marketing stratregies of maruti udyod ltd.(kp)

7/31/2019 Marketing Stratregies of Maruti Udyod Ltd.(Kp)

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A SUMMER TRAINING REPORT

ON

MARKETING STRATREGIES OF MARUTI UDYOG LTD.

SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENT OF

BACHELOR OF BUSINESS ADMINSTRATION (BBA)

PUNJAB TECHNICAL UNIVERSITY UNIVERSITY

JALANDHAR

PROJECT GUIDE: SUBMITTED BY :

Ms PRIYANKA TYAGI NAME : Kalpesh patel

(ASSISTANT PROFESSOR) ROLL NO. : 8201210676

SPECIALIZATION: MARKETING

SESSION2008-2011

INDRAPRASTHA INSTITUTE OF TECHNOLOGY & MANAGEMENT,NEW DELHI PUNJAB TECHNICAL UNIVERSITY


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ACKNOWLEDGEMENT

The present work is an effort to throw some light onMarketing Stratregies Of MarutiUdyog ltd.. The work would not have been possible to come to the present shape

without the able guidance, supervision and help to me by number of people.

With deep sense of gratitude I acknowledged the encouragement and guidance received

by my organizational guide.Ms PRIYANKA TYAGI and IITM.

I convey my heartful affection to all those people who helped and supported me during

the course, for completion of my Project Report.

KALPESH PATEL

Roll no: 820121066


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EXECUTIVE SUMMARY

Passenger cars market is a highly competitive market in the automobile sector and one of

the oldest company operating in the same is Maruti Udyog Ltd. From being the

undisputed leader in the A1 segment after its inception, to being the market leader with a

share of 83.1% in 1997-98, the companies share in the 2001-02 slipped to a disappointing

47% but later in the year 2003 company again regained its strong position with a share of

54%. For the year 2005-06 the market share of MUL is predicted to be around 50%.

The reasons for these fluctuations were the advent of global and new competitors in the

market, i.e Hyundai, Honda, Tata, Mitsubishi etc. Delays in introducing new models

helped competition to nibble away at Marutis commanding market share. Hyundai

launched the Santro (September 1998), Daewoo, the Matiz (October 1998) and Tata

Motors5, the Indica (March 1999). All these models began to offer stiff competition to

Maruti. After the decline in is market share the company realized that the profile of the

Indian car market had changed. The A2 segment was growing faster than the bread and

butter Maruti 800 segment. Maruti also realized that leaving the basic 800 model

unchanged for over 15 years had been a strategic\ blunder.

Maruti realized the need to make up for lost time. In 1999, it launched two new models,

Baleno and Wagon R. Baleno was targeted at the premium segment, while Wagon R,

priced a little above the Zen, was positioned as a multi utility vehicle. By the early 2000s,

Maruti had finalized plans for a more complete product range. The company announced it

would launch one new model every 6-12 months with price gaps of about Rs. 25,000. In

2000, Maruti introduced 'Alto' (premium small car) especially for export market. Maruti

also launched Versa, the first Multi Purpose Vehicle, in October 2001. In the following

years the company got involved in R & D and thus launched its revised models of

Esteem, Maruti 800, Zen etc. in spite of these launches and increase in sales volume the

companys leader position is under threat.In the light of the facts stated above, the company should rethink its marketing strategies

so as to maintain its position and tackle competition, else it should be ready to exit.

On the basis of secondary data analysis, we have tried to bring out some concerns for the

company, the key issues that is should focus upon, the kind of market situation that the


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company should expect in the market in the coming year and the possible steps it can take

so as to curb the threat posed by the rival companies.

An attempt has also been made to bring out the core competencies and strengths of the

company so that it can use the same to cover its weaknesses, face the threats and grasp

the opportunities. The macro-environment factors that act as influencers in the

automobile sector have also been brought out in the report.


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TABLE OF CONTENTS

1. COMPANY PROFILE 6

2. INTRODUCTION 11

3. RATIONALE 24

4. LITERATURE REVIEW AND PROBLEM FORMULATION 25

5. OBJECTIVES AND RESEARCH METHOLOGY 31

a. Research Objective

b. Research Design

c. Data Source

d. Questionnaries

e. Sampling

i. Sample Elements

ii. Sample Size

iii. Extend / territory

6. ANALYSIS AND INTERPRETATION OF DATA 47

7. CONCLUSIONS / FINDINGS AND RECOMMENDATIONS /

SUGGETIONS 53

8. REFRENCE / BIBLIOGRAPHY IN SPECIFIED FORMAT 57

9. APPENDIX

a. QUESIONNAIRE IF ANY 58


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COMPANY PROFILE

The company was incorporated in 1981 to take over the assets of the erstwhile MarutiLtd. Maruti Ltd set up in June 1971 had been wound up by a High Court order in 1978.

The assets of Maruti Ltd were then acquired by the Government under the Maruti Ltd

(Acquisition And Transfer of Undertakings Act, 1980).

The first product, Maruti 800 was launched in 1984. In 1985, the all-terrain vehicle

Gypsy was launched and Maruti sold its 50,000th vehicle. The Maruti 1000 was launched

in 1990 and the Zen in 1993.

The First Customer

Mr. Harpal Singh, Marutis first customer, proudly received the

keys of the Maruti 800 car from the Prime Minister Smt. Indira

Gandhi on December 14, 1983.

Car Market Scenario

When Maruti began operations in 1983, there were only two other car companies

in India and the total size of the Indian passenger car market was a measly

40,000 units per year. From the start, Maruti caught the imagination of Indian car

customers and launched four new models, including a hatchback, a mini

multipurpose van, an entry sedan and a SUV, over the next decade. Each of

these models was an instant draw with the Indian consumers. Suzuki Motor


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Corporation increased its stake on two occasions (26>> 40 >> 50 >> controlling

stake and brought it to 50 per cent in the mid 1990s (and to 54% with

privatization in 2002company manufactures passenger cars at its factory in Gurgaon,

Haryana. Its installed capacity of 350,000 vehicles is expected to rise to 450,000 in the

year 1999. The company's models include the 800cc small car, Esteem, Zen and Gypsy.

In the car segment, it had a market share of 83% in FY98, with sales of 345,303 cars. For

the period April '98 to January '99, MUL car sales have dropped by 6.4% to 263,681

compared to 281,697 cars for the corresponding period for FY98.

