final project report on hundai

8/10/2019 Final Project Report on Hundai

http://slidepdf.com/reader/full/final-project-report-on-hundai 1/53

INTRODUCTION:

Introduction

The Indian automotive component industry is dominated by around 500 players which accountfor more than 85% of the production. The turnover of this industry has been growing at a

mammoth 28.05% per annum from 2002-0 onwards as illustrated in !ig which clarifies its

emergence

as one of India"s fastest growing manufacturing sectors. #uring $ 0s& the auto components

mar'et in India used to be dominated by supplies to the aftermar'et with only 5% e(ports

sourced by global Tier $ )*+s ,)riginal * uipment +anufacturers . The industry made a

sustained shift to the global Tier $ mar'et and today& the component manufacturers supply /5%

of their e(ports to global Tier $ )*+s and the remaining to the aftermar'et. This is largely due

to the growing capability of The Indian component suppliers in understanding technical

drawings& conversance with global automotive standards& economically attractive costs

,manufacturing costs are 25%- 0% lower than its western counterparts & fle(ibility in small

batch production and growing information technology application for design& development and

simulation.

esides The burgeoning demand of auto components from global ma1ors& the domestic

automobile industry has been showing a spar'ling growth caused by increasing customer base

and affordable loans. ased on this& the turnover of The Indian auto component industry is

e(pected to touch 34 $8./ billion by 200 and estimated to reach 34 0 billion by 20$ .

$



Overview of Indian Automobile Industry

The liberali6ed policies of The Indian 7overnment paved towards steady evolution of India as a

stable and mar'et driven economy with the real 7ross #omestic roduct growth in e(cess of 8%&

foreign e(change reserves crossing The 4$50 billion mar'& growing value of Indian 9upeecompared to 3 dollar and reducing inflation rate. $00% !oreign #irect Investment& absence of

local content regulation& manufacturing and imports free from licensing : approvals in The

automobile sector

coupled with customs tarifforauto components reducing to $2.5% resulted in increased number

of multinationals establishing Their bases in India and with e(port mar'ets loo'ing up& The

Indian automobile industry is poised for a phenomenal growth. The automobile production in the

sub-continent has been growing steadily ; $8.5 % per annum from 2002-0 onwards with totalvehicle production standing at a mammoth $&00& $&2 < nos. in 2005-0<.

=mong The automobiles& 2 wheelers account for /5.//%& cars about $$.0 %& wheelers to the

tune of . %& tractors about 2. 5%& buses : truc's constitute 2.$ %& +ulti tility >ehicles

2



,+ >s to The tune of $. <% and ?ight @ommercial >ehicles ,?@>s about $./$% of The total

number of automobiles produced in the country. resently& India is the second largest mar'et

after @hina for two : three wheelers.

In tractors production& India is one of the two largest manufacturers in the world along with@hina. The subcontinent stands as the th largest producer of truc's in the world. @oming to The

passenger car segment& the country is positioned $$th in car production in the world. The Indian

passenger car mar'et is far from being saturated leaving ample opportunity for volume growth

since the per capita car penetration per $000 is only / compared to 500 in 7ermany. The

production of cars in The country has been growing at a mammoth 2/.58% per annum from

2002- 0 onwards. In general& cars are broadly classified as +ini& @ompact& +id-3i6e& *(ecutive

: remium varieties. There has been a steady rise in compact car production from &000 in

2002-0 to /$5&000 in 2005- 0<& mid-si6e cars from $22&000 to 20 &000 nos.& e(ecutive cars

from 2000 to 2 &000 nos. and premium variety cars from 000 in 2002-0 to 5000 nos. in 2005-

0<. The mini car segment production reduced from $50&000 in 2002-0 to 8&000 nos. in 2005-

0<. These statistics vividly reveal the increasing capacity of The Indian customer& thus driving

The passenger car demand rapidly up The price ladder. =nalysts speculate car production in The

sub-continent to touch $5/5&000 in 200 and 2<5 &000 by 20$ . @ars and + >s e(ports rose

from /2&000 in 2002-0 to reach $/<&000 nos. in 2005-0< with growth ; 8.$55 per annum from

2002-0 onwards.

)ut of The two wheelers produced in India& motorcycles account for 8$.5 %& scooters about

$ . 2% and mopeds to the tune of . % of the total production. The production statistics which

shows The growth of 2wheelers ; $<.58% per annum from 2002-0 onwards. )ut of this&

motorcycles have e(hibited production growth ; $ . % per annum& scooters ; <./ % per

annum : mopeds ; 2.<5% per annum from 2002-0 onwards. Two wheeler production units in

India constitute of Aapanese )*+3 ,)riginal * uipment +anufacturers which include Bero

Bonda +otors& Bonda +otorcycle : scooter India , ?td.& Camaha +otor India , ?td. :

3u6u'i +otorcycle India , ?td. and Indian )*+s consisting of a1a1 =uto ?td. & T > 3 + o t o

r @ompany ?td.& ?+? ?td.& Dinetic *ngineering ?td.& +a1estic =uto ?td.& Dinetic +otor

@ompany ?td. and 9oyal *nfield of *icher ?td.



)ut of the aforementioned& Bero Bonda accounts for .55%& a1a1 =uto about 2<.8/%& T>3

+otors $/. 8%& Bonda +otors /. %& Camaha +otors .2/%& ?+? $. $% and The remaining

2. 8% of The total 2 wheelers production in The country. The e(ports of two wheelers made a

significant growth from a level of $80&000 in 2002-0 to reach 5$ &000 nos. in 2005-0<. The

latest estimates put up production of 2 wheelers to $ .< million by 200 .

