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    PREFACE

    Project work is one of the most important activities of Professional curriculum

    at every level irrespective of degree or diploma. This provides us an opportunity to

    apply our knowledge, skills and aptitude in real life. It also provides an opportunity to

    work in a group and share responsibilities.

    The purpose of practical training for management students is to keep them

    understands the management of working organization in all its aspects especially in

    the area specialization. It also helps them to broaden their horizon and in efficiency

    grasping the intricacies in good stand when they are actually in management position

    in an organization . It also intends to integrate the theoretical concept with the

    practical working of an organization.

    The project should include relative information and details of the market so

    that it is easy to draw inference from it about the current market situation . Proper

    eecution of plans and projects are responsible for the economic growth of the

    country

    1

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    CONTENTS

    Sl. No. Titles

    I Chapter 1- Introduction

    Objective

    Research Methodology

    Significance of the Topic

    Limitation

    ConclusionII Chapter 2 Conceptual Frame Works

    Whole Study of the TopicIII Chapter Si!ni"icance # $ele%ance

    Whole Study significance & relevanceI& Chapter ' $e%ie( o" )iterature& Critical *nal+sis o" the Stud+&I Scope o" the "urther Stud+

    &II Conclusion&III ,ilio!raph+

    2

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    INTRODUCTION

    OVERVIEW OF INDIAN AUTOMOTIVE INDUSTRY

    The automobile industryhas changed the way people live and work. The

    earliest of modern cars was manufactured in the year !"#$. %hortly the first

    appearance of the car followed in India. &s the century truned, three cars were

    imported in 'umbai (India). *ithin decade there were total of !+$ cars in the city.

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    http://www.surfindia.com/automobile/automobile-industry.htmlhttp://www.surfindia.com/automobile/automobile-industry.html
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    The dawn of automobile actually goes back to -+++ years when the first wheel

    was used for transportation in India. In the begining of !$th century Portuguese

    arrived in hina 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. /y

    !0++s small steam1powered engine models was developed, but it took another century

    before a full1sized engine1powered vehicle was created.

    The actual horseless carriage was introduced in the year !"#2 by brothers

    harles and 3rank 4uryea. It was the first internal1combustion motor car of &merica,

    and it was followed by 5enry 3ord6s first eperimental car that same year.

    7ne of the highest1rated early luury automobiles was the !#+# 8olls18oyce

    %ilver 9host that featured a :uiet 01cylinder engine, leather interior, folding

    windscreens and hood, and an aluminum body. It was usually driven by chauffeurs

    and emphasis was on comfort and style rather than speed.

    4uring the !#+s, the cars ehibited design refinements such as balloon tires,

    pressed1steel wheels, and four1wheel brakes. 9raham Paige 4 Phaeton of !##

    featured an "1cylinder engine and an aluminum body.

    The !#2; Pontiac 4e

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    The reason behind the immense growth of the India Car Industry can be

    attributed to the availability of car loans, affordable rates of interest, smooth

    repayment facilities and the deductions offered to the customers by the retailers.

    The constant changes in the eisting car models with regard to design,

    innovation, technology, and colors, have led to a fiercely competitive market. =ow

    that technology and innovation are not alien concepts for Indian car makers, Indian

    cars are becoming increasingly sleek, stylish, and luurious.

    Ma!r "#ay$rs in t%$ Indian Car Industry&

    3ierce competition among the major car players can be witnessed in the Indian

    ar industry. The India car industry is being dominated by the following major

    players>

    5I=4?%T&= '7T78%

    '&8?TI ?4@79

    8AB& A

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    5AB87

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    C*AN(ES IN CAR INDUSTRY IN INDIA

    T%$ #at$st d$+$#!",$nts in t%$ -ar ,ar.$t in India&

    In &gra, a car manufacture plant has been established as a result of a joint

    venture of 8enault and 'ahindra D 'ahindra to manufacture a comparatively cheap

    cars (at ?%E #,;++), mainly targeting the Indian middle classes, the youth, and the

    affluent classes in rural India. Tata 'otors has plans to launch a luury car with an

    engine of 22 horsepower. The recent reduction in the ecise duty of the small cars

    from -F to !0F will definitely prove to be a boon for the India car industry.

    T$-%ni-a# ad+an-$,$nts in t%$ Indian Car Industry&

    The latest technical advancements in the car market in India include the

    following features

    Power %teering

    8adial Tires

    &nti1lock /reaking %ystems

    Tip1tronic Transmission

    T%$ +ari$d -ar ,ar.$ts in India&

    The market for small cars now occupies a substantial share of ;+F out of the

    annual production of ! million cars in India. 'aruti ?dyog, with its legendary 'aruti

    1"++ is the leader in the small car market. & number of manufacturing plants are

    coming up for advancements in the field of small cars. The recent launches in the

    small car market in India are>

    9etz Prime by 5yundai 'otor o.

    Tata 'agic by Tata 'otors Tata 'agic

    /

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    Palio %tile by3iat India Pvt.

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    OECTIVE OF T*E STUDY

    To get overview of sales scenario of the automobile industry

    To know how much customers are satisfied with the services provided to them

    by 5yundai and 'aruti /areilly.

    To give suggestions for improvements on the points where they are lacking on

    the basis of feedback from the customer.

    These objectives were achieved by following a well thought out plan and defining the

    problem for each objectives separately.

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    RESEARC* MET*ODOY

    8esearch methodology is a way to systematically solve the research objective. It may

    be understood as a science of studying how research is done scientifically.

    In it we study the various steps that are generally adopted by researcher in studying

    his research objective along with logic behind it. It is necessary for the researcher to

    know not only the research methodsH techni:ues but also the methodology. 8esearcher

    not only need to know how to apply particular research techni:ue, but also need to

    know which of these methods or techni:ues are relevant and which are not and what

    would they mean and indicate and why. &ll this means that it is necessary for the

    researcher to design his methodology for his objective under study as the same may

    differ objective to objective.

    Thus when we talk of research methodology we not only talk of the research method

    but also consider the logic behind the methods we use in the contet of a research

    study and eplain why we are using a particular method or techni:ues and so that

    research results are capable of being evaluated.

