SUMMER TRAINING REPORT

A Study on the marketing overview Undertaken at Hyundai Motor India Limited

Submitted in partial fulfillment of the requirementsfor the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

to

Guru Gobind Singh Indraprastha University, Delhi

Under the Guidance of: Submitted by: Prof. G.B SITARAM NITISH SACHDEVA BBA – V Sem. (E)

Enrollment No. 0692131708

Session 2008 - 11

TECNIA INSTITUTE OF ADVANCED STUDIES

Approved by AICTE, Ministry of HRD, Govt. of India Affiliated To Guru Gobind Singh Indraprastha University, DelhiINSTITUTIONAL AREA, MADHUBAN CHOWK, ROHINI, DELHI- 110085E-Mail: director.tecniaindia@ gmail.com, Website: www.tecnia.in

Fax No: 27555120, Tel: 27555121-24

INSTITUTE IS RATED AS “A” CATEGORY BEST BUSINESS SCHOOL BY LATEST AIMA - BUSINESS STANDARD & BUSINESS INDIA

PUBLICATIONS SURVEYS & INCLUDED IN TOP 100 B – SCHOOLS & IT -SCHOOLS BY DALAL STREET INVESTMENT JOURNAL

CONTENTS

S NO TOPIC PAGE NO

1 CERTIFICATE (S) 3

2 ACKNOWLEDGEMENTS 4

3 LIST OF SYMBOLS 5

4 LIST OF ABBREVIATIONS 6

5 CHAPTER-1: PROFILE OF THE FIRM/COMPANY 14-33

GENERAL INFORMATION

NATURE OF THE ORGANIZATION

VISION AND MISSION

PRODUCT RANGE

SIZE IN TERMS OF MANPOWER AND TURNOVER

ORGANIZATION STRUCTURE

MARKET SHARE AND POSITION

PRESENT LEADERSHIP

SOURCES OF DATA COLLECTION

6 CHAPTER-2: SWOT ANALYSIS OF THE COMPANY 34-37

STRENGTHS AND WEAKNESSES

OPPORTUNITIES AND THREATS

LOGISTICS

CORPORATE GOVERNANCE

7 CHAPTER-3: ANALYSIS OF FINANCIAL REPORTS OF THE COMPANY 38-46

ANALYSIS OF BALANCE SHEET

ANALYSIS OF CASH FLOW STATEMENT

ANALYSIS OF INCOME STATEMENT

8 CHAPTER-4: LESSONS LEARNT 47-52

WORKING EXPERIENCE

PRACTICAL KNOWLEDGE GAINED

RECOMMENDATIONS/SUGGESTIONS TO OTHER STUDENTS FOR

TRAINING

9 REFERENCES/BIBLIOGRAPHY 53

2

Tecnia Institute of Advanced Studies

New Delhi – 110085

Batch (2008-2011)

Certificate

I, MR NITISH SACHDEVA, Roll No. 0692131708 certify that the Summer

Training Report (Paper Code BBA 311) entitled “MARKETING MGT-AN

OVERVIEW” is done by me and it is an authentic work carried out by me at

HYUNDAI MOTOR INDIA LIMITED . The matter embodied in this has not been

submitted earlier for the award of any degree or diploma to the best of my knowledge

and belief.

Signature of the Student

Date:

Certified that the Summer Training Report (Paper Code BBA 311) entitled “MARKETING MGT-AN OVERVIEW ” done by MR. NITISH SACHDEVA, Roll No 0692131708., is completed under my guidance.

Signature of the Guide

Date:Name of the Guide:Designation:

3

CountersignedDirector

ACKNOWLEDGEMENT

This report has been made possible through direct & indirect support of various people for whom I wish to express my appreciation & gratitude.

Mapping in this would can be achieved without proper coordination .Every work of

marketing, finance, production or successful launching of a product, is the result of team

work. This project of mine wouldn’t have seen the light of the day without the

coordination of PROF Mr. SITARAM ,my project guide .I would like to express my special

thanks & gratitude to him for constantly guiding me and tackling a variety of hurdles

with implicit patience throughout my research project and whose deep involvement and

interest ,infused in me great inspiration and confidence in taking up this study in the right

direction .without his overall guidance and help ,the project may not have been

completed .

NITISH SACHDEVA

0692131708

4

LIST OF SYMBOLS

S.No. Symbol Nomenclature & Meaning1 - Hyphen2 , Comma3 ; Semi-Colon4 : Colon5 % Percentage6 . Full-Stop7 $ Dollar8 * Asterisk9 # Number Sign10 / Solidus11 @ Commercial at/At the Rate12 ( Left Parenthesis13 ) Right Parenthesis14 { Left Curly Brackets15 } Right Curly Brackelts16 ‘ Apostrophe17 _ Low line/Underscore

5

LIST OF ABBREVIATIONS

S

NO

ABBREVIATED

NAME

FULL NAME

1 KM Kilo Meters2 Rs Rupees3 GOI Government of India4 MGT MGT

5 O and M Operation and Maintenance6 US United States7 UD Urban Development8 MOUD Ministry Of Urban Development9 Tp TP10 Elect. Electrical11 HR Human Resource12 GM General Manager13 CE Chief Engineer14 Asst. Assistant15 HOD Head Of the Department16 AGM Additional General Manager17 JGM Junior General Manager18 DGM Deputy General Manager19 POH Process On Help 20 ED Executive Director21 R and S22 F Finance23 O Operation24 SGA Senior General Manager25 MD Managing Director26 Secy. Secretary

6

HYUNDAI MOTOR INDIA LIMITED (HMIL)

Chairman & CEO

    M. K. Chung

  Date of Establishment

    December 29, 1967

  Company Motto

    Diligence, Frugality, Love

  MGT Policy

    Trust-based MGT, Site-intensive

    MGT, Transparent MGT

  Company Vision for the 21st century

    World-Class Automobile Company, Company

    Providing Hope of Life to Hyundai Workers, Company

    Winning Reliability in the World Market

7

EXECUTIVE BIOS

Mr.JAE IL KIM graduated from the Sung Kyun Kwan University in Korea with a

specialisation in English Literature and started his career with the Hyundai group,

joining Hyundai Precision in 1977 and worked his way upwards, handling various

responsibilities in diverse capacities within the group over the past 25 years.

A specialist in Overseas Sales and Marketing, Mr.Kim has spent over 20 years of his

career in Hyundai's global operations. Prior to assuming his current role as Managing

Director of Hyundai Motor India in April 2007, he was the head of Kia Motors Asia /

Pacific and later of Kia's Western / Eastern Europe operations, where he was

responsible for helping the company make a turnaround, both in terms of marketshare

and financials in these markets.

A keenly systems focused person, Mr.Kim brings to Hyundai Motor India his strong

quality and process MGT skills that will help the Indian subsidiary emerge as a global

export hub.

8

Mr. B.V.R Subbu is a Masters in Economics from the 'Centre for Economic Studies

and Planning' (CESP), Jawahar Lal Nehru University. He joined the Tata

Administrative Services in 1977 and after a brief stint with TAS, moved to Telco

where he was involved in both line & staff functions in various areas of Marketing &

Sales including Spare Parts, Service and Hire-Purchase.

