The document outlines an agenda to analyze the general environment, automobile industry, competitors, and Maruti Suzuki's value chain and business strategy. It then discusses the growth of the Indian auto industry and provides an analysis of Maruti Suzuki's major competitors in India, including their market strategies. Finally, it describes key aspects of Maruti Suzuki's operations, supply chain management, technology development, and human resource management practices.
Maruti Suzuki India Limited is a subsidiary of Suzuki Motor Corporation of Japan. It has a majority market share in India and has two manufacturing facilities near Delhi with a combined annual capacity of 1.2 million vehicles. The company offers a wide range of vehicles across segments, including popular models like Alto, WagonR, Swift, and SX4. It plans to expand manufacturing capacity to 1.75 million vehicles by 2013. The company is focusing on capacity expansion and R&D to maintain its leadership position in India's growing automobile market.
Group 1 presented a case study on Maruti Udyog Limited, now known as Maruti Suzuki India Limited. The summary is:
1. Maruti Suzuki is India's largest automobile company and a joint venture between Suzuki Motor Corporation and the Government of India.
2. It was established in 1981 to meet the demand for personal transportation in India and began production in 1983.
3. Over the years, Maruti has grown to become the market leader in the car segment through strategic initiatives like expanding its product line up, focusing on customer service, and maintaining cost leadership.
Maruti Suzuki has a strong supply chain capability due to its strategically aligned and collaborative supply chain ecosystem. It sources 70-80% of components locally and uses a "milk run" system and container optimization to reduce logistics costs. Maruti Suzuki's supply chain outcomes include low costs, reduced time, and reduced risk due to its modern manufacturing facilities and pull-based production system.
The document provides an analysis of Maruti Suzuki India Limited (MSIL). It includes an analysis of the general environment, automotive industry, MSIL's competitors, and MSIL's value chain, operations, and capabilities. Key points analyzed include MSIL's manufacturing excellence, strong distribution network, customer relationship management initiatives, and focus on safety, quality, and productivity. The document also discusses MSIL's facilities and production processes as well as its green philosophy of reducing, reusing, and recycling resources.
Maruti Suzuki India Ltd. is a automobile company that was incorporated in 1981 through a joint venture between the Government of India and Suzuki Motor Corporation of Japan. Some key highlights include it becoming the largest car manufacturer in India, producing over 1 million vehicles annually by 2009 through its plants in Gurgaon and Manesar. It offers a wide range of vehicles led by popular models like Alto, WagonR, Swift, SX4 and Omni.
Parle Products is a private company founded in 1929 in Mumbai, India. It is one of the largest biscuit manufacturers in India, with its flagship brand being Parle-G biscuits, which has a market share of over 30%. The company was originally founded to produce confectionery but began manufacturing biscuits in 1939. It has since expanded to 10 manufacturing plants across India and annual revenues of over Rs. 5,000 crores. Parle-G biscuits are the highest selling biscuit brand in the world.
Mahindra & Mahindra is exploring launching a small SUV in India. As the market leader in utility vehicles with 65% market share, M&M does not currently have a presence in the growing small SUV segment. This presents an opportunity for M&M to tap into the potential of the small SUV market and fill a gap in its product portfolio. The document discusses the automotive industry in India, particularly the small car segment, and analyzes whether M&M is well positioned to enter the small SUV market.
Maruti Suzuki India Limited is a subsidiary of Suzuki Motor Corporation of Japan. It has a majority market share in India and has two manufacturing facilities near Delhi with a combined annual capacity of 1.2 million vehicles. The company offers a wide range of vehicles across segments, including popular models like Alto, WagonR, Swift, and SX4. It plans to expand manufacturing capacity to 1.75 million vehicles by 2013. The company is focusing on capacity expansion and R&D to maintain its leadership position in India's growing automobile market.
Group 1 presented a case study on Maruti Udyog Limited, now known as Maruti Suzuki India Limited. The summary is:
1. Maruti Suzuki is India's largest automobile company and a joint venture between Suzuki Motor Corporation and the Government of India.
2. It was established in 1981 to meet the demand for personal transportation in India and began production in 1983.
3. Over the years, Maruti has grown to become the market leader in the car segment through strategic initiatives like expanding its product line up, focusing on customer service, and maintaining cost leadership.
Maruti Suzuki has a strong supply chain capability due to its strategically aligned and collaborative supply chain ecosystem. It sources 70-80% of components locally and uses a "milk run" system and container optimization to reduce logistics costs. Maruti Suzuki's supply chain outcomes include low costs, reduced time, and reduced risk due to its modern manufacturing facilities and pull-based production system.
