A Summer Trainingnbjnnnn Project Reportsurya Pratap

A SUMMER TRAINING PROJECT REPORT
ON
Study for Service Quality and Consumer Satisfaction For
Maruti Suzuki.
A report submitted to Ishan Institute of Management & Technology,
Greater Noida as a partial fulfillment to full time Post Graduate
Diploma in Business Management.
Under the Guidance of
MR. AMIT SIROHI
(ASSISTANT SALES MANAGER)
SubmittedTo:
Dr.D.K.Garg,
Chairman,
IIMT.Gr..Noida
Submitted By:
SuryaPratap Singh
ENRNo:19031
19th Batch
PGDM
Ishan Institute of Management & Technology

1A, Knowledge Park -1,Greater Noida, Dist.-G.B.Nagar (U.P.)
Website:www.ishanfamily.com
E-Mail: student@ishanfamily.com
PREFACE
Theoretical knowledge is the fundamental weapon for any management student. But apart
from theoretical studies we need to experience a deeper insight into the practical aspects of
those theories by working as a part of organization during our summer training. Training is a
period where a student can apply his theoretical knowledge on practical field. Primarily
practical knowledge and theoretical knowledge have a very vast difference. So this training
has high importance as to know how both the aspects can be applied together.
The study of management acquires most crucial position in the business administration. In
order to be successful, it is necessary to give priority to the management in an organization.
But it cant be denied that the study of management would be more educational, materialistic
and even more interesting, if it is to be paired with the work in organization as an employee.
The training session helps to get details about the working process in the organization. It has
helped me to know about the organizational management and discipline, which has its own
importance. The training is going to be a lifelong experience.
ACKNOWLEDGEMENT
Any big task cnt achieve by a single person, when we want to achieve the goals & objectives
of the organization, we do work in a team, & all team members fulfill his responsibility
according his skills. I would like to say thanks to all those persons who helped me in whole
project. With deep sense of gratitude, I would like to give my special thanks to our
Honourable Chairman Sir, Dr. D.K.GARG who gave me the opportunity to done this
summer internship project.
I am very much thankful to Mr. AMIT SIROHI who guided me in a best way to make this
project successful.
I am also thankful to Mr. T.K GUHA sir who helped me in this project.
Last but not the least, we also very much thankful to our guardians, seniors, our batch-mates
and friends for their continuous encouragement and moral support in preparing this project.
DECLARATION
The Summer training
project report on STUDY FOR SERVICE QUALITY AND
CONSUMER SATISFACTION FOR MARUTI SUZUKI. under the guidance of Mr.

AMIT SIROHI (Assistant Sales Manager) is the original work done by me. This is the
property of the institute & use of this report without prior permission of the institute will be
considered illegal & actionable.
Date :
Signature
SURYA PRATAP SINGH
PGDM (BM)
ENR - 19031
19th BATCH
10
EXECUTIVE SUMMARY
Being a management student, I was assigned the most relevant title, as regards Summer
Training project,on Study for Service Quality And Consumer Satisfaction For Maruti
Suzuki To execute the assigned task, I had to know about the car segment and made my
customer aware about marutis product or to convince them that they have made the right
choice. To fulfill this purpose I got detailed information about the products of Maruti Suzuki
and learn about their features and speciality so that I can do my task easily.
Maruti Suzuki India Limited, a subsidiary of Suzuki Motor Corporation of Japan, has been
the leader of the Indian car market for over two decades.Maruti Udyog Limited
(MUL) was established in February 1981, though the actual production commenced in 1983
with the Maruti 800, based on the Suzuki Alto kei car which at the time was the only modern
car available in India, its' only competitors- the Hindustan Ambassador and Premier Padmini
were both around 25 years out of date at that point.It is the market leader in India and on 17
September 2007, Maruti Udyog was renamed Maruti Suzuki India Limited. The company
headquarter is in GURGAON, HARYANA.
Maruti has a network of 455 sales outlets across 230 cities all over India. The service
network covers 1220 towns and cities, bolstered by 2,628 authorized service outlets.
The company's change in strategy and emphasis on developing effective marketing
communications was their highlights.
Chairman
: Mr. R. C Bhargava
CEO
: Kenichi Ayukawa
The sales figure in 1993 reached up to 1,96,820 vehicles.

The company produced one million vehicles in March 1994.
-The first Indian Company to cross this milestone.
Maruti Suzuki, has sold 7,64,842 vehicles in 2007-08, an increase of 13.3% compared
to 6,74,924 vehicles sold in 2006-07. Their sales in the domestic market during march
2008 is 64,421 units.
Wagon R and Zen were ranked first and third in the premium compact segment.
Maruti is clearly an employer of choice for automotive engineers and young
managers from across the country. Nearly 75,000 .Maruti Suzuki sales is 75,109
11
vehicles in June 2009. This is the highest ever monthly export volume in the
company's history.The company had sold a total of 61,247 vehicles in June 2008.
Marutis turnover rose 14.28 percent to Rs.21,453.86 crore last fiscal from
Rs.18,773.27 crore the year before.
Maruti ranked highest in customer satisfaction with after-sales service. This is all due to
True value
Driving school
Authorized service station
Insurance
Genuine accessories
Strength
Distributor network brand loyalty, Japan technology and Service distribution
After sales service
Cost-effective
Low maintenance
Indian middle-class
Low price,
High fuel efficiency
Weakness
Low capacity engine
Opportunity
High end car segment
Overseas market
Improve handling
Add extra features to small segment cars
Attracting youth
Export small cars
Threats
Fuel price
Foreign brands
Price high of raw material
Small car competition
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Key competitors
Tata Motors, Hyundai, Ford, FIAT, General Motors, Honda
Now my task was to meeting with clients and sales promotion or convincing customer, so I
use to meet with the customer and convince them about the products. I used to talk very
gently and they were also cordial with me, but I got some bitter experiences also at some
places. Further I used to meet with our clients or whatever problems they are getting; my
work was to solve that problem by consulting with different departments. For the purpose of
making aware to the prospective customers I had to explain each & every aspect of the
product. For fulfilling the formalities to giving information of Marutis products I had to gain
the knowledge of the technical part also.
Further, in operations I learned about the documentation & process of filling the customer
form & in this process I have to follow the guidelines given by the project guide, I analyzed
different aspects of selling of cars with their benefits and finance facility..
13
14
TABLE OF CONTENT
S. NO.
CHAPTER -1
PARTICULAR
Introduction of the company.
CHAPTER - 2.
PAGE NO.
19 - 39
About the company

Marketing segmentation
Head office of the company
Plants of the company in India
History of the company
40 - 49
Objective of the company

