5 lakh bikes in world markets, of

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which one lakh units will be exported from India, Pierer said.

Dispelling notions that Bajaj Auto was looking to hike its current 48 per cent stake in
KTM Power Sports AG, the holding company of KTM Sportsmotorcycles AG,
Managing Director Rajiv Bajaj, averred that the partnership was not based on front-
end or financial consideration. ―It is more an integration of two kitchens, and of
cooking together,‖ he said. Bajaj Auto first acquired 14.5 per cent equity in KTM in
2007.

Though the Austrian company had reported a loss of over €80 million, it turned
around last year, and gave Bajaj Auto its maiden dividend. KTM AND BAJAJ
PARTNERSHIPFOR INDONESIAN MARKET Bajaj Auto and KTM joint venture
plan to imitate the same success that they have achieved in the Indian market as
they plan to enter Indonesia, touted as the largest South East Asian motorcycle
market together Bajaj Auto and KTM have had a fruitful venture in the Indian
market and they have sort of revolutionised the affordable performance segment of
motorcycles with their RC and Duke range of bikes.

In fact, Bajaj Auto also has a 48 per cent stake in the Austrian bikemaker and the sub
400cc KTM motorcycles are manufactured by Bajaj at its plant in Chakan on the
outskirts of Pune and exported globally. Both the manufacturers further strengthened
their association as they announced an arrangement which involves KTM-branded Duke
and RC motorcycles up to 400cc displacement being distributed in the Indonesian market
through a chain of KTM dealerships to be managed by Bajaj Auto.

Indonesia is the largest two-wheeler manufacturer in the South East Asian region and
both the manufacturers are targeting to replicate the same success achieved by them in
India. Speaking about the new association, Hubert Trunkenpotz, chief sales officer,
KTM AG said, ―The decision to emphasise our sales activities in the South Asian
distribution network is the logical next step in our long term oriented strategy.

It supports our presence in the price sensitive Indonesian market by using synergies
from our strong alliance with Bajaj.‖ It is most likely that the KTM motorcycles will
be exported from India in CKD forma and assembled in India so as to keep the
import duty as low as possible thereby pricing the KTM motorcycles aggressively.

The release also announced that, P T Jaya Selaras Sejahtera will continue to remain
the official importer for KTM motorcycles in Indonesia but will shift their focus on
400cc plus displacement motorcycles and all over the world. In 2014-15, Bajaj Auto
sold 3.29 million units, of which 46% were exported, as against 41.6% in the previous
year. The company's decade-long association with KTM has been a big success.

It has helped Bajaj gain a toehold in advanced markets such as the US, Europe,
Canada, Japan and Australia, as it ships ―made in India‖ KTM bikes. For KTM,
which was in the red when Bajaj acquired a 14% stake in 2007, the association with
Bajaj has helped it become Europe's second-largest motorcycle maker. Between 2007
and 2012, Bajaj, through its subsidiary Bajaj Auto International Holdings BV,
continued shoring up its stake in KTM to 48%.

―The decision to emphasise our sales activities in the South Asian distribution

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network is the logical next step in our long term oriented strategy. It supports our
presence in the price sensitive Indonesian market by using synergies from our
strong alliance with Bajaj,‖ said Hubert Trunkenpotz, chief sales officer, KTM AG.

For Bajaj Auto, the decision to distribute KTM bikes in Indonesia is a major step
forward, said Rakesh Sharma, president international business at Bajaj Auto in the
statement. In its latest filing to the stock exchanges, Bajaj Auto has revealed that its
partnership with KTM for selling sub-400 cc motorcycles would be extended to
Indonesia as well. The Bajaj-KTM arrangement in Indonesia will be similar to the
existing arrangement in India wherein the KTM-branded outlets are managed by Bajaj
Auto.

The association will only involve made-in-India motorcycles (sub 400 cc) such as the
Dukes and RCs. Sales of KTM's larger capacity bikes in archipelago will continue to
remain under the purview of the existing official Indonesian seller, PT Jaya Selaras
Sejahtera. Bajaj Auto's long standing relationship with KTM in India has helped the
latter create a strong foothold in the nation's compact sportsbike segment.