The document provides an analysis of Maruti Suzuki India Limited (MSIL). It includes an analysis of the general environment, automotive industry, MSIL's competitors, and MSIL's value chain, operations, and capabilities. Key points analyzed include MSIL's manufacturing excellence, strong distribution network, customer relationship management initiatives, and focus on safety, quality, and productivity. The document also discusses MSIL's facilities and production processes as well as its green philosophy of reducing, reusing, and recycling resources.
Maruti Suzuki India Ltd. is a automobile company that was incorporated in 1981 through a joint venture between the Government of India and Suzuki Motor Corporation of Japan. Some key highlights include it becoming the largest car manufacturer in India, producing over 1 million vehicles annually by 2009 through its plants in Gurgaon and Manesar. It offers a wide range of vehicles led by popular models like Alto, WagonR, Swift, SX4 and Omni.
Parle Products is a private company founded in 1929 in Mumbai, India. It is one of the largest biscuit manufacturers in India, with its flagship brand being Parle-G biscuits, which has a market share of over 30%. The company was originally founded to produce confectionery but began manufacturing biscuits in 1939. It has since expanded to 10 manufacturing plants across India and annual revenues of over Rs. 5,000 crores. Parle-G biscuits are the highest selling biscuit brand in the world.
Mahindra & Mahindra is exploring launching a small SUV in India. As the market leader in utility vehicles with 65% market share, M&M does not currently have a presence in the growing small SUV segment. This presents an opportunity for M&M to tap into the potential of the small SUV market and fill a gap in its product portfolio. The document discusses the automotive industry in India, particularly the small car segment, and analyzes whether M&M is well positioned to enter the small SUV market.
Market strategy on mahindra finance their STP, Swot and 4 p Strategieskunal mittal
Mahindra finance Introduction,swot, STP, Competitor analysis, 4 P's, CSR activities, Products and their comparison, Price, Place, And ways of promoting their Product
Project on Marketing Strategy of Maruti Suzuki.Ashish1004
This document provides an overview of the Indian automobile industry and Maruti Suzuki Ltd. In 3 sentences:
The automobile industry in India has grown significantly since the 1940s and liberalization in the 1990s allowed more foreign automakers to enter the market. Maruti Suzuki Ltd was established in 1981 as a joint venture between the Indian government and Suzuki Motor Corporation of Japan, and was very successful with its launch of the Maruti 800. The document discusses the history and development of the automobile industry in India as well as Porter's Five Forces model, and provides details on Maruti Suzuki's history, marketing strategies, and performance.
The Slide is related to give overiew of location and layout analysis of maruti suzuki also the process of how the suzuki motor manufactures the cars and its final outlook.
The document provides information on the Maruti Suzuki Swift automobile. It discusses the features, specifications, fuel economy, interiors, exteriors, ride and handling, marketing strategy, pricing strategies, positioning, models and comparisons to other vehicles of the Swift. Key details include the 1.2 L K-Series engine, fuel efficiency of 14-18 km/L, extensive standard features, nationwide sales and service network from Maruti Suzuki.
This document is a summer training report submitted by Saurabh Kumar Lohal towards the partial fulfillment of a Bachelor of Business Administration degree. It discusses the marketing strategy of Maruti Suzuki (PVT) Limited. The report includes an introduction to the Indian automobile industry, Maruti Suzuki's product range and market presence, a SWOT analysis of the auto sector, research methodology, company profile, data analysis and interpretations, conclusions, and recommendations. It also acknowledges the guidance received from the project supervisor.
Maruti Suzuki was established in 1981 through an act of parliament to meet the growing demand for personal transportation. It launched its first car, the Maruti 800, in 1983. Suzuki Motor Company was chosen as a partner due to its expertise in small cars. Initially Suzuki held a 26% stake in Maruti Suzuki. Maruti Suzuki gained market dominance by segmenting the market and launching different models to target various income groups and customer types. However, it lost market share in the late 1990s when competitors launched new models with more features at similar prices. To regain market share, Maruti Suzuki launched new models like Zen, Alto and WagonR which were successful.
This document summarizes key details about the Tata Nano car. It was designed to be affordable for the common person in India, crossing financial and technological barriers. Some key facts presented are that the Nano was spearheaded by Girish Wagh and designed in Italy. It launched in 2009 as the world's cheapest car. The Nano is small at 3.1 meters long and can seat 4-5 people. It has a 633cc engine and targets middle and lower income individuals and families.
Maruti Udyog Limited (MUL) was established in 1981 through an Act of Parliament to meet the growing demand for personal transportation due to a lack of public transportation in India. MUL's strategy was to offer compact, modern, and fuel-efficient vehicles. MUL released its first Maruti 800 car in 1983, which became very popular and made MUL the market leader. Due to increased competition, MUL now focuses on innovative marketing strategies and upgrading manufacturing facilities to counter competitors.
