...Maruti Suzuki CHALLENGE: LABOUR MANAGEMENT RELATIONS & PRODUCTION QUALITY Maruti has been in the news for almost a year now due to large number of strikes, also resulting in lock out of the factory sometimes due to labour unrest. The company says that soon afterwards, there are large scale incidents of sabotage—such as doors falling off completed cars. HRM REASONS WAGES & OTHER BENEFITS: Differential wages payment system for the similar work performed for almost similar number of hours. A contract worker is paid Rs 7000 a month and a permanent worker’s pay is around Rs 18,000; Other than salary, a contract worker is not entitled to medical benefits that a permanent worker gets, or the bus service, again which only the permanent worker can use. Yet, there is apparently little difference in the specific nature of the job for both categories. Discrimination is to the extent that even the dresses for both the categories of employees are different. This sense of discrimination hampers the working efficiency of the employees thus affecting the overall production quality of the maruti’s product WHAT NEEDS TO BE DONE: The Company can continue to keep the contract workers as it is in the benefit of the company as the company has not to worry about the labour in time of slump or even when there is a high demand for the labour. But the company HR Policies should enforce the system where there is no discrimination of the wages between both the categories of employee. As the...
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...Final Submission Working Capital Management of Maruti and its comparison to industry average Group-2: Shailesh Kumar Nirala- 36C Arjun Yadav- 9C Ajay Kumar Singh- 2C Ashley Thomas Abraham- 11C Navneet Menon- 23C Shanti Prakhar Awasthi- 38C Profile/Brief History The old logo of Maruti Suzuki India Limited on the left. Later in the new logo (on the right) the logo of Suzuki Motor Corp. was also added to it. Maruti Suzuki is India and Nepal's number one leading automobile manufacturer and the market leader in the car segment, both in terms of volume of vehicles sold and revenue earned. Until recently, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of Japan. The BJP-led government held an initial public offering of 25% of the company in June 2003. As of 10 May 2007, the government of India sold its complete share to Indian financial institutions and no longer has any stake in Maruti Udyog. Maruti Udyog Limited (MUL) was established in February 1981, though the actual production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car which at the time was the only modern car available in India, its only competitors- the Hindustan Ambassador and Premier Padmini were both around 25 years out of date at that point. Through 2004, Maruti Suzuki has produced over 5 Million vehicles. Maruti Suzukis are sold in India and various several...
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...[pic] A Project Report on Customer Satisfaction Survey of Maruti Udyog Ltd. Final project report submitted in the fulfillment of requirements for the Postgraduate Diploma in Management (2007-09) Submitted To: Prof. Anita Saxena Submitted By: Ravindra Kumar Roll no-40 PGDM(2007-09) [pic] New Delhi Institute of Management, New Delhi. ACKNOWLEDGEMENT The research on “Customer Satisfaction Survey of Maruti Udyog Ltd.” has been given to me as part of the curriculum in the completion of 2-Years Post Graduate Diploma in Management. I have tried my best to present this information as clearly as possible using basic terms that I hope will be comprehended by the widest spectrum of researchers, analysts and students for further studies. I have completed this study under the able guidance and supervision of Dr. Manab Adhikari and my project guide Prof. Anita Saxena; I will be failed in my duty if I do not acknowledge the esteemed scholarly guidance, assistance and knowledge I have received from them towards fruitful and timely completion of this work. Mere acknowledgement may not redeem the debt I owe to my parents for their direct/indirect support during the...
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...1. ABSTRACT In highly competitive markets, customer satisfaction is a key driver of performance, making its measurement and management crucial. Most studies on customer satisfaction take an aggregate standpoint and do not consider segment-specific differences in attribute importance. In this article, the authors report on customer satisfaction with ambal auto (p) Ltd. They hypothesize that personal, situational, and product factors moderate the relationship between attribute performance and overall satisfaction. The “service-dominant logic” focuses on the firm and the customer co creating value, as defined by the customer. Achieving this orientation requires firms to understand which components of the service concept are most important to different subsets of customers. However, research on the relative importance to customers of core and peripheral service components has produced mixed results. The results show that these factors indeed influence Attribute—Performance—Satisfaction Relationship The present study investigates this relationship for salespeople in a business he theoretical justification for a positive impact of salespeople’s job satisfaction on customer satisfaction is based on the concept of emotional contagion. The analysis is based on a dyadic data set that involves judgments provided by salespeople and their customers collected across multiple manufacturing and services industries. Results indicate the presence of a positive relationship between salespeople’s...