At Telco, Mr. Subbu has been instrumental in building the company’s market share in

the Light Commercial Vehicles and Multi Utility Vehicles segment. He also helped

build the concept of TP logistics in the country and structured a well defined two-tier

service network at Telco.

Mr. Subbu left Telco in 1996 to Join Hyundai Motor India Ltd. as Director -

Marketing & Sales and was elevated as President of HMIL in April 2006.

Mr. Subbu is credited with building the Hyundai brand in India and played a pivotal

role in setting up the company's product sales and customer service network from

scratch to its current position of India's second largest.

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INTRODUCTION

INDUSTRY PROFILE

The birth of the car as we know it today occurred over a period of years. It was only

in 1885 that the first real car rolled down on to the streets. The earlier attempts,

though successful, were steam powered road-vehicles.

The first self-propelled car was built by Nicolas Cugnot in 1769 which could attain

speeds of upto 6 kms/hour. In 1771 he again designed another steam-driven engine

which ran so fast that it rammed into a wall, recording the world’s first accident. In

1807 François Isaac de Rivaz designed the first internal combustion engine. This was

subsequently used by him to develop the world’s first vehicle to run on such an

engine, one that used a mixture of hydrogen and oxygen to generate energy.

This spawned the birth of a number of designs based on the internal combustion

engine in the early nineteenth century with little or no degree of commercial success.

In 1860 thereafter, Jean Joseph Etienne Lenoir built the first successful two-stroke gas

driven engine. In 1862 he again built an experimental vehicle driven by his gas-

engine, which ran at a speed of 3 kms/hour. These cars became popular and by 1865

could be frequently espied on the roads.

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The next major leap forward occurred in 1885 when the four stroke engine was

devised. Gottileb Damlier and Nicolas Otto worked together on the mission till they

fell apart. Daimler created his own engines which he used both for cars and for the

first four wheel horseless carriage. In the meanwhile, unknown to them, Karl Benz,

was in the process of creating his own advanced tri-cycle which proved to be the first

true car. This car first saw the light of the day in 1886.

The season of experiments continued across the seas in the United States where Henry

ford began work on a horseless carriage in 1890. He went several steps forward and in

1896, completed his first car, the quadricycle in 1896. This was an automobile

powered by a two cylinder gasoline engine. The ford motor company was launched in

1903 and in 1908 he catapulted his vehicle, model t ford to the pinnacle of fame.

Continuing with his innovations, he produced this model on a moving assembly line,

thus introducing the modern mass production techniques of the automobile industry.

The modern car, therefore comes from a long list of venerated ancestors, and its

lineage will, hopefully grow longer as we progress!

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with the invention of the wheel in 4000 B.C., man’s journey on the road of

mechanized transport had begun. Since then he continually sought to devise an

automated, labour saving machine to replace the horse. Innumerable attempts reached

conclusion in the early 1760s with the building of the first steam driven tractor by a

French captain, Nicolas Jacob Cugnot. It was however left to Karl Benz and Gottlieb

Damlier to produce the first vehicles powered by the internal combustion engine in

1885. It was then that the petrol engine was introduced, which made the car a

practical and safe proposition. The cars in this period were more like the cars on our

roads today.

With cars came the era of speed, The first ever land-speed record was established

about a 100 years back, in 1898. Count Gaston de Chasseloup-Laubat of France drove

an electric car (in Acheres near Paris) at a speed of 39.24 miles per hour. This flagged

off the era of ‘wheels racing’, which lasted till 1964, after which jet and rocket -

propelled vehicles were allowed. Then onwards, it has been one big journey...on the

roads.

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MAJOR MANUFACTURERS ARE:

1. Maruti Udyog Ltd.

2. Hindustan Motors Ltd.

3. Daewoo Motors (India) Ltd.

4. Premier Automobile Ltd.

5. PAL Peugeot Ltd.

6. General Motors (India) Ltd.

7. Tata Group

8. Mahindra & Mahindra Ltd.

9. Mercedez Benz (India) Ltd.

10. 10.Ford India Ltd

11. 11.Huyndai India Ltd.

12. 12. Honda SIEL India Ltd.

13. 13.Toyota India Ltd.

14. 14. Skoda India Ltd.

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CHAPTER-1:

PROFILE OF THE COMPANY

1.1COMPANY PROFILE

1.1.1 The beginning of Hyundai Motor Company dates to April 1946 when founder, Ju-Yung Chung  established Hyundai Auto Service in Seoul, South Korea at the age of 31 years.   The name Hyundai was chosen for its meaning which in English translates to “modern.”  The Hyundai logo is symbolic of the company's desire to expand. The oval shape represents the company's global expansion and the stylized "H" is symbolic of two people (the company and customer) shaking hands.

1.1.2 Hyundai Motor Company was founded by Ju-Yung Chung  and younger brother Se-Yung Chung  in December 1967.  In 1968 the company entered into a contract with Ford motor company to assemble the Ford Cortina and Granada for the South Korean market and continued to produce them until 1976.  Hyundai completed construction of the Ulsan plant in six months and achieved the shortest groundbreaking to first commercial production of any of Ford’s 118 plants.  The eight year journey provided Hyundai with assembly knowledge, blueprints, technical specifications, production manuals, and trained Hyundai engineers.

1.1.3 Hyundai Motor Company is a Korea-based automobile manufacturer. The Company produces and markets passenger cars under the brand names of Equus, Genesis, Genesis Coupe, Azera, Sonata, Elantra, Accent, Getz, i30, i30cw, i20 and i10; recreational vehicles under the brand names of Veracruz, Santa Fe, Tucson, Matrix and H-1, and commercial vehicles, which include medium and heavy duty trucks, and buses. The Company also provides automobile maintenance services

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1.1.4 HYUNDAI MOTOR INDIA LIMITED (HMIL)

Established : 1996

Collaborators : Hyundai Corporation, South Korea

Product range : Hyundai Santro, Accent, Sonata, Terracan.

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 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 2007 and looks set to cross the 100,000 figure in the current year.

During the period January-June, 2006, Hyundai sold 45,513 units, against 21,884 in

1999. Encouraged by the success of the Santro, Hyundai has recently launched the

upmarket Accent model. Recently, Hyundai exported a big consignment of 760 cars

(350 units of Santro and 410 of Accent) to Algeria. Hyundai has also announced

plans to export engine and transmission sets to the parent company in Korea and to

Turkey.

1.1.5 WORLDWIDE OPERATION OF HYUNDAI

15

With 51 percent of its shareholdings held by foreign investors and a distribution

presence in 190 countries, Hyundai motor is a global corporation in the truest sense.

On a global scale, Hyundai motor and its affiliate kia motors corp. Provide nearly one

million jobs, directly and indirectly.

WESTERN EUROPE

- HYUNDAI MOTOR EUROPE - AUSTRIA

- BELGIUM - DENMARK

- FINLAND - FRANCE

- GERMANY - GREECE

- HOLLAND - ICELAND

- IRELAND - ITALY

- MALTA - NORWAY

- PORTUGAL - SPAIN

- SWEDEN - SWITZERLAND

- U.K.

