Royal Enfield began in 1893 in England and gained popularity in India in 1955. It is considered the oldest motorcycle brand in production. Recently, Royal Enfield's parent company showed interest in acquiring Ducati and a new twin-cylinder motorcycle was unveiled. Royal Enfield holds a niche segment in India as a leisure and adventure cruiser, targeting customers aged 25-45. Its popular models include the Bullet, Classic, Himalayan, and Continental GT.
The document provides a history and overview of Royal Enfield motorcycles. It discusses how Royal Enfield originated in England in 1893 and gained popularity in India in 1955. It also outlines Royal Enfield's recent expansion globally and their interest in acquiring Ducati. The document analyzes Royal Enfield's position in the Indian motorcycle market and their main competitors like Bajaj. It discusses Royal Enfield's various models and marketing strategies to target adventure-seeking consumers.
Royal Enfield is an Indian motorcycle brand known for manufacturing motorcycles in the 350cc and 500cc segments. It aims to improve biking efficiency in India and developing markets while making customers integral to the organization. Royal Enfield faces competition from Jawa, Bajaj, and Benelli but has advantages of decades of experience developing vintage motorcycles and proven durability. It distributes motorcycles through a dealer network and engages customers through rider communities and events to increase sales.
Royal Enfield began manufacturing bicycles in 1893 in England and gained popularity in India in 1955 when the government ordered Bullet 350 models. It is now the oldest motorcycle brand still in production. Royal Enfield targets adventure-seeking customers aged 25-45 with its cruiser bikes like the Bullet and Classic models. It has a niche in the premium motorcycle segment in India and has experienced strong sales growth, with a market share of 4.69% and 46% CAGR. Royal Enfield focuses on heritage, durability, and adventure through campaigns like Himalayan Odyssey and distributes exclusively through dealers.
Royal Enfield was founded in 1893 in the UK and gained popularity in India in 1955 when the Indian government ordered 800 of their Bullet 350cc models. They are considered the oldest motorcycle brand still in production. Royal Enfield has a niche segment in premium motorcycles between 350cc-500cc in India and holds around 5% of the Indian motorcycle market share. Their sales have grown at almost 46% CAGR with over 1.5 million units sold in FY2016-17. Royal Enfield focuses on adventure touring and community building through various expeditions and events to promote their brand image and position themselves as a cruiser and adventure motorcycle.
Royal Enfield is a British motorcycle brand founded in 1893. It is currently owned by Eicher Motors Limited of India. Royal Enfield manufactured bicycles, lawn mowers, and motorcycles under the name Royal Enfield out of its factory in Redditch, England. It is best known for its classic styled motorcycles like the Bullet and Continental GT. Royal Enfield has a niche in the 350cc and 500cc motorcycle market in India with over 95% market share. It aims to expand into higher engine capacity segments while retaining its classic cruiser bike positioning and cultural status symbol image.
Royal Enfield is an Indian motorcycle brand that has been in continuous production since 1901. It is the oldest motorcycle brand in the world. Royal Enfield manufactures motorcycles in Chennai, India, including classic models like the Bullet, which holds the record for the longest production run of any motorcycle. In the 1990s, Royal Enfield collaborated with the Eicher Group and merged with them to help expand production. More recently, Royal Enfield has focused on designing new models to attract younger riders and expanding its market, with models now ranging from 350cc to 650cc. It has become the largest selling motorcycle brand in the middleweight segment in India.
Bajaj Auto Ltd. is an Indian motorcycle and auto manufacturer founded in 1930. It began by importing two- and three-wheelers before obtaining a license to manufacture vehicles domestically in 1959. Bajaj is now India's second largest motorcycle maker and ranks as the world's fourth largest manufacturer of two- and three-wheelers. It is known for R&D and low-cost manufacturing. Bajaj's popular motorcycle brands include Pulsar, Avenger, and Discover and it has a widespread distribution network in India.
Royal Enfield began in 1893 in the UK manufacturing bicycles and later motorcycles. They are considered the oldest motorcycle brand still in production. In India, Royal Enfield gained popularity after the government ordered 800 of their 350cc Bullet models in 1955 for border patrolling. Their current product line includes Classic, Meteor, Himalayan, Continental GT and Bullet models between 350-650cc. Their mission is to get more people exploring on their motorcycles. Strengths include their strong brand name and growth, though weaknesses include higher prices and lower mileage.
This document provides an overview and analysis of Royal Enfield and their Thunderbird 500 motorcycle. It includes a history of Royal Enfield, their current focus on quality improvements. It also contains a market summary targeting IT professionals and youth aged 21-32, a SWOT analysis, details of their competition and product offerings. Key factors for their success include the Thunderbird 500's classy retro modern look and glamorous lights that attract customers.
Customer satisfaction towards bikes of Royal EnfieldVinayak Khade
?
