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Acknowledgement

“Success is not a destination, but a journey”. While I reach towards the end of this
journey, I realize I may not have come this far without the guidance, help and
support of people who acted as guides, friends and torch bearers along the way.

The selection of this project was in the mind based on the study of various
publications but it gained this shape by the proper and timely guidance of our
teacher and colleagues.

I feel great pleasure to express my sense of gratitude to my project guide Mr.

Sanajay Saxena, Branch Manager of Maruti Udyog Limited, Rampur and my faculty
supervisor Ms. Sugandha Tiwari for the available guidance and keen interest which
took in the completion of the project.

I take this opportunity to express my deepest and most sincere thanks to all senior
executive and every associate of Maruti Udyog Limited, Rampur for helping me and
providing me useful information. Interacting with them I learnt basic of the
Automobile Industry and I am sure the knowledge imparted will go a long way in
enriching my carrier.

I also owe a great deal of thanks to my parents who always boosted up my morale

and encouraged me during the suggestion period of the project.

Last but not the least I am grateful to all the other people who co-operated with

me in giving their valuable and precious opinion and time.

ISHAN SAXENA

1
Research Methodolgy

Data has been collected from reputed magazines and

various websites.

For analysis purpose, statistical methods have been

used like: Demand and Supply analysis, Sales analysis.

2
The Indian Car Industry

The Indian car industry can be classified on the basis of price, into lower end small
car or economy segment, higher end of the economy segment (Rs0.25- 0.45mn)
mid-size segment (Rs0.45-0.8mn), luxury/premium car segment (above Rs0.8mn).
The lower end of the economy segment includes cars like Maruti 800, Maruti Omni
and Premier Padmini. The higher end will include models like Maruti Zen, Matiz,
Hyundai Santro and Telco Indica. The mid-sized segment currently includes models
like Ford Ikon, Hyundai Accent, Maruti Esteem, Cielo and Honda City. The luxury
segment of the car market includes such models as Mitsubishi Lancer and Mercedes
E220.

The demand for passenger cars can be segmented on the basis of the user segment
as taxi operators, government, non-government institutions, and individual buyers.
A major portion of the demand in India accrues mainly from personal vehicle
owners. Lately, the Indian car market has seen a lot of action with a number of new
entrants wanting a share of the pie. With individual incomes on the rise and finance
being easily available, aspirations have also grown to include a car among a
family’s prized possessions. With the Indian buyer still being price conscious, all
these factors have contributed to the rising sales graph in the small car market.

The multi-utility vehicle (MUV) is used in transporting smaller loads over medium
and small distances, providing low fixed and operating costs in comparison to LCVs.
It can be used for transporting both goods and passengers.

3
Apart from these it can be converted into an ambulance, a minivan, a pickup van or
leisure vehicle. The MUV per se is a rugged vehicle. The high steel body, tough parts
and brave interiors make it amenable to rough handling. The high ground clearance
and high power delivery make it suitable for driving over rough terrain places, hilly
regions, deserts etc. Till the early nineties, the Government of India was the largest
MUV buyer and continues to be the single largest segment. It is used in police,
paramilitary, defense, Public and Works Department (PWD), public sector
organizations etc

The boom of 2004 can be surpassed in 2005 if the government introduces VAT

and lowers excise.

Its been a landmark year for the Indian auto industry. For the first time, total sales
(exports and domestic) of passenger vehicles — cars, utility vehicles and multi-
purpose vehicles — in the country exceeded the 1-million mark. Sales grew 32.20
per cent in 2003-04 to around 1.03 million units. This comprised 9,00,752 units in
domestic sales and 129,316 units of exports (source: Society of Indian Automobile
Manufacturers {SIAM})

Market Structure

Market Structure (also known as market form) describes the state of

a market with respect to competition.

Perfect competition , in which the market consists of a very large number

of firms producing a homogeneous product.

Monopolistic competition , also called competitive market, where there are

a large number of independent firms which have a very small proportion

of the market share.

Oligopoly , in which a market is dominated by a small number of firms

which own more than 40% of the market share.

Monopoly, where there is only one provider of a product or service.

Type of Market Structure influences how a firm behaves:

Pricing
Supply
Barriers to Entry
Efficiency

4
Competition

Determinants of Market Structure

Freedom of entry and exit

Nature of the product – homogenous (identical), differentiated?
Control over supply/output
Control over price
Barriers to entry

Types Of Market Structure

Perfect competition

Perfect competition is an economic model that describes a hypothetical

market form in which no producer or consumer has the market power to influence
prices. According to the standard economical definition of efficiency (Pareto
efficiency), perfect competition would lead to a completely efficient outcome. The
analysis of perfectly competitive markets provides the foundation of the theory of
supply and demand.

