P ROJECT REP ORT

ON
HONDA MOTORS

SUBMITTED IN THE PARTIAL

FULLFILMENT FOR THE AWARD OF THE
DEGREE OF BACHELOR OF BUSINESS
ADMINISTRATION 2009-2012

UNDER THE GUIDANCE OF

Mrs. SANAM SHARMA
FACULTY, MAIMS

SUBMITTED BY:
GAURAV VASHISTHA
Roll No.:9333
Ba tch No. – BBA 3 r d Sem ester (2 n d Shift)

Ma ha ra ja Agra sen Institute Of

Ma na gem ent Studies
Affilia ted to Guru Gobind Singh
Indra pra stha University,
Delhi.
PSP Area , P lot No. 1, Sector- 22, Rohini,
Delhi- 110086
 SELF DECLARATION

I, GAURAV VASHISTHA, student of BBA, Maharaja

Agrasen Institute Of Management Studies
(MAIMS) Hereby declare that the project entitled
“MARKETING STRATEGIES OF MARUTI SUZUKI” Is
the result of my own efforts in collecting and
gathering information based on the above
mentioned topic and guidance given by
concerned authority ( faculty Mrs. SANAM
SHARMA ) from time to time.

GAURAV VASHISTHA
BBA 3rd Semester
Roll NO.-9333

2
 CERTIFICATE

This is to certify that GAURAV VASHISTHA,

Roll No.9333/MAIMS/2009 is a bonafide
student of this institute pursuing B.B.A full
time Programme of three years duration,
which is in affiliation with GGS Indraprastha
University and has undertaken a minor
project on “WIPRO TECHNOLOGIES” in the
partial fulfillment of B.B.A degree as
required under the rules of the university.

Mrs. SANAM SHARMA

(Project Guide)

3
 ACKNOWLEDGEMENT
This project work, which is my first step in the field of
professionalism, has been successfully accomplished
only because of timely support of my well wishers. I
would like to pay my sincere regards and thanks to
those, who directed me at every step in my project
work.

First of all, I would like to express my thanks to Dr.

N.K. Kakkar (director, MAIMS) for giving me such a
wonderful opportunity to widen the horizons of my
knowledge.

I extend my thanks to my project guide Mrs. SANAM

SHARMA for her scholarly guidance, constant
supervision and encouragement. It is due to her
personal interest and initiative that the project work
is published in the present form.

Last but not the least, I would also thank all the staff
members of MAIMS, friends and parents who have
directly or indirectly contributed in making this
project a success. It is a tribute for there valuation.

Despite all efforts, I have no doubt that error and

obscurities remain that seen to afflict all writing
projects and for which I am culpable.

GAURAV VASHISTHA
BBA 3rd Semester

4
 MARUTI UDYPG LIMITED

Maruti is India's largest automobile company. The company, a joint

venture with Suzuki of Japan, has been a success story like no

other in the annals of the Indian automobile industry.

Today, Maruti is India's largest automobile company. This feat was

achieved by the missionary zeal of our employees across the line

and the far-sighted vision of our management.

The Company Mission:

To provide a wide range of modern, high quality fuel efficient

vehicles in order to meet the need of different customers, both in

domestic and export markets.

The Company Vision:

We must be an internationally competitive company in terms of

our products and services.

We must retain our leadership in India and should also aspire to be

among the global players.

Their focus is on:

• Building a continuously improving organisation adaptable to

quick changes

• Providing value and satisfaction to the customer

• Aligning and fully involving all our employees, suppliers and

dealers to face competition

5
 • Maximising Shareholder's value

• Being a responsible corporate citizen

At Maruti, they have a clear perspective on manpower. They see it

as a unique resource, in the sense that optimal productivity of

other resources depends largely on the way human resources are

utilised. The basic philosophy of management that underlies the

Maruti culture is that all employees of the company should be

moulded into a team which then strives as one, to achieve

commonly shared company goals and objectives. To make this

philosophy tenable, the Company takes several initiatives. Inputs

are sought from employees at all levels. They believe that

everyone should contribute to the formulation of company policies,

goals and objectives. Secondly, at Maruti, they encourage

leadership in the best sense of the word. According to us, a leader

is one who must be impartial, must have the ability to rise above

his own subjectivity, and, most importantly, must practice what he

preaches.

They understand that the process of creating a sense of belonging

that all employees can identify with is a lengthy one. To ensure

that this translates into concrete reality, they have taken several

simple but specific and well thought out measures. The first step in

this direction has been the introduction of a common uniform for

all employees. Another measure is the creation of a common

canteen where all employees have lunch, stand in common

6
queues, and sit on the same table. Common toilets, common

transport and similar facilities for all levels of employees are other

measures that reinforce their emphasis on genuine equality in the

workplace.

At Maruti They do not believe in the notion of organisational

hierarchies. As a matter of fact, the management structure and

systems in Maruti have been designed to promote decentralisation

of authority. Maruti has a horizontal management structure with

only four functional levels of responsibility to facilitate quicker

decision making.

Another focus area of the Maruti culture is the maintenance of a

smoothly functioning communication network. Maruti believes that

communication channels between labour and management cannot

simply consist of having a labour representative on the Board of

the Company. They have faith in the ability of labour to effectively

participate in management and make constructive suggestions. To

encourage this, they ensure that there is a thorough dissemination

of information at all levels, through newsletters or via a letter from

the Chief Executive to all employees. Meetings with the Union are

held regularly, and programmes being contemplated by the

Company are discussed with the Union. The Sahyog Samiti, a

collection of representatives of non-unionised employees, training

programmes in Japan, Quality Circles, productivity-linked incentive

7
schemes, and an ethos of discipline and teamwork, all contribute

to the Maruti culture.

Several measures of performance have made amply clear that

Maruti has established a truly healthy work culture. They have met

all project and performance targets since inception. Their

productivity levels are constantly improving. The Company has had

good labour relations with employees from the very beginning, and

they have been successful in the export market. Yet, the Maruti

culture is one that does not believe in resting on its laurels. They

adhere to the spirit of Kaizen, which states that constant

improvement is always possible. The most basic tenet of

productivity that they hold dear is that " Today should be better

than Yesterday and Tomorrow should be better than Today".

Maruti Udyog Limited (MUL) was established in Feb 1981 through

an Act of Parliament, to meet the growing demand of a personal

mode of transport caused by the lack of an efficient public

transport system.

Suzuki Motor Company was chosen from seven prospective

partners worldwide. This was due not only to their undisputed

leadership in small cars but also to their commitment to actively

bring to MUL contemporary technology and Japanese management

practices (which had catapulted Japan over USA to the status of the

top auto manufacturing country in the world).

8
A licence and a Joint Venture agreement was signed between

Government of India and Suzuki Motor Company (now Suzuki Motor

Corporation of Japan) in Oct 1982.

The objectives of MUL then were:

• Modernization of the Indian Automobile Industry.

• Production of fuel-efficient vehicles to conserve scarce

resources.

• Production of large number of motor vehicles, which was

necessary for economic growth.

Core Value

• Customer Obsession

• Fast, Flexible and First Mover

• Innovation and Creativity

• Networking and Partnership

• Openness and Learning

Vision

The leader in the India Automobile Industry, Creating Customer

Delight and Shareholder’s Wealth; A pride of India”

Technological Advantage

We have introduced the superior 16 * 4 Hypertech engines across

the entire Maruti Suzuki range. This new technology harnesses the

power of a brainy 16-bit computer to a fuel-efficient 4-valve engine

9
to create optimum engine delivery. This means every Maruti

Suzuki owner gets the ideal combination of power and

performance from his car.

Our other innovation has been the introduction of Electronic Power

Steering (EPS) in select models. This results in better and greater

maneuverability. In other words, our cars have become even more

pleasurable to drive.

Production/R&D

Spread over a sprawling 297 acres with 3 fully-integrated

production facilities, the Maruti Udyog Plant has already rolled out

over 4.3 million vehicles. In fact, on an average, two vehicles roll

out of the factory every minute. And it takes on an average, just 14

hours to make a car. More importantly, with an incredible range of

11 models available in 50 variants, there's a Maruti Suzuki made

here to fit every car-buyer's budget. And dream.

Production Milestones

1st vehicle produced, December 1983

1,00,000 vehicles produced by August, 1986

5,00,000 vehicles produced by June, 1990

10,00,000 vehicles produced by March, 1994

20,00,000 vehicles produced by October, 1997

30,00,000 vehicles produced by June, 2000

10
40,00,000 vehicles produced by April, 2003

55,00,000 vehicles produced by April 2006

75,00,000 vehicles produced by April 2009

85,00,000 vehicles produced by April 2010

11
MILESTONES

2005  The fiftieth lakh car rolls out in April, 2005

 Growth in overall sales by 15.8%

2004  New (non A/C) variant of Alto

 Alto becomes India's new best selling car

 LPG variant of 'Omni Cargo'

 Versa 5-seater, a new variant

 Baleno LXi, a new variant

 Maruti closed the financial year 2003-04 with an

annual sale of 472122 units, the highest ever since
the company began operations 20 years ago

2003  New Suzuki Grand Vitara XL-7

 Redesigned and all-new Zen

 New upgraded WagonR

 Enters into partnership with State Bank of India

 Production of 4 millionth vehicle. Listed on BSE and

NSE after a public issue oversubscribed 10 times

2002  WagonR Pride

 Esteem Diesel. All other variants upgraded

 Maruti Insurance. Two new subsidiaries started:

Maruti Insurance Distributor Services and Maruti
Insurance Brokers Limited

 Alto Spin LXi, with electronic power steering

 Special edition of Maruti 800, India’s first colour-

coordinated car

12
  Maruti True value in Mumbai

 Maruti Finance in Mumbai with 10 finance companies

 Suzuki Motor Corporation (SMC) increases its stake in

Maruti to 54.2 percent

2001  Zen LXi

 Maruti True Value launched in Bangalore and Delhi

 Maruti Versa, India’s first luxury MPV

 Alto Spin LXi, with electronic power steering

 Alto Vxi

 Customer information centers launched in Hyderabad,

Bangalore and Chennai

 Launch of versa

2000  First car company in India to launch a Call Center

 New Alto

 Altura, a luxury estate car

 IDTR (Institute of Driving Training and Research)

launched jointly with the Delhi government to
promote safe driving habits

1999  Maruti 800 EX ( 796cc, hatchback car)

 Zen LX (993cc, hatchback car)

 Zen VXi (993cc, hatchback car with power steering)

 Omni XL ( 796cc, MUV, high roof)

 Baleno (1600cc, 3 Box Car)

 Wagon R

 Launch of Maruti - Suzuki innovative traffic beat in

13
 Delhi and Chennai as social initiatives

1998  Maruti launches website as part of CRM initiatives

 Zen D (1527 cc diesel, hatchback car)

 Zen VX & Zen VX Automatic

 New (Omni & Omni E) (796cc, MUV)

 Launch of website as part of CRM initiatives

1997  1998 Esteem (1299cc, 3 box car) LX, VX and AX

 New Maruti 800 (796cc,hatchback Car) Standard and

Deluxe

 Produced the 2 millionth vehicle since the

commencement of production

1996  Gypsy (E) (970cc, 4WD 8 seater)

 Omni (E) (796cc, MUV, 8 seater)

 Gypsy King (1298cc, 4WD, off road vehicle)

 Zen Automatic (993cc, hatchback car)

 Esteem 1.3L (1298 cc, 3 box Car)AX

 Launch of 24-hour emergency on-road vehicle service

1995  Esteem 1.3L (1298 cc, 3 box car)VX

 With the launch of second plant, installed capacity

reached 200,000 units

1994  Esteem1.3L (1298cc, 3 box car)LX

 Produced the 1 millionth vehicle since the

commencement of production

1993  Zen (993cc, hatchback Car), which was later exported

in Europe and elsewhere as the Alto

1992  SMC increases its stake in Maruti to 50 percent

14
1991  Reaches cumulative indigenisation of 65 percent for
all vehicles produced

1990  Maruti 1000(970cc, 3 box), India’s first contemporary

sedan

1988  Installed capacity increased to 100,000 units

1987  Exported first lot of 500 cars to Hungary

1986  Maruti 800 ( New Model-796cc, hatchback Car)

 Produced 100,000 vehicles (cumulative production)

1985  Launch of Maruti Gypsy (970cc, 4WD off-road vehicle)

1984  Omni, a 796cc MUV

 Installed capacity reached 40,000 units

1983  Maruti 800, a 796 cc hatchback, India’s first

affordable car.