Amul was formed in 1946 as a dairy cooperative in Anand, Gujarat and has since become the largest dairy cooperative in the world. It operates on a three-tier structure with village cooperatives feeding into district unions which are then part of the state-level Gujarat Cooperative Milk Marketing Federation. This unique cooperative model has empowered millions of small farmers, increased India's milk production dramatically, and made Amul a $5 billion brand while ensuring affordable, high quality products.
Business policy and strategic management of maruti suzukiRahul Hedau
Maruti Suzuki India Limited is a subsidiary of Japanese automaker Suzuki Motor Corporation. It has a market share of 42% in the Indian passenger car market. This document provides an analysis of Maruti Suzuki, including defining the automobile industry in India, performing a portfolio analysis using BCG matrix and GE matrix, analyzing the attractiveness of the industry using Porter's five forces, describing Maruti Suzuki's value chain, and discussing Porter's generic strategies of cost leadership implemented by Maruti Suzuki. Key points include Maruti Suzuki's market leadership through low cost of ownership and maintenance, investments in manufacturing facilities to achieve economies of scale and cost advantages, and targeting of the high-growth small car segment in India.
AMUL is a dairy cooperative in India owned by 3 million milk producers. Formed in 1946, it is managed by the Gujarat Cooperative Milk Marketing Federation and has become the largest food brand in India. AMUL spurred India's white revolution by making the country the largest producer of milk and milk products in the world. It derives 70% of its sales from rural areas through a three-tier model that eliminates middlemen and allows farmers to control procurement, processing and marketing with professional management.
The marketing mix of Maruti suzuki discussion along with Suzuki journey in the market. How research team of the company makes an analysis of the current market.
Mahindra and Mahindra Limited is India's largest tractor manufacturer with a domestic market share of around 42%. It operates globally with manufacturing plants in India, China, and the United States. The company focuses on quality, customer focus, and transparency. It utilizes its scale, technological capabilities, and integrated supply chain to deliver affordable, high-quality tractors and farm equipment. Mahindra faces competition from other tractor manufacturers but maintains sustainable competitive advantages through its operations, infrastructure, and brand.
Maruti Suzuki India Limited is the largest car maker in India, with its headquarters in New Delhi. It was established in 1981 as Maruti Udyog Limited and was renamed in 2007 when it became a joint venture with Suzuki. Maruti Suzuki segments its market geographically by country and urban/rural areas, demographically by age, income, and family size, and psychographically by lifestyle. It also segments behaviorally by customer benefits sought and product usage frequency. Maruti Suzuki holds around 42% of the Indian car market, followed by Hyundai at 15% and Mahindra & Mahindra at 10%.
Project on maruti suzuki distribution channelUnnAti Mistry
Maruti Suzuki has developed a unique distribution network in India to improve customer service and gain a competitive advantage. It has established four distinct retail channels - Maruti Suzuki ARENA for mass market vehicles, Nexa for premium vehicles, True Value for pre-owned cars, and a commercial channel. Recently, Maruti Suzuki has witnessed substantial changes to its channels, including launching a separate Nexa network of exclusive showrooms to attract customers looking to buy larger, more premium cars and change perceptions of the company. The Nexa channel has seen remarkable financial improvements since its launch in 2015.
Supply chain of maruti suzuki in indiaAyush Kansal
This document discusses the supply chain management of an automotive company founded in India in 1981. It has plants located in Haryana that produce up to 300,000 units annually. The company sources 70-80% of its components locally from 246 tier-1 suppliers and 20 global suppliers. It has a network of over 1200 dealers and 16 warehouses across India to distribute its vehicles. The company focuses on strategized logistics and vendor management to reduce lead times and optimize resources and transportation.
Sales Organization Structure of Maruti suzuki Ltdhh
The presentation outlines the sales organization structure of Prem Motors in Jaipur, India. It divides India into four zones - North, West, East, and South. It then shows the hierarchy within Prem Motors with the General Manager Sales at the top, followed by the Zonal Head, Regional Sales Manager, Territory Sales Manager, General Manager, Sales Manager-1, Team Leaders, and Sales Executives. It acknowledges the contributions of the Customer Care Manager and a Sales Executive from Prem Motors.
Maruti Suzuki India Private Limited was established in 1981 as Maruti Udyog Limited and began production in 1983. It is a subsidiary of Japanese automaker Suzuki Motor Corporation. Some of Maruti's popular past and current models include the Maruti 800, Alto, WagonR, Swift, S-Cross, and Baleno. Maruti dominates the Indian passenger vehicle market, with over 50% market share, due to its affordable pricing, fuel efficiency, and extensive sales and service network across India.