The company is a significant exporter with exports to over 50 countries. During FY98,

exports also witnessed a drop of 26.87% to 24,757 cars. For the period April '98 to

January '99, MUL car exports dropped by 10% to 17,155 compared to 19,054 cars for the

corresponding period in FY98.

In August '98, the company launched the diesel version of the Zen that is powered by a

1527 cc engine supplied by Peugeot Citreon Motors, France. The company also intends

to launch a diesel version of the Gypsy and a new model in the 800 cc segments.

The issue resulted in a major dispute with SMC dragging the GOI to the International

Court of Arbitration. At that time, the GOI was led by the United Front government. The

industry minister at that time, Mr. Murasoli Maran even started scouting for a new

partner to replace SMC. The issue was finally resolved in June 1998 when BJP led

government took over at the center. A compromise was worked out between the two

partners wherein it was decided that Bhaskarudu would retire on 31st December 1999

instead of the earlier scheduled time of 2002. Jagdish Khattar, executive director was

made the Joint Managing Director and was scheduled to take over as managing director

from Bhaskarudu in January 2000.

In December '98, MUL slashed the prices of its 800cc and Zen cars by about Rs24, 000

and Rs51, 000 respectively. This has helped MUL to restrict the slide in its market share,

due to entry of new car manufacturers. As a process of its disinvestments in PSU, the

GOI is seriously considering disinvesting its holding MUL, in the domestic market. But

there have been no announcements regarding this from the company.

Jagdish Khattar would have made an excellent poker player -- the managing director of

Maruti Udyog rarely lets any emotion show on his countenance. These days though,


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aggression is clearly written on his face. He needs that aggression. Khattar got an

unenviable task on his hands.

When Khattar had taken charge at Maruti in August last year, he had pinpointed the

reason behind Maruti's rapidly dropping market share. Maruti depended just too heavily

on a single product -- the Maruti 800 (with the Omni, which was built on the same 800

platform), which accounted for 75% of the unit sales of the carmaker as late as 1997-98.

Since the Maruti 800 (with the Omni) also accounted for 62% of the car sales in the

country, focusing on it seemed to make sense.

Only, by 1999, even as Khattar took over, the profile of the car market had begun

changing radically. The entry level, sub-Rs 2.5 lakh Maruti 800 segment was no longer

the biggest chunk of the market. Easy access to car finance and the entry of rivals like the

Daewoo Matiz, the Hyundai Santro, the Telco Indica and the Fiat Uno in the Rs 3 lakh to

Rs 4 lakh segment had turned that into the hottest portion of the market, accounting for a

whopping 40% plus, of the total car market in terms of unit sales. While Maruti's Zen

remained the leader in its price band, it had less than 50% share of its segment. What's

more, because the basic Maruti 800 had remained unchanged for over 15 years, and even

the Zen had been in the market for over five years, the consumer perception was that

Maruti was peddling old models. In essence, the country's biggest carmaker was fast

getting the same image that Hindustan Motors' Ambassador and Premier Automobiles'

Padmini had when Maruti first entered the market.

Maruti has only one new weapon left that it can borrow from parent Suzuki's small car

armory -- the Alto. And the launch of the Alto could bring its own problems -- it might

further erode Maruti 800 share rather than add fresh sales.

For Khattar, therefore, the pressure is mounting with the disinvestment clock ticking

away. And there seems no easy solution. If he can't get Maruti's market shares to move

up fast, its market value will drop even more. If it cuts prices to shore up market share, it

will be at the expense of profits -- and that will again push down the carmaker's

valuation. The Rs 20,000 price cut in the Maruti 800 alone could mean almost Rs 376

crore in lost sales realizations over the full year. And his rivals in the market are watching

him closely to see what card he will play next. Watch this space.


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December 1983 heralded a revolution in the Indian car industry. Maruti collaborated with

Suzuki of Japan to produce the first affordable car for the average Indian. At this time,

the Indian car market had stagnated at a volume of 30,000 to 40,000 cars for the decade

ending 1983. This was from where Maruti took over.

The sales figure for the year 1993 reached up to 1,96,820. The company reached a total

production of one million vehicles in March 1994 becoming the first Indian Company to

cross this milestone. It crossed the two million mark in 1997.

India's largest automobile company, Maruti entered the Indian car market with the

avowed aim to provide high quality, fuel -efficient, low- cost vehicles. Its cars operate on

Japanese technology, adapted to Indian conditions and Indian car users. Maruti comes in

a variety of models in the 800 segment.

To fend off growing competition, Maruti has recently completed a Rs. 4 billion

expansion project at the current site, which has increased the total production capacity to

over 3,20,000 vehicles per annum. It has further plans to modernize the existing facilities

and to expand its capacity by 1,00,000 units in the year 1998-99. The total production of

the company will exceed 4,00,000 vehicles per year.

In the small car segment it produces the Maruti 800 and the Zen.

The big car segment includes the Maruti Esteem and the Maruti 1000.

It also manufactures the Maruti Omni.

The latest addition to the Maruti able is the Classic, billed as the car that will lead the

way to the next millennium. Other models on their way include the Wagon R and the

Baleno.

Milestones

1981 Maruti Udyog Ltd. was incorporated.

1982 Stepped into a Joint Venture with Suzuki Motor Corporation of Japan.

1983 Maruti 800, a 796 cc hatchback, India's first affordable car wasproduced.

1984 Installed capacity reached 40,000 units. Omni, a 796 cc MUV was in

production.

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


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1986 Produced 100,000 vehicles (cumulative production).

1987 Exported first lot of 500 cars to Hungary.

1988 Installed capacity increased to 100,000 units.

1992 SMC increases its stake to 50 per cent.

1994 Produced the 1 millionth vehicle since the commencement of

production.

1995 Second plant launched, the installed capacity reached 200,000 units.

1996 Launch of 24-hour emergency on-road vehicle service.

1997 Produced the 2 millionth vehicle since the commencement of

production. 1998 Launch of website as part of CRM initiatives.

1999 Launch of Maruti - Suzuki innovative traffic beat in Delhi and Chennai

as social initiatives.

2000 IDTR (Institute of Driving Training and Research) launched jointly

with Delhigovernment to promote safe driving habits.

2001 Launch of customer information centers in Hyderabad, Bangalore, andChennai.

2002SMC increases its stake to 54.2 per cent.Launch of Maruti Finance with

10 finance companies in Mumbai.Start of Maruti True value in

Mumbai.

