Bajaj Case Study Submission

Team: Byomkesh Bakshis

Eshan Shailendra – B16078
PK Siddharth – B16092
 BUSINESS MODEL : The Okada ID
Bajaj registers new and existing Okadas into the Okada partner program through its dealerships
Bajaj Certified Okada
Post DL verification and background check, Okadas are issued a unique ID card with QR code Partners Program
 The program would be
Bajaj develops a mobile app for the commuters to scan this QR code, and verify the ID of their Okada rider launched through existing
Bajaj dealerships
The app displays Okada’s photograph & Bike registration number, which can be verified by the commuter
 Interested buyers of the bike
The app tracks the ride journey through GPS, and sends the ride-data to the server can opt into the program at
the time of their purchase
Any rider concern regarding safety or rash-driving can be included through a feedback section in the app
 Existing Okadas can also join
into the program by
submitting their Driving
OBJECTIVES FULFILLED License and bike registration
papers
Okada Pride Commuter Trust
 Assurance of background verified and driving-  For a nominal fee, Bajaj
• Okadas regain trust of the commuters license holding Okadas would do verify the
• Being Bajaj certified partner adds to their credentials  Ratings for rewarding/penalizing Okadas documents and do a
• Rewarded for good service through commuter rating  GPS data-record of the rides with Bajaj background-check

Government Regulatory Concerns  All registered members

would have to make periodic
• Bajaj can share data of their certified partners with the government to ensure traceability and accountability visits to the
• GPS data can ensure speed limits are being adhered to; Commuter feedback would encourage safe driving
 ALTERNATIVE MODEL : OKADA CAB AGGREGATOR
BAJAJ OWNED CAB AGGREGRATOR SERVICE Bajaj Certified Okada
Partners Program

Bajaj owned cab booking app for customers for easier booking of Okadas  The program would be
launched through existing
Only Bajaj certified Okadas with Boxer bikes would be part of the model Bajaj dealerships

Servicing intimation to Okadas through app, based on kilometer run  Interested buyers of the
bike can opt into the
Bajaj registers both new and existing Okadas into the Okada partner program program at the time of
their purchase
Existing Okadas with Boxer bikes converted after training & background check
 Existing Okadas can also
Financing with monthly payment from Okadas willing to be Bajaj certified
partners can be done by the company removing the middleman. join into the program by
submitting their Driving
License and bike
Benefits registration papers
• Better safety for the customers as the vehicle movement is GPS tracked. Will curb Okada related crimes and
build trust on Bajaj Okadas  For a nominal fee, Bajaj
• Data regarding commuter usage pattern is available which can be used for upscaling the commuter. would do verify the
• Eg : A frequent user of Okada service can be contacted for owning a vehicle based on willingness to pay documents and do a
• With increasing mobile penetration in Africa a mobile based app model would grow in the years to come
• As government is planning for regulation, Bajaj would get the early adopter advantage
background-check
 MARKETING STRATEGY : COMMERCIAL (OKADAS) SEGMENT
OKADA SUCCESS STORIES
 Bajaj can identify and felicitate their Top
Performing Okada Partners
 Their stories can be recorded, compiled,
and aired through various mediums
 Television show, Radio Podcast, or web-
series can be used as a medium, based on
the desired-reach and budget
 Show’s theme should integrate Bajaj Boxer
through its title, set deign, etc.
IMPACT
 Society would be sensitized towards the
issues of being an Okada, and develop
respect for them
 Okadas would develop a sense of pride in
their own profession, and would identify
with Bajaj Boxer as their natural choice
DEVELOPING THE OKADA-BAJAJ
COMMUNITY
 Through the Bajaj Okada Partners
Program, the company can build up a
community of Okadas using Bajaj Boxer
 These community members should be
made to feel valued, and a part of the Bajaj
ecosystem
 Branded Bajaj T-Shirts and merchandize
can be distributed amongst the community
members
 Community can be connected through
social media, or WhatsApp groups, where
company can actively engage them
 Semi-annual or annual community event
hosted by Bajaj for the community
members of respective regions
OKADA FRIENDLY BIKES & SERVICES
BIKE ACCESORIES
 Inclusion of a mobile USB fast-charging
port with mobile storage-case
 Robust case/slot for radio to be attached
on chassis
 Bajaj Okada Partner Sticker
SERVICES
 Tie-up with telecom companies to create
special tariff plans for the Okada-partners
 Okada app with info on all Bajaj Service
centres, features like bike-servicing
reminders, FM service, entertainment
content, etc

