This document provides an overview of Bosch, an automotive components manufacturer in India. Some key points: - Bosch is India's largest auto component manufacturer and one of the largest Indo-German companies. It employs over 10,000 people and generated over Rs. 45,000 million in net sales in 2008. - Bosch has manufacturing facilities across India and divisions that produce automotive, industrial, and consumer goods. It is a market leader in automotive components with a 37% market share. - Growth drivers for the automotive components industry in India include rising consumer incomes, an expanding market size, and improving quality of vehicle service. Bosch positions itself as a technology leader focused on product

1. PUNE INSTITUTE OF BUSINESS
MANAGEMENT
BATCH- 2014-16
FINAL REPORT ON AUTOMOBILE & ANCILLARY
COMPANY – BOSCH
Name: - Rahul Sui.
Roll no. DM14B30
Batch: - 2014-16
Course: - PGDM

2. Introduction
The Indian auto component industry is one of the country’s rising industries with tremendous growth
prospects. From a low-key supplier providing components exclusively to the domestic market, the industry
has emerged as one of the key auto components centers in Asia and is today seen as a significant player in the
global automotive supply chain. India is now a supplier of a range of high-value and critical automobile
components to global auto makers such as General Motors, Toyota, Ford and Volkswagen, amongst others.
The industry currently accounts for almost seven per cent of India’s gross domestic product (GDP) and
employs about 19 million people, both directly and indirectly. The ever-increasing development in
infrastructure, big domestic market, increasing purchasing power and stable government framework have
made India a favorable destination for investment, as per the vision of Automotive Mission Plan (AMP)
2006–2016
Market Size
The Indian auto-components industry can be broadly classified into the organized and unorganized sectors.
The organized sector caters to the original equipment manufacturers (OEMs) and consists of high-value
precision instruments while the unorganized sector comprises low-valued products and caters mostly to the
aftermarket category.
The Indian auto component industry is expected to register a turnover of US$ 66 billion by FY 15–16 with the
likelihood to touch US$ 115 billion by FY 20–21 depending on favorable conditions, as per the estimates of
Automotive Component Manufacturers Association of India (ACMA). In addition, industry exports are
projected to reach US$ 12 billion by FY 15–16 and add up to US$ 30 billion by FY 20–21.
Exports in the sector grew by 4.4 per cent to touch US$ 9.69 billion in 2013, as per data provided by ACMA.
Auto component makers expect robust growth in the months to come with continued rise in car sales in the
past five months
Investments
The cumulative foreign direct investment (FDI) inflows into the Indian automobile industry during the period
April 2000 – November 2014 were recorded at US$ 11,351.26 million, as per data published by the
Department of Industrial Policy and Promotion (DIPP).
Some of the major investments made into the Indian auto components sector are as follows:
 Motherson Sumi Systems Ltd has acquired assets of German auto parts maker Scherer & Trier GmbH &
Company KG, which includes two factories. The acquisition will be made through its Netherlands-based
subsidiary Samvardhana Motherson Automotive Systems Group BV for Rs 285.10 crore (US$ 46.24 million).
 Nittan India Tech, the Indian subsidiary of the Japanese auto major Nittan Valve, has inaugurated its production
unit at Sri City.
 Automotive supplier Uno Minda and Japan’s Toyoda Gosei Co Ltd have announced a joint venture (JV)
partnership to manufacture and sell rubber hoses to automobile makers in India. The JV will be set up with a
total investment of Rs 85.3 crore (US$ 13.83 million) in a phased manner.
 RSB Transmissions has signed a Technical Assistance Agreement with Jidosha Buhin Kogyo, Japan to
manufacture and sell propeller shafts for SCV/SUV/LCV segment for the domestic and export market