The production of +ulti tility >ehicles ,+@>s has been showing spar'ling growth ; 2 .8 %

per annum& ?ight @ommercial >ehicles ,?@>s ; 5. % and +edium : Beavy @ommercial

>ehicles

,+ : B@>s ; 2/. % per annum from 2002-0 onwards in India. Industry analysts put up

+ >s production to reach 20/&000 in 200 and 2//&000 in 20$ . @ommercial vehicle e(ports

made a steady growth from a level of $$&000 in 2002- 0 to $&000 in 2005-0<. Themanufacturing units for four wheelers in India constitute of Aapanese )*+s covering +aruti

dyog ?td.& Byundai +otor , ?td.& Bonda 3iel cars India ?td. : 3wara1 +a6da ?td.& Indian

)*+s consisting of Tata +otors ?td.& +ahindra : +ahindra ?td.& =sho' ?eyland ?td.& !orce

+otors ?td.& *icher + o t o r s ? t d . : Bindustan +otors ?td.& Dorean )*+ Byundai +otor

India ?td.& =merican )*+s which include 7eneral +otors India , ?td. : !ord India , ?td.

and *uropean )*+s consisting of 3'oda =uto India , ?td.& #aimler @hrysler India , ?td.&

>olvo India , ?td.& Tatra Truc's India ?td. : !iat India , ?td. resently& +aruti dyog

accounted for .2 %& Tata +otors 2<.$ %& Byundia +otors$5.$ %& +ahindra : +ahindra

/. /%& =sho' ?eyland ./8%& Byundai 2.<$%& Bonda 3iel @ars 2. 0%& !orce +otors 2.08%&

7eneral +otors $./8%& !ord India $.5/%& *icher +otors $. $% and oThe rs 2. % of The total

production of four wheelers in India.

The tractors production in the country has been ma'ing a steady growth ; 25.80% and three

wheelers ; $ % per annum from 2002-0 onwards. The Indian automobile industry is flooded

with huge investments involving green field and brown field pro1ects.

Byundai plans to set up a ?@> plant at une& India. Byundai would be investing 34 .2 billion

for starting production of small cars : 3u6u'i plans to invest 34 $.< billion in India.



Isu6u +otor : Eissan +otor belonging to Bitachi ?td. )f Aapan would begin manufacturing

cars in India.

Tata +otors is setting up its novel small car production facility near Dol'ata. Byundai plans to

ma'e India an e(port base for small cars. Telecon is investing about 34 5 million for production of earth moving vehiclesFcomponents at Dharagpur in India. =lso& Bonda

+otorcycles : scooters have ambitious plan for ma'ing this sub-continent a hub for two

wheelers e(ports. =ll These forward towards further increase in demand for auto components.

Auto Components Production Ran e In India

India is bestowed with e(cellent infrastructure for production of auto components. There are

various national and multinational companies in the country that have put up state of art auto

component manufacturing facilities. The production range of auto components in India. !or

many of the auto components& steel remains the dominant material due to its versatility providing

a wide range of properties through the choice of appropriate combination of composition and

processing.

=long with The above& long term availability of raw materials& good recycling ability& a

relatively favourable price and The large e(perience based 'nowledge favour steel as a choice for

use in auto component manufacturing.

The steel re uirements in general for engine parts such as fan& pulley& piston pin : oil fan are

met by low carbon steels& medium carbon steelsFalloy steels based on re uisite mechanical

properties are applied for cran'shafts& connecting rods& roc'er arm shafts e t c . Ghile low

carbonFlow carbon alloy case hardening steels are u s e d f o r moderatelyFseverely stressed

components. Transmission parts such as input shaft& output shaft& front a(le& rear a(le& 'ic' down

: reverse bands& pinion shafts& clutch discs : plates& automatic transmission components etc. are

made with medium carbonFalloy steels while The gears are made of low carbonFlow carbon alloy

case hardening steels. 3uspension and steering parts such as 'nuc'le ball studs& arm sector shafts&

arm parts& pitman : idler arms& struts& tie rod ends& ball 1oint studs& center lin' etc. are either

made of medium carbon steel or alloy steel depending upon The conferred properties& spring

steels for suspension springs while low carbon case hardening steels are applied for components

5



that re uire wear resistance. >arious low carbonFlow carbon alloy steels are used for rivets& bolts&

nuts : other fastener items. 3teel re uired for chassis components are met with cold forming :

wieldable low carbonFmicro alloyed steel sheetsFplates while deep drawing : e(tra deep drawing

varieties of steel sheets are employed for body.

3teels are shaped& formed& heat treated andFor machined into automotive components fulfilling

The specific design criteria re uiring critical set of properties li'e strength : toughness& fatigue

: fracture resistance& wear resistance& corrosion resistance etc. Technology of machining&

fabricating or forming of engineering components has undergone rapid changes with the advent

of @omputer

=ided +anufacturing systems and robotics. @onse uently& the auto component manufacturers

re uire the highest degree of consistency in the uality of the steels both metallurgical anddimensional. =lso& the changes in customer e(pectations for lighter& more powerful : fuel

efficient vehicles with greater degrees of reliability : safety will continuously drive The steel

industry towards development and manufacturing of steel with closer band of metallurgical

properties& physical properties& leaner alloy compositions& higher strength to weight ratio etc. at

The most competitive prices.

Today& automobile sector accounts for /% of the total steel consumed in India. The spar'ling

growth of the automotive component industry and the automobile industry in India translates into

a tremendous potential and opportunity for domestic steel producers to cater to the needs of these

industries where steel is the most vital input.