Mission and vision of the company
Awards and achievements
CHAPTER -3.
Products of the company and features
50 - 88
CHAPTER - 4.
Service Centres Network
89 109
CHAPTER - 5.
A study of Market response in last three years
110 - 119
CHAPTER - 6.
Sales Promotion strategy of Maruti Suzuki
120 - 123
CHAPTER - 7.
Advertising and Publicity
124 -132
CHAPTER-8.
Study of competitors.
133 - 182
15
About the competitor.
Product of the competitor and comparison

with product of Maruti Suzuki
Comparison of strategy of Maruti Suzuki and
CHAPTER - 9.
its competitor.
Key Strategic Initiatives by Maruti for leadership
183 198
CHAPTER 10. Social corporate activity of the company.
199 - 208
CHAPTER
After sales service of the company.
209 214
11 .
CHAPTER
R &D activity of Maruti Suzuki.
215- 221
12 .
CHAPTER
Market position of Maruti Suzuki.
222 231
13 .
CHAPTER
SWOT analysis of Maruti Suzuki
232 237
14 .
CHAPTER
About Rohan Motors Ltd.
238 -262
15 .
Maruti Driving school (MDS)

Maruti Finance
Maruti Insurance
True Value
CHAPTER
Interview of sales executives
263 -266
16 .
CHAPTER
Learning from the project
267 -269
17 .
CHAPTER
Bibliography
270- 271
18 .
CHAPTER 19. Finding
272 - 273
CHAPTER
274 - 275
20 .
16
Word of thanks
LITERATURE REVIEW
The work is a pure applied part of my in 8 weeks curriculum Summer trainning . It has been
a purely practical exposure to the corporate sector. I must say that being a PGDM student,
aspiring to take specialization in the field of marketing, I was quite familiar with the business
17
environment theory after completing 1st year of my study. Superficially, my Summer

Training has enabled me to get an in-depth knowledge of the reality show of the corporate
sector.
There is no doubt about the fact that theoretical knowledge acquired by a student during the
pursuance of his/ her PGDM lays down a foundation with the help of which the student, in
consideration, can expect to have the widest exposure of the reality show of the corporate
sector. But, one should not take it for granted that the so-called theoretical concepts can be
applied to the business environment in totality. That is to say that there, actually, is a
difference between the theoretical and practical environment of the corporate world. Part A
of the story is that one has to take into consideration, the feasibility of a specific theoretical
concept before one is to apply the same in the typical or complex business situation.
Decisions taken out of thin air, in an ad-hoc manner, may spell a disaster for the organization
as a whole. The other part of the story is that if one has applied a theoretical concept, in the
light of its feasibility and after effective consideration of the Cost and Benefit Analysis, the
same can prove to be very fruitful for the organization.
Marketing is the important division of any organization. The main role of manager is
improves the sales of company. They launch the product in market according to the market
segmentation. Marketing manager also control the supply chain system of product. So in
Maruti Suzuki we learned all aspect of business .
Thus, to conclude, I would say that there is a slight difference between theoretical and
practical realities. But, one must understand that, in order to rule the corporate world it is
worthwhile to have the theoretical knowledge because, it is the theoretical knowledge that
lays down the foundation for the success of a modern business man.
18
INTRODUCTION OF AUTOMOBILE INDUSTRY

The automotive industry designs, develops, manufactures, markets, and sells the world's
motor vehicles. In 2010, more than 60 and in 2011 more than 82 million motor vehicles,
19
including cars and commercial vehicles were produced worldwide. Due to these sales, the
automotive industry is the most important economic sector by revenues.
In 2010, a total of 79.9 million new automobiles were sold worldwide: 22.9 million in
Europe, 21.4 million in Asia-Pacific, 19.4 million in USA and Canada, 4.4 million in Latin
America, 2.4 million in the Middle East and 1.4 million in Africa. The markets in North
America and Japan were stagnant, while those in South America and other parts of Asia grew
strongly. Of the major markets, China, Russia, Brazil and India saw the most rapid growth,
and China became both the largest automobile producer and market in the world after
experiencing massive growth in 2010. In the first 5 months of 2011, the total sales of
automobile were 7.61 millions in China (4.62 millions in US), and the total sales were
expected to be around 17 millions (13.65 millions in 2011) for the year of 2012, nearly twice
as much as USA.
About 250 million vehicles are in use in the United States. Around the world, there were
about 806 million cars and light trucks on the road in 2010; they burn over 260 billion
gallons of gasoline and diesel fuel yearly. The numbers are increasing rapidly, especially in
China. In the opinion of some, urban transport systems based around the car have proved
unsustainable, consuming excessive energy, affecting the health of populations, and
delivering a declining level of service despite increasing investments. Many of these negative
impacts fall disproportionately on those social groups who are also least likely to own and
drive cars. The sustainable transport movement focuses on solutions to these problems.
In 2008, with rapidly rising oil prices, industries such as the automotive industry, are
experiencing a combination of pricing pressures from raw material costs and changes in
consumer buying habits. The industry is also facing increasing external competition from the
public transport sector, as consumers re-evaluate their private vehicle usage.[7] Roughly half
of the US's fifty-one light vehicle plants are projected to permanently close in the coming
years, with the loss of another 200,000 jobs in the sector, on top of the 560,000 jobs lost this
decade.
AUTOMOBILE INDUSTRY IN INDIA