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    The purpose of the study on customer satisfaction regarding

    after sales services and to !no# any suggestions to improve the

    $tmaram automobiles service centre% $gra"

    Scope o" the Stud+

    n this competitive #orld retaining the customers has become

    important part and parcel of the business activity% since in these

    arena the people #ho adopt to changes and ne# technologies #ill

    survive"

    This study #ill help to understand customer need% preference

    and #hat they re'uire from the service station and this study #ill

    not only help me as a student but it #ill also the $tmaram

    automobiles to improve its service standard"

    )I3IT*TION OF T4E ST0

    The educational & a#areness level of the respondents #ith

    respect to the 'uestionnaires is lo#" (ence they respond one

    'uestion in affirmative% but same interrelated 'uestion has

    been responded in negative"

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    The sample ) plan is too small to give the research a #ide

    coverage #ith reference to their opinion"

    Sample ) plan is $gra specific" (ence it may sho# imbalances

    of urban elite perceptions"

    The respondent include those people #ho has car *but not a

    specifically a + Segments car, and hence% their opinion could

    be based #ith the lo#er income group"

    The respondents are not interested to reveal their income

    level" Causing a hurdle in finding out the price as a buying

    decision"

    CONC)0SION

    $ccording to my survey majority of the customers are not

    satisfied #ith overall service provided by $tmaram $utomobiles%

    they e-pect management should provide./

    Sophisticated tools and techni'ues"

    0enuine spare parts"

    Reduction in labor charges"

    Timely delivery of vehicle"

    So Management should concentrate on these aspects to

    satisfy their customers"

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    INTRODUCTION

    MARUTI UDYOG LIMITED

    'aruti ?dyog

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    small car Ken, international brands &lto and *agon8, off1roader 9ypsy, mid size

    Asteem, luury car /aleno, the 'PB, Bersa, %wift and

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    N *ill their be a decline in profits

    N *hat can it do to keep its growth rateO

    N 5ow can it compete in the highly competitive small car segment

    N *hat are its strategic alternatives

    *e will analyze the competitors briefly concentrating more on T&T& motors, one of

    the fast growing Indian auto manufacturer. 'aruti %uzuki India

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    &t that time 5industan 'otors6 &mbassador was the chief car, and the

    company had come out with a new entrant, the Premier Padmini which was slowly

    gaining a part of the market share dominated by the &mbassador. 3or the net ten

    years, the Indian car market had stagnated at a volume of 2+,+++ to -+,+++ cars for

    the decade ending !#"2.

    %anjay 9andhi was awarded the eclusive contract and licence to design,

    develop and manufacture the MPeople6s arM. This eclusive rights of production

    generated some criticism in certain :uarters, which was directly targeted at Indira

    9andhi. 7ver the net few years, the company was sidelined due to the /angladesh

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    company to cross this milestone. It reached the two million mark in 7ctober, !##;

    and rolled out its - millionth vehicle, an &lto1

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    RAND *IERARC*Y OF T*E COMPANY

    25

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    und#$ !9 -!,"$t$n-i$s

    Technology

    'aruthi always introduces the best technology into its product line, in addition

    to all its features which are almost standard in most cars. They introduced !0S -

    5ypertech engines across the entire 'aruti %uzuki range. These are - valve engines

    powered by !0 bit chip. This gives an ideal combination of power and performance.

    They also introduced electronic power steering system (AP%) which gives better

    maneuverability. Their latest introduction %wift has all the technology like surround

    protection (%%P). This includes &/%, dual front airbags, collapsible steering column,

    crashworthy structure etc. They also has additional features like brake force

    distribution, key less entry system. The si microprocessors are connected in a high

    speed canbus. This controls engine, A/%, AP%, &uto &, %ecurity and dead lock and

    air bag. &utomatic climate control, rally based suspension system and above all the

    dynamic design is what the latest entrant offers its customers. 'aruti also uses latest

    in IT for its operations. It uses the oracle based packages for 8' and employee feed

    back. 'aruti also uses oracles A8P packages for its operations. &T3&= and 'aruti

    are collaborating on anadian =9 conversion technology.

    D$si7n and d$+$#!",$nt

    'aruti %uzuki is outsourcing its design and development activities to India. They are

    looking towards India as their design hub. &mong the company6s product

    development challenges, the need for shorter cycle times is always at the top.

    'anagement wants to be able to launch new models faster and reduce the time

    re:uired for minor changes and development of product variants. &nother challenge is

    co1development. 'aruti6s goal is to collaborate closely with its global teams and

    suppliers on the development of new platforms and product freshening. 7ther

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    challenges include streamlining the process of vehicle localization and enhancing

    :uality and reliability.

    These challenges pointed directly to a product lifecycle management (P

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    including %&4 (%uzuki &4), &lias, ?nigraphics and atia. 5owever, today

    'arutis styling and engineering functions are doing almost all their work in ?9%

    =G solutions.

    Manu9a-turin7

    Mar.$ts

    'aruti has a strong domestic market presence in India. It has a market share of -;F

    in the domestic market. The current market share of Indian car industry is given

    below, 'aruti Aports

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    %wift. &lgeria has emerged as 'aruti6s largest overseas market with sales growing

    from a few hundred in 3@+ to over 0,$++ (3@+0). The company says it may cross

    #,"++ this year.

    'aruti is :uite bullish on markets like, hile, 'orocco, Agypt and %udan apart from

    the neighbouring countries. The auto major epects its eports to hile and 'orocco

    to go above $,#++ and ,2++, respectively, this year. Its volumes from there have

    moved from under ;++ in 3@+ to 2,!!$ (3@+0) and eports to %udan was nil two

    years back. MIn Agypt, our numbers are estimated to grow to over ,+++ and ,;++ this

    year,M according to 'r Chattar. In 3@+; it was under ++ few years back.

    'eanwhile, 'aruti is also reporting a high on current year eports to the neighboring

    countries is on a high too. The company epects to eport #,++ units to %ri

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    5yundai 'otor, and Tata 'otors) saw a sizeable jump in their compact car sales in

    the period.

    Cust!,$r s$7,$ntati!n and +a#u$ "r!"!siti!n

    S$7,$ntati!n

    Und$r Rs: 3

    a.%s

    Maruti 0558 A#t!8 O,ni

    8eva

    Rs: 3;' a.%s

    &mbassador

    3iat Palio

    5yundai %antro, 9etz

    hevrolet 7pel orsa

    Maruti

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    COMPANY PROFIE

    *ISTORY OF *YUNDAI

    The beginning of 5yundai 'otor ompany dates to &pril !#-0 when founder, Ju1

    @ung hung established 5yundai &uto %ervice in %eoul, %outh Corea at the age of

    2! years. The name 5yundai was chosen for its meaning which in Anglish translates

    to Umodern.V The 5yundai logo is symbolic of the company6s desire to epand. The

    oval shape represents the company6s global epansion and the stylized M5M is

    symbolic of two people (the company and customer) shaking hands.

    5yundai 'otor ompany was founded by Ju1@ung hung and younger brother %e1

    @ung hung in 4ecember !#0;. In !#0" the company entered into a contract with

    3ord motor company to assemble the 3ord ortina and 9ranada for the %outh Corean

    market and continued to produce them until !#;0. 5yundai completed construction

    of the ?lsan plant in si months and achieved the shortest groundbreaking to first

    commercial production of any of 3ords !!" plants. The eight year journey provided

    5yundai with assembly knowledge, blueprints, technical specifications, production

    manuals, and trained 5yundai engineers.

    2)

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    The leader of the 5yundai1Cia &utomotive 9roup was changed by founder, Ju1@ung

    hung in !### after the &sian financial crisis and government mandated breakup of

    the 5yundai 9roup. Previously the automotive group was being managed by the

    founder6s brother. 5is son, 'ong1Coo hung had performed well managing

    5yundai6s after1sale service and dealerships. 'ong1Coo was the catalyst of an

    etreme turnaround for the company. 4uring the "+s and #+s, his uncle focused on

    5yundai &utomotive6s growth and producing as many cars as possible. Product

    :uality and customer satisfaction suffered. 3rom his eperience working with

    *yundai 9!und$r8 u;Yun7 C%un7

    2/

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    dealerships and angry 5yundai customers, 'ong1Coo knew well the damage to the

    5yundai reputation and the high cost of warranty repairs.