2003 Production of 4 millionth vehicle.

Listed on BSE and NSE after a public issue oversubscribed 10 times.

2004 Maruti closed the financial year 2003-04 with an annual sale of

472122 units, the highest ever since the company began operations 20

years ago.

2005 The fiftieth lakh car rolls out in April, 2005


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INTRODUCTION

My project report aims to measure the market analysis of the MARUTI car with respect

to its competitor. The second motive of this research project is to analysis the customer

perception.

The perception of the people about a product motivates them to buy that product or stop

them as well. So, it is essential for the company to have full knowledge about the

consumer perception.

My research aims to measure the perception of the existing users, i.e., what do they not

like in the car and the product as well? Are they happy with the policy and the after sale

service of the company? Does the product make them happy?

Beside the perception of the existing customers, my research also aims the critical

factors, which a new customer thinks before a purchase.

Beside the customer perception, my report also aims the market analysis of the various

brands in the car industry, i.e., market share of various brand, trends in industry, cost

structure, market growth and distribution system.

I have collected information about the company i.e., MARUTI motors its arrival in India

and its structure in India

I have also collected the information about the product, MARUTI


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PRODUCTS OF THE COMPANY

SX 4

It is expected to be launched in Indian market in three months.The new Maruti SX4 sedan

is expected to be built at Maruti's new manufacturing facility at Manesar.It will be

offered in the A3 segment, which currently accounts for 15 % of the Indian passenger car

market. Exepcted preice range is 6 lacs to 7 lacs .

Suzuki, a world leader in the compact cars achieved an image makeover with the launch

of Swift.Apart from India, Swift received the Car of the year award across the world. The

unveiling of the SX4 sedan at Geneva is Suzuki's effort to make its presence felt in the

premium sedan segment in front of a global audience.


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Zen estilo

Zen Estilo has the same engine (1061cc, 64.8ps, 84Nm, 4-cylinder, 16-valve, MPFI F10D

Petrol) under the hood that is found in Maruti Wagon R. Absolutely nothing has been

changed except for the fact that this engine is much refined and is slightly better at

responsiveness and fuel economy. This simply translate into 'Zen Estilo is a bit faster and

more fuel economic than Wagon R'. Due to highly good drivability, driving in city would

be more fun with Zen Estilo. Electronic Power Steering (not available in LX version)really helps in crowded traffic. Owning and maintaining Zen Estilo won't be a problem,

engine is proven reliable and virtually maintenance-proof.


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Vitaro

Grand Vitara is well equipped with its various safety and comfort features. With its 2.7

litre DOHC V6 engine capacity and with the low-end torque of 127 kw @ 6000 rpm, it

can effortlessly run from muddy, dusty terrain to any normal highway. Its safety features

include rear door child safety locks, standard four-wheel ABS, power assisted rack pinion

steering system, high-tensile steel in a A, B, and C pillars, high impact door beams, front

and rear crumple zones etc.

Its comfort features include better space and three rows of seating arrangement.

It comes in different colors :

Cool Beige Metallic

Bluish Black Metallic

Grove Green Pearl Metallic

Pearl White

Cassis Red Pearl


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MARUTI 800

Dimensions

Length 3335 mm

Width 1440 mm

Heigth 1405 mm

Wheelbase 2175 mmGround clearance 170 mm

Min. turning radius 4.4 m

Weight

Unladen (std.) 640 Kg

Transmission Manual 4/5* forward,

all synchromesh 1 reverse

Engine

Type 4 stroke cycle, water cooled

SOHC 1 C2 V/iC4V*

Number of cylinders 3Tyres

Std. 5.65-12-4 PR

EX & DX Radials 145/70-R-12


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OMNI

Specification

Length 3370 mm

Width 1410 mm

Height 1640 mm/ 1835 mm*

Wheel base 1840 mm

Ground clearance 165 mm


Kerb weight 740 Kg/ 755 Kg*

Transmission Manual, 4 forward, all synchromesh

1 reverse

Engine

Type 4 stroke cycle water cooled

Number of cylinders 3

Swept Volume 796cc

Maximum power 37.0 bhp@5000 rpm.

Maximum torque 5.8 Kgm@2500 rpm

Suspensions

Front McPherson Strut

Rear Leaf spring with shock absorbers

Brakes


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Front Drum

Rear Drum

Tyres 4.50-12-6PR ULT

CapacityFuel tank 36 Lts

Seating 5 / 8 seater options available

ZEN

Dimensions

Length 3495 mm

Width 1495 mm

Height 1405 mm

Wheelbase 2335 mm




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Engine

Type Aluminum, Water Cooled,

SOHC/TUD5, IDI**

No. of cylinders 4, in-lineDiesel / Non-MPFI 2 valves per cylinder

Fuel deliveryDiesel Rotary distributor type

Transmission

Manual type 5 forward, 1 reverse

Automatic type 3 speed with planetary geat*

Transmission

Manual type 5 forward, 1 reverse

Automatic type 3 speed with planetary gear*

Suspension

Front McPherson Strut

Brakes-booster assisted

Front Disc

Rear Drum


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ALTO

Specification

Length 3495 mm

Width 1495 mm

Height 1460 mm

Wheel base 2360 mm


Engine

Type FC, 4 valves per cylinder,

MPFI

Control 16- bit Computer

Number of cylinders 3/ 4*

Piston displacement 796cc/1061 cc*

Front Macpherson Strut with torsion type

anti-roll bar.

Rear Coil spring with double action


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telescopic shock absorbers.

Brakes - booster assisted

Front Disc

Rear DrumTyres

Capacity

Fuel tank 35 Lts

Wagon R

Specification

Length 3495 mm

Width 1495 mm

Height 1660 mm

Wheel base 2360 mm


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Kerb weight 825 Kg/ 840 Kg

Gross weight 1225 Kg for LX, Lxi, Vxi,1240 Kg of Ax

Transmission

Manual type 5 forward all syncromesh,

1 reverse gear

Automatic type 3 speed with planetary gear*

Engine

Number of cylinders 4 in-line, FC engine/

4 valves per cylinder.