EASTERN EUROPE

HYUNDAI MOTOR POLAND - ALBANIA

- ARMENIA - ZERBAIJAN

- BELARUS - BOSNIA

- BULGARIA - CROATIA

- CZECH - ESTONIA

- GEORGIA - HUNGARY

- KAZAKHSTAN - LATVIA

- LITHUANIA - ACEDONIA

- MOLDOVA - ROMANIA

- RUSSIA - SERBIA

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1.1.6 EXPORT

HYUNDAI-“ Korea’s automotive leader today, a World

leader tomorrow”.

1.1.7 Hyundai Motor started exporting cars in 1976 when it shipped six Pony sub-

compact cars to Ecuador. Pony is Korea's first independently designed and

manufactured model.

1.1.8 SINCE EXPORTING PONY, ITS FIRST PROPRIETARY PASSENGER CAR

IN 1976, THE COMPANY HAS GROWN STEADILY ACHIEVING

CUMULATIVE SHIPMENTS OF OVER 5.5 MILLION UNITS OVER THE LAST

25 YEARS. THE COMPANY'S FINANCIAL RESULTS EXCEEDED ANALYSTS'

FORECASTS IN 2001 WHEN IT POSTED 23.4 PERCENT GROWTH IN UNIT

SALES AND A 74.5 PERCENT IMPROVEMENT IN NET INCOME.

1.1.9 Hyundai Motor, has exported more than 1 million cars in a single year, 2003.

This is the first time for a South Korean carmaker to secure an annual export volume

of 1 million units since the South Korean car industry took off in 1955.

HYUNDAI CAME VERY

CLOSE LAST YEAR TO THE ONE MILLION MARK WHEN IT EXPORTED

985,000 UNITS. TO REACH THE $10 BILLION EXPORT MARK, HYUNDAI

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HAS BEEN STEADILY EXPANDING ITS OVERSEAS MARKETS: ITS CARS

NOW SELL IN 190 COUNTRIES. AT THE SAME TIME, THE AVERAGE

VALUE OF HYUNDAI’S EXPORT MODELS HAS BEEN STEADILY

INCREASING THANKS TO RISING OVERSEAS DEMAND FOR LARGER,

MORE EXPENSIVE CARS SUCH AS SANTA FE SPORT UTILITY VEHICLE

AND SONATA MID-SIZED SEDAN.

1.10 ADDRESS :

1. HIMGIRI HYUNDAI :

B-99, Wazirpur Industrial Area New Delhi-110 052, INDIA Phones: +91 11 27376004-

6

Fax: +91 11 27373399

2. SAMARA HYUNDAI :

B - 35, Lajpat Nagar - 2, New Delhi - 110 024

Tel. : +91-11-46555111

Mob. : +91-9810115575Fax : +91-11-46555112

Email :samarahyundai@samara-group.com

3. SUNRISE HYUNDAI : Plot No. 2, I.P. Extension, Opp. Pandav Nagar,

(near Mother Dairy) New Delhi - 110 092.

Phone

Sales    +91 11 22720040

Fax :

+91 11 22720060

Email : sales@sunrisehyundai.in  

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4. Suhrit Hyundai :

S 6, Gulmohar Comm Complex, Yusuf Sarai, New Delhi,

Delhi 110016011 41645666

5 . Deep Hyundai : 13, Bhera Enclave, Paschim Vihar, New Delhi, Delhi 110063011

25275051

HYUNDAI MOTOR INDIA PRIVATE

LIMITED

(Regional Office), Somajiguda,

Hyderabad

1.2 Nature

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1.2.1 Hyundai Motor India Limited, a wholly owned subsidiary of Hyundai Motor

Company (HMC), S. Korea was established in India in May 1996. The integrated

manufacturing plant set up at an initial investment of US$ 614 million is presently the

largest manufacturing facility of HMC outside Korea.

1.2.2 Located at Irrungattukottai, near Chennai, Hyundai Motor India has emerged as

a significant driver of the region's economy by helping co-develop one of India's

largest automotive manufacturing zones supported by over 15 Indo-Korean joint

venture partners and original equipment vendors, jointly employing over 6,000

people.

1.2.3 The company's maiden launch, the Santro, made marketing history by rising to

become one of India's best selling compact cars, and catapulted Hyundai to the

position of India's second largest car maker in just six months. The winner of the

Business Standard Motoring 'Car of the Year 1999' and rated the 'Best small car' in

the JD Power Asia Pacific Initial Quality and APEAL studies for three years in a row,

the Santro continues to be India's most preferred and recommended compact car.

1.2.4 Launched in 1999, the Accent has stood ground against some of the best known

global brands to emerge as a leader in the Indian mid-size cars segment. Offering one

of the most extensive and technologically advanced product lineups in this segment,

the Accent has topped the JD Power APEAL customer satisfaction study and the

segment sales for two years in a row.

1.2.5 The Sonata, launched in 2005 showcased Hyundai Motor India's capability to

produce high-end luxury automobiles and topped the charts as the best selling luxury

sedan in India for two years in a row. Following the success of all its three brands,

Hyundai recently launched its flag bearer model, the Terracan, in India.

1.2.6 With indigenisation levels of over 90% and capabilities to produce world class

automobiles, Hyundai Motor India is all set to commence its exports to the demanding

global markets of Western Europe and North America and emerge as HMC's global

export hub for the compact 'Santro' segment of cars.

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1.2.7 Backed by an over 330-location strong countrywide sales and service network,

the company crossed the 100,000 units mark in annual sales during 2006 and has

produced 500,000 cars in a record time of just over 60 months since commencement

of commercial production in October 1998. The company's revenues grew from Rs 32

billion in calendar year 2007 to Rs. 40 billion in calendar year 2007, making it one of

India's most and consistently profitable automobile companies. Hyundai Motor India

was recently awarded the ISO 14001 certification for sustainable environment MGT

and is also the CNBC - Autocar India 'Manufacturer of the year' awardee for 2006 and

2007.

1.3 VISION & MISSION1.3.1 It is important here to distinguish between "vision" and "mission" for the organisation. Vision is often referred to as "skyhooks for the soul". In fact, vision is that igniting spark that can inspire and energise people to do better. The focus of vision is to reach out hungrily for the future and drag it into the present.

1.3.2 Vision Statement :

1. Our team provides value for your future.2.We are more concerned with the satisfaction of our customers3.Our motive is to give full service satisfaction4. We are innovative in our products and services, and passionate towards upgradation of better product.

1.3.3 Mission Statement:

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To create exceptional automotive value for out customers by harmoniously blending safety, quality and efficiency. With our diverse team, we will provide responsible stewardship to our community and environment while achieving stability and security now and for furture generations.

1.3.4Hyundai Environment Statement

As a responsible member of society whose task lies in the preservation of the global environment,the company will make every effort to contribute to human health and the preservation of the global environment in each phase of its corporate activity. Only in this way will we be able to count on a successful future not only for our company, but for the entire world.