The Austrian two-wheeler major is hoping to produce a similar result in Indonesia

which is the largest two-wheeler market in South East Asia. KTM would use its
global distribution network to ship its sub-400cc bikes from India to Indonesia but the
day-to-day operations of the outlets would be managed by Bajaj. KTM'S EFFORT IN
EMERGING THE MARKET ; We grew our business on so many levels.

Physically, we added one floor to our R&D center! The last business year was
dedicated to growing the company and adding to the existing ranges. We introduced
four new "campaigns" in 2015 and we have a line-up that works globally. What I told
you last year is still true: success, for a motorcycle manufacturer these days, is to
have the right products, at the right time, in the right place.

We play this "game" everywhere, in each of the markets we are present. We are
not thinking about delivering a big adventure-touring bike only in Europe, or an
125cc bike in a certain country in South America. Seeing the big picture globally is
important. In a way, we are changing the way we look at the market. 2015 was
probably the busiest year I ever had at KTM.

I recently returned from Brazil, I was twice in Asia, twice in North America; we are
not frozen in our "European cage" and just delivering bikes and sending shipments
to the rest of the world. We are active! Talking as a KTM guy, the big step is going
to MotoGP. The key motivation is to deliver bikes that perform well in the racing
world so that we can deliver a bike we can sell, based on the MotoGP RC16.

We are going to sell that bike to race teams! You will never find an RC16 with a
number plate. When the bike is ready, whenever will this be,e will only sell it for
closed-course riding. Our aim is very high, because we want to offer the best of
the best in the closed-course motorcycle racing market. It is indeed a niche market,
but we don't care.

We don't intend to try and match street-legal superbikes on the road, so we're not that
keen to make something that's not performance . After first announcing that KTM

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would build a 200cc model of the new KTM 125 Duke for the Indian market,
KTM CEO Stefan Pierer has been quoted as saying that a larger, 350cc, model is in
the works, and will debut as a 2013 model year motorcycle.

It would seem that the 2012 KTM 350 Duke is also slated as an India-only model,
though rumors and plans for a larger displacement Duke for the US market were
banded about when the 125cc Duke launched at EICMA last year. KTM seems set
to take the 125 Duke platforms as versatile bike for the global markets, matching
configurations with localities.

Since the 125cc format makes little sense in the United States .expect at least a 250cc
version of the Duke to debut later this year, and likely a larger format (450cc?) as well
for the US at a later point in time. Talking to the Indian Express, Stefan Pierer was
quoted as saying: The numbers being quoted here tell a compelling story as to why
KTM is putting so much behind effort behind the KTM 125 Duke.

The smaller Duke platform is clearly adding a significant amount of volume to KTM's
yearly production, and the Austrian company's collaboration with Bajaj is certainly
paying off in the Indian market. It is also of note that Pierer mentions markets like
Southeast Asia and Brazil, which have protectionist import tariffs just like India.

How the company plans on working around those barriers remains to be seen, so time
will tell on that one. But until then, we'll continue drool over how great a
competitively priced KTM 450 Duke would be on the urban streets of San Francisco.
Chapter 6: RESEARCH DESIGN For information collection, I developed a well
outlined questionnaire as a groundwork instrument, consisting queries aimed to
measure the perception concerning better understanding of strategies of KTM. All the
information generated was primary data through a survey conducted.

Type of research: • Exploratory Research is research conducted for a problem that has
not been clearly defined. It often occurs before we know enough to make conceptual
distinctions or to posit an explanatory relationship. Exploratory research helps determine
the best research design, data-collection method and selection of subjects.

• Descriptive research is used to describe characteristics of a population or

phenomenon being studied. It does not answer questions about how/when/why the
characteristics occurred. Method: In the present study stratified sampling was done
and strata were formed on the basis of the age, sex and occupation of the
respondent among the strata formed was done random sampling for the collection
of primary data.

Sample was taken only in the Navi-mumbai to determine the attitude of customers
towards importance of branding in modern marketing. The researcher truly on the
basis of her convenience did the sampling. The persons were contacted and the data
was collected from them by the means of questionnaire. Sample unit Sample
techniques were convenience based because of time and cost constraints was mainly
each of those customers, which are using and/or knowing about KTM motorcycles in
Navi-Mumbai. Primary data: The method of assortment of primary information was
direct personal interview through a structured questionnaire.