 Production was started under JVA

1982  License and JV agreement signed between Maruti

Udyog Ltd. and SMC of Japan

1981  Maruti Udyog Ltd was incorporated under the

provisions of the Indian Companies Act, 1956

15
 AWARDS

2005
Number one in JD Power SSI for the second
consecutive year
Number one in JD Power CSI for the sixth time in a row
- the only car to win
it so many times
M800, WagonR and Swift topped their segments in the
TNS Total
Customer Satisfaction Study
Leadership in the JD Power Initial Quality Study - Alto
number one in its
segment for the 2nd time in a row, Esteem number
one in its segment for
the 3rd year in a row, Swift number one in the
premium compact segment
WagonR and Esteem top their segments in the JD
Power APEAL study
TNS ranks Maruti 4th in the Corporate Reputation
Strength (CSR) study
(#1 in Auto sector)-Feb 05
Maruti bagged the "Manufacturer of the year" award
from Autocar-CNBC
( 2nd time in a row)-Feb 05
First Indian car manufacturer to reach 5 million
vehicles sales
Business World ranks Maruti among top five most
respected companies in
India-Oct 04
Maruti ranked among top ten (Rank7) greenest
companies in India by
Business Today - Sep '04

2004
Maruti Suzuki was No. 1 in Customer atisfaction, No. 1
in Sales Satisfaction No.1 in Product Quality (Esteem
and Alto) and No. 1 in Product Appeal (Esteem and
Wagon R)
No. 1 in Total Customer Satisfaction (Maruti 800, Zen
and Alto)
Business World ranked us among the country's five
most respected companies
Business World ranked us the country's most
respected automobile company
Voted Manufacturer of the year by CNBC

16
 Voted one of India's Greenest Companies by Business
Today-AC Nielson ORG-MARG

2003
Maruti 800, Maruti Zen and Maruti Esteem make it to
the top 10 automotive brands in "Most Trusted Brand
survey 2003"
J D Power ranked 3 models of Maruti on top: Wagonr,
Zen and Esteem
Maruti 800 and Wagonr top in NFO Total Customer
Satisfaction Study 2003.
MUL tops in J D Power CSI (2001) for 4th time in a row

2001
MUL tops in J D Power CSI (2001) for 2nd time in a
row: another international first

2000
Maruti bags JD Power CSI - 1st rank; unique
achievement by market leader anywhere in the world

1999
MSM launched as model workshop in India; achieves
highest CSI rating.
Central Board of Excise & Customs awards Maruti with
"Samman Patra", for contribution to exchequer and
being an ideal tax assessee

1998
CII's Business Excellence Award

1996
Maruti wins INSSAN award for "Excellence in
Suggestion Scheme"
Awarded the Star Trading House status by Ministry of
Commerce

1994-95
Engineering Exports Promotion Council's award for
export performance

1994
Best Canteen award among Haryana Industries as part
of employee welfare

1992-93
Engineering Exports Promotion Council's award for
export performance

17
 WHY MARUTI SUZUKI

The Quality Advantage

A car is an engineering product, only as good as the

technology used to make it. Actual users of our technology are

saying something very clearly Maruti Suzuki is No.1 in quality:

Maruti Suzuki owners experience fewer problems with their

vehicles than any other can manufacturer in India (J.D. Power IQS

Study 2004). The Alto was chosen No.1 in the premium compact

car segment and the Esteem in the entry level mid-size car

segment across 9 parameters.

The J.D. Power APEAL Study 2004 proclaimed the Wagon R. No.

1 in the premium compact car segment and the Esteem No.1 in

the entry level mid-size car segment. This study measures

owner delight in terms of design, content, layout and

performance of vehicles across 8 parameters.

Maruti Suzuki has a sales network of 307 state-of-the-art

showrooms across 189 cities*, with a workforce of over 6000

trained sales personnel to guide our customers in finding the

right car. Our high sales and customer care standards led us to

achieve the No.1 nameplate in the J.D. Power SSI study 2004.

The SSI study measures sales satisfaction across 6 parameters:

deal received, paperwork, dealer facility, salesperson, delivery

timing and delivery process. Maruti Suzuki has not only got the

18
No.1 nameplate in the J.D. Power SSI study 2004, but also

ranked way above the industry average (Maruti Suzuki was at

784 while industry average was at 760). What is significant is

that it was ranked above Skoda, Ford, Chevrolet, Mitsubishi

and Hyundai.

To be really happy with the car you own, it should have a

reliable service network at hand and within easy reach. Their

1036 city strong service network is equipped to service

20,000 vehicles a day. No wonder Maruti Suzuki has been

awarded the No.1 nameplate in customer satisfaction in India

for the fifth year in a row, a feat unprecedented for any

automobile market leader in the world.

In the J.D. Power CSI study 2004, Maruti Suzuki scored the

highest across all 7 parameters: least problems experienced

with vehicle serviced, highest service quality, best in-service

experience, best service delivery, best in-service experience,

most user-friendly service and best service initiation

experience.

In fact, 92% of Maruti Suzuki owners feel that work gets done right

the first time during service. The J.D. Power CSI study 2004 also

reveals that 97% of Maruti Suzuki owners would probable

recommend the same make of vehicle, while 90% owners would

probable repurchase the same make of vehicle.

A Buying Experience Like No Other

19
Maruti Suzuki has a sales network of 307 state-of -the-art

showrooms across 189 cities, with a workforce of over 6000 trained

sales personnel to guide our customers in finding the right car. Our

high sales and customer care standards led us to achieve the No.1

nameplate in the J.D. Power SSI Study 2004.

Quality Service across 1036 Cities

In the J.D. Power CSI Study 2004, Maruti Suzuki scored the highest

across all 7 parameters: least problems experienced with vehicle

serviced, highest service quality, best in-service experience, best

service delivery, best service advisor experience, most user-

friendly service and best service initiation experience.

92% of Maruti Suzuki owners feel that work gets done right the

first time during service. The J.D. Power CSI study 2004 also

reveals that 97% of Maruti Suzuki owners would probably

recommend the same make of vehicle, while 90% owners would

probably repurchase the same make of vehicle.

One Stop Shop

At Maruti Suzuki, you will find all your car related needs met under

one roof. Whether it is easy finance, insurance, fleet management

services, exchange- Maruti Suzuki is set to provide a single-window

solution for all your car related needs.

The Low Cost Maintenance Advantage

20
The acquisition cost is unfortunately not the only cost you face

when buying a car. Although a car may be affordable to buy, it

may not necessarily be affordable to maintain, as some of its

regularly used spare parts may be priced quite steeply. Not so

in the case of a Maruti Suzuki. It is in the economy segment

that the affordability of spares is most competitive, and it is

here where Maruti Suzuki shines. The recent Auto car Survey

conducted in August 2004 bears testimony to this fact. In the

Maruti Suzuki stable, the Omni has the lowest aggregate cost

of spares followed by the Maruti-800. The Maruti-800 has the

cheapest spares of any Indian car with a basket of just Rs.

23,422. In the Lower Mid-size segment as well, price-

consciousness is very high, where the cars have to be not only

affordable on purchase price but also need to combine quality,

drivability and have comfortable interiors. In this segment, the

Maruti Suzuki Versa has scored particularly well with the

lowest cost of spares in the segment. In the Upper Mid-size

segment, the Maruti Suzuki Baleno has the segment's lowest

prices on a majority of the spares.

Lowest Cost of Ownership

To be really happy with the car one owns, it should be easy on

the pocket to buy and to run-which is why the cost of

ownership is so important. And here again, a Maruti Suzuki is a

clear winner, as shown by the recent J.D.Power CSI study 2004.

21
It is clear that a Maruti Suzuki delights you even when you run

it for years. The 6 highest satisfaction ratings with regard to

cost of ownership among all models are all Maruti Suzuki

vehicles: Zen, Wagon R, Esteem, Maruti 800, Alto and Omni.

They are proud to have the lowest cost of operation / km

(among petrol vehicles) - the top 5 models are all Maruti

Suzuki models: Maruti 800, Alto, Zen, Omni and Wagon R.

Employee Quality Measures

Kaizen is based on the concept of making incremental

improvements in our products. It incorporates a series of

continuous small and simple improvements, which aim at involving

employees at all levels.

The Suggestion Scheme is based on the same principle. Under this

scheme, employees are encouraged to make suggestions for

improvement in any area of our operation. Over 50,000

suggestions are received from employees every year.

Maruti has won the First place in "Excellence in Suggestion

Scheme Contest 2003", which is the 6th consecutive award won

in as many years. This contest is organized by Indian National

Suggestion Schemes Association (INSSAN). Since 1998 Maruti has

won this award 10 times.

"Quality Circles" are groups of five to eight members from a

particular work area who work as a team to identify priorities and

solve work related problems in the area.

22
We believe that it is this unwavering commitment to quality that

will lead to the further growth of the organization as competition

increases.

ISO 9001:2000

At Maruti, our approach to quality is in keeping with the Japanese

practice--"build it into the product". Technicians themselves

inspect the quality of work. Supervisors educate and instruct

technicians to continually improve productivity and quality. The

movement of quality indicators is reviewed in weekly meetings by

the top management.

In 2001, Maruti Udyog Ltd became one of the first

automobile companies anywhere in the world to get an ISO

9000:2000 certification. AV Belgium, global auditors for

International Organization for Standardisation(ISO), certified Maruti

after a four day long audit, covering varied parameters like

Customer Focussed organisation, Leadership, Involvement of

people, Process approach, System approach to Management,

Continual improvement, etc.

23
In May 1995, Maruti got ISO 9002 certification. The audit for

this covered quality assurance in production, installation,

marketing and sales as well as after sales services. We were also

one of the first companies in the world to pioneer ISO 9000

certification for our dealers.

In October 1993, MUL passed the Conformity Of Production

(COP) Audit, which is based on a European Union Directive.

This authenticated our quality systems and testing facilities for

export to Europe.

Their emphasis on total quality has meant that today they are in a

position to guide vendors and dealers in establishing and

24
consolidating their individual quality systems. This commitment to

quality has ensured a consistently satisfying product and world-

class sales and after-sales services.

TS16949:2002

A new feather was added recently in Maruti’s cap in the field of

quality when the Quality Management System of its Press Shop &

associated functions (collectively termed as Press Function) got

certification for conformance to the requirements of TS16949:2002

standard.

The need for TS certification of Press Function had its genesis in

the prestigious project that Maruti earned for the supply of

stamped panels to General Motors India for one of its forthcoming

models.

As a part of Quality system requirements, GM requires all its

suppliers to be certified to either ISO TS 16949 or QS 9000.

These standards address Quality System requirements, which are

particularly specific to the automotive industry and requires an

organization to be in compliance with ISO 9000 systems as a basic

requirement. However, whereas QS 9000 would become defunct

and cease to exist after Dec 2006, TS 16949 is going to be the

standard of the future.

The TS 16949 standard, brought out by ISO in the year 1999, is an

extension of the ISO 9001:2000 standard that prescribes Quality

25
management system requirements that are specifically applicable

to the automotive industry.

TS 16949 has gained high popularity and almost all major

automobile players across the globe including GM, Ford, Daimler

Chrysler, Nissan, Honda are embracing & promoting it.

ISO 9001:2000

26
 THEORITICAL PERSPECTIVE

Consumer is strictly, the ultimate consumer of a product, the

ultimate user of a product; the person who derives the satisfaction

or the benefit offered. The 'consumer' is not necessarily the

customer, since there are often 'customers' in the buying/

distribution chain; moreover, the consumer is frequently not the

person who makes the buying decision; for instance, in the case of

many household products, where the housewife may make the

purchase but consumption or use is by the whole family.

'Consumer' is not normally applied to the purchase of industrial

goods and services where the customer is usually a corporate

body. Nevertheless, consumable goods are sold to industry for

corporate purposes and the consumers of these goods can be

identified for marketing practice.

Consumer behavior is the study of buying habits or patterns of

behaviour of consuming public either in general or in specific

groups.

THE BUYING PROCESS

The complexity inherent in understanding consumer

behaviour has led to the construction of models of the

buying process which indicate the stages through

which the consumer passes from the time he or she

27
first becomes aware of a need for a product or service

to the time when a product is purchased, a brand

selected, and the consumer evaluates the success of

his purchase decides whether to buy that particular

product and / or brand again. It the same time, such

models usually indicate the social and psychological

forces which shape the potential buyer's action at

each stage in the process. The two principal aims of

such model building are the prediction of future

behavior based on measurement of relevant variable

and the explanation of this behavior in terms of

theoretically relevant constructs.

