...April-May 2013 AUTOMOBILES AND AUTO ANCILLIARIES TANMAY AGARWAL Special Focus India Car Lease business to pick up Societe Generale's ALD Automotive 26 May, Mumbai According to ALD Automotive, the car lease business is expected to register huge growth in the upcoming years. Besides decreasing fixed costs, car leasing is also expected to particularly useful be for SMEs. Demand is expected to pick up in the pharmaceutical sector where increasingly companies are giving cars to their medical representatives to increase sale conversions and increase employee retention. Also agricultural companies are expected to increase lease cars usage as they can no longer rely on public buses. India-EU FTA Agreement: Likely to cause more problems for the reeling sector The India EU FTA Agreement has run into major hurdles as far as the automobiles are concerned. It is understood that the EU has been pushing the Indian side for import duty cuts. This has resulted in Indian Automakers being up in arms as they feel that cheap imports may further impact their already lackluster sales. Leading players like Maruti have been actively lobbying the government to keep this sector out of the purview of the agreement as it believes that it will result in flooding of the market by European cars. Industry Talk Daimler to develop India ops as export hub 24 May, Chennai Daimler India Commercial Vehicles- will be exporting locally assembled trucks from the conglomerate's Mitsubishi Fuso range...
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...Background Automotive industry is the key driver of any growing economy. Due to its deep forward and backward connections with almost every segment of the economy(for example Indian automobile industry is the largest customer of Steel industry in India), the industry has a strong and positive multiplier effect and thus propels progress of a nation. The automotive industry comprises of the automobile and the auto component sectors. It includes passenger cars; light, medium and heavy commercial vehicles; multi‐utility vehicles such as jeeps; scooters, motorcycles,three wheelers, tractors, etc; and auto components like engine parts, drive and transmission parts, suspension and braking parts, electrical, body and chassis parts; etc. Indian automotive Industry * The Indian automotive industry has made rapid strides since de‐licensing and opening up of the sector in 1991. * It has witnessed the entry of several new manufacturers with the state‐of‐art technology, thus replacing the monopoly of few manufacturers. * The norms for foreign investment and import of technology have also been liberalized over the years for manufacture of vehicles. At present, 100% foreign direct investment (FDI) is permissible under the automatic route in this sector, including passenger car segment. * Based on the overall production of cars in the country the Indian automotive industry is now the 6th largest in the world * The Indian automotive market is one of the most competitive...
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...created from Greek autos (self), and Latin motivus (of motion) to represent any form of self-powered vehicle. The Indian automotive industry has emerged as a 'sunrise sector' in the Indian economy. India is emerging as one of the world's fastest growing passenger car markets and second largest two wheeler manufacturer. It is also home for the largest motor cycle manufacturer and fifth largest commercial vehicle manufacturer. The automotive industry in India is one of the largest in the world and one of the fastest growing globally. India's passenger car and commercial vehicle manufacturing industry is the sixth largest in the world, with an annual production of more than 3.9 million units in 2011.[1] According to recent reports, India overtook Brazil and became the sixth largest passenger vehicle producer in the world (beating such old and new auto makers as Belgium, United Kingdom, Italy, Canada, Mexico, Russia, Spain, France, Brazil), growing 16 to 18 per cent to sell around three million units in the course of 2011-12.[2] In 2009, India emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South Korea, and Thailand.[3] In 2010, India beat Thailand to become Asia's third largest exporter of passenger cars. As of 2010, India is home to 40 million passenger vehicles. More than 3.7 million automotive vehicles were produced in India in 2010 (an increase of 33.9%), making the country the second (after China) fastest growing automobile market in the world.[4][5]...
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...PRODUCT LIFE CYCLE SUBMITTED BY MASHHOODA MOHAMMED SHOEB KHAN BACHELOR OF BUSINESS ADMINISTRATION IN GENERAL FIRST YEAR - FIRST SEMESTER FACULTY GUIDE-MRS PRIYANKA CHANDANANI ASSISTANCE PROFESSOR – ECONOMIC ACKNOWLEDGEMENT I would like to express my special thanks of gratitude to my faculty guide Mrs Priyanka Chandanani who gave me the golden opportunity to do this wonderful topic Product Life Cycle which also helped me in doing a lot of research and I came to know about so many new things. I am really thankful to her Secondly I would also like to thank my parents and friends who helped me a lot in finishing this project within limited time I am making this project not only for marks but to also increase my knowledge THANKS AGAIN TO ALL WHO HELPED ME ABSTRACT The product lifecycle model can be understood as a three-stage model of technological development associated with a particular product technology. In the explorative stage many different designs are developed, in the development stage products become standardized into a dominant design, and in the mature stage only incremental changes occur within the dominant design. Although the product lifecycle model is widely accepted and often applied in empirical research, innovation...
