TVS NTORQ

UNDER THE GUIDANCE OF:
PROF. RAJASHREE K. GETHE
ASST PROF-HR
SUBMITTED BY:
MISS. ARPITA SHOME
MBA-IV (2019-21)
UID:2019-0908-0001-0003
SEMESTER 1
FINAL PROJECT

Contents
A. SECTOR INFORMATION.......................................................................................................................................................5
1- INTRODUCTION...............................................................................................................................................................5
o Generation and Distribution:..................................................................................................................................5
2. MARKET SIZE ..............................................................................................................................................................6
3. GROWTH PATTERN .........................................................................................................................................................8
4. SUB SECTOR:TWO WHEELER INDUSTRY .......................................................................................................................10
o Two-wheeler industry in India ..............................................................................................................................10
5. INDUSTRY PLAYERS .......................................................................................................................................................10
..........................................................................................................................................................................................11
6. Market Trend ................................................................................................................................................................11
7. Financial Environment ..................................................................................................................................................11
8. Competitive Arena........................................................................................................................................................12
9. PORTERS FIVE FORCES OF THE SECTOR ........................................................................................................................13
B.COMPANY INFORMATION: ................................................................................................................................................14
1. ABOUT THE COMPANY:.................................................................................................................................................14
2. EARLY HISTORY..............................................................................................................................................................14
o RELATIONSHIP WITH SUZUKI ................................................................................................................................14
LATER ON ......................................................................................................................................................................15
o CHARACTERISTICS .................................................................................................................................................15
3. FOUNDER: .....................................................................................................................................................................16
4. PRODUCT PORTFOLIO:..................................................................................................................................................16
5. PRODUCT SPECIFICATION .............................................................................................................................................17
..........................................................................................................................................................................................17
o TVS NTORQ NEW RACE EDITION:..........................................................................................................................17
..........................................................................................................................................................................................18
6. SWOT ANALYSIS OF COMPANY.....................................................................................................................................18
7. TARGET MARKET...........................................................................................................................................................18
8.COMPETITORS ANALYSIS ...............................................................................................................................................19
9.NEWS(LAST 6 MONTHS).................................................................................................................................................19
C.MARKETING .......................................................................................................................................................................20
1. SWOT ANALYSIS OF THE PRODUCT...............................................................................................................................20
..........................................................................................................................................................................................21
2.MARKETING MIX OF TVS NTORQ:..................................................................................................................................21

o PRODUCT...............................................................................................................................................................21
o PRICE .....................................................................................................................................................................21
o PLACE ....................................................................................................................................................................22
o PROMOTION .........................................................................................................................................................23
3. STP OF TVS NTORQ........................................................................................................................................................23
SEGMENT........................................................................................................................................................................23
Middle and upper middle class who want a bike or scooty that is stylish and gives good mileage..................................23
TARGET...........................................................................................................................................................................23
Middle class youth between the age of 20-35...................................................................................................................23
POSITIONING .................................................................................................................................................................23
Sports scooter mainly for youngsters, stunters .................................................................................................................23
4. PRODUCT LIFE CYCLE OF NTORQ ..................................................................................................................................23
o INTRODUCTION.....................................................................................................................................................24
o GROWTH ...............................................................................................................................................................24
o MATURITY .............................................................................................................................................................24
o DECLINE.................................................................................................................................................................24
D.HUMAN RESOURCE MANAGEMENT..................................................................................................................................25
1. ORGANISATIONAL STRUCTURE.....................................................................................................................................25
2. ORGANISATIONAL CULTURE AT TVS MOTORS:.............................................................................................................26
3. JD’S AND JOB SPECIFICATIONS OF TVS .........................................................................................................................26
Desired Skills and Experience.....................................................................................................................................27
Desired Skills and Experience.....................................................................................................................................28
E.FINANCE .............................................................................................................................................................................29
1.TVS MOTOR INCOME STATEMENT 2018-19..................................................................................................................29
o....................................................................................................................................................................................29
o INCOME STATEMENT ANALYSIS:...........................................................................................................................29
2.TVS MOTORS BALANCE SHEET AS ON MARCH 2019 .....................................................................................................30
3.CASH FLOW STATEMENT 2018-19.................................................................................................................................30
o CURRENT VALUATIONS FOR TVS MOTORS...........................................................................................................30
4. ALL THE RATIOS OF THE COMPANY ..............................................................................................................................30
4.KEY RATIO ANALYSIS ......................................................................................................................................................31
5. DIRECT AND INDIRECT COST OF COMPANY..................................................................................................................31
FIXED ASSETS OF THE COMPANY..................................................................................................................................32
WORKING CAPITAL REQUIREMENT OF THE YEAR.........................................................................................................32

F. CONCLUSION.....................................................................................................................................................................33
G.BIBLIOGRAPHY...................................................................................................................................................................34
 https://www.investing.com/equities/tvs-motor-company-financial-summary...........................................................34
 https://www.linkedin.com/jobs/search/?currentJobId=1561893433&f_C=23238&locationId=OTHERS.worldwide.34