28
The starting point for understanding the buyer is the
stimulus-response model shown below

Marketin Other Buyer's Buyer's Buyer's

g stimuli stimuli Characteris decision decisions
tics process

Product Economic Cultural Problem Product choice

recognition
Price Technologi Social Brand choice
cal Information
Place Personal Dealer choice
search
Political
Promotio Psychological Purchase timing
Evaluation
n Cultural decision Purchase
amount
Post-purchase
behavior

Stages in Buying Decision Process

Need Informat Evaluation Purchas Post-

recogniti ion of e purchase
on search alternative decisio behavior
s n

The consumer passes through five stages : Problem

recognition information search, evaluation of
alternatives purchase decision and post-purchase
behavior. Clearly the buying process starts long before
the actual purchase and has consequences long after
the purchase.

This model implies that consumers pass through all

five stages in buying a product. But this is not the

29
case, especially in low-involvement purchase.
Consumers may skip or rreverse some stages. Thus a
woman buying her regular brand of toothpaste goes
directly from the need for toothpaste to the purchase
decision, skipping information search and evaluation.
However, we have already used the model in above,
because it captures the full range of consideration
that arise when a consumer facer a highly involving
new purchase. We will allude again to Linda Brown
and try to understand how she became interested in
buying a laptop computer and the try to understand
how she became interested in buying a laptop
computer and stages she went through to make her
final choice.

Need Recognition

The buying process starts when the buyer recognizes

a problem or need. the buyer senses a difference
between his or her actual. In the former case, one of
the person's normal needs-hunger, thirst, sex-rises to
a threshold level and becomes a drive. From previous
experience, the person has learned how to cope with
this drive and is motivated toward a class of objects
that will satisfy the drive.

30
Or a need can be aroused by an external stimulus. A
persons passes a bakery and sees freshly baked bread
that stimulates her hunger; she admires a neighbor's
new car; or she watches a television commercial
advertising a Hawaiian vacation. All these stimuli can
trigger a problem or need.

The marketer needs to identify the circumstances that

trigger a particular need. in Linda Brown's case she
might answer that her "buy season" was peaking or
that she was impressed with a coworker's laptop. By
gathering information from a number of consumers,
the marketer can identify the most frequent stimuli
that spark an interest in a product category. The
marketer can then develop marketing strategies that
trigger consumer interest.

Information search

An aroused consumer will be inclined to search for

more information. We can distinguish between two
levels. The milder search state is called heightened
attention. Here Linda Brown simply becomes more
receptive to information about computers. She pays
attention to computer ads, computers purchase by
friends, and conversation about computers.

31
Or Linda may go into active information search where
she looks for reading material, phones friends and
engages in other activities to learn about computers.

Consumer information sources fall into four groups :

• Personal source : Family, friends, neighbors,

acquaintances

• Commercial sources : Advertising, salespersons,

dealers, packaging displays

• Public sources : Mass media, consumer-rating

organizations

• Experiential sources : Handling examining using the

product.

Evaluation of Alternatives

How does the consumer process the competitive

brand information and make a final judgment of
value? It turns out that there is no simple and single
evaluation process used by all consumers or even by
one consumer in all buying situations. There are
several decision evaluation process. Most current
models of the consumer evaluation process are
cognitively processes. Most current models of the
consumer evaluation process are cognitively oriented-

32
that is, they see the consumer as forming product
judgments largely on a conscious and rational basis.

Consumers differ as to which product attributes they

see as relevant or salient. They will pay the most
attention to the ones that will deliver the sought
benefits. The market for a product can often a be
segmented according to the attributes that are salient
to different consumer groups.

The most salient attributes may not be the most

important ones. Some may be salient because the
consumer was recently exposed to an ad mentioning
them. Furthermore, non-salient attributes might
include some that the consumer forgot but whose
importance would be recognized when mentioned.

The consumer is likely to develop a set of brand

beliefs about where each brand stands on each
attribute. The brand beliefs make up the brand image.

The consumer's brand beliefs will vary with his or her

experiences and the effected of selective perception,
selective distortion and selective retention.

Purchase decision

In the evaluation stage, the consumer forms

preferences among the brands in the choice set. The
consumer may also form a purchase intention to buy

33
the most preferred brand. However, two factors can
intervene between the purchase intention and the
purchase decision. These factor are shown in below.

The first factor is the attitudes of others. Suppose

Linda Brown's close colleague recommends strongly
that Linda should buy the lowest-priced computer (D).
As a result, Linda's "purchase probability" for compuer
A will be somewhat reduced and for computer D will
be somewhat increased. The extent to which another
person's attitude reduces one's preferred alternative
depends upon two things :

1. The intensity of the other person's negative attitude

towards the consumer's preferred alternative and

2. The consumer's motivation to comply with the other

person's wishes.

Purchase intention is also influenced by unanticipated

situational factors. The consumer forms a purchase
intention on the basis of such factors as expected
family income expected price and expected product
benefits. When the consumer is about to act,
unanticipated situational factors may erupt to change
the purchase intention. Linda Brown might lose her job
some other purchase might become more urgent a
friend might report disappointment in that computer

34
brand, or a store salesperson may affect her
negatively.

Attitude of
others

Evaluatio Purch Purcha

n of ase se
alternativ intenti decisio
e on n

Unanticipate
d situational
factors

Post-purchase behavior

After purchasing a product, a consumer may detect a

flaw. Some buyers will not want the flawed product,
others will be indifferent to the flaw, and some may
even see the flaw as enhancing the value of the
product. Some flaws can be dangerous to consumers.
Companies making automobiles, toys, and
pharmaceuticals must quickly recall any product that
has the slightest chance of injuring users.

Post-purchase Action

The consumer's satisfaction or dissatisfaction with the

product will influence subsequent behavior. If the
consumer is satisfied, he or she will exhibit a higher
probability of purchasing the product again. For

35
example, 75% of Toyata buyers were highly satisfied
and about 75% intended to buy a Toyata again; 35%
of Chevrolet buyers were highly satisfied and about
35% intended to buy a Chevrolet again.

The satisfied customer will also tend to say good

things about the brand to others. Marketers say: "Our
best advertisement is a satisfied customer.

36
 MAJOR FACTORS INFLUENCING BUYING
BEHAVIOR

Cultural

Social

Culture Reference Personal

group
Subculture
Family Age and life- Psychological
Social Class cycle stage
Roles and Motivation
statuses Occupation
Economic Perception
circumstances Learning
Buyer
Lifestyle Beliefs and
Personality attitudes
and self-
concept

37
Rogers model for the adoption and diffusion of
innovations Innovation Adoption Curve

The innovation adoption curve of Rogers is a model that classifies

adopters of innovations into various categories, based on the idea that certain
individuals are inevitably more open to adaptation than others. Is is also
referred to as Multi-Step Flow Theory or Diffusion of Innovations
Theory.

Innovators

Brave people, puling the change. Innovators are very important

communication.

Early Adopters

Respectable people, opinion leaders, try out new ideas, but in a careful way.

Early Majority

Thoughtful people, careful but accepting change more quickly than the
average.

38
Late Majority

Skeptic people, will use new ideas or products only when the majority is using
it.

Laggards

Traditional people, caring for the "old ways", are critical towards new ideas and
will only accept it if the new idea has become mainstream or even tradition.

The diffusion of innovations curve (innovation adoption curve) of Rogers

is useful to remember that trying to quickly and massively convince the mass
of a new controversial idea is useless. It makes more sense in these
circumstances to start with convincing innovators and early adopters first. Also
the categories and percentages can be used as a first draft to estimate target
groups for communication purposes.

Diffusion research focus was on five elements: 1) the

characteristics of an innovation which may influence its adoption;
2) the decision-making process that occurs when individuals
consider adopting a new idea, product or practice; 3) the
characteristics of individuals that make them likely to adopt an
innovation; 4) the consequences for individuals and society of
adopting an innovation; and 5) communication channels used in
the adoption process.

39
 TARGET MARKETING

Target Marketing involves breaking a market into segments and

then concentrating your marketing efforts on one or a few key
segments.

The beauty of target marketing is that it makes the promotion,

pricing and distribution of your products and/or services easier and
more cost-effective. Target marketing is the selection of customers
you wish to service. The decisions involved in it are

• Which segments to target

• How many products to offer
• Which products to offer in which segments

There are three steps to targeting:

• Market segmentation
• Target choice
• Product positioning

One of the first things you need to do is to refine your product or

service so that you are NOT trying to be 'all things to all people’.

Next, you need to understand that people purchase products or

services for three basic reasons:

• To satisfy basic needs.

• To solve problems.
• To make themselves feel good.

The next step in creating an effective marketing strategy is to zero

in on your target market.

40
Target marketing is one of corporate America's most effective
business strategies. The idea is to increase sales by first
identifying, and then targeting smaller, yet more profitable
customer groups within the total market.

Four Ways to Identify Target Markets

1. Geographic: The location, size of the area, density, and

climate zone of your customers.
2. Demographics: The age, gender, income, family
composition and size, occupation, and education of your
customers.
3. Psychographics: The general personality, behavior, life-
style, rate of use, repetition of need, benefits sought, and
loyalty characteristics of your customers.
4. Behaviors: The needs they seek to fulfill, the level of
knowledge, information sources, attitude, use or
response to a product of your customers.

One of the best ways to identify your target market is to look at

your existing customer base. Who are your ideal clients? What do
they have in common? If you do not have an existing customer
base, or if you are targeting a completely new audience, speculate
on who they might be, based on their needs and the benefits they
will receive. Investigate competitors or similar businesses in other
markets to gain insight.

TARGET MARKETING

• Who are your best customers? Where should you direct your
marketing activities?

41
 • Where and how should you allocate your advertising and
promotional efforts?

Target Marketing, provides Focus for your business. It helps to

establish critical Operational goals and defines what must be
done to achieve them

It shows how the different parts of the business contribute to

achieving profitable sales levels. Target Marketing is both a
planning and an action tool. The process is straightforward.
Plan what needs to be done, then implement the specific
activities needed to turn these plans into reality. An overall
market environment made up of unlimited specialty wants and
needs has developed with markets made up of smaller
numbers of target customers. Smaller firms can take
advantage of this market shift by specializing in addressing the
needs of very precisely defined, smaller target markets. Large
firms may be less capable of providing such specialty
products/services because they need volume operations to
support large over the target customers themselves help to
define much of the marketing approach. Successful target
marketing requires a certain attitude or philosophy towards
the business as well as the performance of various activities.

What Customers Want

• Marketing is more than an activity, it is an attitude

• Instead of trying to get customers to buy what the firm
likes to make, or happens to have on hand, the
marketing oriented firm tries to produce or sell what its
customers want which can be sold at a profit.

42
 • Do not simply throw out everything that you now have and
replace goods or production machinery with completely new
items.
HOWEVER, AS YOU ANALYZE YOUR MARKET AND
CUSTOMER PROFILES, AND SO GAIN AN
UNDERSTANDING OF THEIR WANTS, DESIRES, AND
PERCEIVED NEEDS, YOU CAN BEGIN TO REORIENT YOUR
BUSINESS OVER TIME TO TAKE BEST ADVANTAGE OF
THESE NEW INSIGHTS. CONSIDER BOTH THE SHORT
TERM AND LONG-TERM IMPLICATIONS OF DEVELOPING
AND IMPLEMENTING THE RIGHT TARGET MARKETING
STRATEGY FOR YOUR BUSINESS.

Customer Attitudes

• For a long time, people have believed that advertising

can be used to change people's minds about what they
want. This is an incredibly difficult process at best, and
an extremely expensive one. Because of these two
factors, it is a process that smaller firms simply cannot
afford to pursue. Instead, it is much more productive for
any size firm to tune in to target customer attitudes as
they currently exist. Once they have identified the actual
prevailing attitudes, they can begin to organize company
resources needed to constructively address and satisfy
these attitudes the key question is,

"What are the existing customer attitudes?"

With this as an objective, developing an understanding of

existing customer attitudes becomes essential, and their
identification becomes an important part of the marketing

43
process. Once these customer attitudes, needs or preferences
are identified, the entire firm can then organize itself to satisfy
these needs as completely and efficiently as possible.

Why Target Marketing?

The idea is simple enough. Every business has a potential market

out there somewhere within that broad, fuzzy, agglomeration of

persons and organizations that might conceivably be induced to

buy your product, service or merchandise. It is important to note

that because many businesses offer more than one

product/service, they may be shooting at more than one target at

the same time. A good example is an automobile dealership that

sells more than one brand of car.

Target Marketing - Eight Steps

STEP 1: Define the Product/Service

The business has a product or service to offer, in many cases more

than one of each. Each product or service must be carefully

studied to determine what is special about it. It is this unique

combination of product skills and resources that allow a smaller

firm to differentiate itself from its competitors, large or small, and

to identify target market segments that it can serve especially

effectively, frequently, far more successfully than larger firms with

more resources, who are less focused!