India *merging as Bub for =uto @omponents Indian auto component industry is fast emerging as

an attractive )*+ : Tier $ supplier. The auto component e(ports from India rose from a mere

34 0./<0 billion in 2002-0 to 34 $.8 billion in 2005-0< showing growth ; 5.<$% per

annum from 2002-0 onwards. In 2005-0<& about <% of the component e(ports headed for

*urope& 2<% for =merica& $<% for =sia& $0% to =frica& $0% to +iddle *ast& $.5% to )ceania

and others account for 0.5% of the total e(ports.

ased on The spar'ling growth in demand for auto components& global auto ma1ors and domestic

giants have been investing heavily in India because of India"s competitive advantage.

<



=ccordingly& the total investment in Indian auto component industry has been showing a

tremendous growth ; 22.$2% per annum from 2002-0 onwards. The investment is e(pected to

rise further with huge strides. =mong various investments pumping in India& auto parts ma'er

9obert osch of 7ermany will investment 34 20$. million in its Indian subsidiaries over two

years with bul' of investment in +otor Industries @o. ?td.,+I@) . Bitachi ?td. of Aapan is planning to start auto component manufacturing in India with its ) * + s - I s u 6 u +otor :

Eissan +otor to begin manufacturing cars in India. 7DE #riveline& a wing of D based auto c o

m p o n e n t manufacturer 7DE plans to open a new manufacturing facility in India. #ubai

based auto ancillary arts International @ompany plans to invest about 34 .< million in India

over three years which includes setting up a manufacturing facility to service e(ports to @I3 :

3==9@ countries. !iat India has been ta'ing various measures to become a global sourcing hub

for components by e(porting components worth 34 8. million last year to its operations in

3outh =frica and plans to source components worth 34 200 million. Byundai already invested

34 $ / million to supply transmission system& gear bo(es& a(les& propeller shafts and

aluminium pressure die casting products to global operations. #elphi is planning to source

components such as piston rods& steering system& drive shafts& catalytic converter& stampings in

power train& sheet metalFstampings for chassis and electrical parts li'e wiring harnesses :

armature motors worth 34 250 million by 200/. 7eneral +otors which presently is sourcing

components worth 34 < million from Indian suppliers intends to ship parts worth 34 $ billion

for its global production units by 20$0 and The components include cran'shaft forgings& radiator

caps& gear bo(es& leaf springs& wiring harnesses : cables. !ord +otors plan to source

components li'e steering columns& alloy wheels& cran'shafts& e(haust parts& complete engines for

ID)E model& radiators& springs& castings& forgings& leaf springs& body panel& horns& dash board

assembly& starters& alternators : door trims from The present level of 34 $50 million to around

34 <00 million by 200 from India. >isteon which had already invested 34 5< million is

sourcing components for e(terior& instrument& cluster assembly : bumpers& =@ system& starters&

motors& alternators and panel instrument assembly from India.

=long with this& over 20 )*+s have set up International urchasing )ffices ,I )s in India for

components and the figure is e(pected to double by 20$0.

/



@onsidering the above& Indian auto component manufacturers are substantially increasing

investments in production capacities& establishing partnerships in India : abroad and have been

investing in or ac uiring companies overseas. In continuation with this& global multi nationals

are shifting automotive design centers into India with India evolving as an e(cellent automotive

9 : # base for prototyping& testing& validating and production of auto components caused bye(cellent IT s'ills : e(emplary automotive domain 'nowledge.

8



CO!PAN" PRO#I$%

1.1 A&OUT '"UNDAI !OTOR( INDIA $I!IT%D

Byundai +otor India ?imited ,B+I? is a wholly owned subsidiary of Byundai +otor @ompany ,B+@ & 3outh Dorea and is the largest passenger car e(porter and the second

largest car manufacturer in India. B+I? presently mar'ets < models of passenger cars

across segments. The =2 segment includes the 3antro& i$0 and the i20& the = segment

includes the =ccent and the >erna& the =5 segment includes the 3onata Transform.

B+I?Hs fully integrated state-of-the-art manufacturing plant near @hennai boasts of the

most advanced production& uality and testing capabilities in the country. To cater to

rising demand& B+I? commissioned its second plant in !ebruary 2008& which produces

an additional 00&000 units per annum& raising B+I?Hs total production capacity to

<00&000 units per annum.

In continuation with its commitment to providing Indian customers with cutting-edge

global technology& B+I? has set up a modern multi-million dollar research and

development facility in the cyber city of Byderabad. It aims to become a centre of

e(cellence for automobile engineering and ensure uic' turnaround time to changing

consumer needs.

=s B+@Hs global e(port hub for compact cars& B+I? is the first automotive company in

India to achieve the e(port of $0 la'h cars in 1ust over a decade. B+I? currently

e(ports cars to more than $$0 countries across * & =frica& +iddle *ast& ?atin =merica&

=sia and =ustralia. It has been the number one e(porter of passenger car of the country

for the si(th year in a row.

To support its growth and e(pansion plans& B+I? currently has a 2 0 strong dealer

networ' and 580 strong service points across India& which will see further e(pansion in

20$0.

$0



To support its growth and e(pansion plans& B+I? currently has a 2 0 strong dealer

networ' and 580 strong service points across India.