Examples

Some agricultural markets, with numerous suppliers and almost perfectly

substitutable products have been suggested as approximations for the perfect-
competition model. The extent of its applicability may be dependent on the market
in question. Agricultural policies in many countries undermine the requirements for
complete Pareto efficiency to apply.

Perhaps the closest thing to a perfectly competitive market would be a large

auction of identical goods with all potential buyers and sellers present. By design, a
stock exchange resembles this, not as a complete description (for no markets may
satisfy all requirements of the model) but as an approximation. The flaw in

5
considering the stock exchange as an example of Perfect Competition is the fact
that large institutional investors (e.g. investment banks) may solely influence the
market price. This, of course, violates the condition that "no one seller can influence
market price".

eBay auctions can be often be seen as perfectly competitive. There are very low
barriers to entry (anyone can sell a product, provided they have some knowledge of
computers and the Internet), many sellers of common products and many potential
buyers.

In the eBay market competitive advertising does not occur, because the products
are homogeneous and this would be redundant. However, generic advertising
(advertising which benefits the industry as a whole and does not mention any brand
names) may occur.

Monopolistic Competition

Monopolistic competition is a common market form. Many markets can be

considered as monopolistically competitive, often including the markets for
restaurants, cereal, clothing, shoes and service industries in large cities.

Monopolistically competitive markets have the following characteristics:

There are many producers and many consumers in a given market.

Consumers have clearly defined preferences and sellers attempt to

differentiate their products from those of their competitors; the goods and

services are heterogeneous, usually (though not always) intrinsically so.

There are few barriers to entry and exit.

Producers have a degree of control over price.

Oligopoly

An oligopoly is a market form in which a market or industry is dominated by a

small number of sellers (oligopolist). The word is derived from the Greek for few

6
sellers. Because there are few participants in this type of market, each oligopolist is
aware of the actions of the others. Oligopolist markets are characterized by
interactivity. The decisions of one firm influence, and are influenced by the
decisions of other firms. Strategic planning by oligopolist always involves taking into
account the likely responses of the other market participants. This causes
oligopolist markets and industries to be at the highest risk for collusion.

Monopoly

Amonopoly (from the Greek languagem on os, one +pole in, to sell) is defined as a
persistent market situation where there is only one provider of a product or service,
in other words a firm that has no competitors in its industry. Monopolies are
characterized by a lack of economic competition for the good or service that they
provide and a lack of viable substitute goods.

A government-granted monopoly or legal monopoly is sanctioned by the state,

often to provide a greater reward and incentive to invest in a risky venture. The
government may also reserve the venture for itself, which is called a government
monopoly.

Quick Reference to Basic Market Structures

Market

Structure

Seller

Entries

Seller

Number

Buyer
Entry
Barriers

Buyer

barriers

Perfect

Competition

No

Many

No

Many

Monopolistic

Competition

No

Many

No
Many

Oligopoly

Yes

Few

No

Many

Monopoly

Yes

One

No

Many

7
Oligopoly

Anoligopol y is a market form in which a market or industry is dominated by a

small number of sellers (oligopolists). The word is derived from the Greek forfew

sellers. Because there are few participants in this type of market, each oligopolist

is aware of the actions of the others. Oligopolistic markets are characterised by

interactivity. The decisions of one firm influence, and are influenced by the
decisions of other firms. Strategic planning by oligopolists always involves taking
into account the likely responses of the other market participants. This causes
oligopolistic markets and industries to be at the highest risk for collusion.

In an oligopoly, firms operate under imperfect competition and a kinked demand

curve which reflects inelasticity below market price and elasticity above market
price, the product or service firms offer, are differentiated and barriers to entry are
strong. Following from the fierce price competitiveness created by this sticky-
upward demand curve, firms utilize non-price competition in order to accrue greater
revenue and market share.