STEP 2: What Wants/Needs are satisfied

44
BEFORE THE FIRM CAN CONSIDER WHOSE WANTS OR
NEEDS ARE BEST SATISFIED BY ITS PRODUCT OR
SERVICE, IT MUST DETERMINE HOW THE PRODUCT OR
SERVICE CAN SATISFY. WHAT NEEDS DOES IT MEET?
WHAT WANTS CAN IT FULFILL? THIS STEP PERMITS THE
PRODUCT OR SERVICE TO BE VIEWED FROM A SLIGHTLY
DIFFERENT ANGLE. ANY GIVEN PRODUCT OR SERVICE
WILL PROBABLY SATISFY A VARIETY OF WANTS OR
NEEDS. THE BUSINESS SHOULD LIST ALL IT CAN
POSSIBLE IDENTIFY. THE MORE USEFUL APPLICATIONS
YOU CAN IDENTIFY FOR YOUR PRODUCT/SERVICE, THE
GREATER THE POTENTIAL MARKET DIMENSION.

STEP 3: IDENTIFY MARKET SEGMENTS

At this point, you have considered three important factors; an

identification of the product/service, the product/service
appeal factors, and a rough list of potential customers. We will
now refine the third factor by addressing in more detail, which
might want/need, these products/services

STEP 4: Segment (Differentiate) the Market

Segmenting the market means to divide it into classes or

categories of people or firms based on different sets of factors,

characteristics, or other considerations. It allows an identification

of where these potential customers are and how many of them

there are. Identifying them will lead to the formulation of

productive marketing approaches to these groups There are a

myriad of ways of evaluating a target market, such as economic,

45
Socioeconomic, geographic, demographic (age, sex, race,

education, occupation), lifestyle, and others.

STEP 5: Rank Differentiated Segments

The goal is profit. Therefore, since some of the market will be

easier to sell to at a given price than others, they should be the

primary targets. Again, it is important to have increased

profitability rather than increased sales as the goal of the firm. The

factors affecting profitability are:

  Direct Sales Cost

  Indirect Sales Cost

  Distribution & Logistical Problems

  Pricing (Some segments may be more price sensitive than

others)

  Size of Segment

  Ease of Selling to a Given Segment

  Image of the Firm in the Market

Sales Personnel- Skills and Weaknesses

STEP 6: Evaluate Segment Mixes

The trick now is to assemble them into a pattern that will produce

the greatest return for the least effort in terms of time and money.

46
 If a great deal of guesswork has been involved up to this point, the

results may be highly questionable

STEP 7: Formulate Strategy

THE FOCUS IS HOW TO ATTRACT THESE SEGMENTS OR

TARGET MARKETS, SO THAT THEY WILL PURCHASE THE
FIRM'S PRODUCTS/SERVICES AT A LEVEL THAT IS
PROFITABLE FOR THE BUSINESS. THIS PROCESS IS
ALSO REFERRED TO AS MARKET PENETRATION
FORMULATING THE APPROPRIATE STRATEGY CAN BE
BOTH A CREATIVE AND AN ENTERTAINING PROCESS.
THERE ARE ONLY A RELATIVELY LIMITED NUMBER OF
WAYS TO PROMOTE A PRODUCT: PERSONAL SELLING,
ADVERTISING, DIRECT MAIL, AND COMBINATIONS AND
PERMUTATIONS OF THESE.

STEP 8: Execute Strategy

Action is a critical component of any market strategy. Without

action, the analysis and the planning are a wasted effort. The
strategy has been developed, the segments evaluated, the
overall scheme approved and then shelved.

Outline

1. Identifying Potential Customers

2. Conducting Market Research
3. Choosing a Target Market
4. Compiling a Customer Profile
5. Resources

47
Following flowchart briefly describes as to which direction we have

to follow while segmenting the target market

48
 Comparison of Automobile And Consumer
Durable
At Dealership Level
S.No Attributes Automobile Consumer Durables
1 Turnover High Low

2 Margin 8%-12% 2%-4%

Penetration More in small or large More in Rural areas

3 Level towns or cities or in cities also

Training of Executives get Training

Sales after every specific
4 Executives period As such no training

Co->Distributor-
5 Supply-Chain Co->Dealer->Customer >Dealer >Customer

Discount Depends on Dealer

6 Margin Cartel To Dealer

Only Sales man is

there to serve the
7 CSR Proper well organized customer

Customer have to go
Customer get 3free at manufactured
8 ASS service level

Customer can
Brand Customer first choice is change his or her
9 Association more pertinent choice

More focus on
Finance &
10 Payment Instantaneous Payment Installment

Post-Sales
11 Follow UP More Very Less

Buying Customer can wait for

12 Procedure new model Instant buying

13 Database Large Few

Brand
14 Transition Single-Tier Multi-Tier

49
 Parent Company &
dealer both give Only from Parent
15 Advertisement advertisement Company

Loyality
16 Programs Yes No

Customer
Satisfaction Well- Defined &
17 Index Organized None

18 Promotion Free Service Camps None

Customer
19 Retention More Very Less

Only free service which

customer can extend
upto 4 years(first 2yr are Annual Maintenance
20 Maintenance free) Contract (AMC)

50
 MARUTI CULTURE

Their employees are their greatest strength and asset. It is this

underlying philosophy that has moulded their workforce into a

team with common goals and objectives. Their Employee-

Management relationship is therefore characterized by:

• Participative Management.

• Team work & Kaizen.

• Communication and information sharing.

• Open office culture for easy accessibility

To implement this philosophy, they have taken several measures

like a flat organizational structure. There are only three levels of

responsibilities ranging from the Board Of Directors, Division Heads

to Department Heads. Other visible features of this philosophy are

an open office, common uniforms (at all levels), and a common

canteen for all.

This structure ensures better communication and speedy decision

making processes. It also creates an environment that builds trust,

transparency and a sense of belonging amongst employees.

For Investors:

Maruti Udyog Limited, a subsidiary of Suzuki Motor Corporation of

Japan, has been the leader of the Indian car market for about two

decades. Its manufacturing plant, located some 25 km south of

New Delhi in Gurgaon, has an installed capacity of 3,50,000 units

51
per annum, with a capability to produce about half a million

vehicles.

The company has a portfolio of 11 brands, including Maruti 800,

Omni, premium small car Zen, international brands Alto and

WagonR, off-roader Gypsy, mid size Esteem, luxury car Baleno, the

MPV, Versa, Swift and Luxury SUV Grand Vitara XL7.

In recent years, Maruti has made major strides towards its goal of

becoming Suzuki Motor Corporation's R and D hub for Asia. It has

introduced upgraded versions of WagonR Zen and Esteem,

completely designed and styled in-house.

Maruti's contribution as the engine of growth of the Indian auto

industry, indeed its impact on the lifestyle and psyche of an entire

generation of Indian middle class, is widely acknowledged. Its

emotional connect with the customer continues.

Maruti tops customer satisfaction again for sixth year in a row

according to the J.D. Power Asia Pacific 2005 India Customer

Satisfaction Index (CSI) Study.

The company has also ranked highest in India Sales Satisfaction

Study.

The company's quality systems and practices have been rated as a

"benchmark for the automotive industry world-wide" by A V

Belgium, global auditors for International Organisation for

Standardisation.

52
In keeping with its leadership position, Maruti supports safe driving

and traffic management through mass media messages and a

state-of-the art driving training and research institute that it

manages for the Delhi Government.

The company's service businesses including sale and purchase of

pre owned cars (TrueValue), lease and fleet management service

for corporates (N2N), Maruti Insurance and Maruti Finance are now

fully operational.. These initiatives, besides providing total mobility

solutions to customers in a convenient and transparent manner,

have helped improve economic viability of The company's

dealerships.

The company is listed on Bombay Stock Exchange and National

Stock Exchange.

MUL is a Board-managed company. Currently the directors on the

Board are:

• Mr Shinzo Nakanishi, Chairman

• Mr Jagdish Khattar, Managing Director

• Mr Hirofumi Nagao, Joint Managing Director

• Mr Shinichi Takeuchi, Joint Managing Director

• Mr Kinji Saito, Director (Marketing and Sales)

• Mr Osamu Suzuki, Director

• Mr R C Bhargava, Director

53
• Mr S V Bhave, Director

• Mr Kumar Mangalam Birla, Director

• Mr Amal Ganguli, Director

• Ms Pallavi Shroff, Director

• Mr Manvinder Singh Banga, Director

54
PRODUCTS

55
Maruti’s marketing objective is to continually offer the
customer new products and services that:

• Reduce the customer’s cost of ownership of their cars;

and

•  anticipate and address the customer’s needs and

preferences in all aspects and stages of car ownership, to
provide what they refer to as the “360 degree customer
experience.”

They sell ten models with more than 50 variants in segments

A, B, C, and utility vehicle segment of the Indian passenger car
market. Of these, they manufacture nine models and import
the Grand Vitara as a completely built unit from Suzuki in
Japan. Their models and variants are designed to address the
changing demands of the market and are periodically
upgraded in technology, styling and features. To take
advantage of the brand recognition associated with their
products, they retain the brand name of the product through
various stages of product upgrades over time. For example,
the version of the Maruti 800 brand currently sold in the
market is a significantly upgraded version, in terms of
technology, design and styling, of the Maruti 800 launched in
1983.

A Maruti 800
A OMNI
B Zen
B Wagon R

56
 B Alto
C Esteem
C Baleno
C Versa
C SWIFT
Utility Vehicle GYPSY KING
Utility Vehicle GRAND VITARA

57
 BALENO

DIMENSIONS
Length 4225mm
Width 1690mm
Height 1390mm
Wheelbase 2480mm
Tread Front 1440mm
Rear 1435mm
Ground clearance 170mm
Min. turning radius 4.9mm
WEIGHT
Kerb weight 985 kgs
Gross vehicle weight 1510 kgs
ENGINE
PERFORMANCE
All-Alluminium, 16 Valves SOHC
Engine
Cylinders In-line 4
No. of valves 16
Swept volume 1590 cc
Bore x stroke 75.0 x 90.0 mm
Compression ratio 9.0 ± 0.2:1
Max. Power output PS 91 bhp@5500 rpm
Max. torque 130.5 Nm@3000 rpm
Fuel distribution Multi Point Fuel Injection
Max. speed 175 km/hr
TRANSMISSION
Type 5 forward, all-synchromesh, 1 reverse

58
 CHASSIS
Steering Rack and Pinion with hydraulic power
assistance
Brakes Type Vacumm assisted hydraulic
Front Ventilated disc
Rear Drum, leading/trailing
Suspension Front McPherson strut & coil spring with L
shaped lower arm and anti-roll bar
Rear McPherson strut & coil spring with
parallel link arrangement
Tyres 165/80R13(Lxi)
185/65R14 tubelless (Vxi)
CAPACITY
Seating Front 2
Rear 3
Fuel tank volume 51 litres

59
 WAGON R

SPECIFICATIONS

DIMENSIONS IN MM
Length 3520
Width 1490 (VXi), 1475 (LX, Lxi)
Height 1660 (without roof rail), 1690 (with roof rail)
Wheelbase 2360
Front Track 1295
Rear Track 1290
Min. Ground clearance 165
WEIGHT IN KG
Kerb Weight 825 (LX, Lxi), 850 (VXi), 840 (AX)
Gross Vehicle Weight 1250 (LX, Lxi, VXi)
CAPACITY
Seating Capacity 5 persons
Fuel Tank Capacity 35 litres
ENGINE
Swept Volume 1061 cc
Engine Type 4 cylinder in line, FC Engine
4 Valves per cylinder, MRFI
Engine Control 32-Bit Electronic Control Module (ECM)
Max. Power, bhp 64@6200rpm
Max. Torque, Nm 84@3500rpm

60
 POWER STEERING
Type Electronic power steering (EPS) (Lxi, VXi &AX)
TRANSMISSION
Type Manual (LX, LXi, VXi) – 5 speed, All-synchromesh
with two overdrive gears, Automatic (AX) – 3
speed
SUSPENSION SYSTEM
Front McPherson Strut with torsion type roll control
device
Rear Coil spring, gas-filled shock absorbers with tree-
link rigid axle and isolated trailing arms

61
 ESTEEM

SPECIFICATIONS

LX/Lxi/VXi
DIMENSIONS
Overall length 4095 mm
Overall Width 1575 mm
Overall height 1395 mm
Wheelbase 2365 mm
Tread Front 1365 mm
Rear 1340 mm
Ground clearance 170 mm
Turning radius 4.8 m
WEIGHT
Unladen weight 870 kg (LX),
875 kg (Lxi, VXi)
Laden Weight 1315 kg
ENGINE
Type Petrol engine, 4 stroke cycle, allaluminum
Water cooled SOHC
Cylinders In-line 4
No. of Valves 4 / Cylinder
Piston 1298 cc
displacement
Bore X stroke 74 x 75.5 (MM)
Compression 0 9.0 ± .2
ratio
Maximum output 85 bhp @ 6000 rpm
Maximum torque 110 Nm @ 3000 rpm
Engine Control 32-Bit Electronic Control Module (ECM)