Read what's the AGC agenda or global business vision by Bhavin Barbhaya, Vice President- Sales- network infrastructure at AGC Networks.
http://www.agcnetworks.com
The document discusses HCL's expertise and solutions for the automotive industry. It summarizes that HCL has over 10 years of experience serving 7 of the top 10 global automotive companies. It offers end-to-end IT services and solutions as well as engineering, electronics, and embedded services. HCL is continuously investing in solutions for advanced passenger experiences through smart electronics and mechanical enhancements.
Market strategy on mahindra finance their STP, Swot and 4 p Strategieskunal mittal
Mahindra finance Introduction,swot, STP, Competitor analysis, 4 P's, CSR activities, Products and their comparison, Price, Place, And ways of promoting their Product
Project on Marketing Strategy of Maruti Suzuki.Ashish1004
This document provides an overview of the Indian automobile industry and Maruti Suzuki Ltd. In 3 sentences:
The automobile industry in India has grown significantly since the 1940s and liberalization in the 1990s allowed more foreign automakers to enter the market. Maruti Suzuki Ltd was established in 1981 as a joint venture between the Indian government and Suzuki Motor Corporation of Japan, and was very successful with its launch of the Maruti 800. The document discusses the history and development of the automobile industry in India as well as Porter's Five Forces model, and provides details on Maruti Suzuki's history, marketing strategies, and performance.
The Slide is related to give overiew of location and layout analysis of maruti suzuki also the process of how the suzuki motor manufactures the cars and its final outlook.
The document provides information on the Maruti Suzuki Swift automobile. It discusses the features, specifications, fuel economy, interiors, exteriors, ride and handling, marketing strategy, pricing strategies, positioning, models and comparisons to other vehicles of the Swift. Key details include the 1.2 L K-Series engine, fuel efficiency of 14-18 km/L, extensive standard features, nationwide sales and service network from Maruti Suzuki.
This document is a summer training report submitted by Saurabh Kumar Lohal towards the partial fulfillment of a Bachelor of Business Administration degree. It discusses the marketing strategy of Maruti Suzuki (PVT) Limited. The report includes an introduction to the Indian automobile industry, Maruti Suzuki's product range and market presence, a SWOT analysis of the auto sector, research methodology, company profile, data analysis and interpretations, conclusions, and recommendations. It also acknowledges the guidance received from the project supervisor.
Maruti Suzuki was established in 1981 through an act of parliament to meet the growing demand for personal transportation. It launched its first car, the Maruti 800, in 1983. Suzuki Motor Company was chosen as a partner due to its expertise in small cars. Initially Suzuki held a 26% stake in Maruti Suzuki. Maruti Suzuki gained market dominance by segmenting the market and launching different models to target various income groups and customer types. However, it lost market share in the late 1990s when competitors launched new models with more features at similar prices. To regain market share, Maruti Suzuki launched new models like Zen, Alto and WagonR which were successful.
This document summarizes key details about the Tata Nano car. It was designed to be affordable for the common person in India, crossing financial and technological barriers. Some key facts presented are that the Nano was spearheaded by Girish Wagh and designed in Italy. It launched in 2009 as the world's cheapest car. The Nano is small at 3.1 meters long and can seat 4-5 people. It has a 633cc engine and targets middle and lower income individuals and families.
Maruti Udyog Limited (MUL) was established in 1981 through an Act of Parliament to meet the growing demand for personal transportation due to a lack of public transportation in India. MUL's strategy was to offer compact, modern, and fuel-efficient vehicles. MUL released its first Maruti 800 car in 1983, which became very popular and made MUL the market leader. Due to increased competition, MUL now focuses on innovative marketing strategies and upgrading manufacturing facilities to counter competitors.
Amul was formed in 1946 as a dairy cooperative in Anand, Gujarat and has since become the largest dairy cooperative in the world. It operates on a three-tier structure with village cooperatives feeding into district unions which are then part of the state-level Gujarat Cooperative Milk Marketing Federation. This unique cooperative model has empowered millions of small farmers, increased India's milk production dramatically, and made Amul a $5 billion brand while ensuring affordable, high quality products.
Business policy and strategic management of maruti suzukiRahul Hedau
Maruti Suzuki India Limited is a subsidiary of Japanese automaker Suzuki Motor Corporation. It has a market share of 42% in the Indian passenger car market. This document provides an analysis of Maruti Suzuki, including defining the automobile industry in India, performing a portfolio analysis using BCG matrix and GE matrix, analyzing the attractiveness of the industry using Porter's five forces, describing Maruti Suzuki's value chain, and discussing Porter's generic strategies of cost leadership implemented by Maruti Suzuki. Key points include Maruti Suzuki's market leadership through low cost of ownership and maintenance, investments in manufacturing facilities to achieve economies of scale and cost advantages, and targeting of the high-growth small car segment in India.