The Automobile industry in India is the seventh largest in the world with an annual
production of over 2.6 million units in 2012. In 2012, India emerged as Asia's fourth largest
exporter of automobiles, behind Japan, South Korea and Thailand. By 2050, the country is
20
expected to top the world in car volumes with approximately 611 million vehicles on the
nation's roads.
Following economic liberalization in India in 1991, the Indian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and relaxed
restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki
and Mahindra and Mahindra, expanded their domestic and international operations. India's
robust economic growth led to the further expansion of its domestic automobile market
which attracted significant India-specific investment by multinational automobile
manufacturers. In February 2011, monthly sales of passenger cars in India exceeded 100,000
units.
Embryonic automotive industry emerged in India in the 1940s. Following the independence,
in 1947, the Government of India and the private sector launched efforts to create an
automotive component manufacturing industry to supply to the automobile industry.
However the growth was relatively slow in the 1950s and 1960s due to nationalisation and
the license raj which hampered the Indian private sector. After 1970, the automotive industry
started to grow, but the growth was mainly driven by tractors, commercial vehicles and
scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market
ultimately leading to the establishment of Maruti Udyog.
A number of foreign firms initiated joint ventures with Indian companies. In the 1980s, a
number of Japanese manufacturers launched joint-ventures for building motorcycles and light
commercial-vehicles. It was at this time that the Indian government chose Suzuki for its
joint-venture to manufacture small cars. Following the economic liberalisation in 1991 and
the gradual weakening of the license raj, a number of Indian and multi-national car
companies launched operations. Since then, automotive component and automobile
manufacturing growth has accelerated to meet domestic and export demands.
Exports........
India has emerged as one of the world's largest manufacturers of small cars. According to
New York Times, India's strong engineering base and expertise in the manufacturing of low-
21
cost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of several
automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki.
In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to
export 250,000 vehicles manufactured in its India plant by 2011. Similarly, General Motors
announced its plans to export about 50,000 cars manufactured in India by 2011.
In September 2009, Ford Motors announced its plans to setup a plant in India with an annual
capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the
Indian market and for export. The company said that the plant was a part of its plan to make
India the hub for its global production business. Fiat Motors also announced that it would
source more than US$1 billion worth auto components from India.
According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth largest exporter
of cars.
Rankwise Largest Automobile Manufacturers in India by Sales...
Maruti Suzuki
Hyundai
Tata
Mahindra
GM Chevrolet
Honda
Toyota
Ford
Fiat
koda
Key Points:
Total sales of 12,71,005 vehicles during fiscal 2010-11,
a growth of 24.8 per cent over fiscal 2009-10 (10,18,365 units).
Export-1,38,266 units in the fiscal.This included 43% to European countries.
Sold 8,08,552 units in A2 segment, a growth of 27.7 per cent.
In the A3 segment, company sold 1,31,272 units, reflecting a growth of 32.2%
22
In the C segment, sales grew by 58.5 per cent touching 1,60,626 units.
During the year, the company expanded its countrywide network:
Number of
31 March 2013
31 March 2012
Increase
Sales Outlets
933
802
131 added
Cities covered by sales network
666
555
111 added
Service Stations
2946
2740
206 added
Cities covered by service network
1395
1335
60 added
Maruti Driving Schools
164
83
81 added
Financial Year 2012-13

The Company's Total Income (Net of Excise) for the year 2012-13 was Rs. 375,224 million,
a growth of 24.6 per centover fiscal 2011-12.
The Company's Net Profit during the year stood at Rs. 22,886 million, a drop of 8.4 per cent
over 2011-12.
The company's profit was impacted by adverse currency movement, particularly on exports,
higher commodity prices and new model launches.
Dividend
The Board of Directors recommended a dividend of 150 per cent (Rs 7.50 per share of face
value Rs. 5/-). The dividend in 2009-10 was 120 per cent.
23
BOARD OF DIRECTOR
Mr. R. C. Bhargava
Chairman
Mr. Kenichi Ayukawa

Managing Director & CEO
Mr. Toshiaki Hasuike

Joint Managing Director
24
Mr. Osamu SuzukiDirector
Mr. Amal Ganguli

Independent Director
Mr. D. S. Brar
Mr. Toshihiro Suzuki

Director
25
Mr. Kazuhiko Ayabe

Director & Managing Executive
Officer (Supply Chain)
Mr. Masayuki Kamiya

Director (Production)
Mr. Kinji Saito

Director
26
Ms. Pallavi Shroff

Mr. R.P. Singh

27
MARKET SEGMENTATION OF MARUTI SUZUKI

A market consists of large number of individual customers who differ in terms of their needs,
preferences and buying capacity. Therefore, it becomes necessary to divide the total market
into different segments or homogeneous customer groups. Such division is called market
segmentation. They may have uniformity in employment patterns,educational qualifications,
economic status, preferences, etc. Market segmentation enables the entrepreneur to match his
marketing efforts to the requirements of the target market. Instead of wasting his efforts in
trying to sell to all types of customers, a small scale unit can focus its efforts on the segment
most appropriate to its market.
A market can be segmented on the basis of the following variables:
1. Geographic Segmentation: The characteristics of customers often differ across nations,
states, regions cities or neighbourhoods. The entrepreneur can decide to operate in one or a
few or all the geographic areas, but pay attention to differences in geographic needs and
preferences.
2. Demographic Segmentation: Variables such as age, sex, family size, income,occupation,
education, religion, race and nationality are widely used for market segmentation.
3. Psychological variables: Personality, life style, social class, etc. can also be used for
market segmentation. For example, some products like pens, watches, cosmetics and
briefcases are designed differently for common men and status seekers.
4. Behavioural Segmentation: Buyers are divided into groups on the basis of their
knowledge, attitude, use or response to a product.
In order to cater to the requirements of identified market segment, an entrepreneur has to
develop an appropriate marketing mix. Marketing mix is a systematic and balanced
combination of the four inputs which constitute the core of a companys marketing system
the product, the price structure, the promotional activities and the place or distribution
system. These are popularly known as Four Ps of marketing.
An appropriate combination of these four variables will help to influence demand. The
problem facing small firms is that they sometimes do not feel themselves capable of
controlling each of the four variables in order to influence the demand.
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Segmentation of Maruti SuzukiSport Utility Vehicle (Suv)-SUV:A sport utility vehicle, or SUV, is a type of passenger
vehicle which combines the load-hauling and versatility of a pickup truck with the passengercarrying space of a van or station wagon. Most SUVs are designed with a roughly square
cross-section, an engine compartment, a combined passenger and cargo compartment, and no
dedicated trunk. Most mid-size and full-size SUVs have 5 or more seats, and a cargo area
directly behind the last row of seats.It is known in some countries as an off-road vehicle or
four-wheel drive, often abbreviated to 4WD or 4x4, and pronounced "four-by-four".
However, not all SUVs have four-wheel drive capabilities.
MARUTI ZYPSI
MARUTI GRAND VITARA
Multi Utility Vehicle (MUV)-MUV:A minivan, minibus, people carrier, multi utility vehicle
(MUV), or multi-purpose vehicle (MPV) is a type of vehicle which has a body that resembles
a van, but which has rear side doors, rear side windows, and interior fittings to accommodate
passengers similar to a station wagon. Minivans are higher than normal sedans, compacts and
station wagons, and are designed for maximum interior room; minivans often feature three
seat rows and can seat 7 people or more.
MARUTI OMNI
MARUTI SUZUKI EECO
MARUTI SUZUKI ERTIGASedan-:A sedan seats four or more and has a fixed roof that is full-height up to the rear
window. Most commonly it is a four-door; two-door is rarer but they do occur.
MARUTI SUZUKI SWIFT DESIRE
MARUTI SUZUKI SX4
MARUTI SUZUKI KIZASHI
Hatchback -: A hatchback car is an automobile design, consisting of a passenger cabin
which includes an integrated cargo space, accessed from behind by a "hatch" tailgate or flipup window.
MARUTI SUZUKI 800
MARUTI SUZUKI ALTO
MARUTI ALTO 800
MARUTI SUZUKI WEGON R
29
MARUTI SUZUKI A STAR