1.2 CO!AN")( 'I(TOR"

The beginning of Byundai +otor @ompany dates to =pril $ < when founder& Au-Cung @hung

established Byundai =uto 3ervice in 3eoul& 3outh Dorea at The age of $ years. The name

Byundai was chosen for its meaning which in *nglish translates to modern.J The Byundai logo

is symbolic of The @ompany"s desire to e(pand. The oval shape represents The @ompany"s

global e(pansion and The styli6ed KBK is symbolic of two people ,The @ompany and customer

sha'ing hands.

Byundai +otor India ?imited was formed in < +ay $ < by The Byundai +otor

@ompany of Dorea. The first production plant was established in Irrungattu'otai

near @hennai&India .

B+I?"s first car& The Byundai 3antro was launched in 2 3eptember $ 8 and was a runaway

success. Githin a few months of its inception B+I? became The second largest automobile

manufacturer and The largest automobile e(porter in India.

Byundai sells several models in India& The most popular being The 3antro Ling & i$0 and

The i20.)The9 models Include 7et6 rime &=ccent &>erna T9=E3!)9+& Tucson & and

The 3onata Transform .

$$

http://en.wikipedia.org/wiki/Hyundai_Motor_Company



http://en.wikipedia.org/wiki/Chennai

http://en.wikipedia.org/wiki/India


http://en.wikipedia.org/wiki/Hyundai_Santro


http://en.wikipedia.org/wiki/Hyundai_Santro_Xing


http://en.wikipedia.org/wiki/Hyundai_i10


http://en.wikipedia.org/wiki/Hyundai_Click

http://en.wikipedia.org/wiki/Hyundai_Accent

http://en.wikipedia.org/wiki/Hyundai_Verna

http://en.wikipedia.org/wiki/Hyundai_Tucson

http://en.wikipedia.org/wiki/Hyundai_Sonata


http://en.wikipedia.org/wiki/Chennai






http://en.wikipedia.org/wiki/Hyundai_Click

http://en.wikipedia.org/wiki/Hyundai_Accent

http://en.wikipedia.org/wiki/Hyundai_Verna

http://en.wikipedia.org/wiki/Hyundai_Tucson






1.3 CO!PAN")( *I(ION

The companyHs motto is K Innovation for Customers K. The companyHs vision is five core

strategiesM global orientation& respect for human values& customer satisfaction& technology

innovation& and cultural creation. They have a desire to create an automobile culture of putting

customer first via developing humanNcentered and environmentNfriendly technological

innovation.

The companyHs striveHs to create a more affluent lifestyle for humanity& and contribute to the

harmony and co-prosperity with shareholders& customers& employees and other sta'eholders in

The automobile industry.

The spirit of creative challenge of the company has been a driving force in leading B+I? to

where it is today. It is the permanent 'ey factor for B+I? to actively respond to change in the

companyHs the management system and see' creative and selfNinnovative system. The spirit of

creative challenge& creates profits& The primary ob1ective of a private enterprise. !urthermore&

the companyHs ta'es responsibility for The environment and society and provide benefits to all

sta'eholders including shareholders& customers& e(ecutives& employees& suppliers& and

communities.

$2



Corporate P+ilosop+y

!ana ement P+ilosop+y

Gith the spirit of creative challenge& we will strive to create a more affluent lifestyle for

humanity& and contribute to the harmony and co-prosperity with shareholders& customers&

employees and other sta'eholders in the automobile industry.

The spirit of creative challenge has been a driving force in leading B+@ to where it is today.

It is the permanent 'ey factor for B+@ to actively respond to change in the management system

and see' creative and selfNinnovative system. Gith the spirit of creative challenge& we create

profits& the primary ob1ective of a private enterprise. !urthermore& we ta'e responsibility for the

$



environment and society we belong to& and offer sustainable mobility in order to implement our

corporate philosophy and provide benefits to all sta'eholders including shareholders& customers&

e(ecutives& employees& suppliers& and communities. *ision Ge announced KInnovation for

@ustomersK as

our midNto longNterm vision with five core strategiesM global orientation& respect for human

values& customer satisfaction& technology innovation& and cultural creation. Ge desire to create an

automobile culture of putting customer first via developing humanNcentered and environmentN

friendly technological innovation.

!ana ement Policy

$



ased on a respect for human dignity& we ma'e efforts to meet the e(pectations of all

sta'eholders including customers and business partners by building a constructive relationship

amongst management& labor& e(ecutives and employees. =lso& we focus on communicating our

corporate

$5



values both internally and e(ternally& and gaining confidence from all sta'eholders.

$<



+id-and ?ong-term 3trategies. Ge developed five midNand longNterm strategiesM global

management& higher brand values& business innovation& environmental management& and

strengthening product competitiveness. *specially& we selected environmental management as

one of our strategies to meet the needs of our sta'eholders and the society we belong to. Ge also

intend to promote sustainability development and preservation of the environment.

!,# D%*%$OP!%NT(

The +7! #evelopments has been ma'ing a difference to Indian lifestyle and development for

over seven decades. )ur longevity and success represents an unmatched commitment to our

customers& our business and our employees. !rom being the pioneers in the Bire urchase and

?easing business& the +7! #evelopments today is ma'ing a difference in 9eal *state

#evelopment and =utomobiles #istribution ventures across India.

A&OUT !,#

+7! #evelopments is a leading player in the field of retail real estate and property development

in India& and has brought in international standards in commercial comple(es and shopping

malls. It was first in the sector to introduce the concept of condominiums in the country. Today& it

is one of the largest shopping mall developers in the Eational @apital 9egion& with almost

million s .ft. of retail space under development. 3ome of +7! #evelopmentsH landmar' pro1ects

include the +etropolitan& The la6a and the @ity 3 uare +all in 7urgaon in 200 . It is an

organi6ation that in many ways has been a model for a host of new companies entering the field.

