Honda Cars India Ltd.’s Quality Journey
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This case study is meant for learners pursuing a course in Operations Management. The case study helps to understand and describe quality and TQM in the context of Honda Cars India Ltd. (HCIL), a subsidiary of Japan-based Honda Motor Company. HCIL began its operations in December 1995 for the production, marketing and export of passenger cars in India. The company's product range includes Honda Brio, Honda Amaze, Honda City and Honda CR-V. After a lackluster performance in the initial days, HCIL started meticulous quality initiatives and focused on improved quality in its products through TQM approach. The case study gives scope to debate how focus on quality and TQM approach benefitted HCIL. It has to be seen whether the quality initiatives will be enough to the growth momentum for long drive.
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This document is a study on customer satisfaction with Mahindra & Mahindra vehicles conducted by Dipu Kumar. It includes details about the student, institution, and project guidelines. The study involved gathering information on M&M as a company, its products, dealerships, competitors, and most importantly, customer satisfaction. Through surveys, the research aimed to identify areas of customer satisfaction and those needing improvement in order to increase M&M's market share. It followed a systematic research methodology involving both primary and secondary data collection and analysis. In conclusion, the study found that customers in the target region of Bihar were generally satisfied with M&M vehicles and services compared to other brands.
tata motors thesis
This document is a management thesis submitted by Pranab Mishra in partial fulfillment of an MBA program. The thesis examines the repositioning strategy of Tata Motors in the Rourkela market in India and analyzes customer acceptance levels. It provides background on Tata Motors, including that it is India's largest automobile company. The objectives of the thesis are to understand the market potential and customer requirements for Tata Motors products in Rourkela.
Mahindra & mahindra limited tqm and deming award
Mahindra & Mahindra (M&M) is one of the largest automobile manufacturers in India that underwent a Total Quality Management journey starting in the 1990s. The summary is:
M&M implemented a TQM journey from 1990-present in three phases - introduction, promotion, and development. This included obtaining ISO and QS certifications, employee training, process improvements, and a focus on quality. M&M's efforts resulted in various quality awards, including being the first tractor company to win the prestigious Deming Prize in 2003.
project on crm in mahindra and mahindra
This document appears to be a student project report on customer satisfaction with Mahindra & Mahindra vehicles. It includes sections on the company and product profiles, dealer profiles, research methodology used, and findings from data analysis and customer surveys. The main points are that the student conducted primary and secondary research on customer satisfaction with M&M SUVs in the Bettiah, Bihar area of India. Based on analyzing 150 survey responses, the conclusion is that most customers are satisfied with the vehicle design and M&M provides better facilities than other brands in the region.
Sustainability Report of Maruti Suzuki
1. Maruti Suzuki India Limited is a 56.21% subsidiary of Suzuki Motor Corporation and has the largest market share in India's passenger car market at 53%.
2. In 2018-2019, Maruti Suzuki saw a 14% increase in domestic sales growth compared to the previous year and economic growth was higher than 2017-2018.
3. As a strategy to promote sustainability, Maruti Suzuki has adopted the ISO 14001 environmental management standard and ensures compliance with regulations regarding waste management and fuel efficiency standards.
BNV CV
This resume is for B.N. Vijay Kumar, who has over 23 years of experience in supply chain management and supplier quality assurance. He is currently the Head of Automobile Workshop and Transport Services at ICRISAT in Hyderabad, where he oversees maintenance of 300+ vehicles and provides transportation services. Previously he held roles at Mahindra & Mahindra and other companies focused on manufacturing, quality management, and supplier development.
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The caselet intends to introduce the participants/students to the concept and importance of measurement and scaling in carrying out a marketing research project. In February 2015, Arun Prasad (Arun), a BBM (Bachelor of Business Management) graduate with distinction started an experiential and customer-centric bakery, Chennai Bakers, in Nungambakkam, Chennai. Based on his award-winning business plan and with encouragement from his Professor, friends and family, Arun had established Chennai Bakers' dealing in cakes, pastries, sandwiches, cookies, fruit juices and hot beverages like coffee and tea. For the first few months, the sales were very promising. However, the last two months' (July and August 2015) suddenly sales were plummeting at Chennai Bakers. A good friend, Raghu Ram, advised him to prepare a questionnaire to collect customer feedback. Arun prepared a questionnaire containing just six questions. After having collected the feedback from select customers, Arun was not sure how to process the data to arrive at appropriate conclusions. When Arun met Professor Francis Xavier (Prof. Xavier) and shared his dilemma, he stated categorically that the measurements and scales were not apt and the feedback exercise must be implemented all over again with appropriate measurements and scales. However, Arun required Prof. Xavier’s help in this regard, to achieve apposite conclusions.
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This case flyer and the accompanying article1 can be used to introduce the participants/students to the concepts of Law of Demand, Law of Supply and the elusive equilibrium between demand and supply. Presented through an intriguing, yet quite prevalent phenomenon, this case flyer debates on the high price differentials for a Hepatitis-C drug, Sovaldi. Produced by Gilead, while Sovaldi is sold at $84,000 for a 12-week treatment in the US, the same drug is available at $1000 in India. Mylan Pharmaceuticals - one of the five Indian generic drug manufacturers allowed to manufacture and distribute Sovaldi in India - makes it available at $1000. Enamored with huge price differentials, customers like Greg Jefferys from Australia, travel all the way to India for treatment. All at a total cost of $3000 which includes travel, boarding and lodging during the treatment. What explains this spiraling price differential? How can there ever be equilibrium between demand for and supply of Sovaldi? Can there be an equilibrium market clearance price?
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This case frame introduces the participants/students to different Marketing Programs designed to build Brand Equity. Based on BMW India's advertisement1, this case frame elaborates on four key elements of Designing Effective Marketing Programs - New Perspectives on Marketing, Product Strategy, Pricing Strategy and Channel Strategy - to build Brand Equity. The advertisement would have passed off as a mere announcement but what does a clinical analysis of the chosen advertisement highlight about BMW India's marketing programs? While BMW had been operating in India since 2006, BMW started manufacturing in Chennai, India in June 2015. The case frame also focusses on how BMW, building on its illustrious legacy, had been building its brand equity in India with its marketing programs.
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