    *hen 'ong1Coo began broadcasting his intention to turn 5yundai into a top1five

    automaker, few outside the company took him seriously. 5yundai, like many family1

    controlled Corean companies, was ultra1hierarchical and slow to change. 'anagers

    rarely cooperated with one another and division chiefs ran their operations as personal

    fiefdoms. M*hen a problem occurred, each division would blame other divisions,M

    says

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    as a tiny error in the size of the gap between two pieces of sheet metal near the

    headlight. The problem was not visible to the human eye and was narrower than +.!

    millimeter. =umerous managers and employees worked on the problem for $ days

    before it was solved.

    The 5yundai 9roup spent most of its history operating as one of %outh Corea6s largest

    chaebols, or conglomerates. The group displayed spectacular growth since its

    founding in !#-; and its rapid epansion11to a point where its interests included car

    manufacturing, construction, shipbuilding, electronics, and financial services11

    reflected the achievements attained during %outh Corea6s economic miracle. The

    %outh Corean economy took a turn for the worse during the late !##+s, however,

    which prompted President Cim 4ae Jung to launch a series of reforms aimed at

    dismantled large, often corrupt, chaebols. /y ++!, much of the 5yundai 9roup had

    been dismantled. 8oh 'oo 5yun, elected President in ++, continues to reform the

    %outh Corean business sector.

    5yundai6s growth was linked inetricably to %outh Corea6s reconstruction programs

    following *orld *ar II and the Corean *ar as well as to the state1led capitalism that

    resulted in a polarization of the country6s corporate structure and the domination of

    the economy by a number of conglomerates. *orld *ar II left the country devastated,

    and the small recovery Corea had been able to make following this conflict was

    reversed during the Corean *ar, which lasted from !#$+ to !#$2. The chaebols,

    which are similar to Japan6s zaibatsu, worked with the government in rebuilding the

    economy and formed an integral part of Corea6s economic strategy and its drive to

    build up its industrial base.

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    7ne man, hung Ju @ung, stood at the center of 5yundai6s progress from !#$+ until

    he died in ++!. hung, considered a founding father of the Corean chaebol structure,

    left school at an early age and developed what has been described as an autocratic and

    unconventional management style. 5e noted those areas of industry that the

    government had selected as crucial to economic development and structured the group

    accordingly.

    *YUNDAI MOTOR COMPANY

    3ounded in !#0;

    /rand value of ?% E -.-$ billion1 ++; ( /usiness *eek)

    5yundais brand ranking improves by 2 places in best 9lobal /rands %urvey

    ++;( ;$ to ;)

    %ale of 2.; million units world wide1 ++$ (including the Cia brand)

    0thlargest auto manufacturer in the world1 5yundai1 Cia &utomotive 9roup

    %old in !#2 countries through a network of over $+++ dealership

    ++0 Ideal Behicle /rand1 5yundai1 &uto Pacific ?%&

    7fficial sponsor and vehicle supplier1 3I3& *orld up, 9ermany1 ++0

    C%a##$n7$s 9!r *yundai M!t!r in t%$ 105s

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    The !#"+s were to prove e:ually eventful for 5yundai 'otor ompany. &fter the oil

    shock of !#;#, the government took steps to protect the industry, which had by then

    made large investments in plants and e:uipment. It kept a tight grip on the

    development of this sector and in !#"! divided the market, restricting 5yundai to car

    and large commercial vehicle manufacture. These regulations were revised in !#"0

    following the recovery of the market, and 5yundai was able to resume manufacture of

    light commercial vehicles.

    /y the middle of the decade, 5yundai had taken anada by storm. Its Pony

    subcompact vehicle became anada6s top1selling car less than two years after entering

    the market. 5yundai6s sales in anada, where it was also selling the %tellar, shot from

    none in 4ecember of !#"2 to $;,$++ units in the first nine months of !#"$, topping

    those of 5onda and =issan combined. Total production in !#"$ had risen to -$+,+++.

    In !#"$, the company announced plans to build a car assembly plant at /romont, near

    'ontreal, and at the same time decided to enter the ?.%. market. The entry into the

    ?.%. market, begun in !#"0, proved an immediate success. Its low1priced Acel model

    was well received, and of the 2+,+++ cars eported in that year, !0",+++ were sold in

    the ?nited %tates, where sales were to increase to 02,+++ the following year.

    5yundai6s initial success in the ?nited %tates, though, faded before the end of the

    decade when sales began to flag. Problems in the company6s key overseas market

    were attributed to the lack of new models, increasing competition in the weakened

    ?.%. car market, and the severe strikes that hit the company in the latter part of the

    !#"+s and in !##+.

    5yundai decided to move up market with the introduction of the %onata, a four1door

    sedan, in late !#"" initial sales, though, proved disappointing. & year later, this car

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    was being manufactured at the /romont plant, following the opening of the factory in

    !#"#. In the same year, 5yundai signed a deal with hrysler orp. to build 2+,+++

    midsize, four1door cars for the ?.%. company, starting in !##!. hrysler was linked to

    'itsubishi orporation, which in turn was affiliated with 5yundai, in which it held a

    !$ percent stake.

    5yundai planned to increase production at the anadian plant to !++,+++ by the time

    the hrysler deal came into effect. Aport sales, which were also hit by the

    appreciation of the won and the depreciation of the yen, remained sluggish. Increased

    wage costs also affected the group but had the advantage of boosting domestic sales

    that, for the industry as a whole, increased $+ percent to 2$0,+++ units in !#"#.

    *yundai in t%$ Ear#y 15s

    The group became intent on reducing its dependence on the ?.%. markets. /y !##+,

    the domestic market was proving increasingly important to the essentially eport1

    oriented group. /oth the car and construction markets were enjoying strong demand

    at the end of the decade. This situation helped 5yundai Angineering D onstruction,

    like the vehicle operations, to take up the slack created by declining markets abroad,

    particularly in the 'iddle Aast. The group had accumulated eperience in a broad

    range of plant construction, including Corea6s first nuclear power plant. 'eanwhile

    eports in the shipbuilding sector were showing a marked improvement.

    3ollowing the creation in !#"2 of 5yundai Alectronics, 5yundai stepped up its

    presence in the electronics field and produced semiconductors, telecommunication

    e:uipment, and industrial electronic systems. The company, which focused on

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    industrial markets, sought to increase its presence in consumer electronics, despite

    formidable competition from domestic companies such as %amsung and 9oldstar.

    The group as a whole had proved itself capable of taking diverse markets by storm

    and was determined to maintain and epand its markets by stepping up research1and1

    development spending. 5owever, the country6s drive towards democracy brought new

    uncertainties. In the changing economic and political environment, the group faced a

    labor force seeking higher wages, a less competitive currency, and increasing

    competition in the all1important overseas markets.

