Bajaj Auto has appointed Pitchfork Partners Strategic Consulting LLP to lead the strategic communication mandate. Having said that, Pitchfork Partners will be working with Bajaj Auto to elevate its corporate and brand reputation. They will basically manage Public Relations and Communication for all domestic verticals of the automobile major. This will include all corporate, brand, and product portfolios besides supporting thought leadership initiatives for the company.
“The market for two- and three-wheelers is changing and so is the communication landscape. Pitchfork Partners’ strong credentials clearly indicate their expertise in this changing landscape, and we are pleased to join hands with them. We are positive that Pitchfork’s expertise will play a key role in the success of our communication goals. We see a huge opportunity for the company and Pitchfork has the best credentials to support us in the coming years,” as commented by Narayan Sundararaman, Head of Marketing, Bajaj Auto Ltd.
Bajaj Auto has been very active in multiple segments in India and abroad. Recently, the brand launched the Pulsar 250. The aim behind this was to introduce a completely new platform for the market-leading Pulsar brand. The company has also launched purposive motorcycles like Dominar 400 Touring Edition in the premium end of the market and several new products under the KTM portfolio. Besides these, Bajaj Auto has announced a substantial investment in its upcoming EV plant at Akurdi to harness the rapidly changing customer demand in the two- and three-wheeler segments.
‘’We are delighted to partner with India’s largest two-wheeler exporter. Bajaj Auto plays a pivotal role in the automobile sector and has a strong presence across the globe. The company is truly ‘The World’s Favourite Indian’, and we understand its ethos. It is a great opportunity to join hands with Bajaj Auto and work towards building the vision through strategic and insights-driven communication,” as commented by Jaideep Shergill, Co-Founder, Pitchfork Partners.
