[TYPE THE COMPANY NAME]
MNB3701 Assignment 3 (COMPLETE
ANSWERS) Semester 2 2025 - DUE 27
October 2025
NO PLAGIARISM
[Pick the date]
[Type the abstract of the document here. The abstract is typically a short summary of the contents of
the document. Type the abstract of the document here. The abstract is typically a short summary of
the contents of the document.]
,Exam (elaborations)
MNB3701 Assignment 3 (COMPLETE
ANSWERS) Semester 2 2025 - DUE 27
October 2025
MNB3701 Assignment 3 (COMPLETE ANSWERS) Semester 2 2025 - DUE 27
October 2025; 100% TRUSTED Complete, trusted solutions and explanations
Ensure your success with us.
Assessment 3 Module code: MNB3701 Module name: Principles of Global
Business Management Student name: Student number: Date of Submission:
Please note that handwritten/scanned documents will be awarded a zero
mark. Turnitin is enabled for this assessment. Please accept the EULA to
activate Turnitin. If you do not accept the EULA, you will be awarded a zero
mark. NO EXTENSIONS will be granted on the submission of this assessment,
and emailed submissions WILL NOT BE MARKED. THE SUBMISSION TAB FOR
THIS ASSESSMENT OPENS ON 20 OCTOBER 2025 at 11:00 AND CLOSES ON
27 OCTOBER 2025 at 23:00 2 Read through the case study below entitled
“Bajaj Auto (a) – catering to the African market” and answer the questions
that follow. Bajaj Auto – catering to the African market “The World’s
Favourite Indian” – tagline for Bajaj Auto (BA), India’s largest two-wheeler
exporter. With ongoing exports to around 75 countries, BA’s position looked
quite promising, despite the adverse effects of COVID-19 worldwide. In
December 2020, the firm had sold 348,173 units of two-wheelers and three-
wheelers, of which 221,603 units (around 63%) were exported. Besides being
present in other regions of the world, BA’s foray into the African market, with
its entry-level Boxer motorcycle, has been very successful. The firm was
growing from strength to strength in this market. Known for their lightweight
design, ruggedness, good build quality, versatility, and durability, BA
motorcycles have been successfully plying the roads of many countries in
Africa, such as Kenya, Namibia, and Nigeria. Besides motorcycles, BA also
sold three-wheeler rickshaws and small commercial vehicles in African
countries. It had also unveiled a compact quadricycle aimed at intra-city
transportation in South Africa. The African market was one of the fastest-
growing consumer markets globally. Many African countries presented
lucrative opportunities for BA. While being confident of the continued
success of BA’s brand positioning and value proposition in the African
market, Rakesh Sharma, the Executive Director of BA, was also aware of the
multiple challenges that the firm faced in these markets. From the onslaught
of competition from fellow Indian manufacturers, such as TVS and Hero
MotoCorp, to a continuous threat from Chinese and Japanese firms.