AMUL is a dairy cooperative in India owned by 3 million milk producers. Formed in 1946, it is managed by the Gujarat Cooperative Milk Marketing Federation and has become the largest food brand in India. AMUL spurred India's white revolution by making the country the largest producer of milk and milk products in the world. It derives 70% of its sales from rural areas through a three-tier model that eliminates middlemen and allows farmers to control procurement, processing and marketing with professional management.
The marketing mix of Maruti suzuki discussion along with Suzuki journey in the market. How research team of the company makes an analysis of the current market.
Mahindra and Mahindra Limited is India's largest tractor manufacturer with a domestic market share of around 42%. It operates globally with manufacturing plants in India, China, and the United States. The company focuses on quality, customer focus, and transparency. It utilizes its scale, technological capabilities, and integrated supply chain to deliver affordable, high-quality tractors and farm equipment. Mahindra faces competition from other tractor manufacturers but maintains sustainable competitive advantages through its operations, infrastructure, and brand.
Maruti Suzuki India Limited is the largest car maker in India, with its headquarters in New Delhi. It was established in 1981 as Maruti Udyog Limited and was renamed in 2007 when it became a joint venture with Suzuki. Maruti Suzuki segments its market geographically by country and urban/rural areas, demographically by age, income, and family size, and psychographically by lifestyle. It also segments behaviorally by customer benefits sought and product usage frequency. Maruti Suzuki holds around 42% of the Indian car market, followed by Hyundai at 15% and Mahindra & Mahindra at 10%.
Project on maruti suzuki distribution channelUnnAti Mistry
Maruti Suzuki has developed a unique distribution network in India to improve customer service and gain a competitive advantage. It has established four distinct retail channels - Maruti Suzuki ARENA for mass market vehicles, Nexa for premium vehicles, True Value for pre-owned cars, and a commercial channel. Recently, Maruti Suzuki has witnessed substantial changes to its channels, including launching a separate Nexa network of exclusive showrooms to attract customers looking to buy larger, more premium cars and change perceptions of the company. The Nexa channel has seen remarkable financial improvements since its launch in 2015.
Supply chain of maruti suzuki in indiaAyush Kansal
This document discusses the supply chain management of an automotive company founded in India in 1981. It has plants located in Haryana that produce up to 300,000 units annually. The company sources 70-80% of its components locally from 246 tier-1 suppliers and 20 global suppliers. It has a network of over 1200 dealers and 16 warehouses across India to distribute its vehicles. The company focuses on strategized logistics and vendor management to reduce lead times and optimize resources and transportation.
Sales Organization Structure of Maruti suzuki Ltdhh
The presentation outlines the sales organization structure of Prem Motors in Jaipur, India. It divides India into four zones - North, West, East, and South. It then shows the hierarchy within Prem Motors with the General Manager Sales at the top, followed by the Zonal Head, Regional Sales Manager, Territory Sales Manager, General Manager, Sales Manager-1, Team Leaders, and Sales Executives. It acknowledges the contributions of the Customer Care Manager and a Sales Executive from Prem Motors.
Maruti Suzuki India Private Limited was established in 1981 as Maruti Udyog Limited and began production in 1983. It is a subsidiary of Japanese automaker Suzuki Motor Corporation. Some of Maruti's popular past and current models include the Maruti 800, Alto, WagonR, Swift, S-Cross, and Baleno. Maruti dominates the Indian passenger vehicle market, with over 50% market share, due to its affordable pricing, fuel efficiency, and extensive sales and service network across India.
Read what's the AGC agenda or global business vision by Bhavin Barbhaya, Vice President- Sales- network infrastructure at AGC Networks.
http://www.agcnetworks.com
The document discusses HCL's expertise and solutions for the automotive industry. It summarizes that HCL has over 10 years of experience serving 7 of the top 10 global automotive companies. It offers end-to-end IT services and solutions as well as engineering, electronics, and embedded services. HCL is continuously investing in solutions for advanced passenger experiences through smart electronics and mechanical enhancements.
The document contains information about a team called SOCH from Mudra Institute of Communication Ahmedabad (MICA) that is participating in an event. It includes the names, courses, email IDs, phone numbers and participant IDs of three team members: Satyaprem Upadhyay from the PGPCM course, Prasenjit Karmakar from the PGPCM course, and Ravi Kumar from the PGPCM course.