This document appears to be a project report submitted by Vinayak Baburao Khade to the Department of Management Studies at Rajarambapu Institute of Technology in fulfillment of an MBA degree. The report examines customer satisfaction towards bikes manufactured by Royal Enfield, with a focus on Eicher Motors Pvt. Ltd. in Pune. The report includes an introduction outlining the problem statement and objectives of the study, as well as certificates, acknowledgements, indexes and lists of tables and graphs to be included.
The Research is aimed at the study of Royal Enfield Brand in Indian Markets – So far how they have performed and suggestions for them to grab more market share and be profitable. Every year, they have sold modest numbers but despite low numbers, they continue to command a position of respect and awe in the Indian motorcycle market. The objective of the study was to study the different product lines, marketing strategy and Brand Management of Royal Enfield Bullets in Indian market.
1. Bullet riders are mostly Value-Expressive, with an internal locus of control and a strong sense of independence.
2. The company has been cashing in on the iconic status it has and has done little to reinforce its image amongst an exploding two-wheeler market.
3. The pricing of the motorcycle might also be looked upon as conservative.
Royal Enfield has for a while now targeted the youth market with lure of freedom. However, they have done little to reinforce their position. Maybe advertising campaigns targeted at the Value-expressive customer would enable the brand to reap the benefits of its iconic position in a much more productive way. Also, most users find it imperative for the company to improve its After Sales Service and Spares availability.
Royal Enfield- Financial Aspects of Marketingsdusane1
?
Financial management refers to the efficient and effective management of money (funds) in such a manner as to accomplish the objectives of the organization. It is the specialized function directly associated with the top management. The significance of this function is not seen in the 'Line' but also in the capacity of 'Staff' in overall of a company. It has been defined differently by different experts in the field.Royal Enfield was the brand name under which the Enfield Motor Cycle Company (founded 1909) manufactured motorcycles, bicycles, lawnmowers and stationary engines. The first Royal Enfield motorcycle was built in 1901; the original British concern was defunct by 1970. The Enfield Cycle Company is responsible for the design and original production of the Royal Enfield Bullet, the longest-lived motorcycle design in history.
This document provides an overview of an management thesis on the automobile industry in India, with a focus on Bajaj Auto Ltd and their Pulsar bikes. It discusses the growth of the two-wheeler industry in India and key factors driving demand. It then provides a detailed profile of Bajaj Auto, including their history, brands, models, market share, financial performance, awards, and outlook. Bajaj Auto is one of the largest manufacturers of two- and three-wheelers in India and globally. Their Pulsar brand has been very successful in the premium motorcycle segment of the Indian market.
Bajaj Auto is an Indian motorcycle manufacturer headquartered in Pune. It produces a wide range of motorcycles across segments, from 100cc bikes like the Platina to 220cc bikes like the Avenger and Pulsar. Key models include the Pulsar, which leads the 150cc segment, the Discover known for its fuel efficiency claiming 100km/liter, and the Platina catering to lower income customers. Bajaj Auto has grown to become the second largest motorcycle manufacturer in India behind Hero Honda through innovative technologies like digital twin spark ignition and a focus on different customer segments.
Bajaj Auto launched the Bajaj Pulsar motorcycle brand in November 2001 to compete in the growing performance motorcycle market in India. The Pulsar was a success, becoming a market leader and trendsetter by delivering performance, efficiency, styling, and a "macho feeling" that appealed to male bikers. This document provides an analysis of the competitive forces affecting the Pulsar brand at launch, including an overview of Bajaj Auto, the shift from scooters to motorcycles in the Indian market in the 1990s-2000s, details and milestones of the Pulsar brand, and analyses of the market segmentation, consumer behavior, and competitors surrounding the Pulsar launch.
This document provides an overview of Bajaj Auto Ltd, an Indian motorcycle and auto manufacturer. It discusses Bajaj's history beginning in 1945, products including motorcycles, scooters, and commercial vehicles. Financial data on sales and income are presented from 2005-2010. The management structure, vision, and social responsibility efforts are described. A SWOT analysis identifies strengths in R&D, distribution and performance products, while weaknesses include lack of brand recognition globally. Opportunities exist in emerging markets and new vehicle segments, while threats include low-cost competition.
Royal Enfield was facing declining sales and mounting losses by 2000, producing only 2,000 bikes per month against its 6,000 bike capacity. Siddhartha Lal and R.L. Ravichandran took over, aiming to increase market share without compromising the brand. They studied customer satisfaction issues and developed a new engine. Royal Enfield focused on leisure customers by introducing cruiser variants like the Thunderbird instead of lower-priced bikes. This strategy along with company-owned showrooms, promotional tours and factory visits helped production increase from 72,000 to 150,000 bikes annually to meet growing domestic and international demand. While new competition from Harley-Davidson may emerge, Royal Enfield's new Continental
This presentation discusses the history and repositioning of Royal Enfield motorcycles in India. Royal Enfield originated in England in 1851 and was established in India in 1955, known for powerful motorcycles like the Bullet. While it once dominated the Indian market, by the 2000s its sales had stagnated due its outdated image. To revitalize the brand, Royal Enfield repositioned itself as a lifestyle cruiser bike, redesigning products to appeal to younger riders and adding modern features like electric start and disc brakes. The repositioning strategy has been successful, with Royal Enfield now experiencing 20% annual sales growth in India and 25% growth internationally, and being recognized as the most admired motorcycle brand in the country
The document provides an overview of the history and revival of Royal Enfield motorcycles. It discusses:
1) How Royal Enfield began manufacturing motorcycles in India in 1955 and dominated the Indian market for decades.