3. Government Initiatives
The Government of India’s Automotive Mission Plan (AMP) 2006–2016 has
come a long way in ensuring the growth of this sector in the global market. It is expected that this sector's
contribution to the GDP will double reaching a turnover worth US$ 145 billion in 2016 due to the
government’s special focus on exports of small cars, multi-utility vehicles (MUVs), two and three-wheelers
and auto components. Also, the deregulation of FDI in this sector has helped foreign companies to invest in
huge amounts in India.
“The government has instilled confidence in the market with assurance of positive policy changes. We hope
that by the fiscal year 2014–15, capacity utilisation will go up to 90 per cent," according to Mr Harish
Lakshman, President, ACMA.
The Government of India is in talks with ACMA and several industry bodies to extend the current excise
duties concession beyond December 2014. Under the scheme, excise duties have been reduced for the
following segments:
 For small cars, motorcycle, scooters and commercial vehicles – duty has been reduced from 12 per
cent to 8 per cent.
 For mid-sized cars – duty has been reduced from 24 per cent to 20 per cent.
 For large cars – duty has been reduced from 27 per cent to 24 per cent.
In recent news, it has been reported that Ms Elizabeth Thabethe, Deputy Minister of Trade and Industry,
South Africa, accompanied by a delegation of 27 companies, met the delegates of Indian automakers for
partnerships.
Road Ahead
The rapidly globalizing world is opening new avenues for the transportation industry, generating the need for
more efficient, safe and reliable modes of transportation, which is subsequently adding to the auto component
industry’s growing opportunities. According to a report by the Confederation of Indian Industry (CII), the
Indian auto component industry is set to become the third largest in the world by 2025. Also, by that time,
newer verticals and opportunities for component manufacturers will open up as the automobile market will
shift towards electric, electronic and hybrid cars, and newer technologies will have to be adopted via
systematic research and development.
By 2020, it has been estimated that nearly 90 per cent of vehicles on the road will be wired. While the
connected car market is expected to touch US$ 600 billion, the automotive component industry is predicted to
reach US$ 113 billion.
Exchange Rate Used: INR 1 = US$ 0.0162 as on January 21, 2015

5. 93%
7%
GDP CONTRIBUTION
OTHERS AUTOMOBILE ANCILLARY
GDP % Contribution to the Indian Economy
Auto ancillary sector contributes 7% of the total GDP.

6. Historical Growth:-
REASONS OF GROWTH
o Developing Economy
o Market is developing
o Revenue of industry going up day by day
o Exports are more
o Disposable income also growing

7. Porter’s Five Forces Model

8. Bosch is the flagship of the Bosch Group's subsidiaries in India. Founded in 1951,
the company is India’s largest auto component manufacturer and also one of the
largest Indo-German companies in India.
The company employs about 10,108 associates, and in business year 2008 generated net sales of Rs 45,416
million. The Bosch Group holds close to 70% stake in the Indian subsidiary.
Bosch has a strong nationwide service network which spans across 1,000 towns and cities with over 4,000
authorized representations to ensure widespread availability of both products and services. The company is
headquartered in Bangalore with manufacturing facilities at Bangalore, Naganathapura (near Bangalore),
Nasik, Jaipur and Goa.
Divisions
Automotive Technology Business divisions: Diesel and Gasoline Fuel Injection Systems, Blaupunkt Car
Multimedia Systems, Auto Electricals and Accessories, Starters and Motors, Energy and Body Systems.
Industrial Technology Business divisions: Packaging Machines, Special Purpose Machines
Consumer Goods and Building Technology Business divisions: Power Tools, Security Systems
Group Companies
 Bosch Chassis Systems India
 Bosch Rexroth India
 Robert Bosch Engineering and Business Solutions
 Bosch Automotive Electronics India
 Bosch Electrical Drives India

9. Snapshot

10. 19%
25%
14%
5%
37%
Motherson Sumi Sys
Exide Inds
Amara Raja Batteries
Wabco India
Bosch
Promoters
Designation Name Name Annual Remuneration Units
Chairman V K Viswanathan 223750 Rupees
Managing Director Steffen Berns 40954511 Rupees
Company Secretary S Karthik
Alternate Director Andreas Wolf
Joint Managing Director Soumitra Bhattacharya 15802642 Rupees
Independent Director Bernhard Steinruecke
Renu S Karnad
Prasad Chandran
Bhaskar Bhat
700000
665000
790000
750000
Rupees
Rupees
Rupees
Rupees
MARKET SHARE