62
TRANSMISSION
Manual 5 forward, 1 reverse all-synchromesh
CHASIS
Steering Rack & Pinion
Brakes Front Booster assisted
Ventilated disc
Rear Booster assisted drum
Suspension Front McPherson strut and coil spring
Rear Coil spring
Tyre Size 155/80 R 13 (LX, LXi), 175/70 R 13 (VXi)
(Tuebless)

63
 MARUTI 800

SPECIFICATIONS
DIMENSIONS
Overall length 3335 mm
Overall width 1440 mm
Overall height 1405 mm
Wheelbase 2175 mm
Minimum turning radius 4.4 m
Ground clearance 170 mm
Seating capacity 4 persons
WEIGHT
Unladen weight 655 kg (AC BS I), 640 kg (Std. BS I),
665 kg (AC BS II & AC BS III),
650 kg (Std. BS II & Std. BS III)
Laden weight 1000 kg
ENGINE
Type 4 stroke cycle, water cooled SOHC (1C2V)
Number of cylinders 3
Piston displacement 796 cc
Maximum output (Std., 37 bhp at 5000 rpm
AC)
Maximum torque (Std., 59 Nm at 2500 rpm
AC)
POWER TRANSMISSION
Std., AC 4 forward, all synchromesh
1 reverse
STEERING
Steering Rack & pinion
SUSPENSION
Front McPherson strut & coil spring
Rear Coil spring with gas filled shock absorbers
BRAKES
Front Disc
Rear Drum
TYRES
Tyre size Radial 145 / 70 R-12
CAPACITY
Fuel tank capacity 30 liters (BSI), 28 liters (BS II & BS III)

64
 NEW ALTO

SPECIFICATION

WEIGHT
Kerb weight ALTO 725 kg
ALTO LX/ALTO Lxi 740 kg
Gross vehicle weight 1165 kg
ENGINE
Swept volume 796cc
FC engine, 4
Engine type
valves
Per cylinder MPFI
No. of cylinders 3
Engine control 32 bit computer
Maximum power 47 bhp @ 6200 rpm
Maximum torque 62 Nm @ 3000 rpm
5 speed, all synchromesh,
Transmission
manual
SUSPENSION
SYSTEM
McPherson Strut with torsion
Front
type anti-roll bar
Coil spring with double
Rear action telescopic shock
absorbers

65
 5 persons
Seating
Capacity
Tyre size 145 / 80 R12
Overall length 3495 mm
Overall width 1495 mm
Overall height 1460 mm
Wheelbase 2360 mm
Tread Front 1290 mm
Rear 1290 mm
Minimum turning radius 4.6 m
Ground clearance 160 mm

66
 OMNI

SPECIFICATIONS

DIMENSIONS
Length 3370 mm
Width 1410 mm
Height 1640 mm
Wheel base 1840 mm
Ground clearance 165 mm
Turning radius 401 mm
WEIGHT (Kerb
weight)
Omni 5 Seater 785 kg
Omni E 8 Seater 800 kg
ENGING
Type 4 stroke cycle, water cooled
No. of cylinders 3
Piston displacement 796 cc
No. of engine valves 6
POWER

TRANSMISSION
Type Manual, 4 forward, all synchromesh, 1 Reverse

67
 SUSPENSION
Front Mc Pherson Strut
Rear Leaf spring with shock absorbers
BRAKES SYSTEM
Front Disc (Booster Assisted
Rear Drum
TYRES
Tyre size 145R 12 LT 6PR (Radial)
CAPACITY
Fuel Tank (Petrol) 36 Litres
SEATING CAPACITY
Seating capacity 5 seater & 8 seater options available
PERFORMANCE
Maximum Power 35 bhp @ 5000 rpm
Maximum Torque 6.1 kgm @ 3000 rpm

68
 SWIFT

SPECIFICATION

BODY TYPE
Body type Hatchback
Number of doors 5
Seating capacity 5
ENGINE
Capacity 1298cc
Number of cylinders 4
Number of valves 16
Bore x Stroke 74.0 x 75.5mm
Compression ratio 9.0:1
Maximum power 87bhp@6000rpm
Maximum torque 113Nm@4500rpm
Fuel distribution Multipoint injection
TRANSMISSION
Type 5-speed manual, with synchromesh in all gears, one
reverse
Gear ratios 1 st 3.545
2 nd 1.904
3 rd 1.280
4 th 0.966
5 th 0.757
Reverse 3.272

69
 DIMENSIONS
Overall length 3695
Overall width 1690
Overall height 1530
Wheelbase 2390
Track Front 1470
Track Rear 1480
Ground Clearance 170
Minimum turning 4.7 metres
radius
Luggage capacity 232 litres (with seatback raised), 368 litres (with
seatback folded)
CHASIS
Steering Rack & pinion, power assisted
Brakes (front) Ventilated Discs
Brakes (rear) Drums
Suspension (front) Macpherson strut and coil spring
Suspension (rear) Torsion beam and coil spring
WEIGHTS
Kerb weight 980kgs (LXi), 1000kgs (VXi), 1010 kgs (ZXi)
Gross vehicle weight 1415kgs
Maximum speed 160kmph
Fuel tank capacity 43 litres

70
 VERSA

SPECIFICATIONS
DIMENSIONS
Overall length 3675 mm
Overall width 1475 mm
Overall height 1905 mm
Wheelbase 2350 mm
Wheel track Front 1280 mm
Rear 1290 mm
Turning radius 4.5 mts
WEIGHT
Unladed weight Versa -930 kg, DX -975 kg, DX2
-985 kg, SDX -975 kg
Laden weight Versa, DX, DX2 & SDX -1585 kg
ENGINE
Type 4 stroke cycle, all-aluminum,
Water cooled SOHC MPFI
Cylinders In-Line 4
No. of valves 4 / Cylinder
Piston 1298 cc
displacement
Bore X stroke 74 X 75.5 (mm)
Compression ratio 9.0 ± 0.2
Maximum output 82 bhp @ 6000 rpm
Maximum torque 102 Nm (10.4 kgm) @ 3000 rpm
TRANSMISSION Manual, 5 forward, all
synchromesh, 1 reverse
CHASSIS
Steering Rack & Pinion, Power assisted (DX,
DX2 & SDX)

71
Brakes Front Booster assisted ventilated disc
Rear Booster assisted drum
Suspension McPherson strut with torsion, Type
roll control device
Rear Coil spring with three link rigid
axle and isolated trailing arms
Tyre size 155/80 R 13 LT
CAPACITY
Seating DX & DX2:8 Persons, SDX:7
persons and Versa : 5 persons
Fuel tank 40 liters

72
 ZEN

SPECIFICATION
CAPACITIES LX LXi VXi
Seating Persons 5
Fuel in litres 35
Engine in CC 993
Unladen weight in kgs 765
Laden weight in kgs 1190
Tyres 145 / 80 R
12 (Front &
rear)
PETROL Bharat Stage II
LX LXi VXi
All aluminium engine ° ° °
16 valve, 4 cylinder inline ° ° °
engine
16 bit ECM ° ° °
Multipoint fuel injection ° ° °
Maximum engine output in 60@6000
bhp/rpm
Maximum engine torque in 8@4500
kgm/rpm
Compression ratio 9.4:1
PETROL Bharat
Stage III
LX LXi VXi
All aluminum engine ° ° °
16 valve, 4 cylinder inline ° ° °
engine
32 bit ECM ° ° °

73
Multipoint fuel injection ° ° °
Maximum engine output in 60@6200
bhp/rpm
Maximum engine torque in 8@4500
kgm/rpm
Compression ratio 9.4:1
DIMENSIONS
Overall length 3535mm
Overall width 1495mm
Overall height 1405mm
Wheelbase 2335mm
Ground clearance 165mm

74
 PRICES OF MARUTI PRODUCTS

Car market leader Maruti Udyog Limited has announced a marginal

increase in price of certain models. The increase, which comes into

effect from today, varies from 0.17 percent to 1.47 percent.

The price increase is due to rise in input costs and freight

costs, which increased following the rise in oil prices. In this

phase, the company has decided to pass on only a part of the

increase in costs to the customers. There is no change in the

prices of Swift, Zen, Baleno (Vxi) and WagonR (Petrol).

Ex-Showroom Prices in Delhi (in Rs)

Chang
Model New Old Increase e %
M800 Std 191646 191146 500 0.26%
M800 Std Ac 213062 212562 500 0.24%
Alto Std 231585 231085 500 0.22%
Alto Lx 265262 264762 500 0.19%
Alto Lxi 283878 283378 500 0.18%
Omni Cargo LPG 194725 192725 2000 1.04%
Omni Cargo 213706 213206 500 0.23%
Omni (Eight Seater) 221268 220768 500 0.23%
Omni LPG 230388 227388 3000 1.32%
Esteem Lx 445968 444968 1000 0.22%
Esteem Lxi 476223 475223 1000 0.21%
Esteem Vxi 511520 510520 1000 0.20%
Baleno Lxi 576173 575173 1000 0.17%
Versa Dx 433575 432575 1000 0.23%
Versa Dx2 471779 470779 1000 0.21%
Versa Std 360182 359182 1000 0.28%
WagonR Lx LPG 345106 340106 5000 1.47%
WagonR Lxi LPG 373160 368160 5000 1.36%

75
 ORGANISATION STRUCTURE AT MUL

Maruti Udyog ltd. Has a flat organisation structure with a

maximum of three levels.

Head office

MD

MFG FIN OTHER

DIRECTOR N CONTROLLER GM DGMS AGMS

GM/ DGMS DGMS AGMS MGRS/AMS

MGRS/AMS MGRS/AM SR GM/EX

ENGINEERS(EX) SR. EX./EX

TRAINEES

J.E. (TRAINEES)

76
 THE PRODUCTION PROCESS AT MARUTI

STEEL COILS

BLANKING

PRESSING

WELDING

PAINTING

FROM FROM
VENDOR ASSEMBLY VENDOR
S S

FROM
VEHICLE
VENDOR
INSPECTION
S

TEST RUN

SUPPLY &
DISPATCH

77
Press Shop: Their press shop has five transfer presses and two

blanking lines. In the press shop, steel coils are cut to the

required size and panels are prepared by pressing them

between various die sets such as doors, roofs and bonnet. An

anti-rust coat is applied at this stage. They also have in-house

capability and the necessary technical knowledge for the

design and manufacture of medium-size press dies.

Weld Shop: They have three welding shops with 122 six-axis

robots and 25 in-house manufactured two-to-four axis robots.

In this shop, various press metal components manufactured in

the previous stage are spot-welded together to form the body

shell. Various parts such as the floor panel, side panel, doors

and bonnet are sub-assembled in this shop. Subsequently, the

assembled parts undergo final welding. The welded body is

sent to the paint shop through a conveyor.

Paint Shop: They have three paint shops, within one of which

the final outer body is fully painted by robots. In the paint

shop, the body undergoes various pre-treatment and electro

deposition painting processes to provide a high corrosion

resistance to the body. The car body is given an intermediate

or primer coat before applying the stoving topcoat paint. The

intermediate and the final coat are applied by using automatic

electrostatic spray-painting machines (micro bells) and robots,

followed by a baking process.

78
Assembly Shop: They have highly flexible assembly lines,

which can simultaneously handle a large number of variants as

well as adapt to sequence changes. The painted bodies

proceed for final assembly in three stages. The first stage is

the trim line wherein various components such as roof head

lining, windshield glass and interior trim components are fitted.

Thereafter, the car is transferred to an overhead conveyor, the

chassis line, wherein components such as the engine, gearbox

and front and rear axles are assembled on the underbody. The

vehicle is then lowered to the final line on its own wheels and

here components and parts such as seats, the steering wheel

and the battery are fitted. The completely assembled vehicle

finally rolls out of the assembly lines to the final inspection

stages.

Machine and engine shops: They assemble and test engines in

their engine shops and carry out precision machining of engine

components in their machine shops.

79
 INTERNATIONAL BUSINESS

In August, 2003 Maruti crossed a milestone of exporting 300,000

vehicles since its first export in 1986. Europe is the largest
destination of Maruti’s exports and coincidentally after the first
commercial shipment of 480 units to Hungary in 1987, the 300,00
mark was crossed by the shipment of 571 units to the same
country. The top ten destinations of the cumulative exports have
been Netherlands, Italy, Germany, Chile, U.K., Hungary, Nepal,
Greece, France and Poland in that order.