2) How production ceased in the UK in 1970 but continued in India, with the Bullet 350 even being exported to Europe from India in the 1980s.
3) How Eicher Motors acquired Royal Enfield in the 1990s and made investments to modernize production, helping Royal Enfield comply with stricter emission standards in 1996.
4) How in the 2000s, Siddhartha Lal helped revive the struggling brand by updating bikes while retaining their classic design features
The document provides information about Bajaj, an Indian business conglomerate. It discusses the company's history and products, including the introduction and features of the Bajaj Pulsar motorcycle in 2001. It launched with the goal of attracting young power biking enthusiasts in India and cost 100 crores to develop. The Pulsar 220F model provides comfort, safety, and stylish design features. Bajaj has experienced growth and financial success in recent years despite challenges in the market.
The document summarizes the evolution of motorbikes from their inception in the late 1800s to modern times. It discusses key developments such as the introduction of gasoline engines and mass production. The document also examines the motorbike industry in India, including major players, factors driving growth, and future prospects like untapped rural markets. Market share and sales data are presented for companies like Hero Honda and Yamaha. Research included interviews with dealers and studies of consumer behavior and government policies affecting the industry.
Royal Enfield was originally founded in Britain in 1901 as a manufacturer of motorcycles, bicycles, lawnmowers and engines. It began selling motorcycles in India in 1949 and established a local assembly plant there in 1955. Royal Enfield is now an Indian company and brand focused on manufacturing cruiser-style motorcycles. Its most popular model is the 350cc Bullet, known for its classic styling and popularity with the Indian military and police forces. Royal Enfield has expanded globally to over 50 countries and aims to increase production volumes significantly in the coming years through new models and markets.
Royal Enfield's main competitors in India are Bajaj, KTM, and Harley Davidson India. Bajaj has resurrected its Avenger cruiser brand and offers several Avenger models at competitive price points. KTM has a strong presence in India through its Duke 125 motorcycle and extensive sales and service network provided by partner Bajaj Auto. Harley Davidson India focuses on the luxury cruiser segment but has high prices and limited manufacturing capacity. Royal Enfield will need to upgrade features like ABS to remain competitive as technology and customer expectations advance.
Royal enfield- Operations, Production, market mix, brand valueAbhimanue Careless
?
狠狠撸 explains about operations management, production procedure, sales estimate, interesting videos (from movies), important terms in academic point of view! customize and edit ur slides accordingly ;)
https://www.facebook.com/abhi4abhimanue
abhimanue.2008@gmail.com
A project report on comparative study of bajaj and hero hondaProjects Kart
?
The document provides an introduction and background information on Bajaj Auto Limited and Hero Honda Motorcycles Limited, two major Indian motorcycle manufacturers. It discusses the founding and history of both companies. Bajaj Auto was established in 1945 and initially imported two-wheelers before beginning domestic production in 1959. Hero Honda was formed in 1984 through a joint venture between Hero Cycles of India and Honda of Japan. The document outlines some of the popular models produced by each company over the years and provides key details like headquarters, revenue, and management.
Ghana Ethereum Stablecoin (GES) is a blockchain-based stablecoin designed to promote financial inclusion, stability, and innovation in Ghana. Pegged 1:1 to Ethereum (ETH), GES ensures seamless transactions, decentralized finance (DeFi) integration, and a transparent digital financial ecosystem. This whitepaper outlines the vision, technical architecture, economic model, and use cases of GES, demonstrating its potential as a transformative force in Ghana's financial landscape.
Accounting Strategies for Businesses with Dak GilinskyDak Gilinsky
?
Dak Gilinsky provides expert guidance on managing business finances, bookkeeping, and tax compliance. Learn essential accounting strategies to improve financial transparency, reduce errors, and optimize profitability. Whether you're a startup or an established company, these insights will help you stay financially organized and compliant.
Royal Enfield began in 1893 in the UK manufacturing bicycles and later motorcycles. They are considered the oldest motorcycle brand still in production. In India, Royal Enfield gained popularity after the government ordered 800 of their 350cc Bullet models in 1955 for border patrolling. Their current product line includes Classic, Meteor, Himalayan, Continental GT and Bullet models between 350-650cc. Their mission is to get more people exploring on their motorcycles. Strengths include their strong brand name and growth, though weaknesses include higher prices and lower mileage.
