SALES TARGET OF MARUTI SUZUKI

• The company warned that it expects discounts on car

prices to increase in the current quarter due to weak demand, especially as diesel-powered cars lose their popularity after the government allowed monthly increases in prices of the fuel.• Maruti expects export volumes to be flat for

the current financial year. Exports accounted for 8 per cent of total sales of 266,434 vehicles during the quarter.

SALES TARGET OF MARUTI SUZUKI

• The company reported a drop of 8.3% sales in Passenger

• Cars with sales of 66342 units in May 2013 as compared to 72309 units in May 2012.

• The Mid Size car segment including car model SX4 reported 24.2% increase in sales at 503 units in May 2013 against 405 units in May 2012.

• The compact segment which includes models like Swift, Estilo, Ritz witnessed a drop of 29.4% in sales during May 2013 with sales of 17147 units against sales of 24290 units in May 2012.

SALES TARGET OF MARUTI SUZUKI

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SALES BUDGET OF MARUTI SUZUKI

• India's car industry suffered its steepest decline in sales during the current financial year as eroding

Scustomer confidence hit sales in February. This is in rank contrast to February 2012, when carmakers reported their biggest sales increase during that financial year.

• Maruti Suzuki and Hyundai, India's largest carmakers by sales, led the drop to register their second successive monthly decline, even as Mahindra and Mahindra and French carmaker Renault bucked the general trend, helped generously by burgeoning demand for their SUVs in February.

SALES BUDGET OF MARUTI SUZUKI

Q1 FY’14 Financial Results 25th July, 2013

• Financial Highlights Q1 FY’14 (post-merger ) & Growth over Q1 FY’13 (pre-merger)

• Sales Volume 266,434 Veh. (10.0) % • Net Sales 99,951 Mn (5.1) % • Op. EBIDTA 11,662 Mn 48.3 % • PBT 8,461 Mn 61.0 % • PAT 6,316 Mn 49.0 %

6 Key Financial Ratios (% of Net Sales) Parameter Q1 FY’14 (post merger) Q1 FY’13 (pre

merger) Change bps

Material Cost 73.7 79.7 600 Employee Cost 2.9 2.2 70

Other Expenses 14.1 13.1 100 Other Operating Income 2.4 2.4 -

EBIDTA 11.7 7.5 420 Depreciation 4.8 3.2 160

Other Non-Operating Income 2.0 1.1 90 PBT 8.5 5.0 350 PAT 6.3 4.0 230

Sales Volumes

• Sales Volumes Market Q1 FY14 Q1 FY13 Growth • Domestic 245,346 263,264 (6.8) % • Exports 21,088 32,632 (35.4) % • Total Sales 266,434 295,896 (10.0) %

• Segments Q1 FY14 Q1 FY13 Growth • Mini 97,668 94,813 3.0 % • Compact 59,678 72,986 (18.2) % • Super Compact 49,259 46,958 4.9 % • Mid Size 1,418 1,447 (2.0) % • Executive - 21 • Vans 22,701 28,074 (19.1) % • MUV 14,622 18,965 (22.9) % • Domestic 245,346 263,264 (6.8) %

SALES TEAM TRAING

• 82% of all sales people fail to differentiate themselves or their products from the competition.

• 86% of all salespeople ask the wrong questions and miss sales opportunities.

• 62% of all salespeople fail to earn the right to ask for commitment.

• 82% of salespeople discount price to earn a sale.

SALES TEAM TRAING

Individual Skills Improvement

• Portrays the Individuals’ Growth in the Five (5) Critical Selling Skills.

• Describes the Status of Each Individual, Group and Company.

• Tracks the Growth in Learning Compared to Application of the Learning.

Sales Skills Learning Trend

• Shows Scores for Each Phase of Skill Development.

• Spots Trends in Skill Gain.

• Clearly Identifies Gaps in Learning and Application of Learning.

Combined Skills Improvement

•Summarizes the Learning and Application of all Skills.

•Demonstrates the Direction that the Learning is Taking.

•Provides Tangible Results of the Training.

ACCOUNTABLE SYSTEM FOR SALES DEVELOPMENT

ACCOUNTABLE SYSTEM FOR SALES DEVELOPMENT

• Comparison Report

• Compares Individuals and Company Average

• Measures Each of the Five Critical Skills

• Pinpoints Strengths and Weaknesses

ACCOUNTABLE SYSTEM FOR SALES DEVELOPMENT

• Training Recommendation

• Compares Knowledge as well as

Application of Skills

• Recommends a Specific Retraining Plan

• Used as a Coaching Tool

ACCOUNTABLE SYSTEM FOR SALES DEVELOPMENT

• Reports

• Provides Overall Ranking

• Highlights Top and Bottom Performers

• Shows Individuals and Groups that Certify

THE MOTIVATIONAL PROCESS MODEL OF MOTIVATION

• A managers job is to identify employees’ drives and needs and to channel their behavior, to motivate them, toward task performance.

• Motivation has a direct relationship with Performance and employee’s Ability.

• Thus we can consider Potential Performance (P) as a product of Ability (A) and Motivation (M).

P = A * M.

• Results occur when motivated employees are provided with opportunity (Such as training) to perform and the Resources (such as Proper tools) to do so.

• The presence of goals and awareness of incentives to satisfy one’s needs are also powerful motivational factors leading to the release of effort.

• When an employee is productive and the organization takes note of it, Rewards will be distributed.

• It should be apparent, therefore, that an important starting point lies in understanding of employee needs.

MOTIVATION REWARDS

• Companies are offering some type of retention bonus,

• ¾• And are realizing that keeping good performers

takes some additional incentive. • Even though worker loyalty to organizations has • decreased in the past two decades, ¾• Retention bonuses appear to be effective in

increasing employee loyalty.