MARUTI SUZUKI STINGRAY
MARUTI SUZUKI SWIFT
MARKETING MIX
Marketers, in order to bring out desired responses from their target markets, use a number of
tools that form a marketing mix. Marketing mix is defined as the set of marketing tools that
an organization uses to follow its marketing objectives in the target market. McCarthy has
classified these tools as the 4Ps of marketing which are product, price, place and
promotion. The 4Ps are the ideas to take into account while marketing a product. They
constitute the root of the marketing mix. In order to efficiently market a product, it is
therefore imperative to get an optimally correct mix of the 4Ps. In an ideal situation, if a
company is able to plan a promotion for the right product, at the right price and to get it to
their preferred market, in the right place then it is highly effective for the company. A brief
description of the four elements of marketing mix is as follows1:
TARGET MARKET
1. Product: The first element of marketing mix is product. A Product is anything that can be
offered to a market for attention, acquisition, use, or consumption that might satisfy a want or
need. Products include physical objects, services, events, persons, places, ideas or mixes of
these. This element involves decisions concerning product line, quality, design, brand name,
label, after sales services, warranties, product range, etc. An appropriate combination of
30
features and benefits by the small firm will provide the product with USP (unique selling
proposition). This will enhance the customer loyalty in favour of its products.
Products and services are broadly classified into consumer products and industrial products.
Consumer products are bought for final consumption; where as Industrial products are
bought by individuals and organisations for further processing or for use in conducting
business. Other ways of classifying products are as follows:
a. Convenience products: These are consumer products that the customer buys very
frequently, without much deliberation. They are low priced of low value and are widely
available at many outlets. They may be further subdivided as:
Staple Products: Items like milk, bread, butter etc. which the family consumes regularly.
Once in the beginning the decision is programmed and it is usually carried on without
change.
Impulse Products: Purchase of these is unplanned and impulsive. Usually when the
consumer is buying other products, he buys these spontaneously for e.g. Magazines, toffees
and chocolates. Usually these products are located where they can be easily noticed.
Emergency products: Purchase of these products is done in an emergency as a result of
urgent and compelling needs. Often a consumer pays more for these.
For example while traveling if someone has forgotten his toothbrush orshaving kit; he will
buy it at the available price.
b. Shopping products: These are less frequently purchased and the customer carefully
checks suitability, quality, price and style. He spends much more time and effort in gathering
information and making comparisons. E.g. furniture, clothing and used cars.
c. Specialty products: These are consumer goods with unique characteristics / brand
identification for which a significant group of buyers is willing to make a special purchase
effort. For example, Mitsubishi Lancer, Ray ban glasses,Cars.
d. Unsought product: These are products that potential buyers do not know exist or do not
yet want .For example Life Insurance, a Lawyers services in contesting a Will.
The above product decisions are very important to ensure the sale of products. A product has
both tangible and intangible components. While buying a product, the customer does not
merely look for the physical product, but a bundle of satisfaction. Thus the impact that any
product has upon a buyer goes well beyond its obvious characteristics. There is a
psychological dimension to all customer purchases; what a customer thinks about a product
is influenced by far more than the product itself. For example, the buyer of an air conditioner
is not purchasing cooling machine only. He looks for attractive colour and design, durability,
31
low noise, quick cooling, etc. These influencing factors must be considered by the small
firms to meet the requirements of different kinds of customers.
2. Price: The second element is the price, which affects the volume of sales. It is one of the
most difficult tasks of the marketing manager to fix the right price. The variables that
significantly influence the price of a product are: demand of the product, cost, competition
and government regulation. The product mix includes: determination of unit price of the
product, pricing policies and strategies, discounts and level of margins, credit policy, terms of
delivery, payment, etc. Pricing decisions have direct influence on the sales volume and
profits of the firm. Price, therefore, is an important element of the marketing mix. Right price
can be determined through pricing research and by adopting test-marketing techniques. Small
firms should think of pricing as a method whereby prices are set with regard to costs, profit
targets, competition and the perceived value of products. Because of their simplicity, costplus-pricing are attractive to small businesses, though this is not the only mode of pricing
utilized by small firms. For example, the profit margin in the cost-plus approach may well be
fixed after examining both the nature of the market and the competitor activity within it. It is
a mistake for small firms to rely wholly on cost-plus, but very often small firms do that to the
detriment of profits and market share.
The pricing policies mainly followed by the small firms are:
a. Competitive pricing: This method is used when the market is highly competitive and the
product is not differentiated significantly from the competitors products.
b. Skimming-the-cream pricing: Under this pricing policy, higher prices are charged during
the initial stages of the introduction of a new product. The aim is to recover the initial
investment quickly. This policy is quite effective when the demand for a product is likely to
be more inelastic with respect to price in its early stages; to segment the market into
segments that differ in price elasticity of demand and to restrict the demand to a level, which
a firm can easily meet.
c. Penetration pricing: Under this policy, prices are fixed below the competitive level to
obtain a larger share of the market. Penetration pricing is likely to be more successful when
the product has a highly elastic demand; the production is carried out on a large scale to
achieve low cost of production per unit; and there is strong competition in the market.
3. Promotion: Promotion refers to the various activities undertaken by the enterprise to
communicate and promote its products to the target market. The different methods of
32
promoting a product are through advertisement, personal selling, sales promotion and
publicity.
4. Place or Physical Distribution: This is another key marketing mix tool, which stands for
the various activities the company undertakes to make the product available to target
customers. Place mix or delivery mix is the physical distribution of products at the right time
and at the right place. It refers to finding out the best means of selling, sources of selling
(wholesaler, retailers, and agents), inventory control, storage facility, location,warehousing,
transportation, etc. This includes decisions about the channels of distribution, which make the
product available to target customers at the right time, at the right place and at the right price.
By selecting wrong distribution channels or by using the ones it has traditionally used, a
small firm could be depriving it of new market opportunities. In a situation where a small
firm has only one primary product, the general rise and fall of sales will lead to a rise and fall
of the firm, unless the firm learns to consistently adjust its marketing mix to match consumer
demand.
According to above basis Maruti has devided its market in to different segments to expand
its market and also catered the need of every segments by launching different products and
services having different pricing strategy for every segments thats why maruti is very
successful in the market and having 55% of market share. The product segmentation of
maruti Suzuki is as follows:-
33
HEAD OFFICE OF MARUTI SUZUKI