8
Market Players

MUL

For a long time since the country’s independence in 1947, India had a protected
market, divided between two players, Hindustan Motors and Premier Automobiles.
Customers had little choice in what was an extreme version of a sellers’ market. In
the 1980s, India’s top politicians felt the need to produce a small car which would
be within the buying reach of the Indian middle class. It was Suzuki with whom the
Indian Government tied up a much smaller company. Suzuki’s small car capabilities
probably influenced this decision. Suzuki formed a joint venture with the Indian
Government, which was called Maruti Udyog Ltd (MUL). It launched a small car with
an engine capacity of 800 cc, targeted at the masses, known as the Maruti 800.
Subsequently, in spite of price hikes from time to time, it remained within the reach
of India’s upper middle class and became a runaway success. Later, MUL also
launched Zen, and followed it up with a 1000 cc engine model for the luxury
segment. MUL also launched two utility vehicles, the Omni and the Gypsy.

9
Currently, MUL sells about 15,000 units of Maruti 800 per month. Till date, it has
sold more than 1.5 million units of this model and does not face any direct
competition worth mentioning. The Zen, MUL's second best selling car, faces
competition from Santro (Hyundai), Matiz (Daewoo) and Indica (Telco). With the
entry of other MNCs, especially the Koreans, both the Zen and the Esteem have
been facing stiff competition in recent times.

In the recent past, MUL’s market share has declined from 64% (in 1999) to 52% (in
2000). Profits have also slid from Rs 522 crores in 1999 to Rs 330 crores this year.
MUL is also waking up to the changing profile of the Indian car market which has
seen faster growth in the Zen-Santro-Indica-Uno-Matiz segment2 than the bread
and butter Maruti 800 segment which it has totally dominated till date. Another
problem that MUL faces is largely of its own making. It had left the basic 800 model
unchanged for over 15 years, leading to a growing consumer perception that it was
offering only older models unlike its competitors. Recently, MUL has launched two
new models, Wagon R and Baleno. MUL hopes that with a more complete product
range, it will not only be able to attract new customers, but also hold on to existing
customers. If MUL has to implement its plan of launching one new model, every 6-
12 months, it will need an estimated Rs. 2500 crores over the next three years. Till
now, MUL has financed most of its expenditure through internal accruals, but
borrowings have now become inevitable.

Even though MUL's market share has fallen sharply in recent times, some analysts
feel that the company's strengths should not be underestimated. According to
consultant1, Arindam Bhattacharya of A.T. Kearney, "As long as Maruti's own
growth targets are being met, it doesn't really matter whether the market share is
falling." With annual sales of 406,574 vehicles and a total income of Rs 9,673 crore
in 1999-2000, MUL's might is still formidable. As Bhattacharya argues2, "The Maruti
800 is a great product. No other car in the world can match its functionality and
price even with the high duty incidence of 60 per cent in India. There is need for
such a car, which competes not with other cars but two wheelers." In mid 2000,
MUL's fixed investment in assets totalled Rs. 3500 crores, including a depreciated
component of Rs. 1200 crores. With a production capability of 450,000 cars, trained
manpower, vendor and service network and dealership, MUL feels its replacement
cost is in the range of Rs. 10,000 crores, a figure which will be daunting even to
global players. MUL has also been proactive in cutting costs. It is working with its
vendors on various value engineering projects Currently, MUL procures about Rs.
5000 crores of components every year. Even a 5 percent cut can lead to cost
savings of Rs. 250 cores.

Hyundai

Unlike most other MNCs, Hyundai of South Korea decided to enter India with its
small car model, Santro, which it priced attractively at about $7000. Hyundai

10
chose to set up a fully owned subsidiary and hired some of the most reputed
executives in the Indian automotive industry. Hyundai also invested heavily in a
modern car plant near the city of Madras, in the southern part of India. The facility
can manufacture 130,000 engines, transmission sets and components per annum.
According to Business India1, “What makes HMI’s (Hyundai Motor India) progress
even more impressive is that the Sriperambadur plant is not another knocked down
(KD) operation but an integrated manufacturing facility. The Santros that will roll out
of this plant will be manufactured from day one and not merely assembled. This is a
historic achievement. No company has begun operations in this manner, not even
Maruti Udyog, which initially imported CKD kits for the Maruti 800... The very
essence of Hyundai’s strategy is to localise heavily from day one to give it a very
early cost advantage, the number one priority in this highly price sensitive market.”
The Santro has been a major success. Though not very elegant looking, the car has
enough leg and head room. Hyundai sold more than 75,000 vehicles during the
period April 1999 - March 2000 and looks set to cross the 100,000 figure in the
current year. During the period January-June, 2000, Hyundai sold 45,513 units,
against 21,884 in 1999. Encouraged by the success of the Santro, Hyundai launched
the up market Accent model.