The Alto, which meets the Euro-3 norms, has been very popular in
Europe where a landmark 200,000 vehicle were exported till March
2003. Even in the highly developed and competitive markets of
Netherlands, UK, Germany, France and Italy Maruti vehicles have
made a mark. Though the main market for the Maruti vehicles is
Europe, where it is selling over 70% of its exported quantity, it is
exporting in over 70 countries.

Maruti has entered some unconventional markets like Angola,

Benin, Djibouti, Ethiopia, Morocco, Uganda, Chile, Costa Rica and El
Salvador. The Middle-East region has also opened up and is
showing good potential for growth. Some markets in this region
where Maruti is, are Saudi Arabia, Kuwait, Bahrain, Qatar and UAE.

The markets outside of Europe that have large quantities, in the

current year, are Algeria, Saudi Arabia, Srilanka and Bangladesh.
Maruti exported more than 51,000 vehicles in 2003-04 which was
59% higher than last year. In the financial year 2003-04 Maruti
exports contributed to more than 10% of total Maruti sales.

80
81
MARUTI ALL INDIA SALES – 3 YR TREND

Segment 2003- Growth 2004-05 Growt 2005-06 Growt

04 h h
A1 (Mini - Hatchback) 167,561 17% 116,262 -31% 89,223 -23%

A2 (Compact - Hatchback) 176,132 47% 271,280 54% 335,136 24%

A3 (Mid Size) 14,173 28% 29,637 109% 31,939 8%

A4/A5/A6 NA NA NA NA NA NA
(Exec./Prem./Luxury)
C (Van Type) 59,526 15% 65,019 9% 66,366 2%

Passenger Cars - MUL 417,39 28% 482,198 16% 522,664 8%

2
Passenger Cars - Total 758,12 26% 885,029 17% 948,669 7%
Industry 3
MUV (Utility Vehicles) 3,555 12% 5,204 46% 4,374 -16%

Passenger Vehicles - MUL 420,94 28% 487,402 16% 527,038 8%

7
Passenger Vehicles - Total 901,15 24% 1,050,2 17% 1,129,3 8%
Industry 0 46 16

82
MARKET SHARE

2005-06 Market Share-Segment A2

TATA
20%

MARUTI HYUNDAI
59% 21%

2005-06 Market Share-Segment A3

HYUNDAI TATA
16% 20%
MARUTI
17%
FORD
14%
OTHERS GM
7% HONDA
6%
20%

2005-06 Market Share-Passenger Cars

TATA FORD
HONDA
HYUNDAI 16% 3%
4% GM
17%
1%

TOYOTA
1%

OTHERS
MARUTI 3%
55%

83
 COMPETITION MODELS

Maruti Competition
SEGMENT

A1 (Mini - M800
Hatchback)
A2 (Compact - Zen, WagonR, Hyundai - Santro & Getz; Tata -
Hatchback) Alto, Swift Indica & Palio; GM - Corsa Sail

A3 (Mid Size) Esteem, Hyundai - Accent; Tata - Indigo

Baleno & Petra; Honda - City; GM -
Corsa, Optra, & Aveo; Ford -
Ikon, Fusion, & Fiesta

A4/A5/A6 Hyundai - Elantra & Sonata;

(Exec./Prem./Luxury Honda - Accord; GM - Vectra;
) Ford - Mondeo; Skoda - Octavia
& Superb; Toyota - Corolla &
Camry; Daimler Chrysler - C,E, &
S Class;

C (Van Type) Omni, Versa

MUV (Utility Gypsy, Grand Mitsubishi - Pajero; Hyundai -

Vehicles) Vitara Terracan & Tucson; Ford -
Endeavor; Toyota - Prado &
Innova; Nissan - X Trail; Honda -
CRV; GM - Forrester & Tavera;
Tata - Sumo & Safari; Mahindra -
Jeeps, Scorpio, & Bolero

84
MARUTI CULTURE

Building a distinctive organizational culture is one of the most

challenging tasks facing any co. By ‘organizational culture’, Maruti

means an organizational philosophy, which guides the action and

the behavioral patterns of the members. It also defines through the

implicit, what the outside environment can expect from the

organization.

Hence the necessity of the work culture which, while appealing to

those organizations.

Hence the necessity of a work culture which, while appealing to

those within, also satisfies the expectations of those outside the

organizational environment.

A harmony between the work culture and the organizational

objective is very essential. It is, hence the duty of every employee

to work towards sustaining the Maruti culture, which it has built

over the years. All its action and behavior should be guided by the

organizational culture. In order to comply with the basic objectives

adopted since it’s inception viz. Fostering efficiency, productivity

and team spirit and its vision of being internationally competitive,

it has to create an atmosphere where a ‘we’ feeling dominates,

where each one of them considers themselves to be an important

part of the organizations.

85
Concern for the human aspect

The attempts should be directed towards creating an atmosphere

where each member respects his fellow-worker opinion equally

important would be a refrain from any action which harms the

company, but is designed to further individual self-interest. Such

action can be self-defeating in the long term. Individual goals can

be attained only by a system of mutual cooperation, and

recognizing and respecting the other person’s right knowledge and

character. A candid and open ways of functioning must co-exist

with an empathy for the views of the professional counterparts.

Working as a team

This environment of mutual trust can began only when the

employees could value the team-work, recognizing the truth held

in the age old saying “united we stand – divided we fall”. A team is

not merely the group of people working together but the one

where the members are bound together in interpersonal

relationships and share the corporate goals and objectives. It is the

teamwork, alone which will enable us to discover the joy of

achieving the apparently impossible.

Inter team mutuality

If it recognizes that the whole company is a team, it will realize the

importance of consultation, information sharing and cooperation

with other departments and division. It must not try and do

86
everything themselves or within the department. The cause of

failures is to be found in the attitude of “self sufficiency”.

Concern for quality/cost

It is the task of each and every member of the Maruti family to

discipline his mind to the value of the service and quality that the

co. Has adopted. It is necessary to bear in mind that quality is

invisible. Quality has to be maintained in the workshop or in all the

dealings with the outsiders. A person who is quality conscious will

maintain the quality in all the aspects of the life.”Quality” has to be

maintained not in the workplace but also at home and in the

dealings with the outsiders. The same applies to the cost. Co.

Money should be treated with even more care than the personal

funds.

Discipline

Real discipline comes from within a person. Most basic feature of

being disciplined is that person should be disciplined from within,

not due to the fear of any punishment. An employee is thus

expected to be disciplined in both letter and spirit and he should

be following all the rules and regulations of the co., he should be

sincerely following all the procedures prevalent in the co. Discipline

requires voluntary compliance with what is being prescribed by the

co. For it’s employees. It also means courtesy towards one’s

colleagues as well as to the customers and other with whom one

87
comes in the contact. Infect, discipline is based on always having

consideration for the others in our action.

Performance orientation

Any co. Can grow and prosper only if the co. Makes profit, and is

able to achieve its targets and goals in relation to the production

sales, consumer satisfaction etc. All the employees must realize

that this can only come about if the employees are performance

and result oriented. Excuses for the failure do not help the co. Each

employee should bear in mind that passing on the responsibility to

each other would not help the co. And thus all the employees

should be wary of such trends.

Communication channels

As a part of open culture, all the company tries to have the top-

down as well as bottom-top communication. In an organization all

the communication should be such that each employee should be

able to communicate through minimum possible channels.

Managers facilitate various periodic meetings, both structured and

unstructured well holds various informal interactive sessions for

making them accessible listen and respond to the employees’

views and suggestions. The company has various forums in which

such type of the activities are followed:

• Daily morning meetings

• Daily production meetings

88
• Weekly management committee meetings

• Divisional/departmental meetings

• Union management meetings

• Maruti Sahyog Samiti

Open communication is also ensured through the system of:

• Open office

• Common canteen

• Monthly newsletter

Its infrastructure is supportive of open communication that is

believed to be on date it has large no. Of the users (Maruti

personnel, dealers and vendors) linked by e-mails and can assess

the information on the companies mainframe. From 1995-96

onwards Maruti has initiated review of the communication process

through employee satisfaction, survey is conducted once in every

two years.

HR VISION

Lead and Facilitate continuous change towards organizational

excellence; create a learning and vibrant organisation with

high sense of pride amongst its members

CULTURE BUILDING INITIATIVES SINCE INCEPTION

Japanese Management philosophy of Team Spirit

89
 • Common uniform

• Open office

• Common Canteen

• Open Office – Easy accessibility, Speedy Communication

and decision making

• Morning Meetings

• Morning Exercises

Focus Of Effective Managenent Process Since Inception

• Management Committee Meetings – every Tuesday

• Single unaffiliated Union

• Excellent Industrial Relations scenario – no loss of

Mondays due to strike/lockout etc. in past 5 yrs.

• Maruti Udyog Sahyog Samiti – a forum for Non-Unionised

Staff

• Delayered Organisation Structure (Workers(Techno. /

Asst.), Supervisors, Executives, Managers)

• Top Driven HR – MD is also Director HR

• HR’s role of a facilitator

• Line managers as HR Managers

• Year of the Customer –HR Internal Customer Focus

90
 • Focus on Internal & External Customer

HR INITIATIVES

• Prepare MUL Strategic Business Plan-2000-2003; To

achieve the Vision & Goal

• Improve the performance Appraisal system - it’s process,

skill & usage

• Introduce a Potential Appraisal System

• Systematic career planning ; Job Rotation ;

Empowerment; Job enrichment

• Periodic communication meeting at various level; Roll out

of Vision

• Raise cost consciousness for cost control and reduction

• Exposure on Brand Strategy to all non- marketing staff

• Retention of Talent

INDUCTION & SUCCESSION

• Transparent Recruitment & Selection process

• Recruitment on an All India Basis – no sectoral or region

specific

• Recruitment of Best available Talent in the Country

- Engineers – CAMPUS - IITs/RECs/Rorkee/HBTI

- ALL-INDIA TEST

91
 - MBAs – IIMs/XLRI

- CAs - Rank Holders

- Technicians - ITI’s diploma holders after All India

Exam & Apprenticeship In MUL

• Lateral Entry for Experienced Professionals

SUCCESSION PLANNING

• Potential & Performance

• Vacancy - based

TRAINING & DEVELOPMENT

• Annual Training Plan - All Levels

• Training customised to meet Organisational Objectives

• Topics selected based on Vision, Values & Departmental

Feedback of Company-wide Managers

• Competency Mapping to identify Individual Training

Needs

• Technical Training on latest Technologies abroad at SMC,

Japan

• STRONG FUCUS ON TRAINING INITIATIVES

- Build a Learning Organisation

- Continuous Value Additions to Professional Skills

- Customised Training

92
 - Training to the personnel of Business Partners

OVERSEAS TRAINING

Training held in co-ordination with SMC, Japan and AOTS

(Assoc. for Overseas Tech. Scholarship) (covered 1600

employees under the various schemes)

• 6 months SMC Training for Technicians - OJT in SMC,

Japan (2 batches/yr of 50 each)

• 9 months Javada Training for Press, Tool & Die Specialists

- Design & Maintenance

• AOTS Managerial Training (4-10weeks) for Manager &

above - Managerial Best Practices

• AOTS Technical Training (3.5 to 6 months) for Supervisors

& above - Technological Knowhow

• R & D Training (2 yrs.) - Research on new Technologies

APPRAISAL & REWARD

Appraisal

• New Appraisal System based on KRAs & Targets

• Review of Targets at regular Intervals

• People Development an important KRA

Reward

• Promotions based on Performance

93
 • Productivity & Profit-linked Incentive Schemes

• Training including Long-term SMC Japan Trg.

• Highest paid workforce in the Industry, if not the Country

LEADERSHIP

• Vision, Value & Team Building Workshops for Top

Management

• CFT (Cross Functional Teams) of Managers for Major

Thrust Areas

• Managers sent to Joint Ventures to upgrade their

practices to MUL standards

CAREER DESIGN

• Performance & Potential based Appraisals

• Fast Track Option for High-performers

• Promotions after Managers Vacancy based

• Interviews for promotions above Managers

• Selection of Supervisors:

– Performance / Attendance / Discipline record

– Written Test & Interview

• Job Rotation - including Inter-functional

94
OUTSOURCING HR

• Part of our Long-term Strategic Plan

• Currently Trainers hired from outside

RETENTION & EMPLOYEE WELFARE

• Employee Welfare

- Residential Colonies for Employees – Chakkarpur &

Bhondsi

- Hospitalisation Reimbursement – on actuals without Ceiling

- Vehicle Loans

- Household Equipment Loans

- House Building Advance

- Annual Advance

• MUL PF Trust – for better Mgt., Service & speedy redress

• Proposed MUL Pension Scheme

• Learning Opportunity - Benchmark in Auto Technology

• Professional Value addition through Training

• Opportunity for foreign training at SMC, Japan

• Job Rotation & Job enrichment

EMPLOYEE ENGAGEMENT -ESOPS

• Maruti Udyog Ltd. Employees Mutual Benefit Fund

95
 Scheme

• Managed by a 10-member Trust

• Fixed Equity of 0.26%

• Lock-in period of 3 years

• Transferable Internally

Promotional policies

Promotions, recognition are very powerful social rewards for the

employees. In Maruti promotion is awarded annually on the basis

of the points. These policies have the positive effect on the

employees and if the employee earn 45 points in 3 years than that

employee is given the promotion.