This document provides an overview of a presentation on how automotive manufacturers in India can gain a competitive edge through the use of information technology. It discusses how the automotive sector contributes to the Indian economy and identifies customers and competition as key drivers for adopting new technologies. It outlines some of the challenges faced by automotive manufacturers and best practices around customer relationship management, quality management, and supplier/dealer management. Specific practices discussed include using technology for data collection, marketing, and after sales service to satisfy customers, as well as innovating new products to stay ahead of competitors. The document concludes that IT can benefit automotive companies across their operations and provide advantages like increased efficiency, productivity, and competitive differentiation.
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developing an automobile finance system and how it is useful for the company as well as customers. it leads to a case study of what problems Maruti faced in its initial stages.
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The document discusses marketing strategies for the lubricant brand Servo in India. It proposes several initiatives to associate the brand with speed, performance and modernity, including sponsoring a TV auto show, rally racing events, and displays at Indian Oil petrol pumps featuring Formula 1 branding. The strategies are intended to leverage the large distribution network of Indian Oil to reach customers and entrench brand associations with qualities like reliability and long-lasting engine life among youth audiences. A timeline lays out rolling out different initiatives over a two-year period to continuously promote the brand through high-visibility sponsorships and in-store displays.
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Support customer loyalty and retention
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Demonstrate return on investment
HITISEM provides IT service management consultation and services. Their mission is to deliver tangible business results and technology advances to benefit their clients. They offer services including CRM, ERP, DMS, ITSM, and ITIL awareness. Their SWOT analysis notes strengths in R&D and staff qualifications, while opportunities exist in new products, acquisitions, and growing markets. They plan to focus on managed services, infrastructure solutions, business applications, and vertical applications. Their goals are to increase sales, profits, brand recognition, and find new markets while improving customer networking. Key issues include being new to the IT market and building a responsive infrastructure.
This document provides an overview of Enterprise Mobile, a company that helps other businesses manage their mobile device fleets. It discusses how Enterprise Mobile was founded in 2007, currently manages over 100,000 devices, and supports multiple platforms through partnerships. It also outlines Enterprise Mobile's services, from strategic consulting to ongoing device management and support over the lifecycle.
Information on Infrasoft Technologies' Testing Capabilities. Partner with InfrasoftTech and utilise our Testing Centre of Excellence to reduce testing costs, reduce defect leakage and stay up to date with testing technologies and trends at your organisation.
This document summarizes the business environment of Maruti Udyog Ltd (MUL), an automobile company in India. It discusses MUL's market share, manufacturing facilities, strengths like its distribution network and brand image. The document also analyzes the industry life cycle, PESTEL factors, key success factors and future challenges for MUL. It concludes by noting that while competition is increasing, MUL will continue to be a market leader due to its focus on value, quality and reliability.
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AMI is a global technology company founded in 1985 that provides computing products and solutions. Its vision is to design state-of-the-art computing solutions and advanced technologies, and its mission is to continually improve its products and services using current technologies to meet customer needs. AMI has over 22 years of experience, works with major companies, and is headquartered in Atlanta with offices worldwide.
Welcome to the next level of ecommerce capabilities in our latest release version 6.5 of the Digital Commerce Engine™ software. In this webinar we will discuss some of the key highlights including our fully integrated subscription and billing management, advancements to our Digital Commerce API™.
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MITCON is an ISO 9001-2015 certified listed company, on SME Platform (EMERGE) of the National Stock Exchange of India Limited, we are handling a wide range of Engineering & Technology Projects of varying nature and magnitude across Asia, the Middle East and African Markets for last the 37 years.
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Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Organizational Change Leadership Agile Tour Geneve 2024
Maruti suzuki business level strategy
1.
2. Agenda
1. General Environmental Analysis
2. Industry Environment Analysis
3. Indian Automobile Industry
4. Competitor Analysis
5. Value Chain Analysis
6. Business Level Strategy
7. Conclusion
3. General Environmental Analysis
PESTLE
Political • Government promoting foreign investment (FDI’s)
• Stable political environment
(Attractive)
Economic • Good access of funds due to availability of cheap loans
• Persistent high growth rates for past few years
(Attractive)
Social • Rise of middle class leading to improved purchasing power
• Mass transportation due to increase environment consciousness
(Moderate)
Technology • Capital intensive
• Huge investment required to achieve economy of scales
(Unattractive)
Legal • Need to comply with ever evolving emissions standards
• Need to comply various safety and technical standards
(Unattractive)
4. Industry Analysis
Porter’s Five Forces
• Not very high due to proprietary knowledge, patents and
Threat of New Entrants government policies
(Low) • Huge investment required hence not easy to enter into
automobile market
Bargaining Power of Buyers • Incentives to buyers in form of price discounts, accessories, after-
sales services
(Moderate) • Lot of options available because of lot of competition.