    3aced with this changing political scene and a less favorable international rate of

    echange, 5yundai shifted gears in the early !##+s. In automaking, its largest

    enterprise, it worked to regain lost ground in the ?nited %tates, where demand for its

    low1priced Acel and somewhat higher1priced %onata models slumped in the wake of

    widespread consumer complaints and a depressed entry1level market. 5yundai6s new

    Alantra sedan, selling for E#,+++, was to be its lead item in the ?.%. market. The

    group6s chairman at that time, hung Ju @ung6s younger brother, hung %e1yung, was

    epecting a new day for the group, as Corea itself matured with new labor and

    political freedoms.

    &s Corea6s second1largest conglomerate, with !##+ revenues estimated at E2$ billion,

    5yundai 9roup was clearly to play an important role in the new Corea. Indeed, the

    5yundai founder and chairman, hung Ju @ung, chose personally to play a new,

    political role in that development, founding a new political party early in !## with a

    view to promoting open1market policies. hung6s ?nification =ational Party (?=P)

    promptly won !+ percent of =ational &ssembly seats hung himself then retired

    from his 5yundai chairmanship to set his sights on the Corean presidency. The

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    5yundai conglomerate, already forced by the government to pay billions in back

    taes, came under even more severe government pressures after hung formed his

    party. 8egulators charged illegal political contributions by one 5yundai company and

    accused others of ta evasion. In addition, 5yundai6s ability to finance its operations

    was threatened by other government actions. In return, 5yundai, at this time headed

    by hung %e @ung, threatened to withhold huge investments planned for the coming

    year. In !##2, having finished third in %outh Corea6s presidential election, hung Ju

    @ung reportedly said that he would resume chairmanship of the 5yundai 9roup and

    would reorganize the corporation into many specialized, independently run

    companies. In !##$, his second1eldest son, hung 'ong Coo, was named chairman

    of the group while hung remained honorary chairman.

    In auto and personal1computer sales, 5yundai companies moved aggressively. In mid1

    !##, 5yundai6s new 'otor &merica president, 4al 7k hung, took over in the

    3ountain Balley, alifornia, head:uarters. &mong other marketing devices, 5yundai

    offered generous rebates and free two1year service warranties that covered even

    windshield wiper blades. /y early !##2, 5yundai was offering the first auto engine it

    had designed and made itself, as opposed to the Japanese1made 'itsubishi engines

    that were used in its earlier models. 'ore than ever committed to the smaller vehicle,

    5yundai was selling autos in more than !++ countries.

    In personal computers, 5yundai in mid1!## took a drastic step when it moved its

    entire electronics operation to the ?nited %tates, the world6s largest computer market.

    5yundai Information %ystems had already entered the direct personal1computer

    market, cutting prices and offering toll1free telephone support and sales. The new

    operation, based in %an Jose, alifornia, had entirely &merican leadership, headed by

    34

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    I/' veteran and former ompu&dd president Adward Thomas. The alifornia

    advantage was mainly proimity to the market, which meant lessened inventory

    re:uirements. These developments showed the 5yundai 9roup to have the same

    innovative and energetic approach that had characterized its earlier ventures.

    T%$ Dis,ant#in7 !9 *yundai

    The latter years of the !##+s brought with them economic turmoil for %outh Corea. In

    order to restore the nation6s financial health, President Cim 4ae Jung, who took office

    in !##", launched a series of restructuring programs designed to reform the chaebols,

    many of which had become heavily debt1burdened. 5is reforms included changing the

    ownership, business, and financial structures of the region6s large conglomerates. /y

    this time, the 5yundai 9roup was responsible for approimately + percent of Corea6s

    94P. &s such, its financial health was directly related to %outh Corea6s overall

    economic condition.

    &s a result of government pressures, 5yundai and other %outh Corean chaebols,

    including the 4aewoo 9roup, set plans in motion to sell off many of their businesses

    in order to pay down debt and shore up profits. 5yundai6s concentration remained on

    autos, electronics, heavy industry, construction, and finance. Aven as the group

    struggled under its debt load, it strengthened its holdings with the purchase of Cia

    'otors o.

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    member companies. Indeed, many 5yundai affiliates, including 5yundai Angineering

    D onstruction and 5yundai Alectronics, were nearing bankruptcy as debt continued

    to spiral out of control. /y ++!, total group debt reached *2$."; trillion (E$.$#

    billion).

    5yundai 'otor o., on the other hand, was prospering as Corea6s largest car maker.

    The auto concern officially separated from the 5yundai 9roup in %eptember +++,

    signaling the start of sweeping changes that led to the eventual dismantling of what

    was once %outh Corea6s largest conglomerate. In &ugust ++!, nine core 5yundai

    companies, including 5yundai Angineering D onstruction and 5yni %emiconductor

    Inc. (formerly known as 5yundai Alectronics Industries), left the chaebol. The

    separation cut 5yundai 9roup6s assets to just E+." billion and left it in control of !"

    member companies. 5yundai continued to be pared down the following year.

    %outh Corea had bounced back from its economic crisis of !##; and !##" to become

    a leading global force in the technology sector. /y ++2, foreign investors owned

    over a third of the shares of companies listed on %eoul6s stock echange. 4uring ++,

    8oh 'oo 5yun was elected president of %outh Corea. 3eeling the pressure from

    foreign investors, he maintained that harsh reform would continue within %outh

    Corea6s chaebols. & 'ay ++2Business Weekarticle supported the efforts of the new

    president, who stated that Mslowly and steadily, good governance has been asserting

    itself in Corea.M Indeed, it appeared as though the powerful, family1run Corean

    chaebols were a thing of the past. *hile this marked an end to the 5yundai 9roup6s

    history, it pointed to a fresh start for many companies bearing the 5yundai name.

    *YUNDAI MIESTONES

    3)

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    25555yundai 'otor company founded

    2551

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    Therefore, the customers lives (Uyour wayV) become more confident (U4riveV) and

    that we will always stand by the side.

    ENEFITS OF A STRON( *YUNDAI RAND

    & strong brand leads not only the improvement of corporate image, but is also the

    source of long term profit.

    30

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    3

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    *YUNDAI MOTORS INDIA IMITED

    T%$ Start; 1

    5'I< (5yundai 'otor India %!ri6!n 2552

    45

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    The accent is launched.

    %antro wins /usiness %tandard 'otoring Uar of the year awardV.

    N$> %!ri6!n 2553

    !+++++thcars roll out.

    %antro zip drive launched.

    Aport of santro and &ccent started.

    %antro and &ccent bag J4 Power &sia Pacific &ward.

    N$> *!ri6!n 2554

    %onata was launched.

    %antro wins /usiness %tandard 'otoring Uar of the year awardV again.

    +++++thcars roll out.

    ++! UI%V and U&PA& *!ri6!n255'

    2+++++th cars rolls out.

    &ccent Biva launched.

    41

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    N$> *!ri6!n 255)

    5'I< awarded U'anufacturer of the yearV by =/ &uto ar India.

    5'I< declared car maker of the year at III overdrive awards.

    -+++++th cars roll out.

    The %antro Ging launched.

    The Terracan was launched.