Dress code

The significance of wearing the same uniform does not lie in being

identified as a Maruti employee, it symbolizes as a new culture of

feeling oneself as a member of the same team that is ‘ Maruti

team’

The following notice is served at each department of the company.

“ Please ensure that you are in the company uniform when

you come on duty”

96
 COMPETITIVE STRENGTHS

MUL believes that they are well positioned to maintain and

enhance their leadership position in the small car segment in India,

while continuing to offer products in most segments of the Indian

market, on account of their competitive strengths, which include

the following:

Expertise in small car technology: As a subsidiary of

Suzuki, they have access to globally respected technology in

the small car segment. They have the advantage of Suzuki’s

expertise in all aspects of small car technology and design,

with respect to their products, their manufacturing processes

and business practices, the development of their supply chain

and the training of their personnel.

Extensive product portfolio: Their diverse product range

includes cars in segments A, B and C, and utility vehicles. They

manufactured five out of the ten models that were sold in the

combined A and B segments in India in fiscal 2002. They are

the only manufacturer of cars in segment A (priced below

Rs.300,000) where they have two models, the Maruti 800 and

the Omni. The Maruti 800 has been the largest selling car in

India for several years, and continued to have the highest

sales volumes of any model, with a market share of 25.3%. The

Omni, a versatile vehicle that can seat more passengers than

97
the Maruti 800 or be used as an ambulance or cargo vehicle,

had a market share of 10.5% in fiscal 2002. They are also the

only manufacturer to sell three distinct models, the Zen, the

Alto and the Wagon R, in segment B (priced between

Rs.300,000 and Rs.500,000). They believe that their

dominance in segment A and extensive product range in

segment B enables us to offer the customer a wider choice in

the small car segment than any of their competitors. In

addition, the absence of other manufacturers in segments A

gives their dealers greater flexibility in promoting models in

segment B.

Quality products: In November 2001, they were one of the

first automobile manufacturers in the world to receive the ISO

9001:2000 certification. They began to export products in

1988, primarily in order to benchmark our products against

international quality standards. They have exported products

to approximately 70 countries, including countries in Western

Europe. Their products for export are manufactured using the

same assembly line as our products for the domestic market.

Extensive sales and service network: They believe that

they have the largest network of dealers and service centers

amongst car manufacturers in India. As of March 31, 2003, we

had 178 authorized dealers with 243 sales outlets in 161 cities.

They estimate their car parc to be in excess of 3.5 million

98
vehicles. To service this car parc, at March31, 2003, they had

342 dealer workshops and 1,545 Maruti Authorized Service

Stations, or MASSs, which covered 898 cities in India backed

by Express Service Centers on 30 highways across the country.

In addition to the distribution of their cars, their dealership

network is a critical resource in our efforts to provide

customers with a “one-stop shop” for automobiles and

automobile related products and services such as automobile

finance, automobile insurance, Maruti-certified pre-owned cars

available for purchase, and leasing and fleet management, in

order to promote customer loyalty.

Brand strength: They have been present in the Indian market

for almost twenty years and have built their brand on the basis

of the values of trust and reliability. Most of their principal

competitors have been present in the Indian passenger car

market for a significantly shorter period. Certain

manufacturers have ceased to manufacture certain products

shortly after introducing them, or have left the market

altogether. In contrast, they continue to support the

maintenance of their products. This has contributed to the

strength of their brand. In 2000, 2001 and 2002, J. D. Power

Asia Pacific, Inc. ranked us No. 1 in the India Customer

Satisfaction Index, which assesses customer satisfaction with

product quality and dealer service. They believe that this was

99
the first time that a volume leader in the automobile industry

anywhere in the world was ranked first on the JD Power

Customer Satisfaction Index. NFO Automotives 2002 Total

Customer Satisfaction Survey ranked Maruti products as No. 1

in the “Economy”, “Premium Compact” and “Entry Midsize”

segments respectively, for 2002.

Integrated manufacturing facility: Their manufacturing

facility comprises three integrated plants with flexible

assembly lines located at Gurgaon in the northern state of

Haryana. Their facility has advanced engineering capability

and each plant is upgraded on an ongoing basis to improve

productivity and quality. As a result, their first plant set up in

fiscal 1984 is technologically at par with their newer plants and

is also used in the production of their new models. They

believe that they are one of the most efficient among the

vehicle manufacturing facilities of Suzuki’s subsidiaries outside

Japan in terms of productivity measured as the ratio of number

of vehicles produced to number of employees. They have an

installed capacity of 350,000 vehicles per year, which is the

highest among passenger car manufacturers in India and

among the passenger car manufacturing facilities of Suzuki’s

subsidiaries outside Japan. They have consistently produced in

excess of their installed capacity in the five fiscal years ended

March31, 2002.

100
 BUSINESS S TRATEGY

They intend to continue to focus on the small car segment,

while offering products in most segments of the Indian
passenger car market. They aim to achieve their principal
objectives by pursuing the following business strategies:

Maintain and enhance their product range: They intend to

utilize Suzuki’s expertise in small car technology to produce
new variants of their existing models and to upgrade their
products with contemporary technology and features.

Increase reach and penetration: They plan to continue to

utilize their extensive sales and service network to increase
the reach, in terms of geographical spread, and penetration, in
terms of sales volumes, of their products across India.

Increased availability of automobile finance: They

continue to seek opportunities to expand the size of the Indian
passenger car market, especially in the small car segment,
through facilitating easy availability of automobile finance. To
that end, they have recently entered into an agreement with
the State Bank of India.

Continue to reduce costs to offer more competitive

products:

Cost competitiveness has been, and continues to be, central to

their strategy as the leading manufacturer in the small car
segment to expand the size of the market by offering
competitively priced, high quality products. The components of
this strategy are:

101
 • Higher levels of localization

• Vendor participation in cost reduction

• Cost reduction on warranties

• Reduction in initial investment cost

• Reduction in number of vehicle platforms

• Achieve further cost reduction through higher

productivity

Lower cost of ownership:

Through their business strategies, they seek to reduce the

consumer’s cost of ownership of their cars, which comprises
the cost of purchase, the cost of fuel and maintenance,
including spare parts and repairs, during the life of the vehicle,
insurance, and resale value.

SALES NETWORK

Dealers: They offer their products to the customer through a

network of 178 authorized dealers with 243 sales outlets

across 161 cities. They believe that this is the largest network

of dealers amongst car manufacturers in India. Their dealers

employed more than 3,500 sales executives. They are linked to

their sales network through their secure extranet-based

information network. The sales of their spares, accessories and

automobile-related services such as insurance and finance

serve as additional sources of revenue for our dealers. They

believe that the availability of these related products and

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services at sales outlets also helps to attract customers to the

outlets and promotes sales of their cars.

Agreements with dealers: They generally appoint a limited

number of dealers for a certain geographical territory. Their

dealers provide services to customers such as pre-delivery

inspection of vehicles, sales of cars, after sales service, supply

of spare parts and other services that promote sales of cars

within the territory for which they are appointed. They have

the right to sell their products and services through other

dealers or intermediaries in any territory, whether or not one

of their dealers is already established in that territory. Their

dealers are required to maintain their outlets in accordance

with their specifications and employ well-trained sales staff.

Their agreements with their dealers usually have terms of five

years. These agreements are generally renewable for

successive terms of three years, by mutual agreement. The

agreements typically permit termination by either the dealer or

them with six months’ prior notice.

Enhancing dealer performance: Their central office in Delhi,

their regional offices and their area offices monitor and assist

their dealer network. They have nine regional offices, five area

offices and 187 sales and marketing personnel. They follow the

performance of their dealers and frequently suggest

improvements. In order to assist their dealers in enhancing

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their performance and capabilities, they have introduced a

concept of “Balanced Scorecard”. Using this tool, they seek to

measure the performance of a dealership in several areas of

operations, including sales, service, spares and accessories,

financial management and management systems. They reward

dealers who perform well on the “Balanced Scorecard” with a

cash payment at the end of the fiscal year. They believe that

the “Balanced Scorecard” serves as an effective incentive for

dealers to enhance their performance.

Dealer training: They have established standard operating

procedures, showroom ambience and service quality standards

for dealerships. They provide periodic training through their

training centres located at their manufacturing facility and at

Chennai, Kolkata, Guwahati and Pune. They have trained more

than 2,600 and 3,400 dealer sales personnel. Their subsidiary,

True Value Solutions Ltd., provides value-added services, such

as manpower recruitment and training, to their dealers.

AFTER-SALES SERVICE

Network

As on date there are 342 Maruti dealer workshops and 1,545

Maruti Authorised Service Stations, or MASSs, covering 898

cities in India. In addition, 24-hour mobile service is offered in

38 cities under the brand “Maruti On-road Service”. They

intend to extend this service to an additional 25 cities over the

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next three years. As a benchmark for dealers with respect to

service quality and infrastructure facilities, they have launched

service stations under the brand “Maruti Service Masters, or

MSMs, in three locations in India. They have service stations on

30 highways in India under the brand “Express Service

Stations”.

To promote sales of their spare parts and the availability of

high quality, reliable spare parts for their products, they sell

spares under the brand name “Maruti Genuine Parts”, or MGP.

These are distributed through their dealer network and through

authorised sellers of their spare parts, to whom they refer as

stockists.

Many of their MASSs are at remote locations where they do not

have dealers. In order to increase the penetration, in terms of

sales volumes, of their products in these remote areas, they

are exploring opportunities to integrate some of the MASSs

into the sales process in order to increase sales of their cars

and related products and services such as spares and

accessories, insurance and financing.

Genuine Accessories

They have also entered the business of marketing car

accessories under the brand name “Maruti Genuine

Accessories”, or MGA, through their dealership network. They

seek to provide customers with the opportunity to customize

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their vehicles with accessories such as music systems, security

systems, car-care products and utility products.

Warranty and Extended Warranty Program

They offer a two-year warranty on all their vehicles at the time

of sale. Their dealers are required to address any claim made

by a customer, in accordance with practices and procedures

prescribed by them, under the provisions of the warranty in

force at that time. The dealers subsequently claim the

warranty cost from them. They analyse warranty claims from

dealers and either claim the cost from vendors, in the case of

defective components, or bear the cost ourselves, in the case

of manufacturing defects.

They offer an extended paid-warranty program marketed under

the brand, “Forever Yours” for the third and fourth year after

purchase. They have entered into arrangements with insurance

companies to cover the costs of warranties offered under this

program. The extended warranty program is intended to

maintain the dealer’s contact with the customer and increase

the revenue generated from sale of spares, accessories and

automobile-related services. An effort is made during the

period of the extended warranty to encourage the customer to

exchange his existing Maruti car for a new Maruti car, or

upgrade to a new Maruti car.

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 N EW BUSINESS INITIATIVES

As the largest manufacturer and leader in the small car segment,

they continually seek new ways to utilize their vast car parc, range

of products and extensive sales and service network to expand the

size of the passenger car market in India. They have recently

launched new initiatives to develop the market for automobile

insurance, automobile finance, leasing and fleet management, and

pre-owned cars. They aim to provide customers with a “one-stop

shop” for automobiles and automobile-related products and

services, and build on their wide customer base and extensive

sales and service network to make available to their customers a

wide range of Maruti-branded services at different stages of

ownership, which they refer to as the “360 degree customer

experience”.

Atithi Devo Bhava: One-stop shop

Inspired by the spirit of India. Atithi Devo Bhava, in Sanskirit,

means “a guest is like God”. It captures the Indian tradition of

honouring guests. It's also the inspiration for the welcome you’ll

receive at a Maruti Suzuki dealership, and the caring relationship

they share with those who drive their cars. At Maruti Suzuki, you

will find all your car related needs met under one roof. Whether it

is easy finance, insurance, fleet management. services, exchange

Maruti Suzuki is set to provide a single window solution for all your

car related needs.

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That's why they have Maruti True Value, the best place to buy

and sell reliable used cars. Maruti Finance an agglomeration of

the biggest finance companies in India brought together by

Maruti Suzuki to ensure that the dream car is within everyone's

reach. Similarly, Maruti Insurance brings together some of the

biggest names in the car insurance industry to provide

insurance solutions to every type of car consumer. Then,

finally, there is N2N, which offers fleet related solutions.