+7! Byundai is one of the leading names in =utomobiles dealership of Byundai. +otor India

?td located at $& Ahandewalan& !ai6 9oad& Eew #elhi. The centrali6ed location of the showroom

effectively covers whole of #elhi in Eorth& *ast& Gest : 3outh and providing dedicated professional after sales service to our esteemed customers by having service centers at 7.T.

Darnal 9oad& atpargan1& +ayapuri and )'hla.

+7! +ayapuri service station is also the training hub for all Eorth Indian Byundai 3ervice

stations.

$/



+7! Byundai is having highly professional : motivated team& dedicated leaders providing their

prompt& efficient services to our customers with utmost priority being the Ouality of 3ervice and

@ustomer 3atisfaction. )ur longevity and success represent an unmatched commitment to our

esteemed customers& solid 'nowledge of the Indian +ar'et and to a certain e(tent our

competitive advantage with our large customer database& distribution networ' and customer services.

*I(ION AND !I((ION

=t a time when India was awa'ening to the call of freedom& +7! was ta'ing a revolutionary

step that would help hasten the country"s development. Today& the +7! #evelopments portfolio

spans the entire spectrum of small& medium and large-scale e uipment finance as well as big

tic'et leasing& vehicle financing& =utomobiles dealerships& factoring services& consumer finance&and infrastructural development. The +7! #evelopments brings international e(pertise& cutting-

edge technology and global scale of operations to deliver $00 percent satisfaction to its

customers& clients and employees. The +7! #evelopments vision is to be recogni6ed asM

The preferred provider of services and integrated solutions in all its areas of operation

= diverse team of talented professionals with e(pertise in selected segments

=n employer of choice& fostering a culture that values #edication& 9espect and @ontinuous

Improvement

$8



!AR-%TIN,

Ghat is mar'etingP

There are many different definitions of mar'eting. @onsider some of The following alternative

definitionsM

The all-embracing function that lin's The business with customer needs and wants in order to

get The right product to The right place at The right timeJ

The achievement of corporate goals through meeting and e(ceeding customer needs better than

The competitionJ

The management process that identifies& anticipates and supplies customer re uirements

efficiently and profitablyJ

+ar'eting may be defined as a set of human activities directed at facilitating and consummating

e(changesJ

Ghich definition is rightP In short& They all are. They all try to embody The essence of

mar'etingM

Q +ar'eting is about meeting The needs and wants of customersR

Q +ar'eting is a business-wide function N it is not something that operates alone from other

business activitiesR

$



Q +ar'eting is about understanding customers and finding ways to provide products or services

which customers demand

To help put things into conte(t& you may find it helpful to often refer to The following diagram

which summarises The 'ey elements of mar'eting and Their relationshipsM

20



C%O: +r. @hung +ong-Doo

&oard of Directors:+ong Doo @hung#ong Ain DimAeong- In ar' Ceo N @hul Coun9udiger 7rubeDarry @hoDwang-Eyun Dimyung ar' II

#ong Di Dim+asao +iyamoto#ong DimAeon 3oo

'%AD O##IC%: Cangiae-dong& 3eoul& Dorea

R%,IONA$ O##IC%(: *astM Dol'atta& Gest engal

GestM +umbai

3outhM @hennai& EorthM Eew #elhi

2$



!AR-%TIN, CONC%PT AND ORI%NTATION

It is a fundamental idea of mar'eting that organisations survive and prosper through meeting The

needs and wants of customers. This important perspective is commonly 'nown as The mar'eting

concept.

The mar'eting concept is about matching a @ompany"s capabilities with customer wants. This

matching process ta'es place in what is called The mar'eting environment.

usinesses do not underta'e mar'eting activities alone. They face threats from competitors& and

changes in The political& economic& social and technological environment. =ll These factors have

to be ta'en into account as a business tries to match its capabilities with The needs and wants of its target customers.

=n organisation that adopts The mar'eting concept accepts The needs of potential customers as

The basis for its operations. 3uccess is dependent on satisfying customer needs.

Ghat are customer needs and wantsP

= need is a basic re uirement that an individual wishes to satisfy.

22



eople have basic needs for food& shelter& affection& esteem and self-development. +any of

These needs are created from human biology and The nature of social relationships. @ustomer

needs are& Therefore& very broad.

@ustomer needs are broad& customer wants are usually uite narrow.

= want is a desire for a specific product or service to satisfy The underlying need.

@onsider this e(ampleM

@onsumers need to eat when they are hungry. Ghat they want to eat and in what 'ind of

environment will vary enormously. !or some& eating at +c#onalds satisfies the need to meet

hunger. !or others a microwave ready-meal meets the need. 3ome consumers are never satisfied

unless Their food comes served with a bottle of fine @hardonnay.

@onsumer wants are shaped by social and cultural forces& The media and mar'eting activities of

businesses.

This leads onto another important concept - that of customer demandM

@onsumer demand is a want for a specific product supported by an ability and willingness to pay

for it.

!or e(ample& many consumers around the globe want a +ercedes. ut relatively few are able

and willing to buy one.

usinesses therefore have not only to ma'e products that consumers want& but They also have to

ma'e Them affordable to a sufficient number to create profitable demand.

2



usinesses do not create customer needs or The social status in which customer needs are

influenced. It is not +c#onalds that ma'es people hungry. Bowever& businesses do try to

influence demand by designing products and services that are

Q=ttractiveQGor'well

Q=reaffordable

Q =re available

usinesses also try to communicate The relevant features of Their products through advertising

and other mar'eting promotion.