11. Product Profile & Target Market.
Target Market
PAN INDIA
Competitor Analysis
Company Name Year End Net Sales Market share
Motherson Sumi Sys 201403 45245 19%
Exide Inds 201403 59642.4 25%
Amara Raja Batteries 201403 34366.59 14%
Wabco India 201403 11107.01 5%
Bosch 201312 88201 37%

12. News of the Company

13. MARKETING STRATEGY

15. PEST Analysis
 Political: - For every company/entity it is the very primary and basic think to consider that company
should start their operations according to the current situation of particular country. Political factors
affect any business in many ways, like for ex there is few factors considered by BOSCH
A. Rules and regulation for plant, employment, production etc.
B. Taxation policy, land acquisition policy and other.
C. Transport policies, organizational/ market policies.
 Economical: - Second thing is economy before thinking about any business plan a company needs
to understand the economy of targeted country, ether it is healthy and have adequate ability to get ROI
or not, there is following few points.
A. Economical growth of the country
B. Increase/decrease in per-capita income
C. Growth in disposable income
D. Market size.
 Social: - another important factor is social factor; here company should align their products or
services according to the social sensitivity of any country.
 Technological:- technology is a new era of life or a new destiny of the universe but this is also true
that many countries are not make them up to the mark with technologies, in this case company like
BOSCH which is known for its technological excellence should consider technically their products are
excepted by the particular market or not. For ex: if BOSCH trying to sell its triple spark two wheeler
plug to Indian market were fuel efficiency is more considered and only DTS technology adapted, there
this product is flop.

16. STP
 Segmentation :- there is two type of market segmentation done by BOSCH
A. B2B
B. B2C
In B2B Company segment this market like industrial customers, like tie-up with
maruti-suzuki for supply of automobile components, and in B2C company also
expand itself and try to capture another dimension of the market which is local
market for end consumers. Here the target group is end buyers of components
Targeting: - After the most attractive segments are selected, a company should not directly start
targeting all these segments -- other important factors come into play in defining a target market.
Four sub activities form the basis for deciding on which segments will actually be targeted.
The four sub activities within targeting are:
1. Defining the abilities of the company and resources needed to enter a market
2. Analyzing competitors on their resources and skills
3. Considering the company’s abilities compared to the competitors' abilities
4. Deciding on the actual target markets.
The first three sub activities are described as the topic competitor analysis The last sub activity of
deciding on the actual target market is an analysis of the company's abilities to those of its
competitors. The result of this analysis leads to a list of segments which are most attractive to target
and have a good chance of leading to a profitable market share.
Obviously, targeting can only be done when segments have been defined, as these segments allow
firms to analyze the competitors in this market. When the process of targeting is ended, the markets
to target are selected, but the way to use marketing in these markets is not yet defined. To decide
on the actual marketing strategy, knowledge of the differential advantages of each segment is
needed.
Positioning: - When the list of target markets is made, a company might want to start on deciding
on a good marketing mix directly. But an important step before developing the marketing mix is
deciding on how to create an identity or image of the product in the mind of the customer. Every
segment is different from the others, so different customers with different ideas of what they expect
from the product. In the process of positioning the company:
1. Identifies the differential advantages in each segment.

17. 2. Decides on a different positioning concept for each of these segments. This process is described
at the topic positioning here different concepts of positioning are given.
The process-data model shows the concepts resulting from the different activities before and within
positioning. The model shows how the predefined concepts are the basis for the positioning
statement. The analyses done of the market, competitors and abilities of the company are
necessary to create a good positioning statement. When the positioning statement is created, one
can start on creating the marketing mix. BOSCH positioned their products in the market according
to balance targeting and segmentation of both the dimension of the market (B2B & B2C)
BCG Matrix
BCG Matrix shows the product position in the market and their performance evaluation
following are examples of the BCG matrix
1. BOSCH Battery & spark plug STAR (high market share and high market growth)
2. BOSCH wiring assembly? Mark (low market share and unknown opportunities)
3. BOSCH fuel injector, power tools– CASH COWS ( market isn’t growing,
opportunities are limited)
4. BOSCH generators– DOG( market share is also low and low market growth