Maruti Suzuki India Limited
Nelson Mandela Road,
Vasant Kunj,
New Delhi-110070
Board no.46781000
Fax : 46150275 and 46150276
The head office of the Maruti Suzuki is in Vasant kunj ,New Delhi .All the activity of maruti
Suzuki are controlled by this head office only .Meeting of board of directors, making
strategies, and all are held here .In the head office there is a complete system and separate set
of office are there like customer care department , true value department ,service centre
department and different offices of board of directors .In every month there is a meeting of
board of directors and whatever decision they take after it it is forwarded to different
distributors and dealers .Customer care department is to solve the problem of the customers,
True value is for increasing its family by exchanging vehicles.
Branch office:Kolkatta
L & T Chamber, 4th floor,
16th Camac Street
Kolkatta - 700 017
Tel: 033-2283-5252, 53, 54, 62
Fax: 033-22835261
Ranchi
4th Floor, Rohini Complex,
Opposite Hotel Apsara,
Circular Road, Lalpur,
Ranchi.
Jharkhand- 834001
Tel: 0651-2563931, 61
Guwahati
403, Orion Towers,
34
Christan Basti
Guwahati
Tel: 0361-2340850,140
Fax: 0361-2734308
indore
3rd Floor, Commerce House,
7 Race Course Road,
Indore - 452001
Tel: 0731-4069382,48
Chandigarh
SCO-39-40, Sector 8-C,
Madhya Marg
Chandigarh - 160018
Tel: 0172-2780057, 3058077
Fax: 0172-2548234, 2548234
Jaipur
7th Floor, Pooja Towers
3, Gopalpura Byepass, Tonk Road
Jaipur - 302018
Tel: 0141-5118006, 7
Fax: 0141-5118005
Lucknow
B-1, Pick Up Bhawan (Ground Floor)
Vibhuti Khand, Gomti Nagar
Lucknow - 226010
Tel: 0522-2720931-4, 2721145
Fax: 0522-2720931-34
Chennai
7th Floor, Capital Towers,
180, Kodambakkam High Road
Nungambakkam, Chennai - 600034
Tel: 044-28233051-3
Fax: 044-28242059
35
Bangalore
202, 2nd Floor, Embassy Classic
Vittal Mallya Road,
Bangalore - 560001
Tel: 080-4112 0017 / 18, 22127384/85
Fax: 080-2248484
Hyderabad
Mahavir Chambers, Door No. 3-6-363 & 3-6-1/1
Chamber Bearing No. 101 & 102, 1st Floor,
Liberty Square Stanza
Mumbai
602, Madhava Building, Bandra Kurla Complex
Bandra (East),
Mumbai - 400051
Tel: 022-26590478
Fax: 022-26590285
Pune
7th Floor, North Block,
Sacred World, Wanowarie
Pune- 411040
Tel: 020-26856041(D)
Fax: 020-26856036-4
Ahmedabad
211, Iskon Mall, Above Star India Bazaar,
Satellite Road
Ahmedabad- 380015
Tel: 079-40036660
Fax: 079-40036671
PLANTS OF MARUTI SUZUKI
36
Maruti Suzuki has two state-of-the-art manufacturing facilities in India. The first facility is at
Gurgaon spread over 300 acres and the other facility is at Manesar, spread over 600 acres in
North India.
The Gurgaon facility
The Gurgaon Manufacturing Facility has three fully integrated manufacturing plants and is
spread over 300 acres. All three plants have an installed capacity of 350,000 vehicles
annually but productivity improvements have enabled it to manufacture 700,000 vehicles
annually. The Gurgaon facilities also manufacture 240,000 K-Series engines annually. The
entire facility is equipped with more than 150 robots, out of which 71 have been developed
in-house. The Gurgaon Facilities manufactures the 800, Alto, WagonR, Estilo, Omni, Gypsy,
Swift and Eeco.
Maruti Suzuki's facility in Gurgoan houses three fully integrated plants. While the three
plants have a total installed capacity of 350,000 cars per year, several productivity
improvements or shop floor Kaizens over the years have enabled the company to
manufacture nearly 700,000 cars/ annum at the Gurgaon facilities.The entire facility is
equipped with more than 150 robots, out of which 71 have been developed in-house. More
than 50 per cent of our shop floor employees have been trained in Japan.
37
Our Gurgaon facility also houses `K' Engine plant. The `K' family engine plant has an
installed annual capacity of 240,000 engines and was commissioned in 2008. Spread over an
area of 20,300 m2, the `K' family engine facility is part of the Rs 9,000 crore investment plan
drawn by Maruti Suzuki and Suzuki Motor Corporation. The next generation `K'engine like
all Maruti Suzuki earlier technologies is highly fuel efficient, while offering the best in
refinement and performance. It will take the engine technology to the next level in India. AStar is the first car to be powered by `K' family engine. The forthcoming models will be
powered by other `K' family engines. The in-line plant layout consisting of Casting,
Machining and Assembly processes has high level of automation, effective material handling
and inventory reduction techniques in place, aimed for high operational efficiency. The
facility employs global manufacturing best practices like cold testing, 100% on line
automated checks to ensure global quality.
THE MANESAR FACILITY

Our Manesar facility has been made to suit Suzuki Motor Corporation (SMC) and Maruti
Suzuki India Limited's (MSIL) global ambitions. The plant was inaugurated in February
2007. At present the plant rolls out World Strategic Models Swift , A-star & SX4 and
DZire.The plant has several in-built systems and mechanisms.There is a high degree of
automation and robotic control in the press shop, weld shop and paint shop to carry on
manufacturing work with acute precision and high quality.The plant is designed to be
flexible: diverse car models can be made here conveniently owing to automatic tool
changers, centralized weld control system and numerical control machines that ensure high
quality.
The plant at Manesar is the company's fourth car assembly plant and started with an initial
capacity of 100,000 cars per year. This will be scaled up to 300,000 cars per year by October
2008. By 2010, Maruti Suzuki aims to increase capacity to 300,000 cars at the Manesar plant.
To meet the growing demand of customers in northern region, Maruti Suzuki will scale up its
production capacity in its existing plant located in Manesar (Haryana) from one lakh to three
lakh by 2010. Maruti's forthcoming "A-Star" scheduled for launch in October, 2008 and
Splash to come up in next year will also be produced from here.
The chief general manager (sales), Maruti-Suzuki India Ltd, RS Kalsi said, "There was a
long waiting list for SX4 and Swift besides other models. To meet this growing demand, the
capacity of Manesar plant will be increased. However, Maruti will spend about Rs 9,000
crore in the year 2009-2010 in expanding the production capacity, research and development
in the country."
38
Diesel Engine Plant- Suzuki Powertrain India Limited