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Secondary Data: It was collected from internal sources. The secondary data was
collected on the premise of structure file, official records, newspapers, magazines,
management books, preserved information within the company's database and
web site of the corporate.

Sample Size: A total of 60 respondents were interviewed during survey, the input
from these respondents which was collected in Navi Mumbai formed the primary
data formed the primary data for the study. Sample Method: Interaction with
respondents was in the form of face-to-face interviews and with the help of
questionnaire. The questionnaire consisted of a set of questions, asked to the
respondents for her response, the questionnaire was structured and non-disguised.

It was done in a prearranged order and the object of the research was revealed to
respondent. The questionnaire consisted of combination of open ended and close-
ended question. Data Collection: The mode of collection of knowledge is
predicated on Survey technique and Field Activity. Primary data assortment is
predicated on personal interview.

I actually have prepared the form consistent with the need of the info to be collected.
Research limitations • The sample size is limited to 60 participants hence the result
of the study cannot be taken as universal. • Findings of the survey are based on the
assumption that the respondents have given correct.

• Since the respondents had to fill the questionnaire while busy with their hectic
schedule, many people were reluctant to answer. • The study was conducted only in
the Navi-Mumbai and therefore, several other potential samples outside the city
were neglected. CHAPTER: 7 DATA ANALYSIS AND INTERPRETATION.
According to the survey of people in india mostly the Austrian brand which is ktm in
5 people 4 choose ktm, the Japanese brand Kawasaki also gives a good fight to ktm
in terms quality, Honda the old Japanese brand which sells 2 wheelers in india since
very old time so trust of customers attracts Honda to be their first choice, triumph
the only brand which is British and also comes last in terms of people opinion in
motorcycles. In this data ktm has 4 preference out of 5, Honda has 3.8

preference out of 5,triumph has the least amount of preference out 5 which is 0.9,
Kawasaki has the 3.2 preference out 5 thanks to its built quality. The data states that
the ktm in india is really growing in fast rate because of the effect it gives to the
market here in india, This brand gives a competitive fight to their competitors and
takes good amount of market share here in india, Bajaj motorcycles own 48% of
stake from the European brand that is ktm.

It provides value for money to its customers and with the features like ABS, and
various feature it is dominating motorbike company among all the Japanese
manufacturers Here in this , the data analysis ktm is higher in sales , value for money
and the availability, else Honda has a decent of sales, value for money, and
availability. Kawasaki in terms of sales is going good than the Yamaha , the value for
money for its built quality is greater among everyone, availability is also good in
terms of Honda.

Yamaha also has good amount of sales its is less value for money and the availability

107
is higher because of the customers In this the interpretation of the questionnaire we
found out that the maximum number of people is 40 from a particular age group of
10-20. In this interpretation it shows that the maximum number of participants i.e.
35 are students .

In this interpretation the result shows that all the participants of the survey are living
in urban areas . In this interpretation of this question it shows that there are more male
participants than female. In this interpretation of this question, it shows that most of
the participants of the survey own a motorcycle.

In this interpretation it shows that 60% of the participants were satisfied with the
motorcycle they own and 40% of the participants were not satisfied with their
motorcycle . In this interpretation of this question of the survey it shows that most of
the participants prefer KTM as their preferred brand. This interpretation shows that
66.67% of the participants have experience with KTM and 33.33% doesn't have
experience with KTM.

In this interpretation it shows different participants have different kinds of experience

but most of the participants i.e. 58.33% have a very good experience with KTM. In
this interpretation of this question it shows that most of the participants chose KTM
over other brands for design. In this the interpretation of questionnaire the customers
are expecting more features over Honda and Yamaha, less price is also a big concern
for the customers according to the survey. Quality also matters for the customers
who belive in pricing of the product.