18. PLC( Product Life Cycle)
Successful management of product lifecycle from design to development is an essential aspect of
product development. Companies need a robust solution that can assist them throughout the
product lifecycle, i.e., from ideation to recycling and retirement. Companies need to have an
enterprise-wide approach to enhancing their product lifecycle management abilities.
The Product Lifecycle Management (PLM) solution offered by Bosch Engineering and Business
Solutions enables easy deployment of PLM and realizes early returns on investment (ROI). It offers
integrated processes and automates workflow in product lifecycle management. It also aids clients
in successfully tackling shorter product life spans and ever spiraling manufacturing costs.
With its enviable experience in the PLM domain, Bosch Engineering and Business Solutions
delivers a product lifecycle management solution that can be a strategic contributor to your business
goals. Bosch has a proven track record in delivering robust ERP based solutions across disparate
industry verticals.
The PLM solution by Bosch optimizes best practices from your current PLM system. It also enables
clients to manage complex, cross functional processes. The clients can increase profitability by
merging numerous product development processes as the Bosch solution focuses on various key
PLM areas such as design, manufacturing and services.

19. 8,820.10
8,659.10
8,047.24
2013
2012
2011
Net Sales of BOSCH
Net Sales of BOSCH
Sales of the Company(3 Years)
Promotional Strategy
Marketing are the strategies adopted by the company to make unique their products from the
others. Today every company adapts a USP to compete into the market.
Approach Directly
company adopted the practice of approaching the customer directly along with the direct
interaction with the regular trade channel. With the company in understanding the buying
behavior and need of the customer and accordingly allocates their efforts and resources. (Like
approaching to the automobile manufacturers for selling components, and approaching the
dealer for direct marketing for after markets)
Media branding
Into this strategy company put effort in advertisement with the help of local paper media and
regional TV channels. One other strategy for enhance B2B market is giving advertisement on
automobile magazines and trade magazines
Direct market promotion
Like wall advertisement in the market, free checkup camp, auto show, rally events and
sponsor of various local events.

20. Growth Drivers
Consumer behavior
Much has been made in the news recently about allegations that carmakers in India have been indulging in
unfair practices. The debate has focused on whether customers have been overcharged for vehicle service, or
whether safety and technological complexities have simply increased the costs of vehicle maintenance and
repairs
That said, what has been missing in this debate is the voice of the customer as price is just one of the factors
that the customers are looking out for in their vehicle service experience
In the last five years of the India CSI study, convenience of location is consistently among the key reasons
vehicle owners select a workshop. Yet proximity of service workshops in India remains an issue for vehicle
owners, especially as new-vehicle sales have increased in areas that have few, if any, workshops.
Service quality is the greatest contributor to customer satisfaction with the service of the vehicle, and has been
steadily improving in recent years. In 2014, 95 percent of owners indicate that the work on their vehicle was
done correctly the first time.

21. The consistently high quality of service is evidence that the automakers and their dealer networks are working
hard through the use of processes and standards to make service a satisfying experience for their customers.
To ensure that customers receive a quality experience across the network, multiple service standards are
implemented, monitored, measured, evaluated and rewarded.
These processes and standards need to be continually enhanced and refined to keep up with customer
expectations that change dramatically over geography and time.
According to market study and many cases found that because of many decades of trust and excellence in
quality BOSCH enjoy a positive consumer behavior. To form a proper trust and brand loyalty it is taken many
decades and now BISCH become market leader in auto aftermarket segment.
When there is any replacement and new assembly for any component of automobiles and quality concern than
nothing is most preferred than BOSCH, it has more than 400 product line for different usage and more than
5000 service outlets. For its high grade tech excellence BOSCH tied-up with many leading automobile
company, so either it is B2B or B2C buying behavior of consumer is positively in BOSCH side.