This document provides an overview and analysis of Royal Enfield and their Thunderbird 500 motorcycle. It includes a history of Royal Enfield, their current focus on quality improvements. It also contains a market summary targeting IT professionals and youth aged 21-32, a SWOT analysis, details of their competition and product offerings. Key factors for their success include the Thunderbird 500's classy retro modern look and glamorous lights that attract customers.
Customer satisfaction towards bikes of Royal EnfieldVinayak Khade
?
This document appears to be a project report submitted by Vinayak Baburao Khade to the Department of Management Studies at Rajarambapu Institute of Technology in fulfillment of an MBA degree. The report examines customer satisfaction towards bikes manufactured by Royal Enfield, with a focus on Eicher Motors Pvt. Ltd. in Pune. The report includes an introduction outlining the problem statement and objectives of the study, as well as certificates, acknowledgements, indexes and lists of tables and graphs to be included.
The Research is aimed at the study of Royal Enfield Brand in Indian Markets – So far how they have performed and suggestions for them to grab more market share and be profitable. Every year, they have sold modest numbers but despite low numbers, they continue to command a position of respect and awe in the Indian motorcycle market. The objective of the study was to study the different product lines, marketing strategy and Brand Management of Royal Enfield Bullets in Indian market.
1. Bullet riders are mostly Value-Expressive, with an internal locus of control and a strong sense of independence.
2. The company has been cashing in on the iconic status it has and has done little to reinforce its image amongst an exploding two-wheeler market.
3. The pricing of the motorcycle might also be looked upon as conservative.
Royal Enfield has for a while now targeted the youth market with lure of freedom. However, they have done little to reinforce their position. Maybe advertising campaigns targeted at the Value-expressive customer would enable the brand to reap the benefits of its iconic position in a much more productive way. Also, most users find it imperative for the company to improve its After Sales Service and Spares availability.
Royal Enfield- Financial Aspects of Marketingsdusane1
?
Financial management refers to the efficient and effective management of money (funds) in such a manner as to accomplish the objectives of the organization. It is the specialized function directly associated with the top management. The significance of this function is not seen in the 'Line' but also in the capacity of 'Staff' in overall of a company. It has been defined differently by different experts in the field.Royal Enfield was the brand name under which the Enfield Motor Cycle Company (founded 1909) manufactured motorcycles, bicycles, lawnmowers and stationary engines. The first Royal Enfield motorcycle was built in 1901; the original British concern was defunct by 1970. The Enfield Cycle Company is responsible for the design and original production of the Royal Enfield Bullet, the longest-lived motorcycle design in history.
This document provides an overview of an management thesis on the automobile industry in India, with a focus on Bajaj Auto Ltd and their Pulsar bikes. It discusses the growth of the two-wheeler industry in India and key factors driving demand. It then provides a detailed profile of Bajaj Auto, including their history, brands, models, market share, financial performance, awards, and outlook. Bajaj Auto is one of the largest manufacturers of two- and three-wheelers in India and globally. Their Pulsar brand has been very successful in the premium motorcycle segment of the Indian market.
Bajaj Auto is an Indian motorcycle manufacturer headquartered in Pune. It produces a wide range of motorcycles across segments, from 100cc bikes like the Platina to 220cc bikes like the Avenger and Pulsar. Key models include the Pulsar, which leads the 150cc segment, the Discover known for its fuel efficiency claiming 100km/liter, and the Platina catering to lower income customers. Bajaj Auto has grown to become the second largest motorcycle manufacturer in India behind Hero Honda through innovative technologies like digital twin spark ignition and a focus on different customer segments.
Bajaj Auto launched the Bajaj Pulsar motorcycle brand in November 2001 to compete in the growing performance motorcycle market in India. The Pulsar was a success, becoming a market leader and trendsetter by delivering performance, efficiency, styling, and a "macho feeling" that appealed to male bikers. This document provides an analysis of the competitive forces affecting the Pulsar brand at launch, including an overview of Bajaj Auto, the shift from scooters to motorcycles in the Indian market in the 1990s-2000s, details and milestones of the Pulsar brand, and analyses of the market segmentation, consumer behavior, and competitors surrounding the Pulsar launch.
This document provides an overview of Bajaj Auto Ltd, an Indian motorcycle and auto manufacturer. It discusses Bajaj's history beginning in 1945, products including motorcycles, scooters, and commercial vehicles. Financial data on sales and income are presented from 2005-2010. The management structure, vision, and social responsibility efforts are described. A SWOT analysis identifies strengths in R&D, distribution and performance products, while weaknesses include lack of brand recognition globally. Opportunities exist in emerging markets and new vehicle segments, while threats include low-cost competition.