Key Industry Pain Points

• Decreasing sales and market share - The long-term

battle for market share continues to intensify. In the mature
automotive industry, where business cycles drive sales
fluctuations, market share is critical to survival. Consumers
are less brand-loyal than in the past, and every market
segment has an increasing number of vehicle choices. To
increase sales and gain ground in the market share battle,
companies must improve their ability both to acquire first-
time customers and to develop customer loyalty to their
current brands. To achieve these related objectives,
companies must set an aggressive goal -deliver the best
customer experience in the automotive industry.
• Difficult dealer relationships and a lack of dealer
collaboration - As the consumer's primary touch point ,the
dealer network is a critical component of customer-facing
operations. Therefore, the integration of the dealer network
is absolutely essential to improving the quality of the
customer experience. Only with an infrastructure that
enables the effective flow of information to and from

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 dealers can companies create a complete view of their
customers. Car companies must take the initiative in
understanding the customer's perspective throughout the
buying cycle.
• Inefficient demand chain planning and high
associated IT cost - Cost reduction is an ongoing
competitive requirement. Just as supply chain management
must be supported by a sophisticated information
infrastructure, effective demand chain management also
requires the right supporting infrastructure, enabling car
companies to fully leverage each customer relationship
through exceptional customer service, efficient lead
generation and management, and effective promotions and
campaigns. In addition, global automotive enterprises
operate a wide variety of IT systems in their various
business units and functional groups. Rationalizing these
systems offers significant cost savings.
• Lack of effective information sharing - Car companies
must integrate global operations in order to achieve the
benefits of consolidation -cost reduction, effective
communication, and true integration of core competencies.
In addition, internal alignment between business units and
functional groups is required to create a unified view of
consumers, products, and services. Currently, each business
unit, functional group, and brand operates through
independent systems, programs, and touch points. As a
result, there is limited synergy across the ecosystem,
leading to significant inefficiencies, lack of coordination, and
most important, an inability to maximize "share of wallet
"from every customer through well-targeted marketing and
cross-selling. Synergy between traditionally independent
business units such as captive finance companies and
between functional groups such as sales, service, and

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 marketing is more critical now than ever before. Only by
sharing customer information can customer lifetime value
be maximized among different groups.
• Complex data governance requirements - Global
automotive enterprises have large, complex information
technology ecosystems. While customer information must
be shared within this ecosystem in order to fully maximize
global operations, it must also be protected. Proper
management of customer information requires a
sophisticated capability to manage a variety of access rules
and to accommodate legal restrictions that can change very
quickly. The trust required for successful collaboration
between groups in the automotive enterprise must be built
by demonstrating that customer information can be shared
while observing these complex requirements.
• Difficulty managing employee relationships - In today
's fast-paced business environment, automotive companies
need to ensure that their most valuable asset -their
employees -have immediate access to the critical
information, services, and applications required to be
productive. Organizations must enable employees to make
better decisions, work collaboratively, enhance customer
relationships, and maximize productive time. Global
automotive enterprises must be able to enact and enforce
consistent policies across business units, instill a common
corporate culture across a geographically dispersed and
diverse workforce, equip employees with effective search
tools to access corporate knowledge bases, and provide
employees with the training necessary to service customers
in a volatile and demanding market.

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How well do you interact with your customers?

Maruti Udyog Limited: According to the officials of MUL, their overall strength lies
in building an organization that is sharply focused on the voice of the customer.
Maruti's consistent performance over the past several years has resulted in a steady
increase in the percentage of its customers who say they intend to remain loyal to
the brand. n order to be closer to the customers, it is essential that we should have
multiple avenues of one-to-one interaction with our customers. As a major step in
this direction they have started Call Center service with toll-free number for the
people of National Capital Region in year 2000. This service, named Anytime
Maruti, is now available nation-wide. Customers in over 700 cities/towns across
India can contact them any time during the day and all days of the week. The toll-
free service is 1800 1800 180, it is accessible from any fixed-line or mobile phone of
BSNL/MTNL network across the nation. The Anytime Maruti Call-center can also
be accessed using telephones on other networks by dialing 09811801515 (not toll-
free). The objective of this service is to ensure that customers have quick and easy
access to all information on their models, prices, dealers, value added services,
finance options, and the locations of our numerous service stations. Anytime Maruti
helps customers to learn more about their Maruti Cars and also about other services
offered by Maruti. For prospective buyers, Anytime Maruti can help them deciding
amongst various Maruti Models and benefits of buying from Maruti.

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ANALYSIS

Corporates, don't talk about exceeding customer satisfaction -

that's passes - the time has come to `dazzle the customer'. But to
do that, first you must get customer relationship management
(CRM) in place. In the context of India, this is very crucial as the
recent World Economic Forum Report on Global Competitiveness
has ranked India 43 out of 49 nations surveyed, on `customer
orientation'.

Managing customer relationships is not only complex but is also

multi-faceted and thus calls for an inter-disciplinary approach.
Particularly, as in the New Economy, the customer has become
very demanding and the emphasis needs to be on being consumer-
centric. Technology solutions as applied to various front-end
functions could aid in building a viable link between the
organisations and customers irrespective of geographical
separation. This has to be backed with appropriate systems and
processes to mine the right type of data by the right function in an
organisation.

Besides technology, systems and processes, another important link

is human resource, If CRM is the key, HR would be the nerve centre
for any CRM activity.

At Maruti Udyog Ltd the first step for a company to enhance value
through CRM was to identify its target base. At Maruti, the
categories which emerged were:

* Two-wheeler owners;

* Customers taken away from the competition;

* Services sector.

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After identifying the target, the next stage was to build on
customer relationships. Maruti, therefore, began evaluating the
current database of consumers to identify those who wanted
Maruti service or better still, wanted to upgrade up the value chain
in Maruti products. Third, it began working in tandem with the oil
industry to get data feedback on two-wheeler consumers-and
identify those ready to move into four-wheeler purchases.
Ultimately, CRM is all about value enhancement for the
organisation.

Currently in use by 500 sales and service personnel, the Siebel

CRM solution is expected to be deployed to Tata Motors' entire
network of 250 dealer organisations in India by the end of 2005,
with more than 1,600 locations and 10,000 sales and service
executives expected to use Siebel Automotive.

Within the first year of implementing the Siebel's solutions, they

have seen improvements in customer satisfaction, revenue and
operating cost reductions through productivity improvements, and
these benefits are expected to increase further over time. This is
helping them to become truly customer-centric, since they can
draw upon real-time, centralised customer and vehicle data and
respond better to their customer and dealer needs.

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 CONCLUSION

The price of a car is just one-third of what it cost you over its

lifetime. Running and maintaining it make up the other two-thirds.

Take into account resale value and its real cost becomes clear.

Maruti Suzuki stands for value as much as it stands for

performance. In spite of rising input costs, we try our best to keep

prices down. Their running costs and resale values are unbeatable

too. Nothing matches the delight their cars deliver. In the JD Power

CSI study 2005, 85% of Maruti Suzuki owners stated that they

would definitely recommend the car they drive to someone else.

Infact, you don’t buy a Maruti Suzuki. You invest in it.

After the rash of new cars launches the past two years, the relative

lull in the auto industry is showing up in the customer satisfaction

indices. According to the 2005 four-wheeler Total Customer

Satisfaction (TCS) study conducted by the specialist division of TNS

Automotive, the automobile ownership experience or customer

ownership experience has declined in all areas compared to 2004.

The study is one of the largest syndicated automotive studies in

India, representing the responses of more than 7,000 new car

buyers. The comprehensive study covers over 50 models with

customer evaluations taken in the key areas of sales satisfaction,

product quality, vehicle performance and design, after-sales

service, brand image, and cost-of-ownership. The TCS index score

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provides a measure of satisfaction and loyalty a given model

enjoys with its customers. According to TNS Automotive, the

decline is predominantly for older, small and entry mid-size car

models. The ageing of these models seems to be posing a stiffer

challenge for manufacturers to sustain past performance levels at

a time when customer expectations are rising sharply.

The study reveals a significant increase in the importance of sales

satisfaction, product quality (both performance and design) and

brand image since 2003, indicating rising customer expectations

over the years. This year's study shows the Maruti Suzuki Swift

and the Toyota Innova as the winners, with the two vehicles

achieving segment-best ratings by performing well in areas of

greater relevance, particularly product and brand image. Sales

satisfaction is weak in both these models, largely because of the

longer waiting time for new deliveries.

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TNS Automotive's TCS Study has, since its inception in 2002,

surveyed over 25,000 car buyers and has built a sizeable sample

base. Some of the key findings, indicators and inferences from the

2005 study are:

Progressive reduction in car ownership cycle-time from an average

of 61 months in 2002 to 53 months in 2005: This shortened cycle-

time is bringing these owners for repeat purchases sooner and will,

therefore, further fuel the growth of the four-wheeler market. This

trend is already visible in the growing additional/replacement

purchases. Growth in additional (multi-car households) and

replacement purchases up from 51 per cent in 2002 to 65 per cent

in 2005: This will impact the volume growth in higher-end

segments as the current car owners show upward mobility.

Increasing budget for future purchases: Future intenders with a

budget of Rs 6 lakh plus have increased from 44 per cent in 2002

to 58 per cent in 2005. While first-time buyers are declining as a

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composition of total volumes, the figure in absolute terms is high,

fuelled by the up-gradation by two-wheeler owners. The study also

throws up the question as to whether it is also possible that the

first-time car buyer who is generally a two-wheeler owner, is

getting more fuel efficiency conscious and tending towards

postponing the car purchase decision due to the high cost of fuel.

Of course a shift in composition is also to be expected with the

upper premium compact and mid-size segments projected to grow

at a much faster rate than rest of the industry. The TCS study was

conducted from August through October across 21 cities. Small

sample models have not been featured in the charts.

Maruti Udyog Ltd is one of India 's leading automobile

manufacturers and the market leader in the car segment, both
in terms of volume of vehicles sold and revenue.

Good Technology

Uniform Pricing

Good Strength

More Coverage Area

Frequent /Regular Product Launch

Market Leader (with 47% share)

Oriented Driven Company

More Product Offering

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 Healthy Annual Report

Brand Image

Maximum Dealership as compared to other brands

Good Sale Service

Spare parts are cheap as compared to any other

brand

Information Needed

SALES PERFORMANCE FOR THE LAST 2YEARS

(PRODUCT WISE) IN UNITS AND IN RUPEES

Number of Employees, different section wise with due

classification Like Skilled, Semi-skilled, Unskilled
workers, Officers, managers etc

Organizational Chart with Explanation

Annual Reports (last 5 years)

HISTORICAL GROUND OF THE COMPANY

FUTURE PLANTS OF THE COMPANY

Product, Literature, photograph of the products,

technical details etc

List of Competitors

118
Future Plans, Export Strategy, Market Share of the
Comparative Area of the operation etc

You must include following in Conceptual discussion

• Consumer Behaviour
• Innovators
• Early Adopters
• Late Adopters
• Followers
• Laggards
• Jack

GUIDELINES

Certificate from Internal Guide

Certificate from Company
Preface
Acknowledgement

CHAPTER—1(Introduction)

The purpose of introduction is to introduce the research project to

the readers. It should contain a clear statement of the objectives of

research i.e., enough background should be given to make clear to

the reader why the problem was considered worth investigating. A

brief summary of other relevant research may also be stated so

that the present study can be seen in that context. The hypothesis

of study, if any and the definitions of the major concepts employed

in the study should be explicitly stated in the introduction of the

report. Almost equivalent to Executive Summary

119
Overview of Industry as a whole

Profile of the Organisation

Problems of the Organisation

Competition Information

SWOT analysis of the organization

Any Article related to (Target Marketing)

CHAPTER—2 Research Methodologies

Mainly this portion covers

OBJECTIVES

SCOPE OF THE STUDY

MANAGERIAL USEFULNESS OF STUDY

METHODOLOGY

CHAPTER—3 (CONCEPTUAL DISCUSSION – THEORETICAL

BACKDROP AND LITERATURE REVIEW)

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CHAPTER—4 (DATA ANALYSIS)

CHAPTER—5 (CONCLUSONS AND SUGGESTIONS)

APPENDICES
Here sample Questionnaire, Analytical Master Charts and any other

relevant documents may be included

Bibliography

Reference Books, Journals, Newspaper, Web Sites, Reports, etc

are to be listed, out here

Like

Books

Kotler Philips, Marketing Management Analysis, Planning

Implementation & Control Edition 1998. Prentice hall of India Ltd.

New Delhi

Magazines Jourals & Newapaper

Name of the articles, Business Today: 15-22May 2000

Name of the articles, The times of India . Mumbai: 21st May 2000

121