22. Branding & Positioning
To make any product as a popular brand it is not single day game its take brand quality, excellence in terms of
technology and experience and BOSCH has all of this. company put their heart and soul to make a common
aftermarket products a international level brand, Product benchmarking is an essential tool for a company to
maintain its leadership position in the market. Getting an accurate insight about the performance of a product
in comparison with its competitors helps a company to benchmark its products against the best in the industry
and eliminate shortcomings.
Bosch Engineering and Business Solutions use the domain expertise for product benchmarking to understand
the insight of the product and assess technical and commercial aspects. The company uses diverse parameters
such as quality, time, and cost to assess the products and delivers a complete and accurate analysis. With this,
Bosch helps its customers to unveil their products in the market sooner and reduce the development cost.
Bosch Engineering and Business Solutions has the necessary experience and infrastructure to provide
excellent benchmarking solutions that can be adopted according to the customer’s requirements. It facilitates
the customer to design a better product by helping him understand industry benchmarks and competing
products.
Working with Bosch, the customer can have better knowledge about the competitors product to gain that all
important competitive edge in the marketplace. The experienced benchmarking experts at Bosch also help the
customer better position his products and get ahead of his competitors.
Packaging
BOSCH also create a revaluation in packaging they give their
German touch into their packaging also they cover entire nation
and many country so their development of packaging method is
also unique due to fast transit. They use aluminum sheet with a
soft fabric inside for sensitive component like few engine parts so
it’s completely damage proof. They use air tight plastic packs for hard material component like spark plug.
For glass component they use cardboards carton with soft thermocol packing inside, they use this method to
cut damage risk and reliable to transit.

23. Advertisement
Advertisement is one of the most important forms of communication. Companies or organizations can
communicate with the customers by making advertisements. Every day customers are faced with a lot of
advertising messages, so everyone has different opinions about advertisements. Some people say that
advertisement is crucial; others say it's a waste of time and energy. There are few examples of Bosch
advertisements campaign.

24. Promotional & communication strategy
Promotion is the method you use to spread the word about your product or service to customers, stakeholders
and the broader public.
Once you’ve identified your target market, you’ll have a good idea of the best way to reach them, but most
businesses use a mix of advertising, personal selling, referrals, sales promotion and public relations to
promote their products or services.
Here is few example of BOSCH
Through events

25. Channel & Distribution strategy
Gist of channel planning
Within the Automotive Technology business sector, the Automotive Aftermarket division manages the
supply, logistics and sales of automotive spare parts and Bosch products for retrofitting. In addition, services
include customer service for automotive products and systems. Bosch Automotive Aftermarket’s UK
headquarters and main distribution centre is located in Denham, Middlesex.
One of the tasks of the distribution centre is to supply Bosch customers – including car manufacturers,
wholesalers and garage workshops – with a wide range of manufacturer-approved spare parts.
The Automotive Aftermarket division (AA) provides the aftermarket and repair shops worldwide with a
complete range of diagnostic and repair shop equipment and a wide range of spare parts – from new and
exchange parts to repair solutions – for passenger cars and commercial vehicles. Its product portfolio includes
products made as Bosch original equipment, as well as aftermarket products and services developed and
manufactured in-house. More than 18,000 associates in 150 countries, as well as a global logistics network,
ensure that some 650,000 different spare parts reach customers quickly and on time. In its “Automotive
Service Solutions” operations, AA supplies testing and repair-shop technology, diagnostic software, service
training, and information services. In addition, the division is responsible for