A major worry for Hyundai is that it has just one small car in its stable. Hyundai is
pinning its hopes on luxury models such as the Sonata, priced at around Rs 12
lakhs, but as the company's senior executives themselves admit, such models are
unlikely to sell more than 250 units per month. Hyundai is also vulnerable because
of its relatively small size, when compared to global majors such as Ford, General
Motors, Toyota, Daimler Chrysler, Volkswagen and Honda.

Telco

Founded in 1945, the Tata Engineering and Locomotive Company (Telco) is one of
the leading players in the Indian automobile industry. In its early years, Telco
manufactured only commercial vehicles, through a technical collaboration with
Mercedes Benz of Germany. Starting with the 1980s, Telco has moved into light
commercial vehicles, pick-up trucks, multi-utility vehicles, large cars and finally,
small cars. The Tata Mobile pick-up truck launched in 1988 was probably a turning
point in Telco’s history. The model failed to build volumes, but gave Telco engineers
confidence in their design capabilities. Telco then launched its big cars, Tata Sierra
(1991) and Tata Estate (1992). Both these cars have been more or less phased out,
as Telco decided to take a plunge into the mass market small car segment1.

11
The star in Telco's portfolio today is the small car, Indica, designed in Italy, but
manufactured in India as an almost completely indigenous effort. The car has a
distinctive look and sufficient space but its engines can probably be improved. At
the time of launch, the Indica was plagued by quality problems. Telco engineers,
however, ironed these out in quick time. Priced at just over Rs. 3 lakhs, the Indica
offers value for money and has catapulted Telco to a position in which it is one of
the few serious challengers to MUL. In the Rs 3 - 4.5 lakh price segment consisting
of the Santro, the Zen, the Matiz, the Wagon R and the Uno, Indica has a market
share of 21%.

One concern expressed by analysts is Telco's staying power. The project will not
break even for some time. As Business Today2 recently remarked: "The car foray is
sucking Tata Engineering into a vicious loop: as its losses keep mounting, the
breakeven target keeps getting pushed back further. As things stand today,
analysts point out that to make money, Tata will have to sell close to one lakh cars,
against the original target of 90,000 cars and the project cost has escalated to over
Rs 2000 crores." Some analysts even suggest that Telco should spin off its car
venture and offer a stake to a foreign car major. Another worry for Telco is that it is
dependent on just one model. To be a serious player, the company needs a couple
of additional models which would obviously cost money.

Daewoo

Daewoo entered India in 1995 through a joint venture with the local DCM group.
Japanese car major Toyota, also had a small stake in the project. Daewoo later
hiked up its equity stake to take complete control of the venture.

Daewoo's first model for the Indian market was the Cielo. Initially, Cielo seemed to
be doing well, selling about 1000 units per month. Later, as competing models
arrived, Cielo's sales dropped sharply. Daewoo reacted by offering major discounts.
This only hurt the car's image and did little to boost sales. Daewoo attempted to
learn from its experience, by launching its small car, the Matiz in

12
late 1998. Although the Matiz was initially priced high, Daewoo quickly cut the price
to grab market share. The Matiz is today priced attractively and is one of the most
stylish small cars currently available in India. Daewoo has pinned its hopes on the
Matiz to make a comeback and catch up with arch rival, Hyundai.

Daewoo however faces major challenges in the months ahead. Its parent company
in Korea is in big trouble and is on the verge of being sold off. It has only one small
car model. The company's operations in India are still to stabilize, with losses of Rs.
40.14 crore during 1998-99. In the wake of the uncertainty over the future of its
parent company, Daewoo has postponed the launch of its luxury car models, Nubira
and Leganza.

Introduction: Maruti

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

13
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).

A license and a Joint Venture agreement were signed between Govt of India and

Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct1982.

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

growth.

Product Lines

14
Introduction: Tata Motors

It has been a long and accelerated journey for Tata Motors, India's leading
automobile manufacturer. Some significant milestones in the company's journey
towards excellence and leadership

Established in 1945, Tata Motors entered into collaboration with Daimler Benz of

Germany in 1954 to manufacture commercial vehicles. The collaboration ended

15
in 1969. Tata Motors has since grown from strength to strength.

The Company has spread its manufacturing facilities across India by setting up

plants at Jamshedpur, Pune and Lucknow.