Swept volume 1061 cc

Maximum power 62 bhp @ 6000 rpm

Maximum torque 8.4 Kgm @ 3500 rpm

Suspension

Front McPherson Strut with torsion type roll

control device

Rear Coil spring and gas filled shock

absorbers with three link rigid axle and

isolated trailing arms

Brakes - booster assisted

Front Disc

Rear DrumTyres 145/70 R13 (Radial)

Capacity

Fuel tank 35 Lts


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BALENO

Dimensions

Length 4225 mm/ 4375 mm*

Width 1690 mm

Height 1390 mm / 1460 mm*

Wheelbase 2480 mm


Weight

Kerb weight 975 Kg/1020 Kg*

Transmission Manual 5 forward,

Engine

Type All Aluminum

Contemporary, 16 valve SOHC


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Number of cylinders / valves 4 in-line, 16

Maximum torque 132 NM@3000 rpm

Fuel Distribution MPFI

Brakes - Vaccum assisted

hydraulic

Front Ventilated disc

Rear Drum, leading / trailing

Tyres 165/80R-13

Fuel tank 51 Lts.


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RATIONALE

I KALPESH PATEL OF IITM has chosen the topic to study the customer satisfaction

level ofMARUTI UDYOG LTD. and to study,

Consumer Buying Behavior

Modernization of the Indian Automobile Industry

Production of fuel-efficient vehicles to conserve scarce resources

Innovation and Creativity

brand image in the eyes of consumers

marketing leaders

interest of consumers


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LITERATURE REVIEW AND PROBLEM FORMULATION

Segment A1:After almost 18 years, the 800 is on its last legs. The dies that have been

stamping out the body panels will not be able to do so much longer. But the A1 segment,

in which the 800 is the only product and sell 2 lakh units a year. This car accounted for

companys 30% domestic sales volume.

The current dies, imported from Japan, were good for stamping out the

body panels of a million 800s. Now, two overhauls later, they are expected

to be around for another 2-3 years. The dies can be replaced, but it is a

costly affair.

The competition from the larger A2 segment carsand Marutis strategy

ofpositioning its other model ALTO as an alternative to Maruti 800 has

affected the sales of Maruti 800.

Easier finance schemes have shifted Customer preferences towards other

segments.

The second hand cars have eaten into the market for A1 segment cars. If a customer

can get a good SANTRO or WAGONR at a price of a new Maruti 800 they may opt for

the same.

The competitor companies like TATA is planning to come with their Rs. 1 Lakh

car in coming time which could directly affect Marutis A1 segment sales.

Segment A2:

The competition from the larger A2 segment cars has affected the market share

of Maruti where it has major share in the market.

Easier finance schemes have shifted Customer preferences towards larger cars.


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Segment A3:

In Segment A3 Esteem sales are on a continuous decline even though price

have been reduced considerably.

Baleno sales have not picked up despite several attempts at sales

promotions.

Segment C:

The sale of versa has increased after major price reductions but still way

behind sale of competitors like Qualis, Sumo, etc.

Rural Market:

Rural India, with its poor and at times non-existent roads, has been dominated by rugged

multi-utility vehicles from Mahindra & Mahindra and the Tatas for a long time.

According to a 2001 study conducted by the National Council for Applied

Economic Research (NCAER), there are as many middle-income and above

households in the rural areas as there are in the urban areas and about twice as many

lower middle-income households.At the highest income level there are 2.3 million

urban households as against 1.6 million households in rural India. The study also says the

number of middle- and high-income households in rural India is expected to grow from

80 million in 2001 to 111 million by 2007.

Rural people have strange notions about a car - that the EMI (equated monthly

instalments) would range between Rs 4,000 and Rs 5,000. That, plus another Rs 1,500-2,000 for monthly maintenance, another Rs 1,000 for fuel (would be the cost of using the

car).

Second Hand Car Market:

This concept revolves around the total total lifetime value of a car.


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If a buyer spends Rs 100 on a car during its entire life, one-third of that is spent on its

purchase. Another third went into fuel. And the final third went into maintenance. Earlier,

Maruti was getting only the first one-third of the overall stream

People kept their cars longer as it is not easy to trade in an old car, thanks to information

asymmetry that prevails in the second hand car market. In addition the difficulty in

financing for second hand cars and lack of credible firms in this market added on to the

customer reluctance to deal in second hand cars. (Used car market in developed markets

was 2-3 times as large as the new car market. In India, that ratio was 1:1)

As the Indian market matured, customers began to change cars faster. So the question is,

if a car is going to see three users in, say, a life span of 10 years, how can I make sure

that it comes back to me each time it changes hands?

Strategy Formulation

A1 Segment:To phase out the Maruti 800 with the Alto as the alternative.

But the problem is the price differential between the air-conditioned 800 and the Alto

LX.

AC 800 comes for Rs 2.26 lakh, while the Alto LX costs Rs 2.65 lakh (after the price

reductions in the recent past). So there is still a Rs 40,000 difference.

Ateam of engineers of Maruti Udyog (MUL) should be formed, the team would have to

meet a few of the company's 268 vendors. The teams job wouldbe to bringdownthe

price of the 800 cc Alto LX model by Rs 40,000 to the price of the Maruti 800.

PUSH800 in smaller centers and rural areas.

Maruti 800 is showing a decline after being largest selling car for several years. The firm

is not in a position to bring down its cost, so they are looking for other means to it more

affordable. Hence they are also trying to push the cars in smaller centers and rural

markets.

A2 Segment:

Introduction of new features in all the models of Segment A2 at no extra price like

completely redesigned headlamps, tail lamps and a new flowing chrome grille with

provision for front fog lamps.


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Offering special up gradation package for the Lxi. Variants of the different Brands in this

segment.

These packages would be worth Rs.14,000 which would include Body colored bumpers,

Wooden finish interiors, Alloy wheel caps, Body colored Door vision set.

For enhancing sales in the A2-segment, every time any of his 3.2 million owners of 800

or the Omni decide to trade in their car, and upgrade. His dealers will give them loyalty

discounts to get them to upgrade to a Maruti A2 segment car.

With support from parent company, Suzuki Motors, Maruti Udyog Ltd (MUL) may work

on developing a new compact car in the A2 segment for both the domestic and the export

market.

Segment A3:

After having lost market share to Tata Motor's Indica and Hyundai's Santro in the

compact segment, Maruti can decide to protect its share of the profitable mid-size

segment

ESTEEM TO BE PRICED LOWER

The base model of Esteem Diesel (without power steering) comes for Rs 4.83 lakh (all

prices are ex-showroom Delhi) against Rs 5.22 lakh earlier, while the loaded version will

come for Rs 5.09 lakh, down from Rs 5.48 lakh. At its prevailing price the Esteem diesel

is just a little more expensive than the Tata Indigo diesel (Rs 5.02 lakh) Hence the price

reduction of loaded version can be reduced to Rs. 5 lakhs to be less than competitors

price.