1.4 Product range

1.4.1 Hyundai Santro XingThe Santro Xing sports stunning design changes that include a completely transformed exterior with flowing aerodynamic body lines, large integrated bumpers, stylish new headlamps and large sporty tail lamps. The plush new interiors come with a cushy 3-spoke steering, new instrument clusters, front and rear power windows, luxurious new upholstery and more!

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1.4.2 Hyundai i10Compact Cars will never be the same. The Hyundai i10 is Here. Elegant outside and versatile inside, the i10 boasts of high-end features that are uaually found only in luxury sedens. Intelligent engine technology coupled with dynamic chassis design deliver sparkling performance and a supple, precise ride. Big on style, safety and security, yet small enough to fit any city street, the i10 is designed for independent thinkers with exciting lifestyles.

1.4.3 Hyundai Getz Prime

Getz. The trendsetter. Hyundai Getz is all set to storm the Indian market. The Euro-chic styling makes this car stand out. Your driving experience getz style and smoothness. Its spacious interiors are thoughtfully designed. And to make your ride a cruising experience, are the reclining rear seats, the first in India. The 1.3-litre SOHC engine delivers lively performance and is also easy on fuel. Its computer engineered precisely tuned chassis, provides a comfortable ride and nimble handling with class-leading safety features. The car with everything you need, plus everything you didn’t expect.

1.4.4 Hyundai i20The focus of attention: the all-new i20There's a new shape on the street and it's called the Hyundai i20. As you would expect from a car company that buzzes with fresh ideas, novel solutions and top technology, Hyundai i20 is the epitome of the modern premium compact. Sharp and stylish on the outside, spacious and

23

versatile inside, it combines comfort, safety and reliability in a package that is affordable and economical.

1.4.5 Hyundai Accent Executive

Hyundai Accent has been designed keeping in mind your expectations from a true luxury sedan. With its smooth blend of design, a zippy responsive engine and well appointed interiors, the Accent sure packs a lot more thrill into your driving. Accent offers all that a mid-sized sedan can pack and more.

1.4.6 Hyundai VernaVerna revives style, comfort and harmonyFreshness, simplicity and refinement have created a remarkably superior interior for the Hyundai Verna. The wrap around driver & passenger environment is not only comforting but also practical & stylish.

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1.4.7 Hyundai Sonata Transform

The modern looks that made Sonata an international favourite over the years are now enhanced by a number of detailed exterior improvements and some major design changes in the interiors. Among the at-a-glance bodywork enhancements are the chrome radiator grille, wider front bumper and air dam, larger headlamp clusters, slimmer body side moldings and the newly designed 5 spoke 16 inch alloy wheels.Along with the subtle touches of chrome, the two-tone finish also complements the wood grain and satin embellishments. The thoughtfully designed dials, knobs and inside door handles add elegance to its premium look. And the results speak for themselves.

1.4.8 Hyundai TucsonThere are times when you just want to go. To achieve something, to rediscover yourself, your true spirit. Tucson is designed and powered to help you live life to the fullest. Drive on top in the cityscape or unwind in the lap of Nature. Tucson will be true to your desires. Everywhere..

1.4.9 Concentrated power, innovative technology and pure high-performance excitement. Hyundai cars, Hyundai Verna, Hyundai Accent Executive, Hyundai Sonata Transform, Hyundai Tucson, Hyundai Getz Prime, Hyundai Santro Xing and the all new Hyundai i20 & i10 are the antithesis of inertia. One look and you know that they are no ordinary cars. Making the most of every driving moment. These are brimming with innovative ideas and good design that will put pleasure into every moment that you spend behind the wheel.

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1.5 SIZE OF THE ORGANIZATION 1.5 SIZE OF THE ORGANIZATION 1.4.10 Hyundai Motor, India’s second-largest carmaker, has lined up ambitious growth plans for the Indian market. Encouraged by the scorching demand for cars over the last year and rising competition, the company has decided to launch at least three new car models every year to keep up with an ever-increasing demand. It is also busy ramping up sales and service stations across the hinterland, seeing opportunity in low-car penetration. Among other things, the company will have a stronger rural focus in the coming years. During January- April 2010, the rural market for cars grew 27%, with Hyundai's sales growing at about 40%, thanks to the company's move of having sales branches and road shows to stimulate demand in those areas.

1.5.1 TURNOVER1.5.1 TURNOVER

With good sales of its 'santro' and 'accent' cars, hyundai motor india has increased

both its profit and sales turnover by 30 per cent for the year ended march 31, 2001.

our gross profits were rs 85-87 crore during 2000-01. with the reduction in cash

outflow after reduction of interest rates, the profits should increase to rs 100 crore,"

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hyundai india president a p gandhi told pti over phone from chennai. quoting the

company's unaudited financial results, he said sales turnover has jumped to rs 3,059

crore from rs 2,353 crore during 1999-2000 while profits grew from rs 67 crore in the

previous fiscal, its first full year of operations. "this year, we want to maintain the

same pace of growth in both profits and turnover," . the company, a fully-owned

subsidiary of south korea's largest car maker hyundai motor co., increased its car sales

by 15.3 per cent to 86,949 cars during 2000-01 from 75,409 cars in the previous

financial year. "we will try to achieve the target. but, if the slowdown continues for 4-

5 months, then it might be difficult to do it," gandhi said when asked whether hyundai

india would be able to achieve the one lakh cars sales target for 2001-02 given the

current slowdown in the domestic car market. during april-september this fiscal, the

company, which has become india's second largest car maker, sold 45,834 cars,

including 301 units of luxury sedan 'sonata' that was launched in late-july. last year,

hyundai india had invested 30 million dollars to add a new assembly line and do other

tooling works to manufacture 'sonata' at its plant near chennai. soon, it would invest

an additional 300 million dollars to expand capacity to 2 lakh vehicles annually from

the current 1.2 lakh vehicles and also launch new models, gandhi said. however, he

said, plans to raise money through an initial public offer have been dropped and the

total expansion programme would be funded through internal accruals as well as

unutilised money from previously sanctioned loans of financial institutions. "we are a

debt-free company, as of now. we have taken loans from financial institutions which

have not been totally used,". he said a decision would be taken by early next year on

hyundai's fourth vehicle which would be launched in 2003. "the new product can be a

multi-utility, sports utility or a multi-purpose vehicle or even a car. we are studying all

the vehicles from both hyundai and kia motors (a hyundai korea subsidiary) stables.

but, nothing can be said right now,"

1.5.2 ANNUAL SALES OF PAST YEARS

  2009 2008 2007 2006 2005

Sales in unit 1,611,991 1,668,745 1,700,297 1,611,062 1,700,843

Domestic 701,469 570,116 624,227 580,288 569,721

Export excluding CKD 910,522 1,098,629 1,076,070 1,030,774 1,131,122

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1.6 ORGANISATI ON STRUCTURE

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1.7 MARKET SHARE AND POSITION OF THE COMPANY IN THE INDUSTRY

MARKET SHARE

29

1.7.1 Still a small player in the U.S. auto market, Hyundai has big plans to gain market share during one of the toughest environments the industry has ever faced. Late last year the South Korean auto company launched an innovative plan that offers skittish car buyers a bailout. Under its Assurance plan, the company will buy back a customer’s car if she loses her job or becomes disabled, paying up to $7,500 of the cost of depreciation. Hyundai owners also have the choice of letting the company make their payments for 90 days while they look for a new job — money Hyundai will not ask to have returned.