    N$> *!ri6!n 255/

    !$++ eported to Aurope under model name &tos.

    $+++++th vehicles roll out.

    The 9etz was launched.

    The Alantra was launched.

    N$> *!ri6!n 2550

    The Tucson was launched.

    The %onata Ambera was launched.

    N$> *!ri6!n 255

    The all new 5yundai Berna was launched.

    42

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    E?"!rt R!##;Out Y$ar

    !,++,+++th car 7ctober, ++"

    ,++,+++thcar 7ctober, ++#

    2,++,+++thcar 7ctober, +!+-,++,+++thcar &ugust, +!!

    CAR DETAIS

    MODE NET

    PRICE

    COMPETE

    INSURANCE

    PERMANENT

    RE(IST:

    3RDYR

    E@T:WTTY:

    ON ROAD

    PRICE

    Santr! N!n AC SB ,;,#+H1 ",-0"H1 ;,"++H1 !,#;$H1 ,#+,$22H1

    Santr! N!n AC MB ,;$,";#H1 ",$00H1 ;,#++H1 !,#;$H1 ,#-,2+H1

    Santr! ( SB 2,-!,+##H1 !+,2-$H1 #,$++H1 !,#;$H1 2,0,#!#H1

    Santr! ( MB 2,--,0#!H1 !+,--2H1 #,0++H1 !,#;$H1 2,00,;+#H1

    Santr! (S SB 2,0+,!;0H1 !+,"00H1 !+,+++H1 !,#;$H1 2,",#;H1

    Santr! (S MB 2,02,;0-H1 !+,#02H1 !+,!++H1 !,#;$H1 2,"0,"+H1

    ($t6 (E -,+,!$0H1 !,+!!H1 !!,+$+H1 2,+$H1 -,",-H1($t6 (VS -,22,"#;H1 !,";;H1 !!,"$+H1 2,+$H1 -,0!,0-#H1

    ($t6 (VS 1/' tyr$B -,-!,0-H1 !2,+;"H1 !,+2+H1 2,+$H1 -,0#,0-#H1

    ($t6 (VS 1:3B -,$!,+#"H1 !2,2-0H1 !,"+H1 2,+$H1 -,;#,;-#H1

    ($t6 (S 1:3B -,;,+#"H1 !2,#!#H1 !,"++H1 2,+$H1 $,+!,"-H1

    ($t6 (@ 1:3B $,+0,!#-H1 !-,"-#H1 !2,00+H1 2,+$H1 $,2;,;"H1

    ($t6 CRDI $,;,2$+H1 !0,0$-H1 #,0+H1 11111111 0,!",0-H1

    COOURS

    S!#id> (!) Abony /lack (A/), =oble *hite( =*)

    M$tta#i-> /rite %ilver (7), 8eal Aarth (5), Passion 8ed (7r), %pace %ilver ($s),

    %ky /lue, /lue 7ny (), 4ynastey 8ed (&A), 'idnight 9rey(m), 7range

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    CAR DETAIS

    COOURS&; Abony /lack (A/), =oble *hite (=*), /rite %ilver (7), %pace %ilver

    ($%), 8eal Aarth (5), 'idnight 9rey ('), D %ky /lue (only in &ccent) D Passion

    8ed (78), 4ynasty 8ed (&A), Cyara (&9) only in Berna.

    PROFORMA INVOICE

    CAR DETAIS

    MODE NET

    PRICE

    COMPETE

    INSURANCE

    PERMANENT

    RE(IST:

    3rd Yr

    E@TRA

    ON

    ROAD

    MODE NET

    PRICE

    COMPETE

    INSURANCE

    PERMANENT

    RE(ISTRATION

    3rdYr

    E@TRA

    WARRANTY

    ON

    ROAD

    PRICE

    A--$nt (E $,+;,#-!H1 !-,"#;H1 !2,;++H1 -,!+H1 $,-+,0$"H1

    V$rna;I 0,$0,"!#H1 !#,;"#H1 !;,-+H1 -,2$H1 0,#",02H1

    V$rna;@I 0,;$,##H1 +,2!;H1 !;,""+H1 -,2$H1 ;,!;,;2!H1

    V$rna;@@I ;,22,-!-H1 !,#;0H1 !#,2-+H1 -,2$H1 ;,;",#0$H1

    V$rna;@@I;

    AS

    ;,$2,-$-H1 ,$-"H1 !#,"-+H1 -,2$H1 ",++,+;;H1

    V$rna;CRDI ;,;!,#+0H1 ,+##H1 2#,0++H1 #,+2$H1 ",-,0-+H1

    V$rna;CRDI

    AS

    ;,#2,#-"H1 ,;++H1 -+,;++H1 #,+2$H1 ",00,2"2H1

    V$rna;CRDI

    S@

    ",,!2+H1 2,-0#H1 -,!++H1 #,+2$H1 ",#0,;2-H1

    V$rna;CRDI

    S@ AS

    ",--,!;$H1 -,+;!H1 -2,++H1 #,+2$H1 #,+,-"!H1

    4'

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    Wtty PRICE

    I;15 D;it$ SB 2,-;,;-;H1 !+,$;H1 #,;++H1 ,$++H1 2,;+,-;-H1

    I;15 D;it$ MB 2,$!,20!H1 !+,0$H1 #,"++H1 ,$++H1 2,;-,"0H1

    I;15 Era SB 2,"-,!$0H1 !!,$+H1 !+,0++H1 ,$++H1 -,+",;;0H1

    I;15 Era MB 2,";,;;+H1 !!,0!"H1 !+,;++H1 ,$++H1 -,!,$""H1

    I;15 Ma7na SB -,+","0H1 !,!;"H1 !!,++H1 ,$++H1 -,2-,!0-H1I;15 Ma7na MB -,!!,#++H1 !.;;H1 !!,2++H1 ,$++H1 -,2;,#;;H1

    I;15 Ma7na !"ti!n

    "a-.BSB

    -,;",-#!H1 !-,+#-H1 !,#0+H1 ,$++H1 $,+",+-$H1

    I;15 Ma7na !"ti!n

    "a-.BMB

    -,",!+-H1 !-,!#H1 !2,+$+H1 ,$++H1 $,!!,"-0H1

    I;15 Ma7na!"ti!n

    "a-. >it% sun r!!9B SB

    -,#2,;!+H1 !-,$+#H1 !2,2$+H1 ,$++H1 $,-,+0#H1

    I;15 Ma7na !"ti!n

    "a-. >it% sunr!!9B MB

    -,#;,2!H1 !-,0+;H1 !2,-2+H1 ,$++H1 $,;,"$"H1

    COOURS& ;

    S!#id&Alectric 8ed, Bartual @ellow.

    M$tta#i-& &lpine /lue, 7yster 9ray, %leek %ilver, /lushing 8ed, hampaign 9old,

    4eep 7cean /lue, rystal *hite, %tone /lack.

    SANTRO

    The %antro id Indias largest eported car under the name &tos.

    %antro is produced eclusively in India and eported around the world to over

    0$ countriesincluding advance markets like =orth &merica and Aurope.

    Mi#$st!n$s

    %antro was launched in !##".