BALENO TO BE FURTHER DISCOUNTED

Baleno Vxi to be offered at a comparable price than the other Segment A3 cars like

Hyundai Accent GVS, Ikon Zxi (Rs 6.06 lakh) . Baleno Vxi presently priced at Rs 6.29

Lakh should be discounted to price of Rs. 6 lakhs this can be done at the cost of power

windows, power mirrors, rear defoggers.

Hence on the basis of this the pricing strategy is given as:


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PRICE

PRODUCT

QUALITY

HIGH MEDIUM LOW

HIGH PREMIUM HIGH VALUE

Vitara

SUPER VALUE

MEDIUM OVERCHARGING

Esteem , Baleno

MEDIUM VALUE

Zen, Wagon R, Versa

GOODVALUE

Alto

LOW

RIP OFF FALSE ECONOMY ECONOMY

Maruti 800, Omni

For the second hand car market:

Maruti has created a system where dealers pick up used cars, recondition them, give them

a fresh warranty, and sell them again.

This way MUL will create a number of new revenue streams without making large

investments. Dealers make all investments for True Value. MUL should aim at

convincing 183 authorized dealers, selling Maruti cars through 241 outlets, to open at

least one True Value outlet each within two years.

Taxis & Government Vehicles:Maruti should plan to displace the good old Ambassador

from the taxis and government vehicles segment. This is one area where sales can

increase tremendously. MUL has CNG-powered, environmentally fit vehicles, which are

best, suited as taxis and government cars.

MUL can offer discounts in the form of rebate to taxi owners to buy Maruti cars. If this

strategy is able to convert old cars into new green Maruti, MULs sales will leapfrog by

at least 10 per cent."

Taxi customers can get rebate of 8% on the assessable value of the vehicle. In absolute

value, this ranges from approximately Rs. 10,000 on Omni to Rs. 28,000 on Baleno. This

rebate would be available on all the vehicles having seating capacity up to seven

including the driver.


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Vehicles for Corporate:

Offering CNG fitted Versa as a vehicle to be used for Pick up & drop service for their

employees.

A 5% discount (Rs 22,000 on Versa Dx2) would be offered to these corporates on a bulk

purchase of more than ten Versas .

This would help increase the sales of Maruti Versa. by 15% ( 3500 units)

Rural Market:

To counter that apprehension discussed in the market situation, the company should work

on a novel idea.

For EMI: Maruti has tied up with State Bank of India (SBI). Today, organized finance is

available in just 50-60 towns in India, but MUL has dealerships in 180 cities. The SBI

deal gives MUL access to about 9,000 SBI branches and another 5,000 branches of its

affiliate banks A typical two-wheeler loan lasts 2-3 years, charges a high rate of interest,

and has a monthly payment of around Rs 2,000. Now, SBI and its affiliate banks are

offering 5-7 year loans for the 800. They will charge a far lower rate of interest - around

9.5% - and the monthly installment will be just Rs 2,800.

Fuel How much you spend on fuel is in your hands.

Maintenance: As far as the maintenance cost is concerned, company will charge a little

extra in the EMI and offer free maintenance.

Extra Benefit: With the State Bank of India, MUL can come out with a scheme

where installments can be paid every six months - after the rabi and kharif

harvests.

This makes the total cost per month to keep a car to be around 3500 as compared

to the notional 7000 earlier which makes it a good option.

Vendor rationalization: The cost reduction strategy of the company has also been

successful partly because of a cost reduction with vendors. Maruti will work closely with

current vendors to cut down costs at the vendor end. The company seeks to reduce costs

by 10% per vehicle in the period.


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OBJECTIVE OF THE RESEARCH

A market analysis of the MARUTI car with the respect to its COMPETETOR like

MUL, TATA etc.

Sub-objectives

To identify the critical factors, considered by the prospective customers while

purchasing the MARUTI car.

To identify the perception of the existing users of the MARUTI motors.

To find the market share (distribution) of the MARUTI motors .

To find the market analysis trough SWOT ANALYSIS,PRODUCT

SPECIFICATION AND MARKET SEGMENTATION.


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MARKET SHARE


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SWOT ANALYSIS

Strengths:

Well Established Co. since 1983.

Joint venture of Suzuki Motor Corporation, Japan.

Trusted brand in India.

Only producer of the A1 segment car in India currently.

Strong distribution network all over India.

It has the maximum number of service stations all over the country, with

services available in the remote areas too.

Easy availability of spare parts at low cost.

Cars known for there efficiency, efficiency in term of maintenance cost and

running cost.

Tie up with SBI to provide financial services in the rural areas too.

Other services like True Value, Maruti Insurance and Maruti Finance which

help to provide the turn key services to the customers.

Large share in total car exports to Europe.

Weakness:


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The company does not offer diesel version of there brands.

The numbers of models offered in A3 and C segment are very less.

The models offered by the company are very old and looks outdated in

comparison to the new cars available in the segment.

The company has low brand recognition in A3 and C segment.

Not perceived as a luxury car manufacturer but as a small car manufacturer.

Opportunity:

Opportunity exists in the A3 segment, which has recorded a double digit

growth of 15% in Indian market.

The company can sign in contracts with MNCs for providing them with

the cars for purpose of pick and drop. This way the sales of Versa can be

improved.

The company can come out with a CNG fitted kit model for cars for taxi

purpose.

Coming out with diesel variants of the different Brands.


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Threats:

The Rs. 1.5 lakh car to be launched by Tata and TVS India.

Launch of new cars like Getz, Fusion in the upper A2 segment.

Price reduction and heavy discounts by other car manufacturer like

Hyundai, Ford in the A3 segment.

Introduction of new models of international players in the C segment. Eg.

INNOVA.

Launch of base model Santro for 2.8 lacs, closer to Marutis Altos price

and a threat for Marutis A1segment


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RESEARCH METHODOLOGY

RESEARCH OBJECTIVES

1. To analyze the current scenario of Soft Drink Industry.

2. To study about Pepsi Co.

3. The Marketing Mix strategies adopted by the Company.

4. To come up with relevant conclusion and recommendation regarding present

and future outlook and role played by marketing division in it.