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...Impact of recession In this article we assume recession as significant decline in economic activity of a nation for considerable amount of time based on parameters such as production, demand, employment, real income and real GDP. In this part we try to argue position of Indian four wheeler auto sector in effect of global recession around 2008 and current recession (2012-13) caused by local macroeconomic issues. Global recession (2008 onwards) Though global recession took roots in 2007 itself, Indian auto industry could see its real impact only in 2008 quarters. Global auto industry was in tatters due to loss of credit and reduced liquidity. US sales were fallen by 32%. In India, though the situation wasn’t as grim as US, passage care sales dropped from 1,15,481 in 2007 to 1,13,822 in 2008. Some of the reasons of these impacts were high finance cost and fuel prices. Looking on the lines of industry growth in previous years, Indian auto players were investing in increasing production facilities. Where sudden recessionary situation forced SIAM (Society of Indian Automobile Manufacturer) to reduce growth forecast from 12.5% to 9.5%. The result was to run the auto manufacturing plants on low production capacity than installed, increasing overheads and reducing margin. Impact in India was not as severe as it was in US and European markets. Mainly because local Indian macroeconomic indexes were still in good shape plus government act quickly to lower the interest rates and infused...
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...Follow-up on MSIL Gujrat deal after the Board Meeting that happened on 15th March, 2014 On 31 january, two days after Maruti Suzuki India’s (MSIL) board decided to let its parent, Suzuki Motor Corporation (SMC), set up a 100 per cent subsidiary in Gujarat, a suburban five-star hotel in Mumbai witnessed a spectacle not many would associate with Indian shareholders and company officials. While it was way short of what many would want to describe as fireworks, it certainly ended up as a heated argument between fund managers and top Maruti Suzuki officials. Maruti Suzuki had acquired 1,190 acres of land in Gujarat’s Mehsana district in 2011 from the state government soon after it announced its intention to set up a third manufacturing unit (besides Gurgaon and Manesar in Haryana) in the state. It planned to invest Rs 3,000 crore on a greenfield plant. However, the announcement that the plant would be set up by a 100 per cent subsidiary of SMC (which owns 56.21 per cent in Maruti Suzuki) — and not by Maruti Suzuki — left shareholders, investors and fund houses, who collectively own the remaining 43.79 per cent, stunned. Under the new proposal, Maruti Suzuki will be buying all of the plant’s production and selling it in the domestic market for a profit. Shareholders feared SMC was shortchanging Maruti Suzuki shareholders for its own gains. Maruti Suzuki’s call to review its decision came only after the Securities and Exchange Board of India (Sebi) took note of the controversy...
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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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...volume growth remained buoyant on the back of positive consumer sentiment and heavy discounts offered by OEMs and dealers to clear their year-end inventory. Among the majors, Maruti, Hero Honda, TVS Motor and Ashok Leyland reported better-than-expected numbers for the month. Going ahead, however, hikes in product prices, increased fuel price along with higher interest rates would be the major headwinds that could impact performance of the players. Tata Motors (TML) reported 10.9% yoy (7.5% mom) growth in total volumes, led by better-than-expected numbers in the commercial vehicles (CV) segment. Growth in the CV segment was led by a bounce back in M&HCV and LCV sales, which registered strong growth of 11.8% (30.6% mom) and 23.1% yoy (15.7% mom), respectively. In the PV segment, TML reported a 0.4% yoy (12.9% mom) drop in offtake, largely due to a 40.3% yoy (30.9% mom) decline in Indica dispatches. Nano volumes remained strong, posting 84.9% yoy growth. Ashok Leyland (ALL) posted better-than-expected numbers during the month, registering a strong 20.9% yoy (24.2% mom) increase in volumes to 12,168 units. Volume growth during the month was aided by strong performance from the M&HCV goods segment. Overall domestic M&HCV vehicle volumes grew by 20.5% yoy, while exports posted healthy 11.5% yoy growth. Maruti reported better-than-expected 28.2% yoy (strong 9.2% mom) volume growth to 121,952 units, backed by strong performance in domestic markets. Domestic volumes increased by impressive...