!AR-%TIN, (TRAT%," O# 'UNDAI

The mar'eting mi( is generally accepted as The use and specification of The four s describing

The strategic position of a product in The mar'etplace. )ne version of The origins of The

mar'eting mi( starts in $ 8 when Aames @ulliton said that a mar'eting decision should be a

result of something similar to a recipe. This version continued in $ 5 when Eeil orden& in his

=merican +ar'eting =ssociation presidential address& too' The recipe idea one step further and

coined The term "+ar'eting-+i(". = prominent mar'eter& *. Aerome +c@arthy& proposed a

classification in $ <0& which would see wide popularity. The four s concept is e(plained in

most mar'eting te(tboo's and classes.

D%#INITION

=lthough some mar'eters have added other s& such as personnel and pac'aging& The

fundamentals of mar'eting typically identifies The four s of The mar'eting mi( as referring toM

roduct -=n ob1ect or a service that is mass produced or manufactured on a large scale with a

specific volume of units. = typical e(ample of a mass produced service is The hotel industry. =

less obvious but ubi uitous mass produced service is a computer operating system. Typical

e(amples of a mass produced ob1ects are The motor car and The disposable ra6or.

2



rice N The price is The amount a customer pays for The product. It is determined by a number

of factors including mar'et share& competition& material costs& product identity and The

customer"s perceived value of The product. The business may increase or decrease The price of

product if other stores have The same product.

lace N lace represents The location where a product can be purchased. It is often referred to as

The distribution channel. It can include any physical store as well as virtual stores on The

Internet.

romotion N romotion represents all of The communications that a mar'eter may use in The

mar'etplace. romotion has four distinct elements - advertising& public relations& word of mouth

and point of sale. = certain amount of crossover occurs when promotion uses The four principal

elements together& which is common in film promotion. =dvertising covers any communicationthat is paid for& from television and cinema commercials& radio and Internet adverts through print

media and billboards. )ne of The most notable means of promotion today is The romotional

roduct& as in useful items distributed to targeted audiences with no obligation attached. This

category has grown each year for The past decade while most other forms have suffered. It is The

only form of advertising that targets all five senses and has The recipient than'ing The giver.

ublic relations are where The communication is not directly paid for and includes press

releases& sponsorship deals& e(hibitions& conferences& seminars or trade fairs and events. Gord of

mouth is any apparently informal communication about The product by ordinary individuals&

satisfied customers or people specifically engaged to create word of mouth momentum. 3ales

staff often plays an important role in word of mouth and ublic 9elations.

roadly defined& optimi6ing The mar'eting mi( is The primary responsibility of mar'eting. y

offering The product with The right combination of The four s mar'eters can improve Their

results and mar'eting effectiveness. +a'ing small changes in The mar'eting mi( is typically

considered to be a tactical change.

+a'ing large changes in any of The four s can be considered strategic. !or e(ample& a large

change in The price& say from 4$ .00 to 4 .00 would be considered a strategic change in The

position of The product. Bowever a change of 4$ $ to 4$ 0. would be considered a tactical

change& potentially related to a promotional offer.

25



!AR-%T R%(%ARC'

+ar'et research is for discovering what people want& need& or believe. It can also involve

discovering how They act. )nce that research is complete it can be used to determine how to

mar'et your specific product. +9-=nywhere is a very good platform for mar'et research andanalysis

!or starting up a business There are a few things that are importantM

+ar'et information

+ar'et information is ma'ing 'nown The prices of The different commodities in The mar'et&

The supply and The demand. Information about The mar'ets can be obtained in several different

varieties and formats.

*(amples of mar'et information uestions areM

Gho are The customersP

Ghere are They located and how can They be contactedP

Ghat uantity and uality do They wantP

Ghen is The best time to sellP

!AR-%T (%,!%NTATION

+ar'et segmentation is The division of The mar'et or population into subgroups with similar

motivations. Gidely used bases for segmenting include geographic differences& personality

differences& demographic differences& use of product differences& and psychographic differences.

!ar.et trends

The upward or downward movements of a mar'et& during a period of time. The mar'et si6e is

more difficult to estimate if you are starting with something completely new. In this case& you

will have to derive The figures from The number of potential customers or customer segments.

2<



ut besides information about The target mar'et you also need information about your