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...The year 2009 will be remembered always for what is one of the biggest setbacks in Indian IT and services Industry – the Satyam debacle. The issue not only shook the stakeholders of the company but had far reaching implications on Indian IT/BPO sector. The case brutally exposed the manner and extent to which Corporate Governance in India is inefficient and faulty. But what we shall be discussing here, are the reasons behind Mr. Ramalinga Raju taking these steps and how ethically correct or incorrect he had been in taking them. Satyam Computer Services was established in 1987 by Ramalinga Raju and his brother Mr. B. Rama Raju. In 1991 it was listed as a Public Limited company and received its first Fortune 500 client Deere and Co. From here on there was no looking back for the company. Rising from humble beginnings it became one of fastest growing IT companies in India. The company was held in the same league as biggies like Infosys, TCS and Wipro. The rise of Satyam coincided with the rise of IT industry of India and the development of Hyderabad as one of the most prominent IT hubs in India. Over the time it won many feathers in its cap like becoming the first ISO 9001:2001 company in the world, certified by BVQI, winning the Frost & Sullivan Award for Competitive Strategy in ASP in 2001etc. Satyam became the first company in the world to start a program called Customer-Oriented Global Organization training in the year 2000. It is only ironical then, that this company Satyam...
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...Automobile Industry is globally cost competitive: It is possible because of cheap labor availability and tax holidays provided by SEZs. 2. Government support: Indian government has also put Auto among its priorities 12 with 2012 target to become 10% of our GDP. 3. Indian Automotive Industry is following global accepted quality measures at a lower cost. This makes it a perfect destination for production-outsourcing of automobiles. 4. The availability large talent pool at cheap prices. 5. Availability of cheap R&D; IITs be deemed as centers of excellence for automobile research and access to latest technology. WEAKNESS The biggest and probably the only weakness of Indian automobile Industry is its slow growth in Research and Development most companies (barring TATA and M&M) do not have adequate spending on R&D in comparison to their turnover. Maruti for instance is completely dependent upon Suzuki for any new technology all of the successful cars sold by it were developed by Suzuki; Swift, A-Star (which replaced alto in other markets as New Alto), SX4, Ritz etc. This weakness will soon become history as Indian companies are catching fast in R&D and are showing strong signs of success e.g.: M&M Scorpio Hybrid, TATA Nano. Besides R&D the other weakness is political hostility (TATA Nano Singur plant) but is only a regional problem of less developed states or pro-communist states, states like Gujarat, Maharashtra are proving to be a haven for Industries.12 Page 26...
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...Tata Nano Case „5 C Analysis and STP“ For Marketing Strategy & Customer Management By: Sebastian Schmickler As of 20. March 2013 Customer The core benefit for the potential customer can be seen in the extremely cheap availability of a 4 seats offering individual transportation opportunity with a certain level of safety and comfort. This benefit will satisfy the pursuit of an affordable, individual and independent way to travel and transport things. The Customer therefore can be defined as individual that only can afford a limited small amount of money in order to buy a car (smaller household income). This leads to the conclusion that the potential buyer can be seen as part of the lower income class of the population (Indian middle class). The buyer of a Tata Nano will additionally generate in interest for those who search for more safety for example while transporting family members from a place to an other. Looking at this concern a consumer is a person not having a similar opportunity for same transportation. This can result from the absence of a car or the use of a scooter or bike (public transportation in some region can be seen as dangerous too). The customer could likewise have the need for a more convenient alternative to travel (for example during rainy or cold weather conditions). Company As core competence of Tata Motors Ltd. (Tata Group)(former TELCO) the good worldwide experience of manufacturing cars must be taken into account...
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...BS-SEC I (Group-3) * SHINY ACHARYA-10BSPHH010733 * SHWETABH SRIVASTAVA-10BSPHH010766 * RAGINI SHARMA-10BSPHH010936 * SUNIL Kr. YADAV-10BSPHH011074 * SAURABH TRIVEDI-10BSPHH011076 * NILABH-10BSPHH011081 * SHAUNAK GOSWAMI-10BSPHH010718 INDIAN AUTOMOBILE INDUSTRY (A MACRO AND MICRO ANALYSIS) With a Focus on TATA Motors | FINAL REPORT (Business Strategy) | IBS-2011 BS-SEC I (Group-3) SHINY ACHARYA-10BSPHH010733 SHWETABH SRIVASTAVA-10BSPHH010766 SUNIL Kr. YADAV-10BSPHH011074 SAURABH TRIVEDI-10BSPHH011076 NILABH-10BSPHH011081 RAGHINI SHARMA-10BSPHH010936 SHAUNAK GOSWAMI- | Table of Contents Indian Automobile Industry: An Overview 3 A. Macro analysis of Indian Automobile Sector 3 1. PESTEL Analysis 3 I. Political and Legal Factors 3 II. Economic Factors: 4 III. Social Factors: 5 IV. Technological Factors 6 V. Environmental Factors 6 2. Key Drivers of Growth and Change 6 3. Porter’s Diamond 7 I. Factor Conditions 7 II. Demand Conditions 7 III. Related and Supporting Industries 8 IV. Firm Strategy, structure and rivalry 8 B. Micro-analysis of Automobile Industry 9 1. Porter’s 5 Force Framework 9 2. Dynamics of Competition 9 C. Competitors & Markets 10 1. Strategic Groups 10 2. Market Segments 13 3. Identifying Strategic Customer 16 D. Strategic Gaps 17 E. Tata Motors 19 1. Introduction 19 Mission Statement 19 Vision Statement 19 Goal 19 Core Values 19 Market...