In this graph according to customers, the first preference for the motorcycles is that it
is the traffic dominator, then comes the less fuel consumption of the motorbike which
is easy on the pockets of the rider. Hence this interpretation states about why
motorcycle is easier for the common man. In this graph it is shown that how ktm
does their marketing here in india the customer gave their concern in to promote the
motorbike , about 1.5

out 5 stated is to compete with the Japanese and to dominate the sales of the company
by launching innovated products. In this survey people were asked about the features
which KTM provides but not Honda and Yamaha. People stated that about 60 percent
is covered by KTM with features and price. Honda has given about 45 percent of
features in the market.

But Yamaha does not provide features which are up to the mark to the market. In this
survey customers were asked that why ktm motorbikes are light weighted about 4.4
people stated that it is movable in the city , About 2.3 people stated that it is made for
the cost deductions. About 1.7 people stated that it is light weight because of better
handling.
In this survey customers and people were asked about the why ktm has so much
reputation in the market about 70 percent people stated that ktm has to increase their
market share to make more affordable and innovated products for their followers,
About 20 percent people stated that the KTM has to dominate the sales and 10
percent stated that for sales of the product.

108
In the following bar graph the customers were asked about why to get more naked bikes
here in india , customers stated there are more naked bike following here in india, some
stated that there is less availability of naked bikes in india and some stated that ktm has
lighter chasis.. In this chart the 3 bars are stating about the what KTM wants from india
youth.2.4 percent stated that they want more enthusiasm. About 4.4

percent of people stated that they will understand motorcycles and about 1.7 percent
people stated that for marketing purpose. In this Bar Graph it is stated that why
Kawasaki bikes are sold in KTM showroom About 1.9 people state that Kawasaki
has to invest less and earn more About 2 percent people say that bajaj and Kawasaki
has a collaboration.

About 3 and above people state that ktm and Kawasaki has a tie up. In this graph
customers were asked about the expectations from the brand About 2.4 people stated
that Less Price More Features must be Motto of the brand. About 4.4 people stated
to rectify lack of quality issues in the motorcycles. About 1.8 people stated to get
faster availability.

In this graph customers were asked about that why Japanese brands are providing less
features About 2 people stated about the Japanese quality in terms of future. About 2
people stated about long lasting engines of Japanese brands. About 3 people stated about
the maximize profit and minimize cost term. In this interpretation it shows that most of
the participants got very good customer service from their brands .

In this interpretation it shows that most of the participants know about KTM through
social media . In this interpretation it shows that most of the participants know KTM
for motorcycles In this interpretation it shows that most of the participants strongly
agree that KTM has an attractive marketing campaign. In this interpretation it shows
that the most preferred type of motorcycle is Naked.

In this interpretation it shows that most of the participants are attracted towards
the Design of KTM motorcycles In this interpretation it shows that the most of the
participants i.e. 70% have a riding experience with KTM. In this interpretation it
shows that most of the participants disagree that KTM is fit for Indian Roads .

In this interpretation it shows that 80% of participants will like to own a KTM in
future . In this interpretation it shows that 45% of the participants strongly agree
that KTM makes enough profit. In this interpretation it shows that 41.67% of the
participants strongly agree that the Performance of KTM is good enough .

In this interpretation it shows that 55% of the participants which is the most would
recommend buying KTM motorcycles to friends and family In this interpretation it
shows that 31.67% of the participants which is the most strongly agree that KTM
motorcycles should do improvments. In this interpretation it shows that 33.33% of
the participants which is the most agree that KTM motorcycles deliver value for
money In this interpretation it shows that 40 % of the participants which is the most
agree that the price of the product differ from that of the showrooms or from the
dealers In the interpretation 333.33% OF THE participants strongly agree that KTM
takes responsibility in case if there are faults in their product In this above
interpretation 40% of the participants disagree that KTM has variety of products.