26. Challenges faced by BOSCH
The Automotive Aftermarket division of Bosch’s flagship Motor Industries Company Limited has set itself an
aggressive target of 20% growth year on year. The division has been manufacturing a wide range of auto
components and accessories for inland and overseas exports. It is planning to expand the network of its
workshops under the Bosch Car Service (BCS) banner in the country, as part of its aggressive growth plans
for this year.
Bosch Car Service is equipped to service car brands across OE manufacturers, by offering genuine spare
parts, diagnostics and repair. The type and variety of services provided by the BCS workshop is superior to
that offered by general workshops thus resulting in higher customer satisfaction. BCS outlets are even
equipped to diagnose the common rail systems that are fitted in new generation diesel vehicles. The workshop
is also an authorized emission test center. Bosch has invested extensively in training its workshop employees
and exposing them to the latest technologies in the automotive industry.
According to Mr. Muralidharan, Deputy General Manager, Marketing, Automotive Aftermarket Division,
Motor Industries Company Limited (Mico), “India is one of the emerging car markets in the world. Almost
every major international car manufacturer is trying to carve a segment of its own.” Suzuki, Ford, General
Motors, Daimler Chrysler, Hyundai, Skoda, Fiat, Honda, Mitsubishi & Toyota have already set up
manufacturing facilities in India. “With many options being made available, the Indian consumer is now
extremely choosy and demanding. This presents a challenge for the Car Service Business. With technology
evolving at a rapid pace, Car Service Providers have to continually upgrade to newer technologies. This lays
stress on acquiring technical information and developing diagnostic capabilities. And this is where Bosch will
bring in the difference.”
Plans for the Future
The division will continue to introduce Bosch innovations in India to expand its footprint in the country. The
division is planning expansion of its network including Bosch Car Services, trade network, training programs
and customer loyalty programs.
Bosch and Mico, with its extensive experience, have acquired the reputation of being a competent workshop
partner. It is this experience that Bosch will apply in India to expand its service footprint.

27. BUSINESS FINANCE
 GP Profit Margin: - GP/SALES*100
FY GP MARGIN%
2013 13.83%
2012 14.67%
2011 14.49%
 NP Profit Margin: - NP/SALES*100
 Direct Cost (Compare to previous year)….IN CR….
OPRATING EXP. FY13 FY12 DIFFERENCE
Raw Materials 5,158.10 4,789.10 369
Power & Fuel Cost 107.00 108.50 1.5
Employee Cost 1,191.20 1,037.10 154.1
Other Manufacturing
Expenses
184.70 224.20 39.5
TOTAL 6641.00 6158.9 564.1
This calculation for direct expenses for company with year by year comparison and
differences
FY NP PROFIT MARGIN %
2013 9.64%
2012 10.61
2011 13.50%

28.  Indirect Expenses
INDIRECT EXP FY13 FY12 DIFFERENCE
Selling and Admin
Expenses
662.18 635.94 26.24
Miscellaneous
Expenses
1,205.60 1,094.70 110.9
TOTAL 1867.78 1730.64 137.14
 Fixed asset added during year Rs…….In Cr…….
YEAR FIXED ASSET
FY13 938.10
FY12 863.30
DIFFERENCE 74.80
In the year of 2013 there is a additional investment of 74.80 cr.
 Working Capital requirement for the year Rs…….In Cr…….
YEAR CA CL WC
2013 3,722.20 1,770.40 1951.80
 Debt/Equity ratio
YEAR Debt/Equity Ratio
FY13 0.04
FY12 0.03
The debt equity ratio identifies companies that are highly leveraged and therefore a higher
risk for investors. It indicates what proportion of equity and depth the company is using to
finance its assets.
Debt/equity ratio = TOTAL LIBILITIES/SHARE HOLDERS EQUITY

29. Top line and Bottom line
A company's bottom line is its net income, or the "bottom" figure on a company's income
statement.
More specifically, the bottom line is a company's income after all expenses have been deducted
from revenues. These expenses include interest charges paid on loans, general and
administrative costs and income taxes. A company's bottom line can also be referred to as net
earnings or net profits.
The top line refers to a company's gross sales or revenues. Therefore, when people comment
on a company's "top-line growth", they are making reference to an increase in gross sales or
revenues
Top line of Bosch (net sales) - 8820.10 cr.
Bottom line of Bosch (PAT) - 884.70 cr.