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...Submitted To: Submitted By: Prof. R. Srinivasan Gulshan Sharma FPG1113/021 Impact of working capital on the profitability of the firm | Table of Content Topic.............................................................................................................................Page No. Acknowledgement........................................................................................................ 3 Executive Summary...................................................................................................... 4 Company Profile........................................................................................................... 5 Introduction.................................................................................................................. 10 Objective...................................................................................................................... 19 Research Methodology................................................................................................ 19 Limitation..................................................................................................................... 19 Data Analysis............................................................................................................... 20 Findings............................................................................................
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...Comparative analysis of 4 brands of small segment cars Brands name: Maruti Swift, Volkswagen Polo, Chevrolet Beat, and Tata Indica Vista. * Maruti swift: it is the India’s largest car maker. And well known for offering pocket friendly cars, which are packed out with numerous features that make the car worth every penny. Maruti India is one of the pioneers of the automobile revolution in India. * Chevrolet beat: The Chevrolet Beat is a small, convenient car that offers looks that set it apart, great drive-ability, compact size and a stunning value-for-money proposition. Available with a choice of petrol and diesel engines, the Beat caters to a wide audience. Apart from being frugal, the Beat's USP lies in its design and futuristic interior styling as well. * Tata vista: The Tata Indica is a supermini car produced by the Indian manufacturer Tata Motors since 1998. It is the first passenger car from Tata Motors and it is also considered India's first indigenous developed passenger car. * Volkswagen polo: The Volkswagen Polo is a supermini car produced by the German manufacturer Volkswagen since 1975. It is sold in Europe and other markets worldwide in hatchback, saloon and estate variants. Analysis on the basis of product, price, place, promotion PRODUCT: * Tata Indica Vista * Maruti Swift * Chevrolet Beat * Volkswagen polo 1. Volkswagen polo: Highlights Engine capacity 1199 cc Fuel Economy (ARAI) ...
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...Ninth AIMS International Conference on Management January 1-4, 2012 Blue Ocean Strategy – A Critical Analysis of Application on Indian Companies Smita Shukla smitashukla_in@yahoo.com University of Mumbai, Mumbai Blue Ocean Strategy which is much discussed strategic approach that needs to be followed by such companies that wish to beat the market competition. The paper analyses the practical application of Blue Ocean strategy in case of Indian companies. This paper also discusses the risk factors/negatives associated with the emergence of application of Blue Ocean Strategy in India/worldwide. 1. Introduction According to the well-known authors and management thinkers, W. Chan Kim and Renee Mauborgne, ‘the only way to beat the competition is to stop trying to beat the competition’. According to them, the entire market universe can be divided into two oceans: Red Ocean and Blue Ocean. Red Ocean is representative of all such industries/products which already exist and are thus representative of the known market space. Blue Oceans denote the industries/products not in existence today. Blue Oceans thus represent the unknown market space. In the Red Ocean industry boundaries are defined and well accepted. This means the existing competition is well known in the market space and the players in the market try to outperform their rivals to get greater share of the existing market demand. As existing market space gets crowded prospects for good profit and growth in future are...
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...chea W d apest car in the world, th Nano was scheduled to be availab in t he s ble September 2008. In addition to paying (Indian rupees) IN lakh— a p INR1 —equivalent t INR100,0 to 000— buyers would also have to pay 12.5% valu w h ue-added tax along wit charges s x th such as road and d transport tation taxes. The two-cy ylinder gaso oline-powere version w ed would debut first; the d t diesel versions would soon follow. The Nano wa one of th world’s most fuel-eff T as he m fficient cars, getting 52 miles per g gallon (mpg) in the city and 61 mpg on the highwa (22 km pe liter and 2 km per lit respectiv d n ay er 26 ter, vely). Measurin 3.1 meters by 1.5 meters, it dis ng m splaced Mar Udyog’s Maruti 80 as the wo ruti s 00 orld’s smallest car, yet its seating room was 21% greater than the 800’s— m an —providing ample room for g m four adul lts. Compan History ny The Tata Group was a diverse conglomera that had internatio T G ate d onal interests in engineeri ing, energy, information systems and commun , n a nications, m materials, ser rvices, cons sumer products, and chemic , cals. Its 96...