    Auro1II version launched ahead of schedule.

    %antro Kip 4rive launched in 'ay +++.

    4)

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    In Jan ++! Bentilated 4isc brakes added on all variants of %antro.

    In July ++! facelift of the %antro launched.

    In 7ctober ++! the

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    ode name P&

    'odel name i!+

    4esign D reation 5yundai1 Cia 8D4 centre, Corea

    International 4ebut India

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    9etz 84i launch sept. ++;

    Variants

    9etz Prime is available in the following variants>

    P$tr!#

    !.! 9

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    Di,$nsi!ns

    7verall

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    SONATA EMERA

    $th9eneration ar1 &ppro. !$+,+++ sold in ?.% in ++0

    7ne of the widest in segment

    7ne of the Indias largest network

    Mi#$sst!n$

    &warded as UIdeal Behicle &wardV1 &uto Pacific (?%&)

    &warded as U'ost reliable carV by Time 'agazine

    Variants

    .- 'HT

    .- &HT

    .+ 84i 'HT

    .+ 84i &HT

    Di,$nsi!ns

    7verall

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    Di,$nsi!ns

    7verall

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    '4

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    *yundai

    i15

    Pr!s&

    !. International car made in India. 'eets international safety and :uality

    standards and will be sold globally.

    . 3antastic interiors which is comparable to large and epensive cars.

    2. 9earshift on dash which is a category first. It is smooth too. Tilt adjustable

    steering.

    -. 9ood :uality and build. /est in segment. (Aspecially the doors give a thud

    sound when shut unlike clanky noise by few other cars)

    $. %upposed city mileage of around !21!$ CmH

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    ;. 4elightful to ride in the city. /est in class.

    ". 9ood stability on highway. 9ood road grip.

    #. & is good.

    !+. 4ecent rear seat space. 3eels comfortable.

    !!. Tubeless "+ profile tyres.

    !. The space between driver and front passenger has a good utility area.

    !2. 5igh end safety features like dual airbags, &/% and frills like sun roof in

    'agna 7 variant (epensive though).

    C!ns&

    !. & new version, but performance is same as %antro.

    . The boot looks deep. *ill have difficulty in handling luggage.

    2. Priced around 2+1-+ C more.

    ')

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    Maruti Su6u.i

    Esti#!

    Pr!s&

    !. 'aruti after sales service.

    . 4ecent boot space.

    2. 'aintenance is less.

    -.

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    . =ot for the highway.

    2. 4ash looks a decade old.

    -. The old Ken was a better car.

    Maruti Su6u.i

    Wa7!n R

    Pr!s&

    !. %pacious.

    .

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    $. 'aruti after sales service.

    0. 'aintenance is less.

    ;. Tall boy design good for elders to enter in.

    ".

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    Stru-tur$

    O>n$rs%i"

    '?< India6s leading automobile manufacturers and the market leader in the car

    segment, both in terms of volume of vehicles sold and revenue earned is a public

    sector initiative. !"."F of the company is owned by the Indian government, and

    $-.F by %uzuki of Japan. The Indian government held an Initial Public 7ffering of

    $F of the company in June of ++2.

    )5

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    Ownership

    Government

    Suzui

    !"O

    others

    Govern

    ment

    Suzui

    !"O

    others

    Main di+isi!nsrand $uityB

    The major services offered are,

    Sa#$s !9 Aut!,!i#$s

    Aut%!ri6$d S$r+i-$ Stati!ns

    'aruti is one of the companies in India which has unparalleled service

    network. To ensure the vehicles sold by them are serviced properly 'aruti had

    !$-$ listed &uthorized service stations and 2+ Apress %ervice %tations on 2+

    highways across India. %ervice is a major revenue generator of the company.

    'ost of the service stations are managed on franchise basis, where 'aruti

    trains the local staff. 7ther automobile companies have not been able to match

    this benchmark set by 'aruti. The Apress %ervice stations help many

    stranded vehicles on the highways by sending across their repair man to the

    vehicle.

    Maruti Insuran-$

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    Insurance /rokers Pvt.

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    8eckitt /enckiser, %ona %teering, 4oordarshan, %inger India, =ational %tock

    Achange and Transworld. This fleet management service include end1to1end

    solutions across the vehicle6s life, which includes

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    1st +$%i-#$ "r!du-$d8 D$-$,$r 103

    18558555 +$%i-#$s "r!du-$d y Au7ust8 10)

    '8558555 +$%i-#$s "r!du-$d y un$8 15

    158558555 +$%i-#$s "r!du-$d y Mar-%8 14

    1'8558555 +$%i-#$s "r!du-$d y A"ri#8 1)

    258558555 +$%i-#$s "r!du-$d y O-t!$r8 1/

    2'8558555 +$%i-#$s "r!du-$d y Mar-%8 1

    358558555 +$%i-#$s "r!du-$d y un$8 2555

    3'8558555 +$%i-#$s "r!du-$d y D$-$,$r 2550

    458558555 +$%i-#$s "r!du-$d y A"ri#8 255

    4'8558555 +$%i-#$s "r!du-$d y A"ri#8 2515;11

    OT*ER PRODUCTS OF MARUTI SU

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    O,ni

    WWW$ seater 'aruti 7mni

    WWW" seater 'aruti 7mni

    WWW

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    Maruti Est$$,

    W'aruti Asteem

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    'aruti *agon1 8>

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    Mi-r!+an

    Maruti O,ni 104 Fits a##

    Maruti V$rsa 2553

    T%$ !y !9 tra+$##in7

    t!7$t%$r

    )0

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    CHAPTER 4 REVIEW OF LITERATURE

    Study o Auto!oti"e Industry # E$ono!i$s Rese%r$h P%per The

    automotive industry is one o# the ey industries in the United States and is a

    $ar%e se%ment o# the overa$$ U&S e'onomy& The automotive industry has

    (itnessed tremendous transnationa$ %ro(th durin% the $ast de'ade )e'ause o#

    'han%es in 'onsumer *re#eren'es+ *o$iti'a$ and )usiness *o$i'ies and

    'han%in% e'onomi' 'onditions& Hi%h %ro(th has 'ontinued into the ne(

    mi$$ennium (ith the se'ond hi%hest tota$ sa$es on re'ord )ein% a'hieved in

    2,,1 as indi'ated )y the -'onomist !nte$$i%en'e

    vivesin%h .2,,/0 The !ndian 'ar industry 'an )e '$assi#ied on the

    )asis o# *ri'e+ into $o(er end sma$$ 'ar or e'onomy se%ment+ hi%her end o#

    the e'onomy se%ment .s,&2,&4mn0 midsize se%ment .s,&4,&/mn0+

    $uury5*remium 'ar se%ment .a)ove s,&/mn0& The $o(er end o# the e'onomy

    se%ment in'$udes 'ars $ie Maruti /,,+ Maruti Omni and "remier "admini&

    The hi%her end (i$$ in'$ude mode$s $ie Maruti 6en+ Matiz+ Hyundai Santro and

    Te$'o !ndi'a& The midsized se%ment 'urrent$y in'$udes mode$s $ie ord !on+

    Hyundai 8''ent+ Maruti -steem+ 9ie$o and Honda 9ity& The $uury se%ment o#

    the 'ar maret in'$udes su'h mode$s as Mitsu)ishi Lan'er and Mer'edes

    -22,&

    :On the #inan'ia$ #ront+ ord Motors has entered into a de#initive

    a%reement to se$$ its ;a%uar and Land over o*erations to Tata Motors& The

    !ndian auto %iant has a%reed to *ay a**roimate$y

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    *$us in#ormation te'hno$o%y and a''ountin%& The 'om*any (i$$ 'ertain$y #ee$