This is coupled with a nation-wide sales, service and spare parts network. The
Company enjoys a significant demand in export markets like Europe, Australia,
South East Asia, Middle East and Africa. The Company's vehicles are seen in all the
continents

Product Line

16
The Passenger Car division was born out of a vision to offer the Indian customer

all the comfort of a big car, at the price of a small car. The Indica was formally

launched in 1998 & has rewritten the rules of the Indian car industry ever since

then. The latest addition to the Tata Motors family after the launch of Indigo which
is designed to deliver never-before levels in luxury, safety, power and comfort on
Indian roads is the New Indica V2. Refreshingly different, with a sporty new look,
stylish interiors, and more. The Indigo Marina story started two years back with the
launch of the luxury sedan from Tata Motors, the Tata Indigo. There were however,
a select group of people who wanted everything that came with the Indigo plus a
little more space. A car that has the luxury of a sedan and the utility and
convenience of a multi-utility vehicle. A car that does not compromise on power,
safety and luxury. A car that has enough space to carry everyone and everything
you've ever loved, right by your side, on every drive.

Introduction: Hyundai Motors

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor
Company, S. Korea and is the second largest and the fastest growing car
manufacturer

in

India.

HMIL s fully integrated state-of-the-art manufacturing plant near Chennai boasts

some of the most advanced production, quality and testing capabilities in the

17
country. The company is investing an additional US$ 220 Mn to expand capacity at
this plant to 250,000 units a year in line with its recent designation as HMC s global
export hub for small cars and to cater to its upcoming product launches India.

HMIL has sold over 500,000 cars in a record time of just over 5 years since
commencement of commercial production in September 1998 and is all set to
emerge as one of the largest exporters of passenger cars and components out of
India.

HMIL was recently awarded the benchmark ISO 14001 certification for its

sustainable environment management practices.

Product Line

HMIL presently markets over 18 variants of passenger cars across four models, the
Santro in the B segment, the Accent in the C segment, the Sonata in the E segment
and the Terracan in the SUV segment. The company recorded combined sales of
150,741 units during calendar year 2003 with both Accent & Santro emerging
leaders in their respective segments. In the fiscal year 2003, all Hyundai brands
emerged as leaders in their respective market segments.

18
Zen

19
Features

16*4 All Aluminum Hypertech Engine

16-Bit Microprocessor
Electronic Power Steering

Complete Safety

Smooth Driving

Variants

ZEN VXi- a top-of-the-line variant of the ZEN World Car.

ZEN LX - Its lightweight, 1 lt. aluminium alloy engine combines with a super

efficient factory fitted AC to give you phenomenal performance and unmatched

driving pleasure.

ZEN LXi- is a vehicle especially meant to provide Superior Control at all speeds

through its special electronic power steering.

ZEN D- is powered by one of the best diesel engines in the world: a 1527cc TUD5

engine made by global major Peugeot, with 57 BHP.

ZEN D P/S- Diesel is also available with Power steering.

20
Indica

The Indica was conceived as a car “with the overall size of a Maruti Zen, as much
interior space as a Hindustan Ambassador and priced just as much as a Maruti 800.”
It has a 1405 cc diesel engine. Its design is conceived by the Italian design house,
I.D.E.A., and is based on the TUD 5 Peugeot power plant. Its tea drop highlights and
bison tail lamps are its unique features. The Indica is the roomiest car in its class,
with fully foldable rear-seat that allows you to accommodate extra luggage. It also
has energy absorbing crumple zones, side-impact beams, a rigid mono-chrome
frame and child safety locks. In tune with its reputation of a world class car, the
Indica confirms to current European safety norms for frontal impact. The different
Indica models are: The Standard version, DLE Diesel A/C, and Diesel DLE

In September 1995, Ratan Tata, Chairman of Tata Motors had a dream. A dream he
believed he shared with every Indian. "We'll have a car with the Zen's size, the
Ambassador's internal dimensions, the price of a Maruti 800 and with the running

cost

of

diesel."

It took an Indian to understand that the average (and not large) Indian family
consisted of five members, that a rupee saved was a rupee earned, and that Indian

highways

called

for

really

sturdy

car

body.

In December 1998, the dream came true. And it was only fitting that a car built by
Indians for Indians was called Indica. It was the first car that seriously took all Indian
sensibilities into consideration.

A fact that was reflected in its sales (in 2001, the Indica became the fastest-selling
automobile in Indian history when it chalked sales of 100,000 in less than 18
months.)
21

Project Report on Maruti

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