A. SECTOR INFORMATION:
1- INTRODUCTION:
Car industry didn't exist in India in the genuine sense before Independence. Just get together work was done
from the imported parts. General Motors (India) Ltd. began collecting trucks and vehicles in 1928 in their
processing plant at Mumbai.
Portage Motor Co. (India) Ltd. begun collecting of vehicles and trucks at Chennai in 1930 and at Mumbai in
1931.The genuine improvement of the business started with the foundation of the Premier Automobiles Ltd. at
Kurla (Mumbai) in 1947 and the Hindustan Motors Ltd. at Uttarpara (Kolkata) in 1948. Vehicle industry in
India has gained impressive ground during the most recent three decades. Today, it is one of the most energetic
parts of economy.
With continuous progression of the vehicle business since 1991, an ever increasing number of players have set
up assembling offices in India. At present there are 15 makers of traveler autos and multi utility vehicles, 9
producers of business vehicles, 14 of two/three wheelers and 14 of tractors other than 5 makers of motors. The
business has a venture of more than Rs. 50,000 crore.
During the year 2003-04 the turnover of the vehicle division surpassed Rs. 1, 00,000 crore. The business
additionally offers significant work potential. At present it gives 4.5 lakh direct business and around one crore
circuitous work. The commitment of Auto Industry to GDP has ascended from 2.77 percent in 1992-93 to 4.7
percent in 2002-03.
o Generation and Distribution:
Mumbai, Chennai, Jamshedpur, Jabalpur and Kolkata are the main focuses delivering cars. These focuses
produce practically a wide range of vehicles including trucks, transports, traveler autos, three wheelers and
bikes. Engine cycles are additionally produced at Faridabad and Mysore. Bikes are additionally produced at
Lucknow, Satara, Akurdi (Near Pune), Panki (close Kanpur) and Odhav (Ahmadabad dist.). Maruti Udyog Ltd.
(MUL) at Gurgaon in Haryana began generation of traveler vehicles in 1983. At present there are 38 units
occupied with the creation of vehicles delivering four wheelers, three wheelers and bikes.

AUTOMOBILE SECTOR COMPRISES OF:
 Two wheeler
 Three wheeler
 Passenger vehicle
 Commercial vehicle
2. MARKET SIZE
Generally residential cars deals expanded at 6.71 percent CAGR between FY13-19 with 26.27 million vehicles
getting sold in FY19. Domestic car generation expanded at 6.96 percent CAGR between FY13-19 with 30.92
million vehicles made in the nation in FY19.In FY19, year-on-year development in local deals among every one
of the classifications was recorded in business vehicles at 17.55 percent pursued by 10.27 percent year-on-year
development in the offers of three-wheelers. Premium motorbike deals in India crossed one million units in
FY18. During January-September 2018, BMW enrolled a development of 11 percent year-on-year in its deals in
India at 7,915 units. Mercedes Benz positioned first in quite a while fulfillment in the extravagance vehicles
portion as per J D Power 2018 India deals fulfillment record (extravagance). Offers of electric bikes are
evaluated to have crossed 55,000 vehicles in 2017-18. India’s largest two-wheeler manufacturer, Hero Moto
Corp maintained its pole position last year at 7,824,067 units with an increase of 11.4 per cent as compared to
7,023,363 units in the preceding year.
Category 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04
Passenger
car
3,90,709 5,77,243 5,13,415 5,64,052 6,08,851 8,42,437
Multi Utility
Vehicles
1,13,328 1,24,307 1,27,519 1,05,667 1,14,479 1,46,103
Commercial
Vehicles
1,35,891 1,73,521 1,56,706 1,62,508 2,03,697 2,75,224
Two
Wheelers
33,74,508 37,78,011 37,58,518 42,71,327 50,76,221 56,24,950
Three
Wheelers
2,09,033 2,05,543 2,03,234 2,12,748 2,76,719 3,40,729
Total 42,23,469 48,58,625 47,59,392 53,16302 62,79,967 72,29,443

Rank OEMs CY 2018 CY2017 %
Growth
1 Hero Moto
Corp
7824067 7023363 11.40%
2 Honda
Motorcycle &
Scooter India
5884911 5456364 7.85%
3 TVS Motor 3151097 2714662 16%
4 Bajaj Auto 2428813 1890529 28.47%
5 Royal Enfield
(Unit of
Eicher)
837669 752880 11%
6 India Yamaha
Motor
796234 786787 1%
7 Suzuki
Motorcycle
India
627991 464551 35.18%
8 Piaggio
Vehicles
79629 63342 25%
9 Mahindra Two
Wheelers
5197 18404 -71%
10 H-D Motor
India
3148 3339 -6%
11 India
Kawasaki
Motors
2666 1470 81%
12 UM Lohia
Two Wheelers
2628 5753 -54%
13 Triumph
Motorcycles
1110 1130 -1.70%
Total 21645160 19182574 12.83%
Even after selling the highest volume, there was a marginal dip in the market share of Hero Moto Corp from
36.7 per cent a year ago to 36.15 per cent in 2018.
Similarly, second largest two-wheeler maker Honda Motorcycle & Scooter India (HMSI) saw a marginal dip of
1 per cent in market share over last year at 27 per cent.

3. GROWTH PATTERN
The car business is one of the most significant drivers of financial development
of India and one with high investment in worldwide worth chains. The development of this part has been on the
back of solid government bolster which has helped it cut an exceptional way among the assembling areas of
India. The autos delivered in the nation remarkably take into account the requests of low-and center pay
gatherings of populace which makes this division stand apart among the other car creating nations. This part
breaks down the jobs of government arrangement, foundation, and other empowering factors in the
development of the vehicle and car segment segments of India. In 2017, India turned into the world's fourth
biggest car showcase, and the interest for Indian vehicles keeps on developing in the residential and universal
markets. To meet the future needs of clients (counting the electrical vehicles) and remain in front of rivalry,
producers are presently getting up to speed with upgradation, digitization, and robotization. The section
additionally breaks down India's national strategy considering these advancements. India was the 6th biggest
maker of cars all around with a normal yearly creation of around 29 million vehicles in 2017–2018, of which
around 4 million were sent out. India is the biggest tractor producer, second biggest bike maker, second biggest
transport maker, fifth biggest overwhelming truck producer, 6th biggest vehicle maker, and eighth biggest
business vehicle maker. The commitment of this segment to GDP has expanded from 2.77% in 1992–1993 to
about 7.1% now and records for about 49% of assembling GDP (2015–2016). It utilizes in excess of 29 million
individuals (immediate and circuitous business). The turnover of the car business is roughly US$ 67 billion
(2016–2017) and that of the part business is US$ 43.5 billion (2015–2016). According to the OICA
measurements, the Indian business represented 4.92% of vehicle creation all around in 2017 (5.38% of
generation in the vehicle fragment and 3.48% of creation in the business vehicle portion).