Bargaining Power of Suppliers • Presence of many substitute inputs
(Moderate) • Cost of switching of suppliers high
Threat of Substitute Product • High risk as there are many competitors offering similar products
• Rapid Development of new technologies and hence constant
(High) threat
• High Industry concentration & fixed costs so competition among
Rivalry Among Competitors existing players
(High) • Low switching cost from different kind of automobiles after initial
investment by minor changes, facelift etc.
8. COMPETITOR ANALYSIS
Hyundai
• Debut in 1998 with launch of Santro
• By 2004 had 5 models, Santro, Accent, Sonata
and Elantra and Getz
• In 2007 launched i10
• Wide range along with alternate fuel options
• 2nd largest car manufacturer in India
9. COMPETITOR ANALYSIS
Tata
• 3rd Largest in Passenger Cars
• Launched Indica in 1998
• Acquired Jaguar and Land Rover brands ( 2008)
• Launch of Nano in 2009
• High Market share in diesel market
• Labor Cost -9% of profit Through its
subsidiaries, machine tools and metal producing
plants
10. COMPETITOR ANALYSIS
Volkswagen
• Tagline- Das Auto meaning ‘The Car’ but luxury
models for the upper class in India
• Entered with Skoda Brand in 2001 with current
range of Fabia , Laura, Octavia etc.
• VW in India in 2007 with Passat and Jetta
• Launched Polo in 2009
• 120 dealerships across the country today
• Focus on service and Customer satisfaction
11. COMPETITOR ANALYSIS
Chevrolet
• Chevrolet :“For a Special Journey Called Life.”
with Optra in 2003
• Launched Aveo, Optra SRV and Aveo U-VA
• Chevrolet Spark in 2007 and Beat in 2010
• Innovative schemes like the ‘Chevrolet Promise’
-Maintenance at a fixed cost for three year
period
• Affordability at every stage
12. COMPETITOR ANALYSIS
Ford
• Started in 1995 : JV with M&M
• Launched Ikon in 1999
• Entered the hatchback with Figo in 2010
• Keen to take what they can from the positive
market conditions
13. COMPETITOR ANALYSIS
Emerging Trends
• Focus on indigenization and Lower
Costs
• Increase dealer network
• Target to tap growing middle class-4th Largest in
Purchasing Power Parity(PPP)
• By 2050 Top Spot in Car Volumes
• Local Manufacturing Plants
• World class features at affordable prices
15. FIRM
INFRASTRUCTURE Partnership approach with Production Management
all stakeholders System
HUMAN
RESOURCE
MANAGEMENT
Team building activities Variable- pay e-learning
MARGIN
TECHNOLOGY Electronic Data Processing Data Management Software
DEVELOPMENT
Product Life Cycle Management Solution
PROCUREMENT Vendor quality system audits Maruti Center for Excellence Supplier Club
Lean
Manufact-
uring Maruti
Presence in Sales operating Standards
500 cities Finance
Value
JIT Added with 1500+ Anytime MARGIN
Value distributors Maruti Motor training
Effective Engg. Schools
Material (VAVE) Maruti on
Handling road
True Value
Focus on Cashless
model
Cost, insurance
Quality &
Safety
INBOUND OPERATIONS OUTBOUND MARKETING SERVICES
LOGISTICS LOGISTICS & SALES
16. INBOUND OUTBOUND
OPERATIONS
LOGISTICS LOGISTICS
• Just-In-Time (pioneered by • Eliminates unnecessary costs • Presence in 500 cities
Toyota) using Lean Manufacturing • 300+ distributors
• Huge savings on inventory • Maintains constant prices by • 1600+ service stations
management costs using Value Added Value
Engineering • 16 warehouses
• Sound demand management
system • K-Engine (fuel efficient) Plant • True value dealership model
• Implementation of Logistics used in many models & well • Decent margins to dealers
improvement systems received by customers
• Manufacturing supremacy
rests on ideals of
Cost – each employee works as
Costs Manager
Quality - ‘Do it right first time’
Safety- ‘Home or Work place:
Safety takes first place’
17. MARKETING & SALES SERVICE
• Anytime Maruti - 24*7 toll-free helpline • Sales Operation Standards (SOS) -
to attend to customer grievances Requirements in terms of infrastructure
• Maruti On road- Maintenance & Repair and workflow processes to be met at
services dealership
• Maruti Finance – Car finance in 166 • Excellent after-sales service- 1600+
cities in partnership with SBI centers with detailed information on
• Free test drive to customers website
• Motor training schools
• Cashless insurance- Inception of two
subsidiaries- Maruti Insurance
Distributors Services Pvt. Ltd. & Maruti
Insurance Brokers Pvt. Ltd.