    the #inan'ia$ )ene#its o# the dea$+ as in the (ae o# the e'onomi' do(nturn

    ord has e*erien'ed 'om)ined $osses o# over

    identi#i'ation o# the ma'roe'onomi' #a'tors a##e'tin% sa$es+ an eamination o#

    the im*a't o# #ore'astin% )y the =or$d ?an and !M+ ho( ma'roe'onomi'

    deve$o*ments (i$$ a##e't *er#orman'e+ and (hat ste*s shou$d )e taen to

    %uard a%ainst adverse 'onditions& The *ressures o# in#$ation+ $eve$s o#

    unem*$oyment and interest rates+ the e*ansion or retra'tion o# the e'onomy+

    #avoura)$e *ri'es #or oi$ and ra( materia$s @ the #undamenta$ #a'tors

    in#$uen'in% Tata manu#a'turin% are '$ear$y set out )y the ana$yst& GA" %ro(th

    in !ndia and the ar-ast .)ut sta%nation in =estern marets0 are a$so

    'onsidered+ as is the issue o# aversion to ris&

    8utomo)i$e !ndustry There is no industry more *resent in the (or$d

    (ide 'ommunity than the automo)i$e industry& The automo)i$e has 'han%ed

    the $ives+ 'u$ture+ and e'onomy o# the *eo*$e and nations that manu#a'ture

    and demand them& -ver sin'e the $ate 1/,,s (hen the #irst :modern: 'ar

    (as invented )y ?enz and Aaim$er in Germany+ the industry has %ro(n into

    a )i$$ion do$$ar industry a##e'tin% so many as*e'ts o# our $ives& There are

    more than 4,, mi$$ion *assen%er 'ars a$one on the roads today& Aurin% the

    ear$y *art o# the t(entieth 'entury+ the United States (as home to more

    /5

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    than B, *er'ent o# the (or$ds automotive industry+ )ut has shrun to a)out

    2, *er'ent in todays (or$d&

    This drasti' 'han%e has o''urred )y the )oomin% e'onomies in su'h

    nations as ;a*an+ Germany+ 9anada+ ran'e+ !ta$y+ and other nations& The

    US auto industry :sa$es tota$ed

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    The auto industry 'an sti$$ thrive even thou%h its *rodu'ts are so

    simi$ar )e'ause the demand #or 'ars is immense and 'ontinuous& "eo*$e

    re$y on 'ars #or so many thin%s that $i#e (ithout one seems im*ossi)$e+

    es*e'ia$$y in the US (hi'h re%istered 141 mi$$ion 'ars in 1B//+ (hereas

    ;a*an+ the se'ond hi%hest+ on$y re%istered 3, mi$$ion& The 'reation and

    *rodu'tion o# a ne( 'ar starts a)out three to #our years )e#ore it is re$eased

    to the *u)$i'& The initia$ *$annin% sta%e )e%ins in the 'om*anys 'or*orate

    headFuarters (ith ideas #or the 'ar #rom *rodu't *$anners and 'om*any

    o##i'ia$s& 8utomotive desi%ners dra( *ros*e'tive set'hes o# the ne( 'ar+

    and on'e a**roved+ mode$ maers 'reate sma$$ s'a$e mode$s o# the 'ar in

    #i)er%$ass or '$ay+ then #or%e $i#e size mode$s a$so in '$ay or #i)er%$ass&

    8utomotive en%ineers then deve$o* ea'h *art o# the 'ar+ and mo'

    u* )ui$ders 'reate those indi%enous *arts o# the ne( 'ar& Test drivers 'he'

    over the entire system+ ana$yzin% ho( it runs+ and then %ives su%%estions

    on im*rovin% the vehi'$e& 8utomotive en%ineers test a$$ the ne(+ s*e'ia$ized

    *arts o# the 'ar+ and a#ter a$$ the *arts are tested+ *$ant en%ineers *$an ho(

    to )est mass*rodu'e the ne( 'ar& O# a$$ the *eo*$e (orin% in the

    automo)i$e industry+ most (i$$ )e #ound in this net industry (hi'h is the

    assem)$y *$ant& !n the United States+ the maDority o# these assem)$y *$ants

    'an )e #ound in the Mi'hi%an+ Great Laes area+ and it+ on avera%e+ taes

    a)out ninety minutes on the assem)$y $ine #or an entire 'ar to )e *rodu'ed&

    =hen *$annin% a ne( 'ar mode$+ the 'om*any tries to 'reate (hat the

    'onsumer (ants&

    /2

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    This is very di##i'u$t )e'ause as stated ear$ier it tae )et(een three

    and #our years to deve$o* a 'ar& =hen Genera$ Motors )e%ins deve$o*in% a

    ne( *rodu't+ it starts )y assem)$in% a ne( team to 'oordinate the

    *rodu'tion& 8#ter this team is assem)$ed+ mi$$ions o# do$$ars are s*ent on

    dis*ensin% and ana$yzin% *u)$i' surveys+ *rivate #irms o(n resear'h+

    %overnment resear'h+ and *ast 'ar sa$es to determine (hat the 'onsumer

    (ants& These s*e'i#i'ations in'$ude *hysi'a$ dimensions+ 'ost+ #ue$

    e##i'ien'y+ 'om#ort+ maret *ri'e+ a**earan'e+ and *er#orman'e& GM then

    (ou$d %o on to )e%in *rodu'in% the 'ar& The most time 'onsumin% ste*

    (hen 'reatin% a ne( mode$ is su**$yin% the s*e'ia$ized *ie'es o# the ne(

    mode$& Some o# the *arts 'an )e 'arried over #rom *revious mode$s or

    other 'ars+ )ut many times the 'om*any has to either 'reate the ne(

    *ie'es themse$ves or )uy them #rom a $ar%e s'a$e su**$ier+ $ie !TT

    8utomotive& The 'om*any then $oos #or the su**$ier that (i$$ su**$y the

    *arts the 'hea*est&

    8#ter the mode$ 'ar has )een 'reated and a**roved+ the *$ans are

    made #or it to )e made on the assem)$y $ine& The 'ar is then ready to )e

    so$d to the *u)$i' throu%h *rivate dea$ershi*s (hi'h+ in the US+ are not

    $ined (ith any maDor automo)i$e manu#a'turer& GM (ou$d then se$$ its 'ars

    to (hi'hever dea$ershi* is (i$$in% to )uy #rom them& !n many ;a*anese

    #irms+ $ie Toyota+ a ne( system has )een 'reated and has )een 'oined

    $ean *rodu'tion& The )asi' manu#a'turin% ideas are the same+ )ut it

    em*hasizes deve$o*in% re$ationshi*s )et(een the 'om*any and those it

    dea$s (ith&

    /3

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    =hen Toyota )e%ins deve$o*in% a ne( 'ar mode$+ it a$ready has a