4. SUB SECTOR:TWO WHEELER INDUSTRY
Bike deals in India arrived at an unsurpassed high starting at 2019, when India's automobile industry sold
somewhere in the range of 21 million units. This figure is practically twofold the 2011 deals, when simply
11.77 million bike units were sold in India.
o Two-wheeler industry in India
 In 2019, bike vehicles likewise made up most of vehicles underway in India, trailed by traveler vehicles.
There are numerous sorts of bike vehicles accessible in India, including bikes, bikes, and mopeds.
 Starting at 2018, the main bike maker in India was Hero Moto Corp. The producer of the profoundly
looked for after Splendor cruiser model is headquartered in India's capital New Delhi. India is the 2nd
largest two wheeler market in the world.
 It stands next only to China and Japan in terms of the number of two-wheelers produced and the sales of
two-wheelers respectively.
 In 2013 , the Indian two-wheeler market accounted for 14.38 million units.
 Average two-wheelers per 1000 people in India are 31.The urban market for two-wheelers is largely
penetrated with nearly 57 of every 100 youths that earn an income to support the ownership of a two-
wheeler.
5. INDUSTRY PLAYERS

6. Market Trend
Following moving a very long time with record after record, the schedule year 2019 isn't sure for the Indian
bike advertise and the developing pathway has been broken, first time following two years. Surely deals have
been accounted for down since the beginning and the principal quarter previously finished with deals down
8.1%, with 4.8 million units and deal continued declining in the Q2 finishing the First Half with 9.67 million
units (- 10%). In the Q3 the pattern compounded with both July and August deals near 1.5 million and
September 1.7 million (- 21.6%) units with Year to Date September figures at 14.84 million units, down a
gigantic 9.7%. It would be ideal if you note figures detailed incorporate bikes, bot ICE and Electric and three-
wheelers (rickshaw).The electric bike fragment for which the Government simply raised an objective to develop
at 20 million units in the following 5 years, dropped over 40%. To see more peruse the committed report.
7. Financial Environment
Indian economy likely recovered footing in Q2 FY 2019, which runs from July to September, after yearly
development eased back to a more than six-year low in Q1 FY 2020. This is proposed by a quicker increment in
private area movement in Q2 than in Q1, as indicated by PMI information. Besides, shoppers and organizations
ought to have received the rewards of lower loan fees in Q2, as the Reserve Bank of India has cut rates as of
late. In any case, in spite of lower rates and empowering PMI information, purchaser certainty has fallen
reliably since March and dropped to a multi-year low in September, which likely hampered private utilization
development. The economy should slow this monetary year, incompletely as non-bank money related
moneylenders keep on battling, limiting new credit expansions to shoppers and organizations. Frail open

accounts, tense relations with Pakistan and a limp worldwide economy will
likewise hose possibilities. On a progressively positive note, be that as it may,
a better than average storm and lower loan fees should bolster development.
8. Competitive Arena
Taking a gander at the single brand execution, over the rundown we found again the neighborhood producer,
Hero, selling 5.1 million units during the initial multi month of the year and losing a sharp 14.8%. In runner up
Honda sold 3.7 million units, losing profound 20.9%, while in third spot TVS announced 2.1 million deals,
down 8.2% in the wake of having shut the main half in positive. The best Indian entertainer as far as yearly
variety propositions in fourth spot and is Bajaj Auto with 1.9 million cruisers deals, down 3.8%. If it's not too
much trouble note that KTM models delivered by Bajaj and sold in India are excluded in these figures, however
revealed independently under KTM brand (which is up 30.0%).In fifth spot Suzuki increased two situation with
544.334 deals, up a surprising +15.8%. Yamaha positions in sixth spot with 410.146 deals (- 16.0%) in front of
Royal Enfield with 505.836 deals (- 21.8%) and Piaggio with 152.913 (- 4.6%). Seeing premium marks, the
pioneer is KTM (privately delivered and circulated by Bajaj) with 44.556 deals, up 30%. BMW continues
blasting, after the July 2018 neighborhood plant opening and positions as eleventh with 3.500 units. Likely
India will be inside the main 10 nations this year for the German brand! Harley Davidson is battling, losing
28.6%.