Suzuki Powertrain India Limited the diesel engine plant at Manesar is SMC's & Maruti's first
and perhaps the only plant designed to produce world class diesel engine and transmissions
for cars.
The plant is under a joint venture company, called Suzuki Powertrain India Limited (SPIL) in
which SMC holds 70 per cent equity the rest is held by MSIL.This facility has an initial
capacity to manufacture 100,000 diesel engines a year. This will be scaled up to 300,000
engines/annum by 2010.
PLANTS
Gurgaon PlantManesar Plant
Maruti Suzuki India Ltd.
Plot no.1, Phase 3A
Gurgaon Plant
IMT Manesar
Old Palam Gurgaon Road

Gurgaon - 122015
Tel: (0124) 2346721
39
HISTORY OF THE COMPANY

MARUTI UDYOG LIMITED
Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to
meet the growing demand of a personal mode of transport caused by the lack of an efficient
public transport system.
Maruti is the highest volume car manufacturer in Asia, outside Japan and Korea. It is the one
of most successful automobile company since its inception. Suzuki Motor Company was
chosen from seven prospective partners worldwide. This was due not only to their undisputed
leadership in small cars but also to their commitment to actively bring to MUL contemporary
technology and Japanese management practices (which had catapulted Japan over USA to the
status of the top auto manufacturing country in the world).
The objectives of MUL then are:
40
- Modernization of the Indian Automobile Industry.

- Production of fuel-efficient vehicles to conserve scarce resources.
- Production of large number of motor vehicles which was necessary for economic growth.
Despite there being 11 companies now in the passenger car market in India, Maruti holds
about 55% of the total market share.
Maruti Suzuki is one of India's leading automobile manufacturers and the market leader in
the car segment, both in terms of volume of vehicles sold and revenue earned. Maruti Udyog
Limited (MUL) was established in February 1981, though the actual production commenced
in 1983 with the Maruti 800, based on the Suzuki Alto car which at the time was the only
modern car available in India, its' only competitors- the Hindustan Ambassador and Premier
Padmini were both around 25 years out of date at that point. Through 2004, Maruti has
produced over 5 Million vehicles. Maruti vehicles are sold in India and various several other
countries, depending upon export orders.
Maruti is India's largest automobile company. The company, a joint venture with Suzuki of
Japan, has been a success story like no other in the annals of the Indian automobile industry.
Today, Maruti is India's largest automobile company. This feat was achieved by the
missionary zeal of the employees across the line and the far-sighted vision of the
management. Maruti Suzuki India Limited, a subsidiary of Suzuki Motor Corporation of

Japan, has been the leader of the Indian car market for over two decades.
The company started with Suzuki holding the minor stakes of the company while
Government of india holding the major stakes. As of present, Government of india has
disinvested its stakes in the company completely, and handed over the management of
company to Suzuki Motor Corporation. Today, Maruti and its partners employ more than
75000 employees. Its manufacturing facilities are located at two locations, Gurgaon and
Manesar, both south of New Delhi.
Marutis Green Philosophy
Marutis Green Philosophy stems from its use of Three Rs: Reduce, Recycle and Reuse
policy in its plants, so that there is a minimal stress on natural resources. The company has
launched a number of initiatives under its Three Rs umbrella to make the plants more
efficient in terms of resource usage. It is also certified with ISO 14001:1996 for its
41
Environment Management System programme and uses the principle of Smaller, fewer
lighter, shorter and neater for its operations.
Maruti Sustainable Operations through Internal Efficiency
Maruti in recent years, owing to several innovative measures like investing in green
equipments, its employee-driven campaigns and Kaizens (shop floor improvements), has
drastically reduced the consumption of power and water and the waste generation in its
facilities. Company also credits this decrease in utility consumption to its adoption of justin-time approach towards operations. Some of the facts and figures supporting Marutis
claims are :
Total energy consumption per vehicle is down by 26 % over the last six years.
Power Consumption has come down by 31 % over the last six years.
Maruti Suzuki India Limited is a publicly listed automaker in INDIA. It is a leading fourwheeler automaker manufacturer in south asia. Suzuki motor corporation of Japan holds a
majority stake in the company. It was the first company in India to mass-produce and sell
more than a million cars. It is largely credited for having brought in an automobile revolution
to India. It is the market leader in India and on 17 September 2001, Maruti Udyog was
renamed Maruti Suzuki India Limited. The company headquarter is in GURGAON,
HARYANA. The company annually exports more than 50,000 cars and has an extremely
large domestic market in India selling over 730,000 cars annually. Maruti 800 ,till 2004, was
the India's largest selling compact car ever since it was launched in 1983. More than a
million units of this car have been sold worldwide so far . Due to the large number of Maruti
800s sold in the Indian market, the term "Maruti" is commonly used to refer to this compact
car model. Till recently the term "Maruti", in popular Indian culture, was associated to the
Maruti 800 model.
During the pre-liberalization period (1983-1992) a major source of Marutis strength was the
wholehearted willingness of the Government of India to subscribe to Suzukis technology
and the principles and practices of Japanese management. Large number of Indian managers,
supervisors and workers were regularly sent to the Suzuki plants in Japan for training.
Batches of Japanese personnel came over to maruti to train, supervise and manage. Marutis
style of management was essentially to follow Japanese management practices.
The service network covers 1,113 towns and cities, bolstered by 2,142 authorized service
outlets.The company's change in strategy and emphasis on developing effective marketing
communications was their highlights.
42
The Path to Success for Maruti was as follows:

(a) Teamwork and recognition that each employees future growth and prosperity is totally
dependent on the companys growth and prosperity
(b) Strict work discipline for individuals and the organization
(c) Constant efforts to increase the productivity of labor and capital
(d) Steady improvements in quality and reduction in costs
(e) Customer orientation
(f) Long-term objectives and policies with the confidence to realize the goals
(g) Respect of law, ethics and human beings. The path to success translated into practices
that Marutis culture approximated from the Japanese management practices. During the preliberalization period the focus was solely on production.
(h) Employees were handsomely rewarded with increasing bonus as Maruti produced more
and sold more in a sellers market commanding an almost monopoly situation.
During 2009-10, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In all,
over six million Maruti cars are on Indian roads since the first car was rolled out on 14
December 1983.
OBJECTIVE OF THE COMPANY