    team assem)$ed (hi'h has (ored on *revious mode$s& The Toyota team

    then 'o$$e'ts the same in#ormation a)out (hat the *u)$i' (ants Dust $ie the

    GM team )ut has a mu'h 'hea*er (ay o# %oin% a)out it& Un$ie the GM

    #irm+ Toyota has #ormed )usiness ties (ith 'ar dea$ershi*s+ and in some

    'ases even o(ns them& These dea$ershi*s use a ne( set o# te'hniFues to

    se$$ their 'ars+ 'a$$ed :a%%ressive se$$in%+: in (hi'h a very *ermanent+

    *ersona$+ and ho*e#u$$y $i#e$on% re$ationshi* is 'reated )et(een the

    'om*any+ the dea$er+ and the )uyer& Sin'e the 'om*any ee*s ties to its

    'onsumers+ it a$ready no(s (hat the 'onsumer (ants+ and the 'onsumer

    is more (i$$in% to )uy #rom the 'om*any& Toyota 'ontinues deve$o*in% and

    *rodu'in% its 'ar+ and it 'omes a'ross the same *ro)$em as the GM team

    o# not havin% a$$ the s*e'ia$ized *arts it needs& Lie (ith the dea$ershi*s+

    Toyota has #ormed many sym)ioti' re$ationshi*s (ith 'ar *art su**$iers&

    These su**$iers (or hand in hand+ (ith the Toyota team and deve$o* any

    *rodu'ts that Toyota needs #or its ne( mode$&

    The *ast de'ade has seen many interestin% #$u'tuations (ithin the

    automo)i$e industry& Overa$$ the auto industry #$u'tuates (ith the norma$

    )usiness 'y'$e+ #or motor vehi'$es are an e$asti' demand to 'onsumers&

    The more the *ri'e #or 'ars %oes u*+ the $ess *eo*$e )uy 'ars& or many

    years+ the automo)i$e industry has seen very $ar%e *ro#its )e'ause the

    demand and ne'essity #or 'ars has in'reased si%ni#i'ant$y& e'ent$y+ $ar%e

    #orei%n 'om*etitors and steadi$y in'reasin% *ri'es in motor vehi'$es have

    redu'ed these sur*$us *ro#its (ithin the &&&

    /4

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    /'

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    Criti-a# Ana#ysis !9 Study

    1: W%i-% .ind !r s$7,$nt !9 Car d! y!u %a+$H

    3,

    4

    2

    "remium Uti$ity -ntry

    /)

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    2: W%i-% -!,"any=s Car d! y!u %a+$H

    3

    3,

    1,

    2

    Matuti Hyundai Honda Other

    //

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    3: W%at is y!ur ,ain "ur"!s$ !9 usin7 a CarH

    2

    4,

    2,

    1

    "ersona$ ?usiness Status Leisure

    /0

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    4: W%i-% 9a-t!r >!u#d y!u -!nsid$r t%$ ,!st >%i#$ uyin7 a CarH

    3

    2

    2,

    1

    ue$ -##&

    !m%& G ?rd

    esa$e E&

    Loo G St$&

    Mnt&

    8v& o# *rodu't

    /

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    ': W%at ar$ y!ur ,ain "r$9$r$n-$s >%i#$ uyin7 a CarH

    2,

    2

    1,

    2,

    1,

    1

    ?rand

    "ri'e

    Aea$erHs 8dv&

    eatures

    Servi'e

    "rom& S'hemes

    05

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    ): W%i-% 9a-i#iti$s >!u#d y!u $?"$-t >%i#$ uyin7H

    2

    1,

    1,Lo( "ri'e

    8#t& Sa$e

    Srv&

    !n'entives

    Other

    01

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    /: W%i-% ,!d$ !9 "ay,$nt >!u#d y!u "r$9$r >%i#$ uyin7 a CarH

    3,

    7,

    Lum*sum

    !nsta$$ment

    02

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    0: Ar$ y!u satis9y >it% t%$ a9t$r sa#$s s$r+i-$ y d$a#$rH

    /

    1

    Ies

    Jo

    03

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    S-!"$ !9 t%$ Furt%$r Study

    &t %achin 5yundai customers are highly satisfied with the range of product

    and sufficient colour choice availability.

    ustomers are highly satisfied with the way products are displayed to them.

    ustomers are satisfied with the kind of information provided to them about

    different cars by the sales eecutives.

    ustomers are satisfied with the kind of attention they get at 'aruti

    %howroom.

    ustomers are satisfied with the type of test drive facility provided to them.

    ustomers are satisfied by the way all the documents and services are

    eplained to them.

    ommitment of delivery of vehicle to its customers is appreciated by them.

    ustomers are satisfied with the delivery process at %achin 5yundai.

    04

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    SU((ESTIONS

    8eception is the first point where customer will get the first impression about

    %achin 5yundai showroom and there need to be some improvements at

    reception as customers are not properly attended over there.

    'aruti showroom at /areilly should arrange more space for display

    ustomers are not satisfied with the after sales services so there should be

    some improvements in order to engage more customers.

    /y improving their rest of the services they can convert their unsatisfied

    customers into satisfied customers.

    0'

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    CONCUSION

    ar makers are making greater inroads into rural markets with industry majors

    reporting $+1!++ per cent rise in sales in such regions in the current fiscal.

    'arket leader 'aruti %uzuki6s rural sales more than doubled to !.!0 lakh cars

    in &pril14ecember. 7thers such as 5yundai, 9' and 'ahindra D 'ahindra have

    also seen higher growth.

    3or 'aruti the share of rural sales this year increased to !0 per cent from # per

    cent last year.

    5yundai, the second major player, noticed that the shares of its tier1 and tier1

    2 markets6 sales X largely rural and semi1urban X grew to # per cent from 2 per cent.

    /oth manufactures together hold ;+ per cent of the Indian car market.

    U*e did better than the car industry in general, largely because of our rural

    focus. The contribution of rural India in our overall sales is growing year by year,V

    said 'r 'ayank Pareek, Aecutive 7fficer, 'aruti %uzuki.

    'aruti has loosely classified areas beyond the top1"+ cities as rural market and

    has been carrying out sales promotion activities in tie1up with schools, panchayats and

    local clubs.

    5olding on to its rural focus, the company recently launched the multi purpose

    vehicle Aeco at an attractive 8s .012 lakh price range.

    0)

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    U7ur sales in the top1!+ markets have declined from $2 per cent to -0 per cent.

    5owever, in tier1 and tier12, we are growing,V said 'r &rvind %aena, %enior Bice1

    President, %ales D 'arketing, 5yundai 'otor India

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    IIO(RAP*Y

    5yundai %ales Training 5andout

    www. 9oogle.com

    www. Indianautomobileindustry.com

    www. 5yundai.co.in