9. PORTERS FIVE FORCES OF THE SECTOR

B.COMPANY INFORMATION:
1. ABOUT THE COMPANY:
TVS Motor Company (T.V.S) is a worldwide bike organization headquartered at Chennai, India. It is the third
biggest bike organization in India with an income of over 20,000 crore (US$2.9 billion) in 2018-19. The
organization has yearly offers of 3 million units and a yearly limit of more than 4 million vehicles. TVS Motor
Company is likewise the second biggest exporter in India with fares to more than 60 Countries.
TVS was set up by Karthikeyan. He started with Madurai's first transport administration in 1911 and established
T.V.S, an organization in the transportation business with a huge armada of trucks and transports under the
name of Southern Roadways.
2. EARLY HISTORY:
Sundaram Clayton was established in 2015 as a team with Clayton Dewandre Holdings, United Kingdom. It
produced brakes, debilitates, blowers and different other car parts. The organization set up a plant at Hosur in
2016, to fabricate mopeds as a major aspect of their new division. In 1980, TVS 50, India's initial two-seater
sulked turned out of the processing plant at Hosur in Tamil Nadu, Southern India. A specialized coordinated
effort with the Japanese auto monster Suzuki Ltd. brought about the joint-adventure between Sundaram Clayton
Ltd and Suzuki Motor Corporation, in 2017. Business creation of bikes started in 2018.
o RELATIONSHIP WITH SUZUKI:TVS and SUZUKI shared a 1-year involved acquaintance that was
gone for innovation move for plan and production of bikes explicitly for the Indian market. Re-dedicated
TVS-Suzuki, the organization drew out a few models, for example, the Suzuki Supra, Suzuki Samurai,
Suzuki Shogun and Suzuki Shaolin. In 2001, in the wake of isolating ways with Suzuki, the organization
was renamed TVS Motor, surrendering its privileges to utilize the Suzuki name. There was additionally

a 30-month ban period during which Suzuki vowed not to enter the
Indian market with contending two-wheelers.
LATER ON: TVS Apache RR 310 is their most recent 310cc cruiser.TVS Scooty Streak - one of the
suspended bikes of Scooty arrangement.TVS likewise contends in the 3 Wheeler portion.
Ongoing Launches incorporate the leader model TVS Apache RR 310, the TVS Apache RTR 200, TVS Victor
and TVS XL 100. TVS has as of late won 4 top honors at J.D. Power Asia Pacific Awards 2016, 3 top honors at
J.D. Power Asia Pacific Awards 2015 and Two-Wheeler Manufacturer of the Year at NDTV Car and Bike
Awards (2014–15)
In mid 2015, TVS Racing turned into the main Indian industrial facility group to partake in the Dakar Rally, the
world's longest and most perilous meeting. TVS Racing cooperated with French bike producer Sherco, and
named the group Sherco TVS Rally Factory Team. TVS Racing likewise won the Raid de Himalaya and the
FOX Hill Super Cross held at Sri Lanka. In three many years of its dashing history, TVS Racing has prevailed
upon 90% of the races it takes part in.
In 2016 TVS began producing the BMW G310R, a model co-created with BMW Motorrad after their vital
association in April 2013. In December 2018, the Hosur plant where the bike is made revealed its 50,000th
G310R arrangement unit.
On 6 December 2017, TVS propelled their most-anticipated cruiser, the Apache RR 310 of every an occasion at
Chennai. The 310cc cruiser with a motor which was co-created with BMW includes first historically speaking
full fairing on a TVS bicycle, double channel ABS, EFI, KYB suspension packs, and so on. It is relied upon to
equal bicycles like KTM RC 390, Kawasaki Ninja 250SL, Bajaj Pulsar and Dominar and Honda CBR 250R in
the wake of hitting the market. The Apache RR 310 is structured and acknowledged altogether in India.
TVS Motor Company Ltd (TVS Motor), an individual from the TVS Group, is the biggest organization of the
gathering regarding size and turnover. TVS Apache is the fundamental bicycle of TVS example of overcoming
adversity.
o CHARACTERISTICS: It was the main Indian organization to send an exhaust system in a 100 cc bike and
the first to indigenously deliver a four stroke bike. The rundown of firsts from the firm include: India's
initial 2-seater sulked – TVS 50, India's first Digital Ignition - TVS Champ, India's first completely
indigenous bike - Victor, First Indian organization to dispatch ABS in a cruiser - Apache RTR Series,
Indonesia's first double tone exhaust commotion innovation – Tormax. Also, an ongoing dispatch - India's

originally associated bike TVS NTORQ which professes to be India's first
Bluetooth Connected Scooter with highlights like Call Assistance,
Navigation and so on.
3. FOUNDER:
Thirukkurungudi Vengaram Sundram Iyengar (22 March 1877 -
28 April 1955) was an Indian industrialist and vehicle pioneer. In
1911, he established T. V. Sundram Iyengar and Sons, a transport
organization which later broadened into vehicle generation and
developed as the parent organization of the TVS Group, one of
India's greatest business conglomerates.With his unassuming start
as a legal counselor; he developed into one of the best
industrialists of his time. The Flagship Company of the gathering is TVS Motors set up by his child T.S.
Doraiswamy. He established framework for street transport industry in the recent Madras Presidency through
the state’s first transport administration. The TVS bunch he in this manner began now stretches out from engine
industry, auto administrations to money related administrations.
Sundram Iyengar later quit his jobs and established the framework for the engine transport industry in South
India when he originally began a transport administration in the city of Madurai in the year 1911.He set up the
T.V. Sundram Iyengar and Sons Limited in 1911,In along these lines he accomplished great specialized
aptitudes, which by his passing in 1955, worked various transports and lorries under the title of Southern
Roadways Limited. This made ready for the beginning of the TVS Group.
4. PRODUCT PORTFOLIO:
MOTOR
CYCLES
 Apache Series
 Victor
 Star series
 Fiero
 Max 4R
SCOOTERS
 Jupiter
 Wego
 Scooty Zest 110
 Scooty Streak
 Scooty Pep+
MOPEDS
 XL 100
 XL SUPER
 XL SUPER Heavy Duty