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...Organisational Behavior Study Maruti Suzuki India Ltd. A Brief About the Organisation Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. Suzuki Motor Company was chosen from seven prospective partners worldwide. This was due not only to their undisputed leadership in small cars but also to their commitment to actively bring to MUL contemporary technology and Japanese management practices (which had catapulted Japan over USA to the status of the top auto manufacturing country in the world). A licence and a Joint Venture agreement was signed between Govt of India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982. The vision of the company is “to be the leader in the Indian automobile Industry, creating customer delight and shareholders wealth. A pride of India”. Maruti Suzuki India Ltd. has always been a leader in the Indian automobile industry & we have studied the attitudes and behaviours that prevail within the organisation which are a major contributor to the success of the organisation. Understanding of the organizations parameters Leadership Leaders can make a difference. They have the ability to influence a group towards the achievement of vision or a set of goals and hence are needed to create vision for the future, and to inspire organizational members to want to achieve...
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...COMPANY PROFILE | Maruti Suzuki India Limited (MSIL, formerly known as Maruti Udyog Limited) is a subsidiary of Suzuki Motor Corporation, Japan. MSIL has been the leader of the Indian car market for over two and a half decades. The company has two manufacturing facilities located at Gurgaon and Manesar, south of New Delhi, India. Both the facilities have a combined capability to produce over a 1.2 million (1,200,000) passenger car units annually. The company plans to expand its manufacturing capacity to 1.75 million by 2013. For this the company will be investing around Rs. 60 Billion (Rs 6,000 Crores) over the period till 2013. The company offers a wide range of cars across different segments. It offers 14 brands and over 150 variants - Maruti 800, people movers, Omni and Eeco, international brands Alto, Alto-K10, A-star, WagonR, Swift, Ritz and Estilo, off-roader Gypsy, SUV Grand Vitara, sedans SX4 and Swift DZire In an environment friendly initiative, in August 2010 Maruti Suzuki introduced factory fitted CNG option on 5 models across vehicle segments. These include Eeco, Alto, Estilo, Wagon R and Sx4. In fiscal 2009-10 Maruti Suzuki became the only Indian company to manufacture and sell One Million cars in a year. Maruti Suzuki has employee strength over 7,600 (as at end March 2010), In 2009-10, the company sold a record 10,18,365 vehicles including 1,47,575 units of exports. With this, at the end of March 2010, Maruti Suzuki had a market share of 53.3...
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...forecast In 2015, the Indian new cars market is forecast to have a volume of 4.8 million units, an increase of 93.2% since 2010. Market segmentation India accounts for 10.9% of the Asia-Pacific new cars market value. Market share Maruti Suzuki is the leading player in the Indian new cars market, generating a 35.3% share of the market's volume. Market rivalry Rivalry within the new cars market has been intensified, as a consequence of recent economic turbulence and the presence of strong, international incumbents. Five Forces Analysis Buyer Power -Low switching cost -buyer power weakened as manufacturers investing in building brand image -huge number of buyer size -High price sensitive consumers -High buyer independance All these factors suggest that buyer power is moderate Supplier Power -raw materials offering low differentiation -high importance of quality of raw material (eg. in case of safety measures) can enhance supplier power -fluctuating price of raw materials (steel and aluminium) -low switching costs for raw materials -forward integration -large number of supplier size Supplier power is moderate New entrants -Brand strength and reputation needed to enter car market -economies of scale gained from mass production reduces the threat of new entrants -Rapid growth rate of car market in India which is attractive to new entrants -Deregulation New entrants power is moderate Substitute Products...