Royal Enfield was facing declining sales and mounting losses by 2000, producing only 2,000 bikes per month against its 6,000 bike capacity. Siddhartha Lal and R.L. Ravichandran took over, aiming to increase market share without compromising the brand. They studied customer satisfaction issues and developed a new engine. Royal Enfield focused on leisure customers by introducing cruiser variants like the Thunderbird instead of lower-priced bikes. This strategy along with company-owned showrooms, promotional tours and factory visits helped production increase from 72,000 to 150,000 bikes annually to meet growing domestic and international demand. While new competition from Harley-Davidson may emerge, Royal Enfield's new Continental
This presentation discusses the history and repositioning of Royal Enfield motorcycles in India. Royal Enfield originated in England in 1851 and was established in India in 1955, known for powerful motorcycles like the Bullet. While it once dominated the Indian market, by the 2000s its sales had stagnated due its outdated image. To revitalize the brand, Royal Enfield repositioned itself as a lifestyle cruiser bike, redesigning products to appeal to younger riders and adding modern features like electric start and disc brakes. The repositioning strategy has been successful, with Royal Enfield now experiencing 20% annual sales growth in India and 25% growth internationally, and being recognized as the most admired motorcycle brand in the country
The document provides an overview of the history and revival of Royal Enfield motorcycles. It discusses:
1) How Royal Enfield began manufacturing motorcycles in India in 1955 and dominated the Indian market for decades.
2) How production ceased in the UK in 1970 but continued in India, with the Bullet 350 even being exported to Europe from India in the 1980s.
3) How Eicher Motors acquired Royal Enfield in the 1990s and made investments to modernize production, helping Royal Enfield comply with stricter emission standards in 1996.
4) How in the 2000s, Siddhartha Lal helped revive the struggling brand by updating bikes while retaining their classic design features
The document provides information about Bajaj, an Indian business conglomerate. It discusses the company's history and products, including the introduction and features of the Bajaj Pulsar motorcycle in 2001. It launched with the goal of attracting young power biking enthusiasts in India and cost 100 crores to develop. The Pulsar 220F model provides comfort, safety, and stylish design features. Bajaj has experienced growth and financial success in recent years despite challenges in the market.
The document summarizes the evolution of motorbikes from their inception in the late 1800s to modern times. It discusses key developments such as the introduction of gasoline engines and mass production. The document also examines the motorbike industry in India, including major players, factors driving growth, and future prospects like untapped rural markets. Market share and sales data are presented for companies like Hero Honda and Yamaha. Research included interviews with dealers and studies of consumer behavior and government policies affecting the industry.
Royal Enfield was originally founded in Britain in 1901 as a manufacturer of motorcycles, bicycles, lawnmowers and engines. It began selling motorcycles in India in 1949 and established a local assembly plant there in 1955. Royal Enfield is now an Indian company and brand focused on manufacturing cruiser-style motorcycles. Its most popular model is the 350cc Bullet, known for its classic styling and popularity with the Indian military and police forces. Royal Enfield has expanded globally to over 50 countries and aims to increase production volumes significantly in the coming years through new models and markets.
Royal Enfield's main competitors in India are Bajaj, KTM, and Harley Davidson India. Bajaj has resurrected its Avenger cruiser brand and offers several Avenger models at competitive price points. KTM has a strong presence in India through its Duke 125 motorcycle and extensive sales and service network provided by partner Bajaj Auto. Harley Davidson India focuses on the luxury cruiser segment but has high prices and limited manufacturing capacity. Royal Enfield will need to upgrade features like ABS to remain competitive as technology and customer expectations advance.
Royal enfield- Operations, Production, market mix, brand valueAbhimanue Careless
?
狠狠撸 explains about operations management, production procedure, sales estimate, interesting videos (from movies), important terms in academic point of view! customize and edit ur slides accordingly ;)
https://www.facebook.com/abhi4abhimanue
abhimanue.2008@gmail.com
A project report on comparative study of bajaj and hero hondaProjects Kart
?
The document provides an introduction and background information on Bajaj Auto Limited and Hero Honda Motorcycles Limited, two major Indian motorcycle manufacturers. It discusses the founding and history of both companies. Bajaj Auto was established in 1945 and initially imported two-wheelers before beginning domestic production in 1959. Hero Honda was formed in 1984 through a joint venture between Hero Cycles of India and Honda of Japan. The document outlines some of the popular models produced by each company over the years and provides key details like headquarters, revenue, and management.
Ghana Ethereum Stablecoin (GES) is a blockchain-based stablecoin designed to promote financial inclusion, stability, and innovation in Ghana. Pegged 1:1 to Ethereum (ETH), GES ensures seamless transactions, decentralized finance (DeFi) integration, and a transparent digital financial ecosystem. This whitepaper outlines the vision, technical architecture, economic model, and use cases of GES, demonstrating its potential as a transformative force in Ghana's financial landscape.
Accounting Strategies for Businesses with Dak GilinskyDak Gilinsky
?
Dak Gilinsky provides expert guidance on managing business finances, bookkeeping, and tax compliance. Learn essential accounting strategies to improve financial transparency, reduce errors, and optimize profitability. Whether you're a startup or an established company, these insights will help you stay financially organized and compliant.