RESEARCH DESIGN :

A plan of what data to gather, from whom, how and when to collect the data, and how to

analyze the data obtained.

In quantitative research your aim is to determine the relationship between one thing (an

independent variable) and another (a dependent or outcome variable) in a population.

Quantitative research designs are either descriptive (subjects usually measured once) or

experimental (subjects measured before and after a treatment). A descriptive study

establishes only associations between variables. An experiment establishes causality.

For an accurate estimate of the relationship between variables, a descriptive study usually

needs a sample of hundreds or even thousands of subjects; an experiment, especially a

crossover, may need only tens of subjects. The estimate of the relationship is less likely

to be biased if you have a high participation rate in a sample selected randomly from a

population. In experiments, bias is also less likely if subjects are randomly assigned to

treatments, and if subjects and researchers are blind to the identity of the treatments.

In all studies, subject characteristics can affect the relationship you are investigating.Limit their effect either by using a less heterogeneous sample of subjects or preferably by

measuring the characteristics and including them in the analysis. In an experiment, try to

measure variables that might explain the mechanism of the treatment. In an unblended

experiment, such variables can help define the magnitude of any placebo effect.


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DATA SOURCES: The primary and secondary source document(s) used for data

collection.

PRIMARY DATA : Primary data are obtained as a result of specific, speciallyconducted, the so-called marketing field research, for solving specific marketing

problem; their collection is performed by observation, survey, experimental research

conducted for a part of total population under consideration - sample.

SECONDARY DATA : Data that has been collected for another purpose, but

may be reanalyzed in a subsequent study. FOR EXAMPLE, state criminal history

files may be searched both to analyze prior criminal history of offenders in

treatment programs and to identify subsequent recidivism. However, such data was

not originally collected for such purposes.

Questionnaire Design / Formulation: Describe the objective behind formulation

each question to be interviewed / answered from the respondent. All describe whether

open ended or closed questions are being used and objectives behind choosing such

questions.

Sample Design. The procedures used in selecting the sample. These procedures can be as

simple as randomly selecting a certain percentage of the cases. However, more complex

designs are frequently used in order to obtain reliable information about a particular

group(s) of interest and/or to minimize the cost of obtaining the information desired.

Sample Element / Sample Unit : Individual

Extent: Territory New Delhi

Time Frame: Secondary Data and primary data was collected from June to July


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Sampling Frame :

Those individuals or organizations from which one selects the actual sample for the

survey. Ideally, the sample frame is the same as the target population. In reality, however,

there are often differences.

SAMPLING TECHNIQUE :

For Dealers survey Systematic and Random Sampling technique was used.

Systematic Sampling: Any sample drawn from a list using a random start and a

fixed sampling interval. This differs from simple random sampling in not giving equal

probability of selection to all possible samples, which could be taken from the

population. This method is widely used in the UK. This type of sampling involves

calculating the sample interval, by finding the ratio of the population to the sample. A

random number is then chosen between 1 and the sampling interval.

Random Sampling: Removing and/or examining a subset of a larger collection of

objects by selecting the objects to be sampled without any pattern or pre-judgment (i.e.,

closing ones eyes, pointing toward an area, then opening the eyes and selecting that plant

or plant part closest to the pointing fingertip).

Sample size: 100 respondents

The number of participants in the trial. The intended sample size is the number of

participants planned to be included in the trial, usually determined by using a statistical

power calculation. The sample size should be adequate to provide a high probability of

detecting as significant an effect size of a given magnitude if such an effect actually

exists. The achieved sample size is the number of participants enrolled, treated, or

analyzed in the study.


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LIMITATIONS

Time was not sufficient.

Latest figure regarding few topics covered were not available.

Due to financial constraints the presentation of this project could not be madebetter.

Most of the strategies recommended make certain assumption about the

common perception and behaviour.

The company officials were not supportive and hence most of the project is

based on secondary information.

The authority of the information cant be relied upon since it is mostly gathered from

secondary sources.


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OBJECTIVE:

To attain a sales turnover of Rs.14800 Crore in 2005-06 with a Net Profit of Rs.380 Crore.

The explanation for the above stated objective is as follows:

Average Realization per Car: Rs.2,70,000

Average Number of Units to be sold in 2005-06 548350 units

(The average realization is the sale value realized by Maruti by selling one unit of the

product for e.g. for selling one unit Maruti 800, Maruti realizes 1.7 lacs as sales revenue.)

The total number of units would be spread over a period of 12 months.

The sales has been spread over the twelve month period on the basis of the month wise

sale trends during the past few years.

Segments April May June July Aug Sep Oct Nov Dec Jan Feb

Marc

h

Total

Annua

l Sales

Segment

A1 12762 11518 12375 10987 10020 11190 13378 10302 9068 11069 9244

1053

8 132449

Segment

A2 22190 24308 21583 26258 24093 25186 26834 26373 23873 29918

2681

1

3056

5 307992

Segment

A3 1510 1737 1440 2685 2843 3382 2964 3848 3435 3705 2476 2823 32847

Segment

C 5538 5809 5621 5887 6197 6479 7022 6193 6023 6893 6262 7138 75062

Total

Sales 42000 43371 41019 45817 43153 46237 50198 46715 42398 51586

4479

3

5106

3 548350


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010000200003000040000

5000060000

Sales

in

no.ofunits

Months

Monthly Sales 2005-06

Segment A1

Segment A2

Segment A3

Segment C

Total Sales


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MARKET STRATEGY IMPLEMENTATION

1) Product development with vendors: In case of product development part a team of

engineers would be talking to its major vendors (25 in number) for reducing the cost of

equipments supplied by them. These 25 vendors are the major suppliers of maruti

components such as Jai Bharat Maruti, Krishna Maruti, Sona koyo steering etc.