Marutis marketing objective is to continually offer the customer new products and services
that:
Reduce the customers cost of ownership of their cars; and
Anticipate and address the customers needs and preferences in all aspects and stages of car
ownership, to provide what they refer to as the 360 degree customer experience.
Modernization of the Indian Automobile Industry.
Production of fuel-efficient vehicles to conserve scarce resources.
Production of large number of motor vehicles, which was necessary foreconomic growth.
43
They sell ten models with more than 50 variants in segments A, B, C, and utility vehicle
segment of the Indian passenger car market. Of these, they manufacture nine models and
import the Grand Vitara as a completely built unit from Suzuki in Japan. Their models and
variants are designed to address the changing demands of the market and are periodically
upgraded in technology, styling and features. To take advantage of the brand recognition
associated with their products, they retain the brand name of the product through various
stages of product upgrades over time. For example, the version of the Maruti 800 brand
currently sold in the market is a significantly upgraded version, in terms of technology,
design and styling, of the Maruti 800 launched in 1983.
MISSION AND VISION OF THE COMPANY
The Company Mission:
To provide a wide range of modern, high quality fuel efficient vehicles in order tomeet the
need of different customers, both in domestic and export markets.
The Company Vision:
We must be an internationally competitive company in terms of our products andservices. We
must retain our leadership in India and should also aspire to be amongthe global players. The
leader in the India Automobile Industry, Creating Customer Delight and Shareholders
Wealth; A pride of India
Their focus is on:

Building a continuously improving organisation adaptable to quick changes
Providing value and satisfaction to the customer
Aligning and fully involving all our employees, suppliers and dealers to face
Competition
Maximising Shareholder's value
Being a responsible corporate citizen
At Maruti, they have a clear perspective on manpower. They see it as a uniqueresource, in the
sense that optimal productivity of other resources depends largely onthe way human
resources are utilised. The basic philosophy of management thatunderlies the Maruti culture
is that all employees of the company should be mouldedinto a team which then strives as
44
one, to achieve commonly shared company goalsand objectives. To make this philosophy
tenable, the Company takes severalinitiatives. Inputs are sought from employees at all levels.
They believe thateveryone should contribute to the formulation of company policies, goals
andobjectives. Secondly, at Maruti, they encourage leadership in the best sense of theword.
According to us, a leader is one who must be impartial, must have the abilityto rise above his
own subjectivity, and, most importantly, must practice what hepreaches.
They understand that the process of creating a sense of belonging that all employeescan
identify with is a lengthy one. To ensure that this translates into concrete reality, they have
taken several simple but specific and well thought out measures. The first step in this
direction has been the introduction of a common uniform for allemployees. Another measure
is the creation of a common canteen where allemployees have lunch, stand in common
queues, and sit on the same table. Common transport and similar facilities for all levels of
employees are othermeasures that reinforce their emphasis on genuine equality in the
workplace.At Maruti They do not believe in the notion of organisational hierarchies. As
amatter of fact, the management structure and systems in Maruti have been designedto
promote decentralisation of authority. Maruti has a horizontal managementstructure with
only four functional levels of responsibility to facilitate quickerdecision making.
Another focus area of the Maruti culture is the maintenance of a smoothlyfunctioning
communication network. Maruti believes that communication channelsbetween labour and
management cannot simply consist of having a labourrepresentative on the Board of the
Company. They have faith in the ability of labourto effectively participate in management
and make constructive suggestions. Toencourage this, they ensure that there is a thorough
dissemination of information atall levels, through newsletters or via a letter from the Chief
Executive to allemployees. Meetings with the Union are held regularly, and programmes
beingcontemplated by the Company are discussed with the Union. The Sahyog Samiti,
acollection of representatives of non-unionised employees, training programmes inJapan,
Quality Circles, productivity-linked incentive schemes, and an ethos ofdiscipline and
teamwork, all contribute to the Maruti culture.Several measures of performance have made
amply clear that Maruti has establisheda truly healthy work culture. They have met all project
and performance targetssince inception. Their productivity levels are constantly improving.
The Companyhas had good labour relations with employees from the very beginning, and
theyhave been successful in the export market. Yet, the Maruti culture is one that doesnot
believe in resting on its laurels. They adhere to the spirit of Kaizen, which states
45
that constant improvement is always possible. The most basic tenet of productivitythat they
hold dear is that " Today should be better than Yesterday and Tomorrowshould be better than
Today".A licence and a Joint Venture agreement was signed between Government of
Indiaand Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982.
Suzuki Motor Company was chosen from seven prospective partners worldwide. This was
due not only to their undisputed leadership in small cars but also to their commitment to
actively bring to MUL contemporary technology and Japanese management practices (which
had catapulted Japan over USA to the status of the top auto manufacturing country in the
world).
AWARDS AND ACHIEVEMENT

The company has achieved many awards for its excellence in the automobile industry. The
Company is India's most awarded car Company. Some of the awards won by the Company
during the year under review are:
The prestigious Golden Peacock Award for excellence in the field of Environment
Management in Automobile Sector.
1991-92
Engineering Exports Promotion Council's award for export performance.
1992-93
Engineering Exports Promotion Council's award for export performance.
1994
Best Canteen award among Haryana Industries as part of employee welfare.
1994-95
Engineering Exports Promotion Council's award for export Performance
1996
Maruti wins INSSAN award for "Excellence in Suggestion Scheme" Awarded the
Star Trading House status by Ministry of Commerce
1998
CII's Business Excellence Award
1999
46
MSM launched as model workshop in India; achieves highest CSI rating.
Central Board of Excise & Customs awards Maruti with "Samman Patra", for
contribution to exchequer and being an ideal tax Assessee
2000
Maruti bags JD Power CSI - 1st rank; unique achievement by market leader
anywhere in the world
2001
MUL tops in J D Power CSI (2001) for 2nd time in a row: another international first.
2003
Maruti 800, Maruti Zen and Maruti Esteem make it to the top 10 automotive brands
in "Most Trusted Brand survey 2003".

J D Power ranked 3 models of Maruti on top: Wagonr, Zen and Esteem.
Mauti 800 and Wagonr top in NFO Total Customer Satisfaction Study 2003.
MUL tops in J D Power CSI (2001) for 4th time in a row.
2004
Maruti Suzuki was No. 1 in Customer atisfaction, No. 1 in Sales Satisfaction No.1 in
Product Quality (Esteem and Alto) and No. 1 in Product Appeal (Esteem and Wagon
R).
No. 1 in Total Customer Satisfaction (Maruti 800, Zen and Alto) Business World
ranked us among the country's five most respected companies.

Business World ranked us the country's most respected automobile company.
Voted Manufacturer of the year by CNBC.
Voted one of India's Greenest Companies by Business Today-AC Nielson ORGMARG.
2005
Number one in JD Power SSI for the second consecutive year.