competitor& your customers& products etc. = few techni ues areM

@ustomer analysis 9is' analysis

roduct research @hoice +odeling

=dvertising research @ompetitor analysis

Product !i/ of 'yundai

'yundai Car !odels

(ANTRO

%/0(+owroom Prices for D%$'I

!odel %/0(+owroom Prices 1Rs23

3antro Eon=F@ ,3olid 2/ &$8<

2/



3antro Eon=F@ ,+etallic 2//&<88

3antro 7? ,3olid 0&8/$

3antro 7? ,+etallic & <5

3antro 7?3 ,3olid <$&

3antro 7?3 ,+etallic < & 5

3antro 7?3 =udio ,3olid < &22

3antro 7?3 =udio ,+etallic /2&/2<

I 45

%/0(+owroom Prices for D%$'I !odel %/ s+owroom prices 1Rs3

i 45 424 IRD%

#-?ite ,3olid /&< 5

*ra ,+etallic 8/&205

28



+agna ,3olid 8&085

i 45 426$ -appa

+agna ,3olid $$& $

3port6 7?3,+etallic &2 0

+agna =T,3olid 58&2$/

=sta =T G3 7?3,+etallic 5<$&58$

I 65

%/0(+owroom Price for D%$'I

!odel 1Petrol3 %/ s+owroom price 1Rs3

i20 *ra , 3 I> 5 &

i20 +agna , 3 I> & 5

i20 3port6 )ption , 3 I> 5$8& 0

2



i20 3port6 , 3 I> 5 &

i20 =sta , 3 I> 5/5&

i20 $.2? =sta ,) wF 3unroof , 3 I> <20&

i20 $. ? =sta =T , 3 I> /50& 0

i20 $. ? *ra , 3 I> 5/5&$00

i20 $. ? +agna , 3 I> <$5&0

i20 $. ? 3port6 )ption , 3 I> < 0&$02

i20 $. ? 3port6 , 3 I> <55&$00

i20 $. =sta , 3 I> < /&$0

ACC%NT


0




=ccent *L*@ TI>* & 00

=ccent *L*@ TI>* - ? 7 5 <&<

*%RNA

%/0(+owroom Price for D%$'I

!odel %/0(+owroom Price 1Rs23

$



>erna $.< >T>T , 3 I> <5/& <

>erna $.< >T>T GITB = #I) , 3 I> </5&80

>erna $.< 3L >T>T , 3 I> /5$&8<

>erna $.5 @9#i >7T , 3 I> /8 & 50

>erna $.5 @9#i >7T GITB = #I) , 3 I> 80/&8 $

>erna $.5 3L @9#i >7T , 3 I> 858&<2/

>erna $.5 3L @9#i >7T =T , 3 I> 2 &0$

(ONATA

2





3onata 2. +T !? with < =ir ag $& < & /8

3onata @9#i ,+T Gith < =ir ag $&<$2& 00

3onata @9#i ,=T Gith < =ir ag $&/$ &

(7OT ANA$"(I(

(tren t+s:

@onvenient place.

@hange of genuine spare parts.

?arge space

Ouality service.

etter after sales service.

=ttending complaints promptly.

+aintaining customer relationship.

+ore sales promotional activities.



7ea.nesses:

Thin mechanic force

Gea' competitive strategies.

?ac' of latest technology

Bigh maintenance cost.

#elay in service

Opportunities:

*s tablished brand name.

Increased purchasing power of Indian @onsumer.

7rowing demand

?aunch of new products li'e i- 0 in the pipeline.

T+reats:

Increased competition.

?oss in mar'et share.

?ac' of latest mar'et information.

O&8%CTI*%( O# (TUD"

To 'now the feedbac' of customers regarding the services which are being provided by the

company.

2. To understand the importance of client relationship.



. To understand customer satisfaction regarding the products offered by the company.

. To find out the problems faced by customer.

5. To 'now the customer satisfaction towards the after sales service offers by +7! Byundai.

R%(%ARC' !%T'ODO$O,"

9esearch +ethodology is a systematic method of discovering new facts or verifying old facts&

their se uence& inter-relationship& casual e(planation and the natural laws which governs them. In

it we study the various steps that are generally adopted by a researcher in the studying his

research problem along with the logic behind them.

5



#ifferent stages involved in research consists of enacting the problem& formulating a hypothesis&

collecting the facts or data& analy6ing the facts and reaching certain conclusion either in the form

of solution towards the concerned problem or in generali6ation for some theoretical formulation.

Type of (ample Desi n: Audgment 3ampling

(ample (i9e M $00 ercent 9espondent of eople

In Researc+ !et+odolo y mainly Data plays an important role2

T+e Data is divided in two parts:

a rimary #ata.

b 3ec ondary #ata.

Primary Data is the data& which is collected directly by direct personal interview&

Interview& indirect oral investigation& Information received through local agents& #rafting a

schedule& drafting a uestionnaire.

(econdary Data is the data& which is collected fromM

• >arious boo's.

• +aga6ine and material.

• Internet

The data which is stored in the organi6ation and provide by the B9 people are also secondary

data. The various information is ta'en out regarding that sub1ect as well other sub1ect from

various sources and stored. The last years data stored can also be secondary data. This data is'ept for the internal use of the organi6ation.

The B9 manual is for the internal use of the organi6ation they are secondary data which help

people to gain information. In this report the data plays a very crucial role. !or this report the

data was provided to me by B9 department and other departmental head in the organi6ation.

<



DATA ANA$"(I( AND INT%RPR%TATION

I2 ANA$"(I( O# '"UNDAI CAR O7N%R( AT !,# ON T'% &A(I( O# T'%IR A,%

,ROUP2

A e ,roup Respondents

pto 25 Cears $0

/



2<- 5 Cears 25

<- 5 years 0

<-<0 20

<0 and above $5

Total 455

ANA$"(I(:

The ma(imum buyers of Byundai cars as per the survey shows that the customers from the age

group of 25- 5 and <- 5.The people from age group below 25 and above <0 are less buyers of

the vehicle

II 'AND$IN, O# U%RI%( AT T'% TI!% O# DI$%*%R"

8



ANA$"(I(:

+ost of the customers& about 8<%& were satisfied with the handling of the ueries while $ %

were dissatisfied with them.

III2 INT%RIOR O# T'% CAR C$%AN AND UNDA!A,%D AT TI!% O# D%$I*%R"2



YES

60%

NO

40%

ANA$"(I(:

8/% of the customers found car clean and undamaged at the time of delivery while $ % found

the car to be dirty or damaged.

I*2 #A(T ; %A(" AND C$%AR$" %<P$AIN%D PAP%R7OR-2

0



85

15

0

20

40

60

80

100

YES NO

ANA$"(I(:

<0% of the customers surveyed found the paperwor' to be fast easy and clearly e(plained while

0% found the paperwor' as delayed and difficult.