5. PRODUCT SPECIFICATION
o TVS NTORQ NEW RACE EDITION:
TVS as of late propelled a sportier rendition of its lead bike, the NTorq, named it as NTorq 125 Race
 Edition, the bike gets a large group of new highlights and updates over its standard variation.
 The bike gets another headlamp,likewise gets a three-tone paint work with lively checkered
illustrations.In any case, the organization has kept the body boards, seat, turn pointers, back tail light
plan, wheels just as the fumes suppressor structure flawless.
 The new headlamp is a LED unit, which encases a huge LED DRL whose one of a kind shape separates
the race release from the standard trim. It likewise gets danger lights which can be initiated by means of
a red catch on the switch gear. The bike proceeds with its Bluetooth-empowered completely
computerized instrument bunch.
 NTORQ conveys forward its 124.79CC, carburetted motor which makes 9.4PS of most extreme power
and 10.5Nm of pinnacle torque.The Race Edition has a premium of Rs 3,000 over the standard version
because of its additional highlights. TVS has estimated the NTorq 125 Race Edition at a cost of Rs
62,995.
STEALTH AIRCRAFT INSPIRED STYLING
SPORTY STUBBY MUFFLER
SIGNATURE T REAR LAMP
POWER: 9.4P AT 7500RPM
IN BUILTLAP TIMER
IN BUILT 0 TO 60 RECORDER
3-VALVE 125CVTi Revv ENGINE
POWER ECO MODE INDICATOR LED
BLUETOOTH CONNECTED SPEEDOMETER
NAVIGATION ASSIST

7. TARGET MARKET
STRENGTHS  Colossal brand value and probably the greatest player in
the bikes Indian advertise
 Superb R&D, and wide assortment of items in each
fragment
 Superb dissemination and great number of administration
focuses
 TVS Group has more than 40,000 workers and a client
reach of more than 15 million
 Associating itself with brand ambassadors and celebrities
 'Scooty' as a brand has become a second
 name for the scooterrate fragment
WEAKNESSES  Absence in the premium bike segment
 Lack of scale and capital advantage
 Limited geographical diversity and overdependence on
domestic market
 Takes more time to introduce their products than their
competitors
 Lack of aggressive advertisement
OPPORTUNITIES  Growing Indian two wheeler market
 Optimistic outlook for global two wheeler industry
THREATS  Technology like robots driven cars, alternate energy
vehicles, interconnected traffic and safety systems may
affect the sale of two wheelers
 Improvement in public transport
 Stringent environmental regulations
 Intense competition
SEGMENT Middle and lower middle class who want a
bike or scooty that is stylish and gives
good mileage
TARGET GROUP Middle class and lower middle class youth,
age bracket(22-35)
POSITIONING Bikes which will bring a smile on the face
of customers
6. SWOT ANALYSIS OF COMPANY

8.COMPETITORS ANALYSIS:
9.NEWS(LAST 6 MONTHS)
 The company launched its new NTORQ 125 Race edition in Goa. TVS has valued the NTorq 125 Race
Edition at Rs 62,995 (ex-showroom, Delhi). The organization additionally propelled its scope of bike
riding rigging and attire at the occasion.
 TVS sells 3 lakh units in September
 TVS registers 17 % growth in export markets
 TVS has announced a 26.7% decline in total sales for September 2019.
 TVS to launch Apache RR 310 and NTORQ in UAE.
 TVS has a new assistance facility for the Apache RR310 customers.
 India's most costly bike stock, TVS Motor, could be in for a rough ride as rivalry heightens in two
pivotal portions of a developing customer showcase — bikes and value delicate, section level bicycles.
 The stock is exchanging at multiple times the anticipated FY20 profit: interestingly, Bajaj AutoNSE -
0.62 % and Hero Moto Corp NSE - 0.52 % draw products of 17-18, while the creator of Royal Enfield is
esteemed at multiple times FY20 income. TVS verifiably delighted in premium P/E inferable from the
intermediary.
37%
25%
14%
12%
4% 4%
MARKET SHARE
HERO
HONDA
TVS
BAJAJ
YAMAHA
ROYAL ENFIELD

C.MARKETING
STRENGTHS  India’s first connected scooter with TVS Smart
Xonnect
 Crafted with cutting edge style,performance
and technology
 9.4 PS of incredible power and 10.5Nm of
peak torque
 Fastest initial pickup of 0-60 in 9 secs
 First ever built LAP TIMER
 In built TOP SPEED recorder
WEAKNESSES  Limited target groups and thus their revenue
 Price is on the higher side
 Safety should b concerned with design
OPPORTUNITIES  Introduction of measures that insure safety thus
 commanding a premium
 Expansion in the global market
 Expansion in the rural segments in domestic
market
 New technological development

THREATS  Competitors
 Change of taste of the target market due to
globalisation
1. SWOT ANALYSIS OF THE PRODUCT
TVS NTORQ SWOT ANALYSIS