109
In this above interpretation this shows that 40% of the particepents strongly agree that
KTM has enough information available on the internet about their product In this
interpretation it shows that 36.67% of the participants which is the most Agree that the
staff at KTM Motorcycles are Helpful and polite In this interpretation it shows that
41.67% of participants which is the most , strongly agree that KTM motorcycles have
good promotional activities . In this interpretation it shows that 33.33% of the people
which is the most agree that KTM motorcycles are expensive In this interpretation it
shows 40% of the participants which is the most think that there are better alternatives to
KTM Motorcycles In this interpretation it shows that 88.33% of the participants found
the survey useful Most of the participants rated this serve 10 Finding of the Study The
study includes all varies strategies implied by themselves to cover the market of
motorcycle segment by KTM here in India and Global Bajaj has helped KTM to
manufacture the motorbike from 200cc to 400cc in Maharashtra and import their bikes to
world from India this has created the term ―maximised profit and minimize cost‖ which
will make KTM the naked motorcycle segment covered 2020.

Hence in future KTM will bring their flagship models like super 1290R
manufacturing in india for their growth in sales and provide costumers a bike which
will be easy on their pockets. CHAPTER 8: CONCLUSION The key synergy of
KTM's technology edge and low cost production advantage of Bajaj Auto is now
driving the earnings growth of KTM, this is helping the company to gradually claw
back its market share. KTM at the end of 2014 held a market share of 8.7% in
Europe and 4.8% in the US.

KTM's sales volume have been growing at an annual rate of 25% over the last three
years as it successfully made inroads in the emerging market The sales volume was
also boosted by its ability to continuously launch and supply new bikes which are
manufactured in India. Bajaj Auto has exported 53,000 KTM bikes in FY15 as against
24,000 units in FY14, a whopping growth of 121%.

"We believe KTM growth has been driven by the brand appeal, network
expansion, increased marketing spending and affordable premium bike experience.
SUGGESTIONS The following topic is fully based on global strategies of ktm all
over the world it states all the findings, surveys, and includes the growth of the
company in the suggestion. The company has plan to provide ride able motorcycles
for everyone in its class. Ktm is the ready to race brand.

The study includes all the various strategies implied by themselves to cover the
market motorcycle segment by KTM here in India and globally , Bajaj has helped
KTM to manufacture their motorbikes from 200cc to 400cc in Maharashtra and
import their bikes to world from India this has created the term 'Maximize Profit and
Minimize Cost' which will make ktm the naked motorcycle segment covered until
2020.Hence in future ktm will bring their flagship models like super1290r
manufacturing in India for their growth in sales and provide customers a bike which
will be easy on their pockets to go easily for. BIBILOGRAPHY 1.
https://en.wikipedia.org/wiki/KTM 2.www.ktm-
industries.at/index.php/en/company/strategy 3. www.business-standard.com/.../bajaj-
ktm 4.www.financialexpress.com › Industry › Automobiles 5.www.marketing91.com
› Marketing mix articles 6.www.business-standard.com/article/.../ktm-gets-into-top-

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gear 7. Autocar India , Author: Pratheek kunder. ANNEXURE - 'QUESTIONNAIRE'
1.Age o 18-20 o 21-30 o 31-40 o 41-50 2.What is your occupation ? o Student o
employee o business o retired o 3.Where do you live ? o urban o rural 4.Gender o
Male o Female 5.Do you own a motorcycle o Yes o No 6.Which brand do you prefer
in motorcycles o ktm o honda o yamaha o Suzuki 7.Do you have any experience with
ktm o Yes o No 8.If yes , how was it ? o Very bad o Bad o Average o Good o Very
good 9.

Why do you think people choose KTM over Honda and Yamaha? o More features o
Design o Quality 10. Why do you think people are nowadays following motorcycle? o
Less fuel consumption o Easy on pockets o Traffic dominator. 11. Why do you think
KTM does their marketing here in India? o To promote their motorbikes. o To give
fight to Japanese. o To win the world in motorbikes. 12.

What features do you think KTM provide which Yamaha and Honda does not
provide? o Slipper clutch o ABS braking system o All of things possible. 13. Why
do you think KTM makes such light weighted motorcycles? o For better handling. o
Moveable in city. o Cost deductions. 14. How do you think KTM makes such
reputation in market? o By sales o By dominating competitors o BY increasing
market share. 15.