HIRE THE TOP CRYPTO RECOVERY EXPERT, HIRE iFORCE HACKER RECOVERYraclawwysocki2
?
??My name is Raclaw Wysocki, a real estate investor from Warszawa, Poland. Last year, I invested in cryptocurrency, hoping to double my investment by the start of the new year. However, I soon discovered that I had fallen victim to a scam. It was a devastating experience for me and my family, and without iFORCE HACKER RECOVERY, I wouldn’t have been able to recover my funds.?iFORCE HACKER RECOVERY is a leading cryptocurrency and data recovery company specializing in retrieving lost crypto assets from hackers and fraudulent investment brokers. Thanks to their expertise, I successfully recovered $950,000 worth of crypto. I highly recommend their services. They are trustworthy, reliable, and have a proven 100% success rate.
Website; www. iforcehackersrecovery. com
Email; contact@iforcehackersrecovery. com?
Call/whatsapp +1 240 (80) (33) 706? ? ?
The Monitoring presents the analysis of Ukraine's exports and imports, key trends, and business impediments. In December 2024, exports increased by only 2% yoy, while in January 2025, they fell by 8% yoy due to declining agricultural stocks. The physical volumes of wheat, corn, and sunflower oil exports continue to decline, although export prices remain relatively high.
The Monitoring also includes an analysis of key impediments for exporters, such as labor shortages, rising raw material costs, and the impact of the energy situation. Special attention is given to the Comprehensive Economic Partnership between Ukraine and the UAE, which grants duty-free access for 96.6% of Ukrainian goods.
More details are available on the website.
Nadia Dawed’s remarkable journey in financial management reflects her commitment to delivering measurable results. With extensive experience in supply chain financial analysis and compliance, she ensures businesses operate efficiently and profitably. Her ability to collaborate with cross-functional teams and implement strategic solutions makes her an invaluable leader in financial operations.
_Offshore Banking and Compliance Requirements.pptxLDM Global
?
Offshore banking allows individuals and businesses to hold accounts in foreign jurisdictions, offering benefits like privacy, asset protection, and potential tax advantages. However, strict compliance regulations govern these banks to prevent financial crimes. Key requirements include Know Your Customer (KYC) and Anti-Money Laundering (AML) laws, along with international regulations like FATCA (for U.S. taxpayers) and CRS (for global tax transparency).
Adoption of SAP Ariba by Large Corporations.docxJacek Pakula
?
Case study to analyze why SAP Ariba did modernize large corporation procurement process – turning a traditionally back-office function into a driver of strategic value.
Economic Revitalization for Pakistan: An OverviewVaqar Ahmed
?
The "Draft Economic Agenda 2018" by SDPI outlined a framework for Pakistan's economic revitalisation, addressing deep-rooted structural issues.
The project work highlighted the country's persistent challenges: low productivity, inequitable distribution of wealth, environmental degradation, and a narrow tax base. It critiqued the prevailing growth model, which it argued has exacerbated inequalities and neglected human development.
The agenda advocated for a paradigm shift, emphasizing:
? Inclusive Growth: Prioritizing job creation, poverty reduction, and equitable access to resources, particularly for marginalized groups.
? Sustainable Development: Integrating environmental considerations into economic planning, promoting renewable energy, and addressing climate change impacts.
? Industrial Diversification: Moving away from reliance on traditional sectors, fostering innovation, and promoting value-added manufacturing.
? Human Capital Development: Investing in education, healthcare, and skills training to enhance productivity and competitiveness.
? Fiscal Reforms: Expanding the tax base, improving tax administration, and reducing reliance on external debt.
? Agricultural Transformation: Promoting sustainable agriculture, improving land management, and enhancing food security.
? Energy Security: Diversifying energy sources, promoting renewable energy, and improving energy efficiency.
? Regional Cooperation: Strengthening trade and economic ties with neighboring countries.
? Governance Reforms: Enhancing transparency, accountability, and citizen participation in economic decision-making.
The agenda proposed specific policy recommendations, including:
? Targeted investments in infrastructure, education, and healthcare.
? Incentives for small and medium enterprises (SMEs).
? Reforms to improve the ease of doing business.
? Measures to promote financial inclusion.
? Policies to address climate change and environmental degradation.
Billing for non-credentialed providers can be complex, but understanding the right strategies ensures compliance and prevents revenue loss. Whether using incident-to billing, locum tenens, or group NPI billing, following payer-specific guidelines is essential.
3. HISTORY
? ROYAL ENFIELD FIRST STARTED AS ENFIELD MANUFACTURING
COMPANY LTD WAS REGISTERED TO MANUFACTURE BICYCLES
IN REDDITCH, UK IN 1893.
? FOUNDED BY ROBERT WALKER SMITH AND ALBERT EADIE.
? ROYAL ENFIELD GAINED POPULARITY FROM THE YEAR 1955
WHEN INDIAN GOVERNMENT ORDERED 800 OF THEIR BULLET
350CC MODELS FOR PATROLLING THE INDIAN BORDERS.