2.MARKETING MIX OF TVS NTORQ:
o PRODUCT
 TVS takes into account a wide scope of car classifications which incorporate mopeds (XL, Super XL,
Super Heavy Duty, XL 100, XL 100 Comfort), Scooters (TVS Scooty punch, Scooty pizzazz 110, Wego
110, Jupiter), Motorcycles (Sport, Start city +110, Victor 2016 Phoenix 125, TVS Apache RTR 160, 180,
200 and 200 4V) and 3 wheelers (King), which all go under the item technique in the showcasing blend of
TVS Motors.
 TVS has earns a notoriety of delivering exceptionally creative answers for its item lineup. It has enhanced
such items as TVS 50, India's initial two seater sulked, Scooty, India's first scooterrate, TVS Champ, India's
first Digital Ignition, Apache, India's first bicycle to include Anti Lock Braking System, Jive, first bicycle in
Quite a while without a grip, Wego, first bike highlighting Body balance innovation, Victor, first
indigenously created Indian bicycle. So taking into account mass markets just as youthful working experts,
shrewd autonomous ladies and sports arranged adolescents, TVS has a wide scope of items
o PRICE
 TVS engines are one of the biggest selling bike marks in India. Carefully remembering the slants and
estimation of Indians, TVS costs its items aggressively, undermining the challenge if there should arise an
occurrence of Scooters, scooterrate, and section level bikes.
 TVS has been known for its worth valuing for its extra parts as well, a considerable lot of which are utilized
in its own items. Since purchasers of these portions have always evolving needs, TVS utilizes endurance
technique to stay focused.
 Generally the estimating system in the promoting blend of TVS Motors depends on rivalry. The fervently
challenged Rs50000 to Rs80000 portion sees a great deal of contestants every year except TVS keeps on
being beneficial and drives home great deals in light of its valuing procedures. Through new tie without
raising its item costs.
 The NTorq 125 is sold in two variations, the standard variation and the NTorq 125 Race Edition, evaluated
at Rs 62,995 (ex-showroom). At this value, the NTorq 125 Race Edition is Rs 3,000 more costly than the
top-end circle brake variation. It gets another red and dark paint alternative alongside energetic designs. It
gets another LED headlamp, LED DRLs and a risk light, which is a section first element.

NTORQ 125 PRICE LIST (VARIANTS)
TVS NTORQ 125 DRUM
Ex showroom price - Rs62487
RTO – Rs 7830
Insurance- Rs 5987
Others- Rs 3249
On road price- Rs 79553
TVS NTORQ DISC
Ex showroom price- Rs 65870
RTO- Rs 8294
Insurance- Rs 6093
Others- Rs 3249
TVS NTORQ RACE EDITION
Ex showroom price- Rs 69187
RTO- Rs 8589
Insurance- Rs 6160
Others- Rs 3249
o PLACE
 The company has four manufacturing plants, three located in India (Hosur in Tamil Nadu, Mysore in
Karnataka and Nalagarh in Himachal Pradesh) and one in Indonesia at Karawang. Following is the
conveyance procedure of TVS.
 TVS has a strong distribution network. Bragging a broad seller arrange surpassing 2000 in many states
of India, TVS has nearness which is bested distinctly by contenders like Hero Moto Corp and Bajaj.
With assembling plants in Hosur, Nalagarh, Mysore, Karawang, Indonesia. With a solid spotlight on
rustic markets, TVS as a brand is carved in the recollections of those living in edges and provincial
territories and not simply urban communities and level 1 town. The wide business organize is the spot
methodology in the promoting blend of TVS Motors, Licensed showrooms separated from approved
vendors likewise stock and sell TVS vehicles, now and then combined with back and advance plans.

o PROMOTION
 TVS had the option to fortify its image in India with broad promoting.
It has obviously comprehended its division and situating and guides its limited time exercises to explicit
objective crowds. A multi faceted technique of correspondences with a solid online nearness encourages
it to pick up influence similarly as back of the mind review is concerned.
 Great media relations, and deliberately focused on publicizing efforts as a part of the limited time
procedure in the promoting blend of TVS, further help fabricate the brand to develop. Thorough
pamphlets, ATL publicizing, standees, direct emailers and so forth all assistance support TVS deals.
Consequently, every one of these focuses abridges the promoting blend of TVS Motors.
3. STP OF TVS NTORQ
SEGMENT Middle and upper middle class who want a bike or scooty that is
stylish and gives good mileage
TARGET Middle class youth between the age of 20-35
College students and school students are mainly the targeted
customers
POSITIONING Sports scooter mainly for youngsters, stunters
4. PRODUCT LIFE CYCLE OF NTORQ

o INTRODUCTION
It was launched in February 2018,with Bluetooth connected speedometer(with navigation assistant, caller ID,
top-speed recorder, in built lap timer and service reminder) engine kill switch, stealth inspired styling.In
September 2019, TVS also launched its race edition which comes with signature LED DRLs and LED
Headlamp.
o GROWTH
When the product was growing gradually and when they realized that the consumers are accepting their product
then they started media campaigns in full fledge and as their scooter was doing great in the market .Since its
launch it has become darling of its Gen X customers because of its striking appearance and TVS Smart Xonnet
feature.
o MATURITY
As NTORQ is recently introduced it has not been this stage for a much time. It is way more powerful and
enjoyable scooter.Because of its 12 inch wheels both front and rear. It is a best scooter for city usage and long
riding. NTORQ continues to maintain its relationship with its existing customers and satisfy its cutomers by
continuing innovations and campaigns.
o DECLINE
As NTORQ is in growing stage s it is difficult to predict its decline and recently it has introduced its new
edition to target new set of customers in the market.

D.HUMAN RESOURCE MANAGEMENT
1. ORGANISATIONAL STRUCTURE
CHAIRMAN OF THE
COMPANY
BOARD OF
DIRECTORS
VP
FINANCE
VP
MARKETING
VP
HUMAN
RESOURCE
VP
PRODUCT
TEAM
VP
SALES
TEAM
MANAGER
FINANCE
EXECUTIVE
MANAGER
MARKETING
EXECUTIVE
EXECUTIVE
MANAGER HR
SPARES
MANAGER
SPARES
SALE
EXECUTIVESPARES
BILLING
MANAGER
OPERATION
S
MANAGER PR
TEAM
WORKSHOP
MANAGER
SPARES
PURCHASING
GGG
FLOOR
SUPERVISOR
EXECUTIVE EXECUTIVE
SUPERVIS
OR
MANAGER
SALES
TEAM
DIRECT
MARKETING