Why do you think KTM sells more naked bikes? o More naked bike fans o Less
naked bikes avail in market o Ktm makes light weight motorbike. 16. What do you
think KTM expects from Indian youth and market? o More enthusiasm. o
Understands motorcycles o More marketing. 17. What do you think Kawasaki
bikes are sold in KTM showrooms? o Tie up between KTM and Kawasaki o Bajaj
and Kawasaki collaboration.

o Kawasaki wants to invest less and earn more. 18. What are customers expecting
from KTM to deliver in the market? o More Features, Less Price o Faster
Availability o Lack of quality issues. 19. Why do you think Honda, Yamaha are
providing less features than KTM? o Maximize profit, Minimize Cost. o Quality
matters for Japanese o Long Lasting Engines. 20.Were you satisfied with the product
o Yes o No 21 . How was your customer service o Very good o Good o Average o
Bad o Very bad 22.Through which source you know about ktm ? o social media o
Word of mouth o advertisement 23.What is the first thing that comes to your mind
when you think of ktm o Motorcycles o expensive o quality 24.Are you satisfied with
ktm o Strongly Disagree o Disagree o Neutral o Agree o Strongly agree 25.Do you
think ktm has a attractive marketing campaign? o Strongly Disagree o Disagree o
Neutral o Agree o Strongly agree 26.Which kind of motorcycle do you like ? o
Standard o cruiser o naked o sport 27.

Do you think KTM bikes are expensive? o Strongly Disagree o Disagree o Neutral o
Agree o Strongly agree 28. Do you think KTM motorcycles deliver value for
money? o Strongly Disagree o Disagree o Neutral o Agree o Strongly agree 29. Do
you think customer service of KYM motercycles is at par from its compactors ? o
Strongly Disagree o Disagree o Neutral o Agree o Strongly agree 30.
Do you think KTM does good branding for its motercycles ? o Strongly Disagree
o Disagree o Neutral o Agree o Strongly agree 31. Do you think KTM takes

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responsibility in case if there are faults in their product? o Strongly Disagree o
Disagree o Neutral o Agree o Strongly agree 31. Do you think KTM
motercycles provide attractive offers ? o Strongly Disagree o Disagree o Neutral
o Agree o Strongly agree 32.

Do you think the price of product differs from that of the showrooms or from the
dealers? o Strongly Disagree o Disagree o Neutral o Agree o Strongly agree 33. Do
you think KTM has enough information available on the internet about their product ?
o Strongly Disagree o Disagree o Neutral o Agree o Strongly agree 34. Do you think
KTM has variety of products ? o Strongly Disagree o Disagree o Neutral o Agree o
Strongly agree 35.

Do you think KTM has good promotional activities? o Strongly Disagree o Disagree o
Neutral o Agree o Strongly agree 36. Do you think the staff was help and polite ? o
Strongly Disagree o Disagree o Neutral o Agree o Strongly agree 37. Do you think
there are better alternative to KTM ? o Strongly Disagree o Disagree o Neutral o
Agree o Strongly agree 38.

Do you think KTM moteercycles has increased its business over the years in India ?
o Strongly Disagree o Disagree o Neutral o Agree o Strongly agree 39. Do you think
there are enough promotional activities going on ? o Strongly Disagree o Disagree o
Neutral o Agree o Strongly agree 40. Do you think KTM motercycles make enough
profit ? o Strongly Disagree o Disagree o Neutral o Agree o Strongly agree 41.

Do you think the strategies adopted by KTM are helpful to them ? o Strongly
Disagree o Disagree o Neutral o Agree o Strongly agree 42. Would you think of
owning a KTM in future? o Agree o Disagree 43. What feature of KTM motorcycles
attract you the most? o quality o customer service o speed o design 44.

Have you ever had a riding experience with KTM o Yes o No 45. Do you think the
performance of the KTM is good enough ? o Strongly Disagree o Disagree o Neutral o
Agree o Strongly agree 46.Do you think KTM should do some improvements ? o
Strongly Disagree o Disagree o Neutral o Agree o Strongly agree 47.

Do you think KTM is fit for Indian roads ? o Strongly Disagree o Disagree o Neutral
o Agree o Strongly agree 48.Would you recommend buying KTM to friends and
family? o Yes o No o Maybe 49.Do you find this survey useful ? o Yes o No o Maybe
50. If yes rate this survey on a scale of 10 1 2 3 4 5 6 7 8 9 10

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