? COLLABORATION BETWEEN ROYAL ENFIELD AND ERSTWHILE
MADRAS MOTORS LED TO ‘ROYAL ENFIELD INDIA’.
? ROYAL ENFIELD IS CONSIDERED THE OLDEST MOTORCYCLE
BRAND IN THE WORLD, SPANNING 3 CENTURIES AND STILL IN
PRODUCTION WITH THE BULLET MODEL ENJOYING THE
LONGEST MOTORCYCLE PRODUCTION RUN OF ALL TIME.
4. RECENTNEWS
? ROYAL ENFIELD'S PARENT COMPANY EICHER MOTORS HAS SHOWN
INTEREST IN THE PURCHASE OF ICONIC ITALIAN MOTORCYCLE BRAND
DUCATI.
? THEY CLEARED THE FIRST ROUND OF BIDDING AND LIKELY TO PLACE
AN OFFER BETWEEN $1.8-2 BILLION FOR DUCATI.
? ‘ROYAL ENFIELD TWIN-CYLINDER MOTORCYCLE TO DEBUT AT
EICMA’
? SPECULATIONS REVEAL A PARALLEL-TWIN CYLINDER ENGINE, WHICH
HAS BEEN UNDER DEVELOPMENT.
? ROYAL ENFIELD ENTERS US AND BRAZILIAN MARKETS’.
? ROYAL ENFIELD BECOMES THE MOST VALUABLE BIKE MAKER IN INDIA,
OVERTAKING BAJAJ AND HERO MOTORS IN TERMS OF MARKET
CAPITALIZATION.
5. Industry Analysis
? Indian motorcycle industry is the largest in the world with an annual
production of over 2.3 million units, overtaking China.
? The total market size of the automobile industry is RS 540 billion rupees
and has been growing at 8% per annum.
? In the last 4 to 5 years, the two wheeler segment has driven the overall
volume growth on the account of spurt of sales in motorcycles.
? The country is now the second largest producer of two wheelers in the
world
? In all, over 6.6 lakh Royal Enfield motorcycles were sold across the
world in 2016-17. The company is planning to ramp up its
production to nearly 900,000 motorcycles by the end of 2018.
6. Competitor Analysis
BajajDominar400
? The Bajaj Dominar 400 was launched in India as the most powerful motorcycle
from Bajaj Auto on December 15 2016.
? Bajaj has positioned it slap bang in Royal Enfield territory
? It is powered by a 373 cc, single-cylinder 4 stroke engine based on the KTM 390 Duke.
The engine is tuned to make 34.5 bhp of power and 35 Nm of peak torque.
8. KTM 390 DUKE:
? KTM 390 was launched in India in November 2016 and is priced at
Rs.2.2 lakh, the KTM 390 DUKE breathes life into values that have
made motorcycling so amazing for decades.
? The Duke 390, in addition to being much faster than the Classic,
also comes with ABS system which prevents the wheel from locking-
up in times of hard braking.
10. Segmentation, Target and Positioning(STP)
Segmentation:
? RE has a niche segment and is classified as a leisure and adventure
cruiser bike in the Tier-I &Tier-II Cities.
? In Tier-3 markets it is associated with the social/status symbol.
? It is considered as a powerful motorcycle for bike adventurers.
? The vehicle is considered more as a lifestyle brand.
Targeting:
? It is targeting Bikers in the age group of 25-45 years of age, and
are working executives primarily looking for.
? A leisure bike
? A cruiser bike
11. Marketing MIX
Place:
? The market of Royal Enfield can be divided basically into two
segments
? Big Cities/Metropolitans: Tier1 &Tier 2 Cities
? Small Cities: Tier 3 &DH (District Headquarters)
Promotion:
? Promotion done through Adventure magazines, Auto and biking
magazines and local print media.
? Sticks to the Vintage and Macho appeal it brings in all its
promotions.
? Offers Adventure Rides to the existing and future customers.
12. Marketing MIX(Continued)
Price:
? In India the pricing of the motorcycle is more towards premium
segment. It is perceived as an aspirational brand.
Customer’s Perceived V
alue
13. Royal Enfield Market Share
The above pie chart describes the consolidated market share
of the Indian motorcycle companies for FY 2016-17.
Royal Enfield holds 4.69% percent market share indicating
robust sales for the year 2016-17.
14. Royal Enfield Sales Report
? Royal Enfield’s sales growth of 25 percent in May 2017 was led by
motorcycles with engine capacity of up to 350cc that dominate its
bike business that grew by 29 percent with sales of 43,217 units.
15. Market Share Trends
(Market share month-on-month)
The bar graph displayed above indicates the market share trend of
Royal Enfield over the period March ’16-March ‘17
16. Sales
? Sales of motorcycles in the premium category (those with an engine
displacement of 150cc and above) surged to 1.7 million units in FY 2016-17
of which 1.5 million units in 2015-16, making it the fastest-growing segment
in the market
? 350-500 cc bike sale is 1.7 million out of 17 million total bike sale across
India(Approx-10% - of the total segment).