2) Advertising:The advertising may involve the process of advertisements on Television,

Radio, newspaper, Auto Magazines and events like Auto Expo.

a. T.V. Advertising: T.V. advertising may involve the advertisement at the peak

hours of television viewing or during the cricket match time in the slog overs

which inturn may lead to maximum exposure and thus maximum imact on the

final buyers.

b. Advertising in newspapers (Once in a week): The concept of advertising on

newspaper may increase the sale since the newspaper would be able to explain

the characteristics and features of car. Because it is an easy way of reaching

the decision makers and thus inturn may directly influence their decision.

c. Advertising on radio: With FM catching more and more popularity amongst people

especially people loves to listen to FM while driving. Thus this could be another

mean of influencing the prospects for services like True Value at the time of 1 hour inthe morning and one hour in the evening when the people are actually travelling

towards their offices or coming back.

d. Auto Magazines (monthly) and Auto Expo (yearly): the company would

advertise on auto magazine Like Autocar and overdrive where entire

information on products and newer features would be explained. The cover

page or Back page advertisements would be used for product communication

3) Celebrity Endorsements:This entirely depends on the companys policy whether they

would like to spend a fixed amount (which may very depending upon the personality).

The celebrity would be the brand ambassador for the company.

4) Technical Assistance: developing a new compact car model would involve a

technical assistance from Suzuki Motor Corporation, Japan with which it has a


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joint venture and is its parent company. The company could help in design

specification and thus may involve technology imports.

5) Incentives/Penalty on meeting/not meeting a sales target: The company

would work with dealers with the policy of carrot and stick which may involveincentives like a foreign tour package, gifts and monetary incentives such as

increased margin for meeting a sales target or working with dealers on contractual

basis rather than a permanent basis if they are not able to reach sales over a period

of time.

A special certification would be given to the dealers for their quality in service and

the company provides these dealers the additional benefits.

6) True Value: Observing a threat from second hand car market the company

would increase its Second hand car selling base i.e. TRUE VALUE. This would

involve a team of officials to convincing its 183 authorized dealers, selling Maruti

cars through 241outlets, to open at least one True Value outlet each within two

years.

7) Taxis and Government Vehicles: The process of selling vehicle to Govt. organization

would involve a lower margin but a bulk sale. Also it may be quite possible that the car

may be purchased directly from the company without any dealers margin in a way

increasing the companys overall profit.

For taxis a rebate of 8% would be compensated by other car sales since company will

have to weigh the burden in this case.

8) Financing through various banks: currently Maruti has its tie up with SBI for

financing and the process is limited to getting the car financed through 9000 branches

which the firm would go out to increase along with the financing tie ups with other banks

in a way increasing the reach and more and more customers.

For rural market a finance scheme for farmers would provide for installments to coincide

with the times when his crop is sold in the market. i.e. CROP CYCLE ( paid every six

months after the rabi and kharif harvests).

9) Inventory management (JUST IN TIME): The company would bring out a


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change in inventory management in the sense that JUST IN TIME has been very

successful for firms like HERO HONDA. On a similar front for the SUV like VITARA

this concept is very useful because they are importing it all the way from japan. Hence

maintaining the minimum level is a matter of concern.

10) Assemble line modification:since in A1 and A2 segments there is need of change in

the design and specification this would involve change in assembly line.

11) Pull strategy for MARUTI 800: with the schemes like From Two wheeler to

Four Wheeler for existing two wheeler owners who can use their two wheeler as the

down payment to take home a maruti 800 where the Value of Two wheeler will be

judged by dealer and Kuchh khaas logo ke liye for people such as Railways

employees, government employees, teachers etc. as their next target for special tailor

made financial schemes for them.

12) Vehicle for corporate:Their N2N fleet management system would be used for this

purpose in which their main purpose would be to finance the vehicles for corporates.

Another way could be like leasing a vehicle to corporate sector for a period of time using

their N2N fleet management system and after the fleet audit (residual value) is done this

would be sold through TRUE VALUE.

EVALUATION AND CONTROL

The company would evaluate and control the marketing process of all the four types:

1) Annual Marketing Plan: The annual demand expected for the year has been

calculated (Proposed Budget) which would be inurn used to calculate return on net

worth. The top management would continuously compare the final output with the

proposed budget. Any lagging would require the control procedure to be taken.

IF Rate of return on net worth < Rate of return on net worth from proposed budget

Then:

Propose change in marketing plan

Change in current strategy being implemented.

Keep a continuous check on future sales.

2) Profitability: The final profit margin, return on net worth and the cost ofadvertising would be compared with proposed budget on timely basis and thus the


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control measure such as new sales promotion scheme or additional discount would be

offered.

3) Efficiency control: The proposed budget would specify the expenditure to be incurred.

Over a period of time management and marketing controller and which would

measure the efficiency of a strategy being taken by company would judge return on

investment on each scheme.

4) Strategic control: The top management would examine if the company is pursuing its

best opportunities such as increase or decrease in market share, which product ha

maximum sale, which products sale has declined or increased and the requirements for

changes in channel of distribution.


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DATA ANALYSIS AND INTERPRETATION

SURVEY OF FIFTY PEOPLE LIVING IN A LOCALITY WAS TAKEN ANDTHE FOLLOWING RESULTS WERE DRAWN

Cars Car Owned

Maruti 21

TATA 17

Hyundai 18

Honda 14

Others 11

81

0

5

10

15

20

25

Maruti TATA Hyundai Honda Others

Cars owned by the people interviewed


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Cars No.of people

Maruti 18

TATA 15

Hyundai 4

Honda 7

Others 6

50

0

2

4

6

8

10

12

14

16

18


People's perception about economy


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Cars No.of people

Maruti 10

TATA 3

Hyundai 13

Honda 19

Others 5

50

Cars No. of people

0

5

10

15

20


People's perception about luxury


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Maruti 27

TATA 4

Hyundai 7

Honda 9

Others 3

50

Cars No.of people

0

5

10

15

20

25

30


People's perception about service outlets & after salesservice


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Maruti 10

TATA 3

Hyundai 14

Honda 16

Others 7

50

Cars No.of people

0

5

10

15

20


People's perception about status


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Maruti 11

TATA 18

Hyundai 5

Honda 12

Others 4

50

0

5

10

15

20


People's perception about safety


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CONCLUSION AND FINDINGS

In current market scenario, the competition in AUTOMOBILE sector is the highest.so to

remain in the competition all automobile companies have to develop in terms of

technology, look, and other features. MUL as a Indian company is the market leader in

INDIA, but as the globalization is coming up and the govt is encouraging the FDI, it is

getting tougher for MUL to maintain its market share. As many MNC are coming to

INDIA with improved technology & features, MUL has to improve its existing

technology & have to add new features to rope down the existing as well as the new

customers. MUL has to add new products to its product mix. MUL has to go for more

promotion to catch up the MNCs.