*2 ON TI!% CAR D%$I*%R" 7IT'A$$ CO!!IT!%NT( #U$#I$$%D;

$



ANA$"(I(:

85% people received the car on time with all commitments fulfilled while $5% did not get the

car on time.

*I2 -NO7$%D,% AND &%'A*IOUR O# (A$%( CON(U$TANT

2



ANA$"(I(:

Ghile $5% customers thought that the 'nowledge and behavior of the sales consultant was

e(cellent only /% thought they were bad. 5 % considered them good while 25% rated them as

average.

*II2 %<P$ANATION O# CAR #%ATUR%(; 7ARRANT" AND (%R*IC% (C'%DU$%2



ANA$"(I(:

22% customers thought that the car features warranty and service schedule was e(cellently

e(plained while 8% customers with dissatisfied. 52% considered them good while $5% rated

them as average.

*III2 N%7 CAR D%$I*%R" %<PIRI%NC%2



I<2 PO(T (A$%( #O$$O7 UP DON% R%,U$AR$"2

5



<2 R%(PON(% TO CO!P$AINT( UIC-$"2

<



<I2 O*%RA$$ %<PIRI%NC% AT !,# '"UNDAI

/



CONC$U(ION

!rom the findings and analysis it is clear that Byundai @ar is highly preferred when compared to

the other brands of car in the same segment.

8



Gith the analysis through the survey conducted for a period of 2 months in #elhi on the

consumer satisfaction of +gf Byundai @ar #ealer& the findings and analysis shows that 80% of

the consumers are happy with the dealer and also sales service and rest 20% of them says that

they are dissatisfied.

3ince each customer is li'e an asset for an organi6ation the company should try to improve in the

area of dissatisfaction.

Ge 'now that getting new customer is double the cost of retaining the old customer so the

company should focus on retaining the old customers whom a in the future purchase the product

or recommend others to purchase the product. Thus they help directly or indirectly for the

product sale.

@hange is the only thin' to retain and attract the customers so the company should identify the

needs and dry to fulfill them.

R%CO!!%NDATION(



• +gf Byundai should adopt defensive mar'eting strategy because as being one of the

largest car dealer in delhi mar'et.

• Byundai must adapt new technology and train their employees.

• Byundai should adopt an offensive mar'eting strategy for attracting customers.

• etter relationship with customers

• India is $$th largest passenger car mar'et in the world. India is the second-biggest mar'et

for small cars after Aapan. It accounts for <0 percent of the domestic mar'et. +gf hyundai

must ban' upon this aspect.

uestionnaire

50



Name M SSSSSSSSSSSSSSSSSSSSSSSSSS

Address M SSSSSSSSSSSSSSSSS...........................

......................................................................................................

Contact Number M SSSSSSSSSSSSSSSSSSS.......

A e: SSSSSSSSSSSSSSSSSSSSSSSSSSS

1 uestionnaire will be used for academically only23

U%(TION( "%( NO

42 7ere all your =ueries +andled durin t+e delivery>

62 7ere t+e interiors of t+e car clean and undama ed at t+e time of delivery>

?2 7as t+e paper wor. fast easy and clearly e/plained>

@2 7as t+e car delivered on time wit+ all t+e commitments fulfilled>

U%(TION( &AD A*%RA,% ,OOD %<C%$$%NT

2 'ow was t+e .nowled e and be+avior of sales consultant>

B2 7ere t+e car features; warranty andservice sc+edule properly e/plained to you>

2 'ow was t+e new car delivery ceremony)e/perience>E2 7ere t+e post sales follow up donere ularly>

F2 7as t+e response to your complaints=uic.; if any>>

5$



T+an. you so muc+ for your time and support2

&iblio rap+y

43 &oo.s

Dothari& @.9. 9esearch +ethodology& rd edition& $ /& >i'as ublishing Bouse vt. ?td.& Eew

#elhi.

Dotler& hilip +ar'eting +anagement& $ th edition& 200 & #orling Dindersley ,India vt.

?td.& 3outh =sia.

>arshney : 7uptaR +ar'eting +anagement& 3ultan @hand : 3ons& 2005.

7upta& 3.?.& +ar'eting 9esearch& *(cel oo's& 200 .

Dotler : =rmstrongR rinciples of +ar'eting +anagement& rentice hall India& 200 .

=a'erR +ar'eting 9esearch& Aohn Gilley : 3ons& 200$.

63 Newspapers

Times of India& 0 F05F0 & Eew #elhi

Times of India& 0<F0<F0 & Eew #elhi

?3 7ebsites

httpMFFwww.nytimes.comF200 F08F0 FbusinessFglobal-growth-gives-Byundai-2 -rise-in-

profit.html

httpMFFmoney.cnn.comFmaga6inesFfortuneFfortune archiveF200/F0 F$ F8 02 2 Finde(.htm

httpMFFwww.automobile.comFindustry-report-Byundai-plans-for-hybrid-alternative-in-$00-

percent-of-models-in-future.html

52

http://www.nytimes.com/2004/08/04/business/global-growth-gives-toyota-29-rise-in-profit.html


http://money.cnn.com/magazines/fortune/fortune_archive/2007/03/19/8402324/index.htm

http://www.automobile.com/industry-report-toyota-plans-for-hybrid-alternative-in-100-percent-of-models-in-future.html




http://money.cnn.com/magazines/fortune/fortune_archive/2007/03/19/8402324/index.htm



final project report on hundai

Documents