30. Du- pont analysis

31. HUMAN RESOURCE MANAGEMENT
Organization Structure

32. Job description
Job Description
Ass manager
Send me Jobs like this
1) Releasing purchase order in SAP for third party equipments & catalogue parts
2) Interact & co-ordinate for technical clarity with vendors for third party equipments
3) Follow-up with suppliers for on-time delivery
4) Follow-up with customs clearing agent and providing them with required
documents and customs duty amount for on time clearance of import
consignments
5) Supplier visits for follow up and relationship building
6) Coordination with internal functions such as END, PUQ & LOG for improvements
7) Reconciling suppliers accounts
8) Vendor development
9) Working knowledge on SAP is preferable
Salary:4,00,000 - 7,00,000 P.A
Industry:Industrial Products / Heavy Machinery
Functional Area:Supply Chain , Logistics , Purchase , Materials
Role Category:Purchase/Material Management
Role:Purchase Executive
Keyskills
Purchase OrderImportVendor DevelopmentMaterial ManagementAccountingMaterialsCustom
ClearanceThird PartyRelationship Building
Desired Candidate Profile
Education-
UG:B.Tech/B.E. - Mechanical, Diploma - Any Specialization
PG:Post Graduation Not Required
Doctorate:Any Doctorate - Any Specialization, Doctorate Not Required

33. B.E./ Diploma in Mechanical engineering with 5 to 9 years experience in mechanical catalogue parts & small
supporting equipments
Purchasing domain of capital goods industry preferably in machine building industry Knowledge of local
taxation, logistics & import procedures is essential.
Company Profile:
Bosch Limited
The Bosch Group is a leading global supplier of technology and services, in the areas of automotive
technology, industrial technology, consumer goods and building technology. In India, it operates through its
six subsidiaries with combined employee strength of nearly 25000 and a group turnover of around Rs. 11400
Cr. in 2011.
Bosch Limited, the flagship of Bosch Group in India is the largest auto component supplier in the country. It
has to its credit many laurels that set the industry standards.
We invite promising dynamic professional for a long term rewarding career with Bosch
View Contact Details

34. Training Needs
In every organization there is a primary need of training according to study of BOSCH
automotive I come to know about the specified training needs and their application
1. Training related quality performance: - To maintain quality in production.
2. Production Training:-To understand the gist of the production.
3. Training regarding marketing: - To give maximum efforts towards marking exercise.
4. Technology Training: - To fly with wind
5. Employee specified training: - to raise motivation level of the staffs

35. Organizational culture
Our values - what we build on
Bosch has always been a value-driven company. Many of our values can be traced back to our founder
Robert Bosch; other values have changed or have arisen over the decades. Our values reflect the
manner in which we run our business: Our professional ethics in dealing with our business partners,
investors, employees and society.
 Future and result focus
Our actions are result-focused. This allows us to secure our future. It also creates a sound basis for the
social initiatives of the company and the foundation.
 Responsibility and sustainability
We act responsibly in the interest of our company, also taking the social and ecological impact of our
actions into consideration.
 Initiative and determination
We act on our own initiative, take entrepreneurial responsibility, and pursue our goals with
determination.
 Openness and trust
We communicate important company matters in a timely and open fashion. This is the best foundation
for a relationship built on trust.
 Fairness
We deal fairly with our colleagues and business partners, and view this fairness as a cornerstone of our
corporate success.
 Reliability, credibility, legality
We promise only what we can deliver, accept agreements as binding, and respect and observe the law
in all our business transactions.
 Diversity
We appreciate and encourage diversity for the enrichment it brings, and see it as essential for our
success.

36. CONCLUSION
Toward conclude the report I found that BOSCH automotive is fastest emerging company in
automotive sector. As I mention all the sector information it shows that automotive as a sector
is fastest growing sector worldwide, how it is developing in today’s world.
Then moving forward towards company, BOSCH automotive is market leader in auto
components and covering good number of market share. BOSCH also invest huge amount into
R&D to introduce new products.
It is also performing well in export and managing foreign country market.
BOSCH automotive also adopting good marketing strategy to hold the market, also improving
marketing techniques to perform well.
According to financial ratios it is clear that company move towards to make new bench mark
BOSCH automotive performing very well in terms of financial performance.
BOSCH automotive maintaining good organizational structure with well experienced
personnel, also creating huge number of job opportunities BOSCH create good market
impression.
BOSCH also put maximum effort on trainings to update themselves to sustain in this
competitive world.
Overall BOSCH automotives perform very good in the market, and according to their
performance company will create a history in near future.

37. BIBLIOGRAPHY
All data taken from the following links:-
www.Ibef.org
www.equitymaster.com
www.aceanalyser.com
www.fundoodata.com
www.bosch.in
www.mbaschool.com
www.aceanalyser.com