PARTNERSHIP WITH OTHER CAB-AGGREGRATORS

 Bajaj can partner with other online cab-aggregators to integrate their database on Bajaj Okada Partners, so as to distinguish
them from other cabs available
 It can also partner with On-call Okada cab-aggregators to provide an option for choosing Bajaj Okada Partners to their callers
 If such an aggregator ecosystem is missing, Bajaj can take up the option of incubating such start-ups
 MARKETING STRATEGY : RETAIL SEGMENT TRUST RUGGED

FOR AGGREGATOR MODEL PULL GENERATION FROM COMMUTERS IS ESSENTIAL FOR SUCCESS
Bajaj Brand DEPENDABILITY
Values

TARGETING COMMUTERS FOR PREFERRING BAJAJ OKADAS BY MARKETING IS ESSENTIAL TOUGH SAFETY

Market Positioning Trans-African Rally

 Objective : Pull/Demand generation for
Bajaj Okada Partners by commuters
 Campaign focus should be on trust &
safety associated with Bajaj Okadas;
highlighting the verification & training
process
 Fear based advertising campaign bringing
uncertainties of riding with unverified
Okadas. Care must be taken to not
negatively portray Okadas in general.
 The core value of Bajaj Boxer of being
tough and rugged to be extended to
safety and dependability of Bajaj.
Multi-variant segmentation
 With increasing disposable income and
movement of Africans to cities, targeting
can be increased to retail consumers.
 Promotional content of the top variant of
Boxer (150cc) should be positioned for this
niche retail segment as well
 Livelihood generation for Okadas can be
used as a marketing tool for increasing the
brand value and improving the brand
identity in the minds of Africans.
 Organize a Trans-Africa rally sponsored by
Bajaj with riders and Okada partners
spreading the message of road safety
 Pre-event Brand Integration – Invitations
challenging all Okadas to participate in the
rally, and follow safe practices.
Endorsements by sport & cultural celebrities
 During event Brand Integration – Road
activities and shows at major town-centres
on the rally path
 Post event Brand Integration – Extended
media & PR coverage of the event.
 MARKETING STRATEGY : COMPARING THE MODELS
The Okada Aggregator model The Okada ID Model
2 versions of the app would have to be developed: Okada version, Simplified version of the app is required by the commuters to scan the
App-Platform
and commuter version Okada ID, fetch Okada details, and capture GPS data of the ride.
Development Development costs can range from $20000 to $50000 Development costs would range from $10000 to $20000

Additional program  Bajaj dealerships would have to add staff to support the proposed Bajaj Okada Partners Program.
 IT Systems for collecting and storing the Okada database would have to be setup
costs borne by the  Bajaj would have to bear the cost of Background checks, and document verification. This can be partially recouped by charging a registration
dealerships fee
 Includes Okada community development efforts : Providing Bajaj merchandize, Hosting community events, etc
 Additional Okada-partner only bike accessories
Marketing expenses  Tie-ups with telecom service providers for subsidized rental plans for partner Okadas
 On-ground Promotional activities: Okada Boxer Success stories; Okada Race, etc. supported by Advertisements
 If demand for Bajaj Certified Okadas is high, the company can  Since Bajaj does not act as a Okada cab-aggregator in this model,
monetize the program by charging a registration fee and a recurring controlling pricing and charging per-ride % commission is not
membership fee feasible
Incremental
 Alternatively, % commission can be charged on a per-ride basis  A registration and membership fee can still be charged if the
revenues  Partnerships with telecom companies, insurance companies, etc. popularity of the Baja Okada partners is high amongst commuters
can be leveraged to generate commission revenue in exchange for  Commission revenue from other companies servicing Okadas, ex.
the Okada partner’s data Telecom or insurance companies can be generated
Pros Pros
 End to end control of the Okada Cab Aggregator business  Low investment model, with cab aggregators being viewed as
 Safety concerns regarding Okadas can be minimised partners, rather than as a competitors
Cons Cons
Model Comparison  High initial investment in a non-core business activity.  Onus of installing the app, and using the service lies completely on
 Competition with existing/upcoming aggregators with larger fleet the customer,
comprising of multiple bike manufacturers  Sufficient marketing pull generation is needed to convince the
customer to value the additional safety provided by Bajaj’s service