Second Place in the World while representing Asia-Oceania in an Automobile simulation competition organized by Santender and ESIC Business School, Spain. This PPT describes our entire business strategy adopted to build the company during the competition.

1. Global Marketing Competition 2014d
GIM MOTORS
PRESENTATION

2. 2
1
2
3
MARKET ENTRY STRATEGY
KEY STRATEGIES AND COMPETITOR ANALYSIS
CORPORATE STRATEGY
AGENDA
4
5
AVOIDABLE SETBACKS
GLOBAL MARKETING COMPETITION 2014
FUTURE CHALLENGES

3. 3
Corporate Strategy Inspiration
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
GLOBAL MARKETING COMPETITION 2014
Most ethical
company for last
five consecutive
years by
Ethisphere
Institute
2nd largest US
based automaker,
5th largest in
Europe and 2nd
largest in World
Sustainable
Brand equity
for over 100
years
Customer-
Centric
Approach
rather than
just profit-
oriented

4. 4
Mission,Vision and Culture of GIM MOTORS
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
GLOBAL MARKETING COMPETITION 2014
Most admired by our customers, employees,
business partners and shareholders for the
experience and value they enjoy from being
with us.
To be passionate in anticipating and providing
the best vehicles and experiences that excite
our customers globally
Integrity, Accountability, Customer, Innovation,
Concern for environment, Passion for
excellence

5. 5
Our Corporate Strategy Guidelines at a Glance:
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
GLOBAL MARKETING COMPETITION 2014
Focus on
developing cars at
a faster rate to
serve every
market segment
Establish
economies of scale
with an emphasis
on profitability.
Focus heavily on
market
penetration and
product
development and
diversification
Focus on
minimizing the
finished goods
inventory as much
as possible by
understanding PLC
Focus on strong
dealer
relationships for a
long term
Using the
advertising
mediums
effectively to
improve
awareness

6. 6
Market Entry Strategy Inspiration
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks Detroit : The
World’s
automobile
capital
“Ford of
Europe”
Concept
Market Entry with
hatchbacks for Europe
Market- Ford Escort, Ford
Capri
Market Entry
with Mercury
series in
“midsize” and
“full-size”
sedans
Different
Market-
Different Series
entry strategy

7. 7
Entry level Strategy on Headquarters and Segments:
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
• Decision: Headquarters set-up in North America
• Reasons: Detroit, the motor city , where the big 3 are located, has
world’s best suppliers so our purchase managers can negotiate
better and keep close relations with suppliers. Our Marketing team
can also have a close look at strategies which the big 3 follow. Also,
the company got the best possible talent for headquarters.
• Cost of dismissing a production personnel were significantly low in
NA market as compared to other two markets
• Explanation: As a rule of thumb,one person at headquarter is
counted for every six workers in assembly plants.
Competitor’s Strategies: All other competitors were also
headquartered in NA

8. 8
Market Entry for Various segments Vs Our Competitors:
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
Decision : (Geographical segmentation)S1 and S2 in SE while S3 and S4 were
manufactured in NA. As per Ford Strategy, we entered markets with separate
series and aim was to maximise sales with one series in one market.
Reasons: Hatchbacks are in high demand in Europe while the American
consumers are fond of Sedans
Explanation: Transportation cost per vehicle from plants to dealer points
would have increased if vehicle was manufactured in region where the
demand was low

9. 9
Entry level strategy at a glance:
GLOBAL MARKETING COMPETITION 2014
Always have 8 models in market to give a wide range to
customers across diesel and petrol variants.
Consistent high margins to dealers among competitors to
push the product along with other advertising media
engines.
Designs were chosen precisely surveying various vehicles
in similar segments available in production country .
Consistent investment on market intelligence surveys.
Investment in racing team to have TOP OF MIND
AWARENESS for corporate brand.
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks