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...IIM-C SMP09 Marketing Nuggets Project – SUV Market in India Success of Mahindra XUV 500 By: Amit Ahi Samir Chitkara Dr. Bhaskar Sonowal Anirban Sarkar Amit Dass J.Mohapatra Dwarka Nath Sharma Table of Contents Current market Size & key market trends 5 India’s Socio demographic profile 5 Indian Automobile Market 6 Size of Indian Automobile market 7 Key Market Trends for SUVs / Automobiles 8 Key market trends of SUVs 10 Segmentation of the market 11 Price Based Segmentation 11 Entry Level 11 Mid Segment 11 Premium Segment 11 Luxury 11 Price Wise Segmentation for Indian SUVs 12 Usage Based Segmentation 13 Off Roading: 13 Soft Roading: 13 Consumer Behavior noticed in Buying SUVs 13 Psychological factors 13 Personal Factors 14 Social Factors 14 Positioning of different brands in SUV market in India 15 Entry Level SUVs: 15 Renault Duster 15 Mahindra Scorpio 15 Tata Safari 16 Mid Segment: 16 Tata Aria 16 Force One 17 MAHINDRA XUV 500 18 Skoda Yeti 18 Ford Endevour 19 CHEVROLET Captiva 19 HONDA CRV 19 TOYOTA Fortuner 20 Key Advertising and Promotion campaigns adopted by leading brands 21 Mahindra XUV 500 21 Digital Marketing – FAce Book & Twitter 21 Launch Campaign 21 Force One 21 Big B as the Brand Ambassador 21 Toyota FORTUNER 23 Campaign Tag: “The Art of Power” 23 Toyota Fortuner Marketing Campaign: Experience the Power of Art on your Mobile 23 Results and achievements...
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...Term Paper Of Research Methodology (A Perspective on the Future of Small Cars in India) Submitted to: Submitted by: Ms. Kanika Jhamb Naveen Bangwal Roll no. - 05 Section – A17B2 Reg. no. -7470070078 B-Tech (h) - MBA (IT) Table of contents Abstract introduction objectives and scope of the study RESEARCH methodology literature review tata’s nano conclusion recommendations bibliography abstract A strong car brand can create significant value in the automotive industry. The price consumers expect to pay for otherwise identical luxury vehicles can vary as much as $4,000, depending on the car's brand. For mass-market cars, brand helps determine which products a consumer considers buying. Furthermore, superior brands extend their halo across every model of vehicle within the brand. It's no surprise that most auto manufacturers make brand positioning and development a key item on their marketing agenda. Because of the prominent role that brand positioning and development play in many auto manufacturers' business strategies, this research has been conducted under extensive research and analysis to better understand how consumers think about car brands. The study analyzes the set of factors which provide valuable insights into consumer brand perceptions. The...
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...it’s becoming a major problem for them. They’re not used to eating leg meat and are in a fix. In the US they actually load the price of the entire chicken on the breast meat, and the rest of the bird is like a carcass to them. Due to environmental reasons they can’t dump it in the sea so they have to dump it somewhere. It can be any underdeveloped country, may be India! It’s wrong notion that supply of this meat to underdeveloped countries will be good for the consumers there. It is not. Can the Americans guarantee anything – how long will they be able to supply the chicken? How long will they supply subsidized eggs to such a large country? We could end up destroying our industry base and that will be very sad. As far as chicken is concerned, they can only supply the legs – they can never supply the whole bird. The white meat costs US $3 to 3.5 per pound, so it’s out of range. May be the consumer gets the advantage of subsidized supply of the white meat in the short run but over time the consumers’ interests are likely to suffer because such a supply will result only in destroying the chicken and egg industry in India. Once their surplus stock gets exhausted...
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...PROJECT REPORT ON “MARKETING STRATEGIES USED BY MARUTI SUZUKI INDIA LIMITED” Date: Place: INDEX SR. NO | TOPIC NAME | PAGE NO. | 1 | EXECUTIVE SUMMARY | | 2 | OBJECTIVE& SCOPE OF THE PROJECT | | 3 | INDUSTRY PROFILE | | 4 | COMPANY PROFILE | | 5 | THEORETICAL BACKGROUND | | 6 | RESEARCH METHODOLOGY | | 7 | DATA ANALYSIS AND INTERPRETATION | | 8 | FINDING & OBSERVATION | | 9 | LIMITATION OF THE PROJECT | | 10 | CONCLUSION & RECOMMENDATION | | 11 | BIBLIOGRAPHY | | 12 | ANNEXURE | | 1. EXECUTIVE SUMMARY Executive Summary: 2. OBJECTIVE & SCOPE OF THE PROJECT * OBJECTIVE OF THE STUDY 3.INDUSTRY PROFILE INDUSTRY PROFILE Indian Automobile Industry History and development The history of the automobile industry in India actually began about 4,000 years ago when the first wheel was used for transportation. In the early 15th century, the Portuguese arrived in China and the interaction of the two cultures led to a variety of new technologies, including the creation of a wheel that turned under its own power. By the 1600s, small steam-powered engine models were developed, but it was another century before a full-sized engine-powered automobile was created. The dream a carriage that moved on its own was realized only in the 18th century when the first car rolled on the streets. Steam, petroleum gas, electricity...
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