1.7.2Hyundai’s program has already had an impact on sales. In February 2009, with overall U.S. car sales down a staggering 41 percent over the year before, Hyundai turned in the best performance of any automaker, down a mere 1.5 percent. Meanwhile, sales of its Elantra model were up 33 percent. BNET talked to Dave Zuchowski, Hyundai’s head of U.S. sales, about the Assurance plan, how the company is taking a different approach to marketing, and why he feels optimistic despite the downturn.

1.7.3 Everybody is trying to figure out how to gain market share. At the end of the last year we had 3 percent market share, so we believe there’s 97 percent out there that we can go after. (Laughs.) For the first two months of this year, our share has gone up 1.7 points, and that’s in an industry that measures a tenth of a point as a pretty good increase.

MARKET POSITION

1.7.4 Our overall marketing spending in 2009 is down maybe 10 percent from 2008, but the way we’re spending that money has changed dramatically. We’re relying less on newspapers and magazines and more on the Internet and a big bang approach. We had a very strong presence this year at the Super Bowl, and we dominated the Academy Awards as the sole automotive sponsor. We jumped in on that after GM decided not to pursue it. We’ve also moved a lot of advertising support down to the regional and dealer level because they can be more laser-focused than we can on a national level. We tell our dealers who want to cut back on advertising that they need to maintain a competitive place in the market or else they’ll not only lose volume but market share, and that’s awfully tough to recover.

1.7.5 It’s great to look at latest Hyundai sales report coming from the USA. The Korean largest automaker just revealed it has sold more than 54.000 new vehicles during the month of July 2010, while its monthly sales increased 19 percent, compared to a year ago. This represents an all-time sales record for the month of July and marks only the fourth time Hyundai has surpassed 50.000 units in a month.

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1.7.6 Hyundai sales by model table; july 2010:

1.8 PRESENT LEADERSHIP

Hyundai Group's Chung Ju Yung: A Profile in leadership

James G. Clawson University of Virginia (UVA) - Darden Graduate School of Business Administration

31

Maki DePalo affiliation not provided to SSRN

Balbina Hwang affiliation not provided to SSRN

1.8.1 As Hyundai continues to grow at a rapid pace, the pressure is on to develop employees who are—or can be—in leadership positions. By using Impact5: The Business of Leadership Game from Paradigm Learning as a cornerstone of its leadership development program, the automaker is preparing itself for the future.

The Hyundai Motor America Way

1.8.2 The U.S. Department of Labor has been frighteningly consistent in its forecasts: the country faces a growing deficit of skilled workers. By some estimates, the United States will have as many as eight million skilled jobs left unfilled by 2012.

1.8.3 Over the years, Hyundai had found its leaders in the two usual ways: by bringing them in from other companies or promoting them from within the company. But research has turned up an interesting statistic: of those executives brought in from outside, only 22 percent remained after five years, while 75 percent of those promoted from within remained after the same time period. Therefore, it became obvious that cultivating homegrown leadership was worth paying attention to.

1.9 SOURCES OF DATA COLLECTION

1.9.1 The sources of data collection were primary and secondary source. Primary data

has been send for analysis of the objective of research. As well as secondary data

proved to be helping hand incompletion of the project.

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Primary data: Primary data are those, which are, collected for the first time, and it is original in character.

Secondary data: Secondary data on the other hand are those which have already been

collected by someone else and which have already been passed through the statistical

process.

In this secondary data used were, books, magazines, internet and other project reports.Reasons for selecting the primary data:

1.9.2 Since the main objective of the project, is to analyse the organisation in

a detailed manner & find out the variation & deviation in the concept taught in

classroom & the corporate world. The best tool that can satisfy all the requirement of

data was the primary data. One needs to have the depth knowledge the customer

views, and their perception and their investment pattern. The information has been

collected through questionnaire.Thus the primary data have been proved one of the potential approaches in collection of the information.

CHAPTER-2SWOT ANALYSIS OF THE COMPANY

2.1. STRENGTHS AND WEAKNESSES OF HMIL

33

2.1.1 STRENGTHS

Market Leader in terms of sales and turnover

A wide network of dealers across the nation

A wide network of authorized service stations at different parts of the country

A wide veriety of product portfolio

Very strong brand image of making fuel efficient and reliable cars

High product and brand recall among the customers infect HYUNDAI is the

first choice among the majority customers.

2.1.2 WEAKNESS

Major weakness of HYUNDAI are

Not a strong player in the rural market

Very few models at the line up stage

R& d of HYUNDAI is weak

Not a great player in entry level cars which is dominated by Maruti

Not a Strong Player in the Premium Market

2.2 OPPURTUNITIES AND THREATS OF DMRC

2.2.1OPPORTUNITIES

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1) It’s a growing market thus company has high growth potential in future

2) Premium segment is still not fully exploited with right product HYUNDAI

can do wonders

3) Neighboring countries markets are not exploited fully

4) Need to tap African and European market.

2.2.2 THREATS

1) Entry of new players

2) Competitors becoming aggressive with new product launches and high

marketing pitch

3) Aggressive Maruti posses another threat

4) NO tie up with any other company can lead to losses.

2.3 LOGISTICS

Hyundai Logistics is well-known for its white trucks, also known as cargo trucks (hence the company nickname "Big white"). The white color that Hyundai uses on its vehicles and uniforms is called Noble white, after the cargo truck which used the same color. Hyundai Logistics also operates its own commercial vehicle.

2.3.1 Major competitors include Korean National Railroad (Korail). Historically, Hyundai only faced competition from Korail for the inexpensive ground based delivery market.

2.3.2 Over the past two decades, Hyundai has aggressively erected a massive international transportation network, which is interconnected by one of the largest technological infrastructures in commercial history. In the process, it has dramatically expanded its portfolio of services into logistics and supply chain offerings.

35

2.3.3 For example, Hyundai Logistics today offers not only ground and air transportation, but South Korean, rail and over-the-road freight products; international trade MGT; customs brokerage; consulting and supply chain design; e-commerce solutions; logistics and distribution capabilities, cargo containing, shipping, and a variety of financial services related to the supply chain.

2.3.4 Hyundai Logistics Supply Chain Solutions synchronizes the flow of goods, sales, and information for their customers. Hyundai Supply Chain Solutions provides service to logistics companies alike with flexibility of modes and scheduling, scalability of design and resources, and worldwide reach.

2.4 Corporate Governance

2.4.1 Based on its fundamental corporate philosophy, the Company is working to

enhance corporate governance as one of its most important MGT issues. Our aim is to

have our customers and society, as well as our shareholders and investors, place even

greater trust in us and to ensure that HYUNDAI is a company that society wants to

exist.