10. 10
Production Organization Inspiration: Toyota Production System
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
Eliminate these
wastes (Muda)
 Waste of over production (largest
waste)
 Waste of time on hand (waiting)
 Waste of transportation
 Waste of processing itself
 Waste of stock at hand
 Waste of movement
 Waste of making defective
products
Underlying
Principles
World’s
largest
Production in
cars
 Design out Muri (overburden),
Avoid Mura(inconsistency) and
eliminate muda(waste)
 Continuous improvement
 Respect for individuals and
teamwork

11. 11
Production Organization:
GLOBAL MARKETING COMPETITION 2014
A unit in Production
Life cycle of the version
Design RatingsCompetitors
Full Capacity Utilization
of Assembly Plants
Mapping demand for all
versions for a car for TG
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
Employee Relations were
given prime importance

12. 12
Shifts Rationale:
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
Zero waste of production
capability

13. 13
Competitive Analysis of Shifts and Employee Relations
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
29000
30000
31000
32000
33000
34000
35000
Year 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8
EMPLOYEE RELATIONS IN NA PLANTS
SALARY-NA1
SALARY-NA2
UNIVERSE AVG
Employee
Motivation to
boost
performance-
Incentives of
15% for
exceeding
10% targets
Shifts and Production capacity utilization

14. 14
Pricing rationale:
GLOBAL MARKETING COMPETITION 2014
Cost Plus pricing
Based on lifecycle
of the product
Discounts based
on previous year
sales
An eye on average
and competitor
prices
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks

15. 15
Cost plus pricing Rationale
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
• Multiplication factor given to cover intangible costs such as Overheads,
advertising, market research, R&D etc.
• Rebates worth 400-500 Euros were given for a period of 4-5 months post
launch to keep consumer demand intact and get competitive advantage

16. 16
Competitors Analysis of Pricing and Rebates Schemes
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
• Duration of rebates was
kept competitive
• Competitors took an
advantage by dropping the
prices significantly and
increasing the Rebate
drastically(Team 3 and Team
6)
• Advertising spend(model-
wise) was important for
generating demand
(Explained later)

17. 17
Distribution : Dealer evolution Inspiration
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
Biggest Car
dealer in US
Known for
Strategic locations
& good attitudes of
Sales Staff
Customer
Service score
is very high
Wide reach- 267
franchises in
around 15 states

18. 18
Distribution : Dealer evolution
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
Strong
Distribution
Network in
the Target
Markets
Dealer
Satisfaction
achieved
with multiple
variants
Good
Customer
Service at
the dealer
points
Competitive
Dealer
Margins

19. 19
Distribution Strategies: We V/s Our Competitors
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
1600 1650 1700 1750 1750 1700
501
1000 1000 900 850
600 550
1700
2000
505 600 510 510 510 501
0
500
1000
1500
2000
2500
Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
No of Dealers -NA Region
1 2 3 6

20. 20
Distribution Strategies: We V/s Our Competitors
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks

21. 21
Product Development
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
Product
Development
8 versions per
model
Secondary
Research on
Dimensions of
models for
respective regions
Minimizing
finished goods
inventory
No. of
Diesel/Gasoline
versions Based
on demand of
engine type in a
market

22. 22
Competitors Vs Us in Product Development
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks

23. 23
Positioning
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
For our customers who are valuable than anything, GIM Motors
Offers Automobile products and services which are superior to
others
Positioning
Strategy-More
for More
Benefits Offered:
• Maximum Warranty Offered
• Better Customer service at dealer
points
• High number of dealer points in each
geographic location
• Cashbacks on purchase for a longer
period compared to competitors

24. 24
Market Penetration efforts:
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
Penetrating the
maximum market
using the all-
versions launch
strategy
An eye on the
purchasing power
parity of the Target
Segment
Snatching the Share from
our competitors in the
competing model by
playing on prices and
promotions

25. 25
Market Penetration efforts:
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks

26. 26
Market Penetration vs Our Competitors
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
100.00
Y3 Y4 Y5 Y6 Y7 Y8
Est. Companies 77.07 76.55 75.29 68.27 69.30 71.84
6 0.24 0.44 0.23 1.24 0.22 0.18
3 0.14 1.48 7.62 5.71 2.40
2 2.21 1.62 1.06 1.60 0.96
1 22.69 20.66 21.38 21.81 23.17 24.62
Market Penetration in SE Market
1 2 3 6 Est. Companies