? However, two wheeler industry registered sales at a growth rate of 6.89
percent during FY 2017 over FY 2016 to register sales of 17 million.
? The following graph displays the total sales of the two wheelers in India for
the FY 2016-17.
? The Royal Enfield Bullet (350 cc, 500 cc) and Classic models (350 cc,500 cc)
of motorcycles operate in the 350 cc – 500 cc segment and 500 cc plus
segment respectively in the Indian motorcycle industry. This segment is
unique as it was originally created by the Bullet series of motorcycles when
they were first launched in India
19. CLASSIC 350 AND 500
? CUBIC CAPACITY = 350 CC AND 500 CC
? AMONG THE MOST POPULAR BIKES FROM THE ROYAL ENFIELD
STABLE.
20. BULLET 350 AND 500
? HAVING REMAINED IN PRODUCTION SINCE 1932, IT BOASTS THE
LONGEST PRODUCTION RUN OF ANY MOTORCYCLE.
? IT SHARES THE SAME CUBIC CAPACITY, ENGINE BLOCK AND
CHASSIS WITH THE CLASSIC 350.
? A LONG WHEELBASE AND BIGGER TIRES PROVIDE INCREASED
STABILITY AND ROAD GRIP MAKING IT IDEAL FOR LONG
DISTANCE TRAVEL.
21. HIMALAYAN
? THE HIMALAYAN IS ROYAL ENFIELD’S FIRST PROPER ADVENTURE
TOURER BUILT WITH A 410 CC ENGINE SIMILAR TO THE BULLET
AND THE CLASSIC ENGINES.
? IT ALSO FEATURES MODERN TECHNOLOGY LIKE MONO-SHOCK
REAR SUSPENSION TO POPULARIZE ADVENTURE BIKING IN
INDIA.
22. Royal EnfieldThunderbird350 and 500:
? The Thunderbird 350 is a traditional cruiser and is
among the most beautiful offering from Royal Enfield.
? It features a projector headlamp, hazard lamps and an
LED tail light.
23. RoyalEnfieldContinental GT
? The Continental GT is Royal Enfield’s lightest and most powerful
production motorcycle currently on sale in India.
? It debuts a cafe-race and also powered by a 535cc fuel-injected engine.
? The chassis provides the motorcycle with optimal stiffness.
? It also features clip-on handlebars to improve riding balance and
handling.
24. Product differentiation
? Customer’s social and psychological needs.
? Royal Enfield believes it is in the business of selling lifestyle, not
transportation.
? Creating customer value by sponsoring various adventure activities,
owner’s club activities.
? RE has come up with an unique initiative of Royal Enfield Driving
Program for both Men& women to train them to ride a motorcycle
from the very basic to all its enthusiasts and pillion riders who want
become a ‘rider’ in the true sense of the word.
25. Product differentiation (Contd)
? Royal Enfield has been associated with leisure and adventure
motorcycling and under the various initiatives.
? ‘Rider Mania’ and ‘India Bull Rider’ are such initiatives which bring
the bike enthusiasts closer to this aspect.
? Tour rides primarily segregated into the Marquee rides and events
conducted at a national level and subsequently into the regional
rides conducted through the regional showrooms.
26. Market Segmentation
? Differentiation:
The Indian automotive industry has sub-segmented the motorcycle
in terms of vehicle pricing, power and mileage.
Sub-Segmentation of Motor Cycles on Basis of Pricing
? Economy: Priced at RS. 50000- RS.70000 [100cc - 125 cc]
? Executive: Priced at RS. 70000- RS.85000 [125cc – 150cc]
? Premium: Priced at RS. 85,000 and above. [150 cc+]
The premium segment is further sub divided into various segments:
? 150 cc-200 cc.
? 200 cc – 350cc segment.
? 350 cc – 500cc segment.
? 500 cc + segment.
31. Distribution Strategy
? Royal Enfield distributes its motorcycles only through who
act as distributers of motorbikes in a specified area which
acts as producer to dealer channel.
? Distribution Merchandise
? Available in all branded Royal Enfield stores, RE followed the
promotion strategy first initiated by Harley Davidson
motorcycles. The various bikers merchandise available such
as helmets, gloves,jackets,boots,belts, protective gear etc.
32. Conclusion
? The presentation objectively explains the rise of Royal Enfield from a
brand on the brink of extinction to the most aspirational motorcycle
brand in India.
? It also highlights the segment under which the bike is positioned,
describes its closest competitors and where RE holds value vis-à-vis Bajaj
and KTM.
? It shows the company’s ambition to further go upmarket by entering the
750cc+ segment to augment its declining market share in the 350cc+
segment.
? Royal Enfield’s strategic acquisition plan of Ducati will counter Bajaj’s
‘Triumph’ acquisition and also set a platform to launch the brand into a
global league.