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...Sales & Distribution Management Assignment – I Last Date of Submission: 15th October 2014 Maximum Marks: 100 Assignment Code: 2014MM02B1 Attempt all the questions. All questions are compulsory and carry equal marks. Section-A 1. Explain the functions of a sales manager in any sales organization? 2 Explain the relative advantages of a line sales organization and line and staff Sales organization? 3. What are the statistical methods of sales forecasting? 4. What is the importance of sales quotas and what are its different types? Section-B Case Study Mr. Dillip Gangadharan is the vice-president (sales) of MRF Tyre Company, who is negotiating with Mr. Chandrapal Singh, the Vice President (Purchase) of Maruti Udyog Limited the leading car manufacturer in India, for a contract to deliver tyres for the new car line called ALTO in the Indian market. Mr. Chandrapal Singh: My position is that we are not prepared to pay more than 1200 INR PER TYRE which has to be steel belted, radial with a warranty of 25000 kilometers. What are you willing to offer? Mr. Dilip Gangadharan: We are prepared to deliver such tyres at 1600 INR per tyre. That’s the rock bottom we can go. We are barely making any profit at this level. Mr. Chandrapal Singh: Come on. Why are you trying to fool me? I am in this profession for quite some time. You people have a reputation of sticking it to your customers. I know your costs cannot be more than 600 INR per tyre. We are...
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...MARUTI SUZUKI INDIA LTD (MSIL) Head Office Maruti Suzuki, India Limited Nelson Mandela Road, Vasant Kunj, New Delhi-110070. Contact: 07836039298 Email: marutiszk@msn.com REF: "MARUTI SUZUKI" DIRECTS RECRUITMENT'S OFFER. Your Resume has been selected from WWW.MONSTER.COM SHINE.COM TIMESJOBS.COM and Database for our new plant. The Company selected 62 candidates list for Senior Engineer, IT, Administration, Production, marketing and general service Departments, It is our pleasure to inform you that your Resume was selected as one of the 62 candidates shortlisted for the interview. The Company SUZUKI is the best Manufacturing Car Company in India, the Company is recruiting the candidates for our new Plants in Delhi, Bangalore, and Pone and Mumbai. Your interview will be held at The Company Corporate office in New Delhi 29th of March, 2014 at 11.30 AM, , You will be pleased to know That The 62 candidates selected 55 candidates will be giving appointment, Meaning that your Application can progress to final stage. You have to come in our Company corporate office in New Delhi. Your offer letter with Air Ticket will be sent to you by courier before date of interview. The Company can offer you a salary with benefits for this post 62, 000/- to 200, 000/- P.M. + (HRA + D.A + Conveyance and other Company benefits. The designation and Job Location will be fixing by Company HRD. At time of final process. You have to come with original photo-copies of all required documents below. REQUIRED...
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...VOLUME NO. 5 (2014), ISSUE N O. 02 (FEBRUARY) ISSN 0976-2183 A Monthly Double-Blind Peer Reviewed (Refereed/Juried) Open Access International e-Journal - Included in the International Serial Directories Indexed & Listed at: Ulrich's Periodicals Directory ©, ProQuest, U.S.A., EBSCO Publishing, U.S.A., Cabell’s Directories of Publishing Opportunities, U.S.A., Open J-Gage, India [link of the same is duly available at Inflibnet of University Grants Commission (U.G.C.)], Index Copernicus Publishers Panel, Poland with IC Value of 5.09 & number of libraries all around the world. Circulated all over the world & Google has verified that scholars of more than 3130 Cities in 166 countries/territories are visiting our journal on regular basis. Ground Floor, Building No. 1041-C-1, Devi Bhawan Bazar, JAGADHRI – 135 003, Yamunanagar, Haryana, INDIA http://ijrcm.org.in/ VOLUME NO. 5 (2014), ISSUE N O. 02 (FEBRUARY) ISSN 0976-2183 CONTENTS Sr. No. TITLE & NAME OF THE AUTHOR (S) Page No. 1. SILVER COMMODITY TRADING IN INDIA: A CASE STUDY OF KARVY COMTRADE LTD., HYDERABAD DR. A. R. ARYASRI & G. KRISHNA 2. A STUDY OF FLUCTUATIONS OF FORWARD TRANSACTIONS ON SELECTED COMMODITY PRICES WITH REFERENCE TO YEAR 2001-2010 DR. RAJESHRI DESAI, DR. ABHA SINGH & ANKITA PANDEY 3. A STUDY ON ORGANIZATIONAL CULTURE WITH SPECIAL REFERENCE TO IMPETUS PRIVATE LIMITED, INDORE AKSHATA SHARMA, MEENAL GUPTA & ANAND TRIVEDI 4. GREEN MARKETING: A HOLISTIC VIEW AND CASE STUDY OF ONGC BHAWNA...
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