International supply chain and logistical issues, and economic and legal
challenges were a reality in various African countries. These were a few of
, the obstacles that Sharma faced in the African market. In addition to these
critical dimensions, Sharma had to keep a constant eye on the pulse of
African consumers. Any misreading of their preferences could lead to
detrimental effects. Would Sharma be able to rightly assess the multitude of
challenges that BA was facing in the African Market to continue its successful
journey? In what follows, the company background, the African automobile
market, the African consumer, the company’s challenges and successes are
explained to answer this question. Company background BA was a part of
the Bajaj group of companies, which was among the top 10 business houses
in India. This family-owned group was founded in the year 1926 by Jamnalal
Bajaj. It comprised 34 companies covering various industries, spanning
automobiles, home appliances, lighting, iron and steel, insurance, travel and
finance. Instituted in 1945 by financial year (FY) 2021, BA had an annual
turnover of US$3.5bn. With three state-of-the-art manufacturing plants
across India, boasting an annual manufacturing capacity of 5 million units,
BA was ranked as the world’s fourth-largest manufacturer of three-wheeler
and two-wheeler vehicles. Rahul Bajaj, the Chairman of the group till May
2021, took charge of the 3 business in 1965. Under his leadership, the
turnover of BA increased from INR 72 million to INR 120 billion as the firm
expanded its product portfolio and initiated its export operations. In 2005,
Rahul’s son Rajiv Bajaj became the Managing Director of BA. Rajiv had very
ambitious strategic growth plans for BA. He had introduced a new range of
bikes (e.g. Pulsar) and had enhanced BA’s foray into several countries in
Latin America, Africa, the Middle East, South and Southeast Asia. BA
operated on the pillars of innovation through robust research and
development. Its research team was bigger than the industry average. Rahul
had left BA’s chairpersonship to his cousin, Niraj Bajaj, in May 2021. BA’s
operations worldwide were facilitated through 66 global distributors spread
across more than 75 countries. Through its distribution network, the firm
commanded a 26% market share of the global two-wheeler market and a
76% market share of the global three-wheeler market. In 2007, BA had
acquired around a 14% stake in Austrian bike manufacturer KTM, which had
increased to 48% over time. BA acquired Husqvarna, a Swedish motorcycle
maker, to rapidly improve its product range and quality. British bike maker
Triumph had partnered with BA to develop a new range of mid-capacity
motorcycles. Sharma elaborated, “As far as Triumph is concerned, we are
focusing mainly on product development. The two teams, Triumph Team and
Bajaj Team, are in regular discussion with each other, and research work is
on”. In FY2021, which had witnessed the adverse impact of COVID-19, BA
shipped 1,796,518 two-wheeler units, down 3.9% from FY2020, when
1,869,220 two-wheeler units were shipped. BA still accounted for almost 60%
of India’s annual motorcycle and three-wheeler exports. This percentage
accounted for 52% of the total units manufactured in BA’s plants during
FY2021, and it had earned the firm INR 126.87 billion from the overseas
market. Over the past decade, BA has cumulatively exported 18 million
vehicles and generated over US$14 billion. The company claimed that it was
MNB3701 Assignment 3 (COMPLETE
ANSWERS) Semester 2 2025 - DUE 27
October 2025
NO PLAGIARISM
[Pick the date]
[Type the abstract of the document here. The abstract is typically a short summary of the contents of
the document. Type the abstract of the document here. The abstract is typically a short summary of
the contents of the document.]
,Exam (elaborations)
MNB3701 Assignment 3 (COMPLETE
ANSWERS) Semester 2 2025 - DUE 27
October 2025
MNB3701 Assignment 3 (COMPLETE ANSWERS) Semester 2 2025 - DUE 27
October 2025; 100% TRUSTED Complete, trusted solutions and explanations
Ensure your success with us.
Assessment 3 Module code: MNB3701 Module name: Principles of Global
Business Management Student name: Student number: Date of Submission:
Please note that handwritten/scanned documents will be awarded a zero
mark. Turnitin is enabled for this assessment. Please accept the EULA to
activate Turnitin. If you do not accept the EULA, you will be awarded a zero
mark. NO EXTENSIONS will be granted on the submission of this assessment,
and emailed submissions WILL NOT BE MARKED. THE SUBMISSION TAB FOR
THIS ASSESSMENT OPENS ON 20 OCTOBER 2025 at 11:00 AND CLOSES ON
27 OCTOBER 2025 at 23:00 2 Read through the case study below entitled
“Bajaj Auto (a) – catering to the African market” and answer the questions
that follow. Bajaj Auto – catering to the African market “The World’s
Favourite Indian” – tagline for Bajaj Auto (BA), India’s largest two-wheeler
exporter. With ongoing exports to around 75 countries, BA’s position looked
quite promising, despite the adverse effects of COVID-19 worldwide. In
December 2020, the firm had sold 348,173 units of two-wheelers and three-
wheelers, of which 221,603 units (around 63%) were exported. Besides being
present in other regions of the world, BA’s foray into the African market, with
its entry-level Boxer motorcycle, has been very successful. The firm was
growing from strength to strength in this market. Known for their lightweight
design, ruggedness, good build quality, versatility, and durability, BA
motorcycles have been successfully plying the roads of many countries in
Africa, such as Kenya, Namibia, and Nigeria. Besides motorcycles, BA also
sold three-wheeler rickshaws and small commercial vehicles in African
countries. It had also unveiled a compact quadricycle aimed at intra-city
transportation in South Africa. The African market was one of the fastest-
growing consumer markets globally. Many African countries presented
lucrative opportunities for BA. While being confident of the continued
success of BA’s brand positioning and value proposition in the African
market, Rakesh Sharma, the Executive Director of BA, was also aware of the
multiple challenges that the firm faced in these markets. From the onslaught
of competition from fellow Indian manufacturers, such as TVS and Hero
MotoCorp, to a continuous threat from Chinese and Japanese firms.