18. • IT network links vendors across the country & keeps track
of order and delivery status.
TECHNOLOGY • Electronic Data Processing (EDP) Dep't. manages post-
sales process & sales analysis.
• Styling & Engineering functions done in UGS’ NX
DEVELOPMENT solutions
• Data Management Software maintains record of all
enquiries & provides timely reports on demand.
• Reduced no. of vendors from 370 (2000) to 100 (2005)
• Quality maintained by periodic quality system audits
• Maruti Centre for Excellence (MACE) to share best
practices & increase competitiveness among suppliers
PROCUREMENT • Guidance to suppliers on financial matters pertaining to
fund management, Basel III norms etc.
• Supplier Club used as platform to discuss operational &
social issues between suppliers and top management
19. • Plants at Manesar & Gurgaon; 7600 employees
• Partnership approach with all stakeholders
FIRM • Annual General Meetings
INFRASTRUCTURE • IR Cell
• Production Management System aimed at achieving manufacturing
supremacy through Japanese principles of 5S, 3G & 3K
• Major component of variable pay ensures alignment of employees
with organization
HUMAN • Innovation forms a core value & is highly encouraged
• Company is treated as family with events like Parivar Milan & Family
RESOURCE Day
• Maruti Recruitment System (MARS) comprising technical aptitude test
MANAGEMENT followed by technical & HR interview.
• Classroom training is reinforced through e-learning modules
• MSPIN issued to all employees
20. How a Business level strategy is built
Core Business Level
Capabilities
Competencies Strategy
21. CAPABILITIES OF MSIL
• Manufacturing and production technology
• Understanding customer’s needs
• Developing new designs and models of cars
which are fuel-efficient
• Quality focus
• Prompt service and customer satisfaction
22. CORE COMPETENCIES
• Most extensive
network in India
• Greater customer
• Pioneer in latest • Alliances with
satisfaction
technology suppliers
• Lean Mfg • Alliances with dealers
• PMS STRONG
DISTRIBUTOR
• Quality Control NETWORK
FORWARD AND
MANUFACTURING BACKWARD
EXCELLENCE • True Value INTEGRATION
• Anytime Maruti
• Authorized service
centers
• Insurance
OTHER CRM
INITIATIVES
23. BUSINESS
LEVEL
Whom STRATEGY
to serve
How to
What
serve
needs to
these
serve
needs
24. COMMON BUSINESS LEVEL STRATEGIES
FOLLOWED BY FIRMS
Competitive Advantage
Cost Uniqueness
Broad Target
Audi
Cost Leadership Differentiation
Competitive Scope
Maruti Volkswagon
Tata Motors Integrated Cost
Leadership/Differen
tiation
Honda
Hyundai
Narrow Target
Toyota
Focus cost leadership Focus differentiation
26. PRE-LIBERALIZATION ERA – 1981- EARLY
1990S
• Initial growth phase
• World’s cheapest cars at just $5500
• “Realize your dreams”
• Maruti 800
• Fuel efficient – 12-18 kmpl
• 80% market share
POST LIBERALIZATION ERA – EARLY
1990S TO LATE 1990S
• Entry of Tata Indica, Hyundai Santro
and Daewoo Matiz
• Liberalization woes – declining market
share - < 50%
• Lawsuit on non-conformance to
emission norms
• Labour strike
• Stock prices fell drastically
27. THE REAWAKENING - EARLY 2000S TO 2009
• Challenge 50 plan - Restructuring
• IT in manufacturing, newer models at regular
intervals, increasing capacity
• Related diversification car
finance, insurance, reselling
• Grand success of Alto
• 25.2% increase in sales, 200% increase in PAT
• 55% market share
• Move towards Integrated cost
leadership/differentiation starts
RECENT TIMES – 2009 ONWARDS
• Rs 18 billion investment - launching new
models and upgrading plants
• Largest passenger car company – 53% of
total car market
• Complete range of cars from entry level
Maruti 800 and Alto, to hatchbacks Ritz, A
star, Swift, Wagon-R, Estillo and sedans
DZire, SX4 and Sports Utility vehicles Grand
Vitara, Kizashi
• Move towards Integrated cost
leadership/differentiation almost complete
• Multiple price ranges - low cost to luxury
models
28. CONCLUSION
• MSIL, through its cost leadership approach –
market leader for 3 decades , 50% market share.
• Constant innovation to its processes, hence
helping it achieve efficiency.
• Cost advantage by maintaining long term contracts
with its suppliers - reliable supply of materials
• Moving towards Integrated cost
leadership/differentiation strategy to cater to
changing demands of customers and changing
environment
• Sustainability of this strategy in the long run