2.4.2 To ensure objective control of the Company's MGT, outside directors and

outside corporate auditors are appointed to the Board of Directors and the Board of

Corporate Auditors, which are responsible for the supervision and auditing of the

Company. HYUNDAI has also introduced an operating officer system, aimed at

strengthening both the execution of business operations at the regional and local

levels and making MGT decisions quickly and appropriately. The term of office of

each director is limited to one year, and the amount of remuneration payable to them

is determined according to a standard that reflects their performance in the Company.

Our goal in doing this is to maximize the flexibility with which our directors respond

to changes in the operating environment.

2.4.3 With respect to business execution, HYUNDAI has established a system for

operating its organizational units that reflects its fundamental corporate philosophy.

For example, separate headquarters have been set up for each region, business, and

36

function, and a member of the Board of Directors or an operating officer has been

assigned to each headquarters and main division. In addition, by having the Executive

Council and regional operating boards deliberate important matters concerning MGT,

the Company implements a system that enables swift and appropriate decision

making.

2.4.4 With respect to internal controls, compliance systems and risk MGT systems

have been designed and implemented appropriately following the basic policies for

the design of internal controls decided by the Board of Directors.

2.4.5 To enhance even further the trust and understanding of shareholders and

investors, HYUNDAI’S basic policy emphasizes the appropriate disclosure of

Company information, such as by disclosing financial results on a quarterly basis and

timely and accurately giving public notice of and disclosing its MGT strategies.

HYUNDAI will continue raising its level of transparency in the future.

CHAPTER -3ANALYSIS OF FINANCIAL REPORT OF THE COMPANY

3.1. ANALYSIS OF BALANCE SHEET FOR 2009 AND 2010

37

BALANCE SHEET

AS OF DECEMBER 31, 2009 AND 2008 (Translation into U.S. Dollars)

ASSETS 2009 2008 2009 2008 (In millions) (In thousands)

Current assets:

Cash and cash equivalents

￦ 2,259,781 ￦ 1,756,546 $ 1,935,407 $ 1,504,407

Short-term financial instruments

4,938,092 3,036,232 4,229,267 2,600,404

Short-term investment securities

163,526 220,498 140,053 188,847

Trade notes and accounts receivable

2,155,594 2,513,461 1,846,175 2,152,673

Trade notes and accounts receivable - other

454,653 383,636 389,391 328,568

Inventories 1,384,498 1,809,030 1,185,764 1,549,358

Deferred tax assets 185,956 265,109 159,263 227,055 Derivative assets 35,836 22,536 30,692 19,301

Advances and other current assets

214,520 293,986 183,728 251,787

Total current assets 11,792,456 10,301,034 10,099,740 8,822,400 Non-current assets:

Long-term investment securities

676,328 824,115 579,246 705,820

Investments securities

10,884,663 9,249,146 9,322,253 7,921,502

Property, plant and equipment, net of accumulated

9,726,299 9,753,801 8,330,164 8,353,718

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depreciation

Intangibles 1,840,055 1,605,862 1,575,929 1,375,353 Other assets 526,334 433,771 450,783 371,506

Total non-current assets

23,653,679 21,866,695 20,258,375 18,727,899

Total assets ￦ 35,446,135 ￦ 32,167,729 $ 30,358,115 $ 27,550,299

LIABILITIES AND SHAREHOLDERS’ EQUITY

2009 2008 2009 2008

(In millions) (In thousands) Current liabilities:

Short-term borrowings

￦ 453,037 ￦ 1,386,893 $ 388,007 $ 1,187,815

Current maturities of long-term debt and debentures

300,992 300,742 257,787 257,573

Trade notes and accounts payable

3,846,823 2,443,809 3,294,641 2,093,019

Accounts payable-other

1,685,899 1,496,372 1,443,901 1,281,579

Accrued warranties 906,456 943,270 776,341 807,871

Income tax payable

248,007 527,310 212,408 451,619

Accrued expenses 603,580 31,701 516,941 27,151

Derivative liabilities

61,852 225,671 52,974 193,278

Withholdings and other current liabilities

817,028 559,321 699,749 479,034

Total current liabilities

8,923,674 7,915,089 7,642,749 6,778,939

Non-current liabilities:

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Long-term debt and debentures

1,363,910 1,263,188 1,168,131 1,081,867

Accrued severance benefits

460,359 481,241 394,278 412,163

Long-term accrued warranties

2,347,557 2,532,877 2,010,584 2,169,301

Deferred tax liabilities

204,444 154,910 175,098 132,674

Derivative liabilities

117,168 168,133 100,349 143,999

Total non-current liabilities

4,493,438 4,600,349 3,848,440 3,940,004

Total liabilities 13,417,112 12,515,438 11,491,189 10,718,943 Commitments and contingencies

117,168 154,910 100,349 143,999

Shareholders’ equity:

Capital stock 1,488,993 1,488,993 1,275,260 1,275,260

Capital surplus 5,806,189 5,851,776 4,972,755 5,011,799

Capital adjustments (743,909) (719,685) (637,127) (616,380)

Accumulated other comprehensive income

486,638 612,153 416,785 524,283

Retained earnings 14,991,112 12,419,054 12,839,253 10,636,394

Total shareholders equity

22,029,023 19,652,291 18,866,926 16,831,356

Total liabilities and shareholders’ equity

￦ 35,446,135 ￦ 32,167,729 $ 30,358,115 $ 27,550,299

3.2 CASH FLOW

FOR THE YEARS ENDED DECEMBER 31, 2009 AND 2008

Translation into U.S. Dollars

2009 2008 2009 2008 (In millions) (In thousands) Cash flows from operating activities: Net income ￦ 2,961,509 ￦ 1,447,904 $ 2,536,407 $ 1,240,069

Operating activities: Depreciation 900,064 880,258 770,867 753,904

40

Bad debt expense 3,023 - 2,589 - Amortization of intangibles

514,360 463,973 440,528 397,373

Loss on foreign currency translation, net

8,644 57,025 7,403 48,839

Gain on valuation of investment securities

(1,337,086) (21,217) (1,145,158) (18,171)

(70,252) - (60,168) - Loss on valuation of derivatives, net

42,050 130,929 36,014 112,135

Loss on disposal of trade notes and accounts receivable

75,974 108,485 65,069 92,913

Loss (gain) on disposal of property, plant and equipment, net

(2,128) 36,030 (1,823) 30,858

Gain on disposal of short-term investment securities, net

(65,513) (1,314) (56,109) (1,125)

Loss (gain) on disposal of long-term investment securities, net

(264) 46,636 (226) 39,942

Dividends of investment securities accounted for using the equity method

150,956 175,167 129,287 150,023

Provision for severance benefits

357,526 374,925 306,206 321,107

Provision for warranties

244,603 806,527 209,492 690,756

Impairment loss on intangibles

139,621 - 119,579 -

Amortization of discount on debentures

1,481 815 1,268 698

Other 9,178 (2,447) 7,861 (2,096) Changes in operating assets and liabilities: Decrease (increase)

in trade notes and

accounts

receivable

228,457 (463,478) 195,664 (396,949)

Decrease (increase)

in trade notes and

accounts

receivable-other

(79,506) 61,176 (68,094) 52,395

Decrease (increase)

in inventories

279,057 (511,832) 239,001 (438,362)