International supply chain and logistical issues, and economic and legal
challenges were a reality in various African countries. These were a few of
, the obstacles that Sharma faced in the African market. In addition to these
critical dimensions, Sharma had to keep a constant eye on the pulse of
African consumers. Any misreading of their preferences could lead to
detrimental effects. Would Sharma be able to rightly assess the multitude of
challenges that BA was facing in the African Market to continue its successful
journey? In what follows, the company background, the African automobile
market, the African consumer, the company’s challenges and successes are
explained to answer this question. Company background BA was a part of
the Bajaj group of companies, which was among the top 10 business houses
in India. This family-owned group was founded in the year 1926 by Jamnalal
Bajaj. It comprised 34 companies covering various industries, spanning
automobiles, home appliances, lighting, iron and steel, insurance, travel and
finance. Instituted in 1945 by financial year (FY) 2021, BA had an annual
turnover of US$3.5bn. With three state-of-the-art manufacturing plants
across India, boasting an annual manufacturing capacity of 5 million units,
BA was ranked as the world’s fourth-largest manufacturer of three-wheeler
and two-wheeler vehicles. Rahul Bajaj, the Chairman of the group till May
2021, took charge of the 3 business in 1965. Under his leadership, the
turnover of BA increased from INR 72 million to INR 120 billion as the firm
expanded its product portfolio and initiated its export operations. In 2005,
Rahul’s son Rajiv Bajaj became the Managing Director of BA. Rajiv had very
ambitious strategic growth plans for BA. He had introduced a new range of
bikes (e.g. Pulsar) and had enhanced BA’s foray into several countries in
Latin America, Africa, the Middle East, South and Southeast Asia. BA
operated on the pillars of innovation through robust research and
development. Its research team was bigger than the industry average. Rahul
had left BA’s chairpersonship to his cousin, Niraj Bajaj, in May 2021. BA’s
operations worldwide were facilitated through 66 global distributors spread
across more than 75 countries. Through its distribution network, the firm
commanded a 26% market share of the global two-wheeler market and a
76% market share of the global three-wheeler market. In 2007, BA had
acquired around a 14% stake in Austrian bike manufacturer KTM, which had
increased to 48% over time. BA acquired Husqvarna, a Swedish motorcycle
maker, to rapidly improve its product range and quality. British bike maker
Triumph had partnered with BA to develop a new range of mid-capacity
motorcycles. Sharma elaborated, “As far as Triumph is concerned, we are
focusing mainly on product development. The two teams, Triumph Team and
Bajaj Team, are in regular discussion with each other, and research work is
on”. In FY2021, which had witnessed the adverse impact of COVID-19, BA
shipped 1,796,518 two-wheeler units, down 3.9% from FY2020, when
1,869,220 two-wheeler units were shipped. BA still accounted for almost 60%
of India’s annual motorcycle and three-wheeler exports. This percentage
accounted for 52% of the total units manufactured in BA’s plants during
FY2021, and it had earned the firm INR 126.87 billion from the overseas
market. Over the past decade, BA has cumulatively exported 18 million
vehicles and generated over US$14 billion. The company claimed that it was