27. 27
Promotional Strategies Inspiration: General Motors
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
Among top 5
Ad spenders in
US and highest
in automobile
3% Ad
spending by
percentage of
sales method
Less/stop
spending on
mediums which
cannot give sales-
GM stopped
spending money
on Facebook Ads
in 2012
1267.3
184.5175.8142.5
22.5
19.4
1337.2
AD SPEND BY GENERAL MOTORS
TV MAGAZINES INTERNET NEWSPAPERS
RADIO OUTDOOR Mainstream Press

28. 28
Promotional Strategies
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
Brand Ads
according to
Target segment
Model
advertising
keeping in mind
competitor’s
spend in Target
market
Always keep
racing Car to
build Top of
Mind
awareness
Modification in
advertising budget
according to model
ratings and
demand in market
after launch
Advertising
Budget
allocated as 2-
3% of Gross
sales(Percenta
ge of sales
method)

29. 29
Media Vehicles Selection: Maximum Exposure in Target Market
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks

30. 30
Competitive Analysis on Ads Distribution
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
0
500
1000
1500
2000
2500
3000
3500
1 2 3 6
Model S3-Number of ADs in NA Region
0
500
1000
1500
2000
2500
Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
NA REGION INVESTMENT IN BRANDING-
MAINSTREAM PRESS
1 2 3 6

31. 31
Competitors at a glance
GLOBAL MARKETING COMPETITION 2014
Corporate Strategy
Key Strategies and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
•Mismanaged working capital leading to high interest
expenses on overdraft amount
•Advertising spend was not mapped and budgeted properly
•Low investment in production capabilities
•Low design ratings leading to low demand generation
-50000000
-40000000
-30000000
-20000000
-10000000
0
10000000
20000000
30000000
Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
Working Capital Management
1 2 3 6

32. 32GLOBAL MARKETING COMPETITION 2014
Avoidable Setbacks
Corporate Strategy
Key Decisions and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
S4 Segment potential not tapped
Low Ratings as
compared to other
segments- Car Design
Rating of S4A-6.33
Rating of S4B-5.05
Inventory Pile
Up due to wrong
demand
estimation
Our strategy of full
capacity
utilization(Based on
TPM) of plants didn’t
worked well for this
segment

33. 33GLOBAL MARKETING COMPETITION 2014
Avoidable Setbacks
Corporate Strategy
Key Decisions and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
0
50000
100000
150000
200000
250000
300000
350000
400000
Year 4 Year 5 Year 6 Year 7 Year 8
Sales of S4
0
200000
400000
600000
800000
1000000
1200000
1400000
Year 4 Year 5 Year 6 Year 7 Year 8
S4 Inventory

34. 34GLOBAL MARKETING COMPETITION 2014
Avoidable Setbacks
Corporate Strategy
Key Decisions and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
Negative YOY Sales growth(Year 7 & Year 8)
 Not Coming up with new models in year 7 and year 8 and using
the same models for a long period of time for which prices were to
be reduced due to declining phase of life cycle of the model, hence
sales were affected
 Dealer satisfaction was affected in year 7 due to a large increase
in dealer margin by our competitor and coming with good designs

35. 35GLOBAL MARKETING COMPETITION 2014
Areas of Concern going further:
Corporate Strategy
Key Decisions and
Competitor Analysis
Entry Strategy
Future Challenges
Avoidable Setbacks
New models in other segments shall also be launched at a faster phase
to avoid impact of falling sales of models in mature/decline phase of
lifecycle
S4 Segment Penetration to be improved. Better Secondary research
needs to be done before launching new S4 model
Dealer profitability has been affected in last 2 years leading to loss for
the dealers leading to decreasing dealer satisfaction and hence
impacting sales.
Imitation of our strategies by competitors leading to low
differentiation . E.g: Imitation of dealer margins by competitors –
Focus on creating intangible diffrentiation

36. Thank You
For Your Attention.
36