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Decrease (increase)

in advances and other

current assets

74,285 (162,524) 63,622 (139,196)

Decrease in deferred

tax assets

129,663 150,409 111,051 128,819

Decrease in

derivative assets

12,186 4,460 10,437 3,820

Increase (decrease) in

trade notes and

accounts payable

1,410,878 (493,597) 1,208,357 (422,745)

Increase in accounts

payable-other

191,764 185,882 164,238 159,199

Increase (decrease) in

income tax payable

(279,303) 27,931 (239,211) 23,922

Increase (decrease) in

accrued expenses

571,918 (382) 489,824 (327)

Increase (decrease) in

deferred tax liabilities

100,855 (374,300) 86,378 (320,572)

Decrease in

derivative liabilities

(156,940) (116,709) (134,412) (99,956)

Increase (decrease) in

withholdings and

other current

liabilities

260,162 (132,321) 222,818 (113,327)

Decrease in accrued

warranties

(466,737) (407,594) (399,740) (349,087)

Payment of severance

benefits

(205,954) (271,969) (176,391) (232,930)

Increase in individual

severance insurance

deposits

(176,463) (73,261) (151,133) (62,745)

Other 16,482 14,215 14,115 12,174

5,844,550 1,939,802 5,005,610 1,661,358

2009 2008 2009 2008 (In millions) (In thousands)

Cash inflows from investing activities: Proceeds from ￦ 7,056,720 ￦ 3,272,960 $ 6,043,782 $ 2,803,152

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withdrawal of short-term financial instruments

Proceeds from disposal of short-term investment securities

470,966 110,224 403,362 94,402

Proceeds from disposal of long-term investment securities

8,909 1,712 7,630 1,466

Proceeds from disposal of property, plant and equipment

59,207 9,274 50,708 7,943

Proceeds from disposal of intangibles

30 - 26 -

Proceeds from disposal of investment securities accounted for using the equity method

47,860 96,248 40,990 82,432

Reduction in other current assets

2,879 5,760 2,466 4,933

Reduction in other assets

3,169 234,064 2,715 200,466

7,649,740 3,730,242 6,551,679 3,194,794

Cash outflows from investing activities:

Purchase of short-term financial instruments

(8,608,578) (3,369,965) (7,372,883) (2,886,232)

Acquisition of short-term investment securities

(4,236) (220,000) (3,628) (188,421)

Acquisition of long-term financial instruments

(410,000) - (351,148) -

Acquisition of long-term investment securities

(24,061) (254,520) (20,607) (217,986)

Acquisition of investment securities accounted for using the equity method

(1,164,519) (664,216) (997,361) (568,873)

Acquisition of property, plant and equipment

(807,688) (813,529) (691,751) (696,753)

Expenditures for development costs

(882,022) (681,708) (755,415) (583,854)

Additions to other assets

(11,165) (156,672) (9,561) (134,182)

(11,912,269) (6,160,610) (10,202,354) (5,276,301) (4,262,529) (2,430,368) (3,650,675) (2,081,507) Cash flows from financing activities:

43

Cash inflows from financing activities: Proceeds from short-term borrowings

1,711,264 1,946,311 1,465,625 1,666,933

Proceeds from long-term borrowings

1,990 1,705 1,704 1,460

Proceeds from issuance of debentures

398,243 348,522 341,078 298,494

Proceeds from disposal of treasury stock

2,363 - 2,024 -

Proceeds from exercise of stock options

- 10,792 - 9,243

2,113,860 2,307,330 1,810,431 1,976,130

Cash outflows from financing activities: Repayment of short-term borrowings

(2,630,753) (1,028,817) (2,253,129) (881,138)

Repayment of current maturities of long-term debt

(300,742) (201,461) (257,572) (172,542)

Payment of cash dividends

(235,727) (276,005) (201,890) (236,387)

Acquisition of treasury stock

(25,424) - (21,775) -

(3,192,646) (1,506,283) (2,734,366) (1,290,067) (1,078,786)

801,047 (923,935) 686,063

2009 2008 2009 2008 (In millions) (In thousands) Net increase in cash and cash equivalents

￦ 503,235 ￦ 310,481 $ 431,000 $ 265,914

Cash and cash equivalents, beginning of year

1,756,546 1,446,065 1,504,407 1,238,493

Cash and cash equivalents atend

￦ 2,259,781 ￦ 1,756,546 $ 1,935,407 $ 1,504,407

3.3 INCOME STATEMENT

FOR THE YEARS ENDED DECEMBER 31, 2009 AND 2008

Translation into U.S. Dollars

2009 2008 2009 2008 (In millions, except per share amounts)

(In thousands, except per share amounts)

Domestic sales ￦ 16,067,005 ￦ 12,292,161 $ 13,760,710 $ 10,527,716

Export sales 15,792,322 19,897,625 13,525,456 17,041,474 31,859,327 32,189,786 27,286,166 27,569,190

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Cost of sales 24,884,768 25,058,647 21,312,751 21,461,671 Gross profit 6,974,559 7,131,139 5,973,415 6,107,519 Selling and administrative expenses

4,739,597 5,253,921 4,059,264 4,499,761

Operating income 2,234,962 1,877,218 1,914,151 1,607,758

Other income (expenses), net: Interest income, net

83,957 202,690 71,906 173,595

Loss on foreign exchange transaction, net

(46,560) (192,050) (39,877) (164,483)

Loss on foreign currency translation, net

(8,644) (57,025) (7,403) (48,839)

Gain on valuation of investment

1,337,086 21,217 1,145,158 18,171

Gain on disposal of investment

70,252 - 60,168 -

Loss on valuation of derivatives

(42,050) (130,929) (36,014) (112,135)

Rental and royalty income

265,364 173,349 227,273 148,466

Loss on disposal of accounts receivable

(75,974) (108,485) (65,069) (92,913)

Gain (loss) on disposal of property, plant and equipment, net

2,128 (36,030) 1,823 (30,858)

Impairment loss on intangibles

(139,621) - (119,579) -

Gain on disposal of short-term investment securities, net

65,513 1,314 56,109 1,125

Gain (loss) on disposal of long-term investment securities

264 (46,636) 226 (39,942)

Other, net. 34,635 90,379 29,662 77,407 1,546,350 (82,206) 1,324,383 (70,406) Income before income tax

3,781,312 1,795,012 3,238,534 1,537,352

Income tax expense

819,803 347,108 702,127 297,283

Net income ￦ 2,961,509 ￦ 1,447,904 $ 2,536,407 $ 1,240,069

Basic earnings per common share

￦ 10,890 ￦ 5,325 $ 9.33 $ 4.56

Diluted earnings per ￦ 10,890 ￦ 5,319 $ 9.33 $ 4.56

45

common share

CHAPTER-4

LESSONS LEARNT

4. 1 Following is the overall experience I got while working:

4.1.1 I joined Hyundai Motor India Limited (HMIL)

46

as a summer trainee in the session 1st of June to 31st of July. During my summer

internship in HMIL. I have come to know the work culture of an organization in a

practical manner. The training has helped me a lot in understanding the realities of the

outside world. Though I had theoretical inputs from books and class but the training

gave me a wonderful real life experience of how a company works.