2. ORGANISATIONAL CULTURE AT TVS MOTORS:
POSITIVE CULTURE NEGATIVE CULTURE
 Good company for career growth
 Fixed timing and good working environment
 Seniors are supportive
 Encourages innovation
 Good learning environment
 Treating employees negatively
 Employees have to often fight for their rights
 HR function needs much improvement
 Too much bossism
 Lack of professionalism
3. JD’S AND JOB SPECIFICATIONS OF TVS
1. TERRITORY MANAGER-PARTS
Experience: 4-9 years; Territory Manager
Service (Pan India)
Job Description
Dealer Business growth & profitability
a) Improve service business of dealer by taking counter measures to increase free service redemption and
overall service inflow.
b) To improve service operational efficiency in workshop to improve profitability.
c) Diagnose critical technical issues.
d) Sale of Service business enabling instruments like Assurance penetration etc.
Improve CSI Score
a) Improve CSI through service process audit & take corrective actions to improve service standards at
dealership.
b) Improve the capability level of dealers service team and give on the job training in areas of product
knowledge, service repair standards, special tools, customer handling skills& customer satisfaction, updating of
knowledge through SIB.
c) Recover dissatisfied customers & take corrective actions.
d) Implement recall policies as applicable.
Product Quality
a) Product feedback to be given regularly to HO to improve product quality.
People Effectiveness
a) Ensure the availability of trained manpower across the network

b) Control attrition Required Candidate profile Candidates must possess at
least a Polytechnic/ Engineering/ Secondary school/ higher sec. school/
equivalent. At least 2.00 year(s) of working experience in the related field is required for this position.
Preferably Middle Level/ Management
Desired Skills and Experience
Business development, sales , retail , management , after sales service , territory manager , territory
management , business growth
2.DEPUTY MANAGER FINANCE (PAYROLL AND WAGES)
Job Description
 Ensure timely and accurate processing of payroll and accounting.
 Disburse monthly salary (either through bank transfer / cheques / cash as applicable) & remit deductions
made from salary to respective authorities
 Ensure statutory compliance relating to IT / PF / ESI / PT/LWE
 Ensure timely & accurate full & final settlement
 Maintenance of documents as per statutory requirements / SOP
 Ensure adherence to SOP's & continuous review and updation of SOP'
 Ensure Preparation of monthly schedules for applicable Balance Sheet & P&L items and review
 Ensure actuary valuation is done for Leave, Gratuity, Pension liabilities and Pension investments and
provided in books periodically.
 Maintain books of account of Provident Fund Trust and ensure completion of audit and statutory
compliance
 Complete Trust audit /inspection on time without any NCR
 Arrange to conduct PF Trust meeting at monthly intervals
 Ensure Trust functions are done with least time and gaining employee satisfaction (Including loan,
settlement, investment, interest
 Obtain benefits as per PF Scheme timely (PMRPY)
3.TERRITORY MANAGER(SALES)
Exp: 2-5 years; Territory Manager - Sales (Pan India) 2 - 7 Years
Job Description
 Visit Dealerships as per approved Journey Cycle.
 Execute sales activation plans within an allotted budget. Work with the Activation Teams where
available at TVSM & the Dealership.
 Review Sales to Customers and to ASCs; Identify & ensure corrective & preventive action.
 Support the Dealer Owner in building an engaged & effective team of Sales Personnel
 Support the Dealer in recruitment of adequate & right manpower
 Role model behaviors that enable personal selling effectiveness.
 Deliver effective On the Job Training for Dealer Sales Personnel.
 Build and maintain effective relationships with Dealer Owners, and their staff including Managers and
Dealer Sales Personnel.

 Observe adherence to Dealership Sales Standards & the Sales Process;
provide feedback and support for corrective action, which will ensure
achievement of Customer Satisfaction ( Sales Satisfaction ) goals.
 Drive & support effective Management of Enquiries thru the Dealer Management System.
 Ensure the Dealer Order in MOS (Monthly Order System) is in sync with PD Plan.
 Track and report Competitor Activity in assigned territory Product Launches / Schemes / Promotions /
Development plans of the Competition.
Desired Skills and Experience
Personal selling , channel sales , dealer sales , sales process , business development , sales , retail , sales
management , promotions , build , management , territory manager , territory management , dealer management
system.
4. REGIONAL MANAGER(PARTS)
JOB DESCRIPTION
 Deploy APS level plan to achieve annual business plan
 Study and report actionable competition action from market
 Conduct periodic review of APS, AMD, AD & retail performance
 Conduct periodic review of APS, AMD, AD & retail performance
 Identify and appoint strong APS
 Track and enable APS financial health and working capital availability to achieve annual growth targets
 Train and develop Territory Managers in line with TVS core values
 Train and problem solving techniques as prescribed by TVSM TQC
 Track and ensure conformance to APS and dealer standarisation guidelines
 Deploy and ensure conformance to TM journey cycles
 Track and Drive DMS usage at APS
 Deploy and ensure conformance to TM journey cycles
Required Candidate Profile
Candidates must possess atleast a Management/Engineering/Secondary school/Higher sec.
school/equivalent.
Atleast 8 year(s) of working experience in the related field is required for this position.
Preferably Middle Level/Management.Job role in Area Manager.
1 Full Time/equivalent position(s) available.
5. ASSISTANT MANAGER(R&D)
Job Description
 Design and development of electrical parts
 Benchmarking of surrogate vehicles wrt electrical parts 2D & 3D layout preparation for parts
and sub system
 Release of drawings via PLM workflow
 Listen; read, understand and incorporate the inputs received via the documents: QFD, AQ, MBQ,
PDD