With the changing economic environment the auto industry is heading for a complete

renaissance. The margin of the company are under the lens, so the companies are doing

what ever it can to improve its bottom line.

The company we have picked up is also going through same because of this the company

is continuously shuffling and re-shuffling its operation to co-up with the changes. The

level of has witnessed a complete revamp in its job because of these changes. The job

they were heading now demand more in terms of:

1. Market focussed approach

2. Problem solving ability

3. Taking initiative

These are few of the changes in the role at this level which was introduced because of

change in operation. And now in order to stay in the dog eat dog race the following the

competencies have to be fill developed:

1. Integrated marketing principles

2. New computer skills

3. Keen to learn new concept etc.Thus the changes will economic involvement will make newer and newer concept emerge

on the scene at the same time rendering the old concepts obsolete. Thus we conclude that

we the company has to see the sin of tomorrow it has to adapt quickly and develop new

arms for its soldiers in term of competition.


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COMPETITIVE SET

Since major sale of Maruti is from its one product Maruti 800 we have tried to identify

its competitive set.

LEVEL OF

COMPETITION

DEFINITI

ON

COMPETING

COMPANY

NEED SATISFIED

1. Product form Small car.

(Maruti

800)

Hyundai,Tata Ease in commuting

within city limits, fuel

efficiency, low priced,

lightweight.

2. Product

Category

Cars.

(Convertible

s, Luxury,

Mid-sized,

Multipurpos

e, Sports-

Utility,

Station

Wagons)

Hyundai, Honda,

Tata, Ford, Daimler-

Chrysler, M&M,

GM, Fiat, Skoda.

Convertibles: good

power to weight ratio,

superior handling.

Luxury: Status symbol,

high level of comfort,

luxury features, satisfies

ego.

Mid-sized: Reasonably

Spacious, high on

comfort & Safety

features.

Multipurpose: Spacious,

used for heavy-duty tasks

like to haul heavy

luggage, used for

commercial purpose.

Sports Utility Vehicle:

High driving position,

good for rough and tough


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usage.

Station Wagon: High

load carrying capability,

spacious, comfortable,

fitted with useful

accessories.

3. Generic Automobil

es (Trucks,

Buses,

Two &

Three

wheelers).

Tata, Ashok

Leyland, Eicher

Motors, Bajaj,

Yamaha, Hero

Honda, TVS, LML.

Transportation, Troop

carriers, Water tankers,

Garbage dumping.

4. Budget Expensive

products

like

Jewelry,

Houses,

and

Foreign

Trips.

De Beers (Jewelry),

House, Star Cruises

(Foreign Trips).

Status, Shelter,

Comfort.


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RECOMMENDATIONS

In order to provide all the shots in the armoury of their employees the company should

implement these policies at level:

1. The company should arrange for inter corporate programmes so that the best

practises or concepts would be interchanged.

2. The company should provide their employee to go in for management programmes

from top management schools in gain new ways of doing thing.

3. The firms will have to set up small experimental shops where an organisation can

house its best talent to pursue experiment innovate develop cutting edge products,

dream up new and better ways of running a business in order to develop positive

value addition to the organisation.4. The company should arrange for games etc in order to create a forum of informal

interaction between customer and employees. These meeting will help employees

develop new skills or get an idea for a new product etc.

5. An separate column in the appraisal form should be there for new skill acquired.

Then on the basis of 2 or 3 new skill acquired he should be appraised and also the

compensation be raised. This will go a long way in motivating employees in

developing new competencies.6. The organisation environment should be made conducive like the

introduction of flexi-time, the accessibility of the work place 24 hours.

The training programme should be serviced from outside. Various leaders in various

fields should be invited as faculty or for guest lecture.


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BIBLIOGRAPHY

1. www.marutiudyog.com

2. www.siamindia.com

3. www.agencyfaqs.com

4. http://www.cybersteering.com/pulmain/motoring/download/News050101.rtf

5. http://www.vedpuriswar.org/articles/Indian%20Cases/Maruti%20Udyog%20in

%202003.pdfbooks

6. books-Research methodology affilated to punjab technical university

7. http://expressindia.com/budget/05/fullstory.php?content_id=80266

8. http://www.sharekhan.com/articles/UnionBudgetSpeech04.htm

9. http://www.indiainbusiness.nic.in/india-profile/automobile.htm

http://www.marketingteacher.com/L
http://www.marutiudyog.com/http://www.siamindia.com/http://www.agencyfaqs.com/http://www.indiainbusiness.nic.in/india-profile/automobile.htmhttp://www.marketingteacher.com/Lhttp://www.marketingteacher.com/Lhttp://www.marketingteacher.com/Lhttp://www.indiainbusiness.nic.in/india-profile/automobile.htmhttp://www.agencyfaqs.com/http://www.siamindia.com/http://www.marutiudyog.com/


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APPENDIX

QUESTIONNAIRE

NAME: ..

AGE: ..

OCCUPATION:

Service

Business

SELF EMPLOYED

MONTHLY HOUSEHOLD INCOME:

Rs. 15,000

Rs. 15,00030,000

Rs. 30,00060,000

Rs. 60,00090,000

Rs. 90,000 and above

WHICH OF THE FOLLOWING CAR (S) DO YOU OWN?

Maruti

TATA

Hyundai

Honda

Others*

* Pl. specify.


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1. ACCORDING TO YOU WHICH CAR OFFERS THE MAXIMUM SAFETY TO ITS

PASSENGERS?

Maruti

TATA

Hyundai

Honda

Others*

* Pl. specify.

2. ACCORDING TO YOU WHICH CAR IS THE MOST FUEL EFFICIENT OF THEM

ALL?

Maruti

TATA

Hyundai

Honda

Others*

* Pl. specify.

3. WHICH CAR ACCORDING TO YOU IS THE MOST LUXURIOUS OF THEM

ALL?

Maruti

TATA

Hyundai

Honda

Others*

* Pl. specify.


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4. WHICH CAR ACCORDING TO YOU WOULD BEST DEFINE YOUR STATUS?

Maruti

TATA

Hyundai

Honda

Others*

* Pl. specify.

5. WHICH OF THE FOLLOWING HAS WELL DISTRIBUTED SERVICE OUTLETS

AND PROVIDES THE BEST AFTER SALES SERVICE TO ITS CUSTOMERS?

Maruti

TATA

Hyundai

Honda

Others*

* Pl. specify.

marketing stratregies of maruti udyod ltd.(kp)

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