4.1.2

1) Training Details and learnings

1) Corporate Culture: We got to learn various norms followed at a corporate

house like:

a) The employees at HYUNDAI motors shared good inter-personnel

relationships. They were always ready to help and guide each other.

2) Real exposure to the working of the corporate world helped me in comparing

my theoretical input with the real work environment.

3) It helped me in improving my communication skill and presentation skills.

4) I learnt some hidden facts about how to convince customers to buy our

products.

5) I also learnt about how to give different facilities to the customers so as to

maintain a long term relationship with them.

6) I learnt facts about sales strategies

7) Personal and professional life are like two wheels of the same cart . If any on

eof them malfunctions then the other will get disturbed. So its really important

to maintain a proper balance between these two. During the summer training I

learnt how the employees maintain aproper balance between their personal and

professional life.

47

8) Sales of the of the company’s product is very important in order to keep the

company functioning .I learnt a good number of techniques to motivate the

sales person to increase the sales

9) Apart from the allotted projects, I also learnt a lot about Organizational

Culture. Working with people from different areas taught me a lot of

managerial as well as personal skills that are definitely very helpful for my

future.

10) During my training I learnt how to plan the activities regarding different work

and develop the techniques to solve the problem

2.) MGT:

MGT in all business areas and organizational activities are the acts of getting people together to accomplish desired goals and objectives. MGT comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Because organizations can be viewed as systems, MGT can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to 'manage' oneself, a pre-requisite to attempting to manage others

Relationship with Customers: Customer relationship MGT (CRM) is a broadly recognized, widely-implemented strategy for managing and nurturing a company’s interactions with customers, clients and sales prospects. It involves using technology to organize, automate, and synchronize business processes—principally sales

48

activities, but also those for marketing, customer service, and technical support. The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service. Customer relationship MGT denotes a company-wide business strategy embracing all client-facing departments and even beyond. When an implementation is effective, people, processes, and technology work in synergy to increase profitability, and reduce operational costs.

3.)Team Work:

Team work is work performed by a team. The quality of teamwork may be measured by analysing the effectiveness of the collaboration in the following ways

1. communication

2. coordination

3. balance of contributions

4. mutual support

5. effort

4.) Sales:

A sale is the pinnacle activity involved in the selling products or services in return for money or other compensation. It is an act of completion of a commercial activity.

The seller - the provider of the goods or services - completes a sale in response to an acquisition or to an appropriation or to a request. There follows the passing of title (property or ownership) in the item, and the application and due settlement of a price, the obligation for which arises due to the seller's requirement to pass ownership. Ideally, a seller agrees upon a price at which he willingly parts with ownership of or any claim upon the item. The purchaser, though a party to the sale, does not execute the sale, only the seller does that. To be precise the sale completes prior to the payment and gives rise to the obligation of payment. If the seller completes the first

49

two above stages (consent and passing ownership) of the sale prior to settlement of the price, the sale remains valid and gives rise to an obligation to pay

5.) Manufacturing:

Manufacturing is the use of machines, tools and labor to make things for use or sale. The term may refer to a range of human activity, from handicraft to high tech, but is most commonly applied to industrial production, in which raw materials are transformed into finished goods on a large scale. Such finished goods may be used for manufacturing other, more complex products, such as household appliances or automobiles, or sold to wholesalers, who in turn sell them to retailers, who then sell them to end users - the "consumers".

Manufacturing takes turns under all types of economic systems. In a free market economy, manufacturing is usually directed toward the mass production of products for sale to consumers at a profit. In a collectivist economy, manufacturing is more frequently directed by the state to supply a centrally planned economy. In free market economies, manufacturing occurs under some degree of government regulation.

Modern manufacturing includes all intermediate processes required for the production and integration of a product's components. Some industries, such as semiconductor and steel manufacturers use the term fabrication instead. The manufacturing sector is closely connected with engineering and industrial design.

6.)Marketing:

Marketing is the process by which companies create customer interest in products or services. It generates the strategy that underlies sales techniques, business communication, and business development.[1] It is an integrated process through which companies build strong customer relationships and create value for their customers and for themselves.

Marketing is used to identify the customer, to keep the customer, and to satisfy the customer. With the customer as the focus of its activities, it can be concluded that marketing MGT is one of the major components of business MGT. Marketing evolved to meet the stasis in developing new markets caused by mature markets and overcapacities in the last 2-3 centuries. The adoption of marketing strategies requires businesses to shift their focus from production to the perceived needs and wants of their customers as the means of staying profitable.

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The term marketing concept holds that achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfactions.It proposes that in order to satisfy its organizational objectives, an organization should anticipate the needs and wants of consumers and satisfy these more effectively than competitors.

4.2 The practical knowledge which I have gained :

Outsourcing the manufacturing of different products.

Assembling the products to build Products for the end users.

Measuring the performance and Efficiency of the Product.

Marketing of the product.

Testing which includes road tests and emission tests

Finalising the product

Taking responsibility of services to be provided to the end users with maximum satisfaction level.

4.3 If any difficulties or bad experience faced and recommendations for other students whether they should be sent or not in this company in future

4.3.1 Automobiles have become an indispensable part of our lives, an extension of the human body that provides us faster, cheaper and more convenient mobility every passing day. Behind this betterment go the efforts of those in the industry, in the form

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of improvement through technological research. What actually lie behind this betterment of the automobiles are the opinions, requirements, likes and dislikes of those who use these vehicles. These wheeled machines affect our lives in ways more than one. Numerous surveys and research are conducted throughout the world every now and then to reveal one or the other aspect of automobiles, be it about the pollution caused due to vehicle population in cities, or rising motor accidents and causes, vehicular technology, alternative medicine and so on.

4.3.2 Personally I did not face any difficulties while performing my work , research and did not experienced any problems while undergoing my summer training. I am very thankful to my seniors in the organization , to my colleagues , to other employees that were chummy and helped me out in every case and made me have a pleasant stay over there while teaching and explaining things to me how the actual work is carried out and even appraised for my work. They were very co-operative.

4.3.3 I learned much from the “HYUNDAI MOTOR INDIA LIMITED” with panoptic vision along with even enjoyed working in different environment. I think it’s an ACE company . Any person who is looking for training or a job in mere future considering the automobile sector , I would like to recommend him/her to join and experience a challenging yet learning life with ‘ HYUNDAI MOTOR INDIA LIMITED’ where I took my training for 2 months. And all in all this company proved to be my benefactor. The most enduring part was the working environment.Here, you’re most likely to develop a good character, ability to make yourself over effective and efficient , learn the MGT and administration, the ground level work, the perfect environment and surroundings to work at.

Bibliography :

Marketing MGT

-Philip Kotler

Websites

-www.hyundaimotorindia.com

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-www.indiacar.com

-www.india.net

-www.cybersteering.com

-www.google.com

-www.automeet.com

Magazines

-Business World

Newspapers

-Economic Times

-Business Standard

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