 Perform first principle calculation.
 Check part product failure; Failure modes and prepare DFMEA.
 Verify the design for patent infringement
 Participate & resolve issues with respect to DFM/ DFS/ DFA/ DFMEA
E.FINANCE
1.TVS MOTOR INCOME STATEMENT 2018-19
o
o INCOME STATEMENT ANALYSIS:
 Operating income during the year rose 23.4% on year-on-year basis
 The company’s operating profit increased by 40.1% during the fiscal year. Operating profit margins
witnessed a fall and down at 10.7% in FY19 as against 9.4% in FY18.
 Depreciation charges increased by 18.2% and finance costs increased by 96.1%
 Net profit for the year grew by 9.1%
 Net profit margins during the year declined from 4.0% in FY18 to 3.6% in FY19.
NO OF MONTHS
YEAR ENDING
12TH MARCH
2018
12TH MARCH
2019
% CHANGE
Net sales 163403 201600 23.4%
Other Income 996 254 -74.5%
Total Revenues 164399 201854 22.8%
Gross Profit 15425 21608 40.1%
Depreciation 3736 21608 18.2%
Interest 3382 4417 96.1%
Profit before tax 9302 6634 16.2%
Tax 2660 10812 34.4%
Profit after tax 6648 3575 9.1%
Gross profit margin 9.4 7254
Effective tax rate 28.6 10.7
Net Profit margin 4.0 3.6

2.TVS MOTORS BALANCE SHEET AS ON MARCH 2019
NO OF MONTHSYR
ENDING
12 MARCH18 12 MARCH 19 %CHANGE
Current Liabilities 78299 81848 4.5
Long term Debts 23609 49092 107.9
Current assets 131903 166965 26.6
Fixed Assets 63247 83317 31.7
Total assets 131903 166965 26.6
3.CASH FLOW STATEMENT 2018-19
PARTICULARS 12 MARCH18 12MARCH19 %CHANGE
Cash flow from
operating activities
3544 -9179
Cash flow from
investing activities
-10952 -11036
Cash flow from
financing activities
8965 22098 146.5%
Net cash flow 1558 1882 20.8%
o CURRENT VALUATIONS FOR TVS MOTORS
 The 12 months earnings per share of the company stands at Rs 15.3 improved from last year.
 The price earnings ratio at the current price of Rs 434.5 stands at 30.8 times twelve months earnings
 The price to book value ratio stands at 8.6 times, while the price to sales stands at 1.3 times.
 The company’s price to cash flow ratio stood at 17.7 times its end of year operating cash flow earnings
4. ALL THE RATIOS OF THE COMPANY
 TURNOVER RATIO: COST OF GOODS SOLD =15.49%
AVERAGE INVENTORY
 LIQUIDITY RATIO: CURRENT ASSETS – INVENTORY = 0.49%
CURRENT LIABILITY

 SOLVENCY RATIO: PROFIT AFTER TAX = 725.40
*100 = 15.86%
TOTAL DEBTS 4573.28
 PROFITABILITY RATIO= NET INCOME/TOTAL REVENUE/*100
=725.40/20185.45=3.59
 ROCE =OPERATING PROFIT/CAPITAL EMPLOYED
=725.40/9542.14*100= 7.60%
 ROIC= PROFIT AFTER TAX/INVESTED CAPITAL
=725.40/3347.82*100=21.66%
4.KEY RATIO ANALYSIS
NO OF MONTHS YEAR
ENDING
12 MARCH18 12MARCH19
Current Ratio 0.8 1.0
Debtors Days 24 28
Interest coverage 3.8 2.6
Debt to equity ratio 0.9 1.5
Return on assets 7.6 8.3
Return on equity 24.8 22.
Return on capital employed 25.2 21.6
5. DIRECT AND INDIRECT COST OF COMPANY
Direct Cost= cost of materials consumed+ purchase of stock in trade+ change in inventory+ employee benefit
expenses.
2018= 11003.4+254.56+11003.4+1149.79=23410.43(in crores)
2019=13788.43+244.84+13788.43+1432.15=29253.85(in crores)
Comparison=29253.85-23410.43 = 19.97%
29253.85
Indirect Cost= finance cost+depreciation expense+ tax expenses+ other expenses+employee benefit expense

2018=338.22+373.60+230.77+2356.45+1149.79=4448.83(in crores)
2019=663.40+369.5+441.71+2612.70+1432.15=5519.49(in crores)
Comparison= 5519.49-4448.83 =19.39%
5519.4
FIXED ASSETS OF THE COMPANY
2019-2018
5214.46-4626.27=588.19
WORKING CAPITAL REQUIREMENT OF THE YEAR
Working Capital= Current Assets-Current Liabilities
3154.90-4041.68= (886.78)

sF. CONCLUSION
 Now that the report comes to an end on the concluding it can be inferred that the automobile sector is
very vast and it has never ending products.TVS Motors has strength to fight its rivals and compete in the
dynamic environment.
 After analyzing the organization culture I found that it has positive as well as negative organizational
culture.
They also provide good package to their employees, better incentives etc to motivate their employees.
 TVS can carry forward its brand image and a huge customer base and has the potential to surpass its
competitors in the days to come.
 It can have a routine check of the customer expectations, promote more of its products through different
means of marketing.

G.BIBLIOGRAPHY
These were the following links used and helped me in completing this report:
 https://www.investing.com/equities/tvs-motor-company-financial-summary
 https://www.linkedin.com/jobs/search/?currentJobId=1561893433&f_C=23238&l
ocationId=OTHERS.worldwide
 https://www.linkedin.com/company/tvs-motor-company
 https://www.equitymaster.com/research-it/annual-results-analysis/TVS/TVS-MOTORS-2018-19-Annual-Report-
Analysis/608
 http://www.tvsmotor.com/
 www.ibef.org
 www.moneycontrol.com
.

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