Number one in JD Power CSI for the sixth time in a row - the only car to win it so
many times.
M800, WagonR and Swift topped their segments in the TNS Total Customer
Satisfaction Study.
Leadership in the JD Power Initial Quality Study - Alto number one in its segment for
the 2nd time in a row, Esteem number one in its segment for the 3rd year in a row,
Swift number one in the premium compact segment .

WagonR and Esteem top their segments in the JD Power APEAL study.
TNS ranks Maruti 4th in the Corporate Reputation Strength (CSR) study (#1 in Auto
sector)-Feb 05.
47
Maruti bagged the "Manufacturer of the year" award from Autocar- CNBC ( 2nd
time in a row)-Feb 05.
First Indian car manufacturer to reach 5 million vehicles sales.
Business World ranks Maruti among top five most respected companies in India-Oct
04.
Maruti ranked among top ten (Rank7) greenest companies in India By Business
Today - Sep '04.
2007
JD Power Customer Satisfaction Award. This award has been received for the 8 th time
in a row.
2007 India IQS Award for Maruti Swift which has been highest ranked model in the
Premium Compact car segment.

2007 India APEAL for Maruti Zen Estilo which has been highest ranked model in
Compact car segment.

2007 India APEAL for Maruti Swift which has been highest ranked model in
Premium Compact car segment.

2007 India APEAL for Maruti SX4 which has been highest ranked model in Midsize
car segment.
"Car Manufacturer of the Year" Award by NDTV.
ICICI-NDTV Profit Viewers Choice Award for Maruti SX4 in the Midsize car
segment.
CNBC TV-18 Autocar Midsize Car Award for Maruti SX4.
CNBC TV-18 Autocar Value for Money for Maruti SX4.
CNBC TV 18 Autocar Award for Viewers Choice for Maruti SX4.
CNBC TV-18 Autocar Manufacturer Award.
Manufacturer of the Year " Award in the Passenger Car category by Auto Monitor
Awards.
In 2010-11 Maruti Suzuki India Ltd. was presented the "ICSI National Award For Excellence
in Corporate Governance 2009" at Mumbai by Vilasrao Deshmukh, Union Minister for
Heavy Industries & Public Enterprises in the presence of Justice R.C. Lahoti, Former Chief
Justice
of
India
and
Chairman
of
the
Jury
for
the
Award.
Shinzo Nakanishi, Managing Director & CEO of Maruti Suzuki India Limited received the
award.
2012
All India lend new infrastructureaward.
Dealership platinum award 2011-12.
48
Workshop performance award.
49
PRODUCT AND SERVICE OF THE COMPANY AND FEATURES

There are many products of maruti Suzuki having different features and technology, and
caters to almost every market segment with economic models. They sell ten models with
more than 50 variants in segments A, B, C, and utility vehicle segment of the Indian
passenger car market. Of these, they manufacture nine models and import the Grand Vitara as
a completely built unit from Suzuki in Japan. Their models and variants are designed to
address the changing demands of the market and are periodically upgraded in technology,
styling and features. To take advantage of the brand recognition associated with their
products, they retain the brand name of the product through various stages of product
upgrades over time. For example, the version of the Maruti 800 brand currently sold in the
market is a significantly upgraded version, in terms of technology, design and styling.
CARS OF MARUTI SUZUKI
Model
50
Launched
Category
Image
Omni
1984
Minivan
Gypsy
1985
SUV
WagonR
1999
Hatchback
Swift
2005
Hatchback
SX4
2007
Sedan
51
Grand Vitara
2007
Mini SUV
Swift DZire
2008
Sedan
Ritz
2009
Hatchback
Eeco
2010
Minivan
Alto K10
2010
Hatchback
52
Kizashi
2011
Sedan
Ertiga
2012
Mini MPV
Alto 800
2012
Hatchback
Stingray
2013
Hatchback
Celerio
2014
Hatchback
53
FEATURES OF THE PRODUCTS...........

1. MARUTI ALTO
Maruti Alto, best selling car in India, is a nice car both in terms of price and quality. A city
car, it offers the combination of good fuel economy, better mileage and good performance.
Specially made for Indian cities, it is easy to drive on crowded roads. For the starters, it is a
good choice.
Design and Interior
54
Maruti Alto has functional interior. The speedometer is large and easy to read but there is no
tachometer. Odometer and tripmeter are on the same digital LCD display so you have to
switch between them by using a button. Dashboard cabinet has enough space to store bare
essentials. The boot space can accommodate enough luggage. The AC of Maruti Alto is
effective, but it uses most of the power of this tiny car.
A long drive in Alto is always a pleasure. Fabric seat upholstery makes sitting during long
journeys comfortable. One can calculate the distance travelled with electronic trip meter. A
cabin lamp lits interiors of the car.
Variants, Price and Mileage
The car is available in the variants of Alto Std, Alto Lx and Alto Lxi. It can be bought in the
price range of about Rs 2.5 lakhs.
Engine
The car is equipped with 796cc, 3-cylinder, 4 valves per cylinder MPFI, FC engine with 32
Bit ECM. It delivers the maximum power of 47 PS 6200rpm and 62 NM torque at 3000rpm
which makes it able to touch the mark of 100 km/h in just 20 seconds. Alto uses Maruti 800's
highly fuel-efficient, 3-pot motor with a four-valve head and its electronic tachometer results
in unmatched fuel efficiency.
Safety
Maruti Alto is quite a safe car to drive on Indian roads. Its high tensile steel side door beams
guard against front, rear and side collision impact. Computerised Anti Theft System (iCATS)
protects the vehicle from car thieves. Collapsible steering column lessens injuries to the
driver in event of accident.
Technical Specifications of Maruti Alto
WEIGHT OF CAR
Kerb weight
ALTO
ALTO LX/ALTO LXi

Gross vehicle weight
725 kg
740 kg
1165 kg
ENGINE
Swept volume
796cc
Engine type
FC engine, 4 valves
Per cylinder MPFI
No. of cylinders
Engine control
32 bit computer
Maximum power
47 bhp @ 6200 rpm
55
Maximum torque
62 Nm @ 3000 rpm
Transmission
5 speed, all synchromesh, manual
SUSPENSION SYSTEM
Front
McPherson Strut with torsion type anti-
roll bar
Rear
Coil spring with double action
telescopic shock absorbers

SEATING
Capacity
4 persons
TYRES
Tyre size
145 / 80 R12
2. Maruti Suzuki Alto 800
The Maruti Alto 800 has already been declared the Peoples Car of India within 2 months
of its release. Maruti has certainly won the hearts of a majority of the country, thanks to its
low price and good performance. In the first week after the launch of the car, Maruti Suzuki
received a record breaking 21,000 figure booking for the car. The Alto seems to enjoy the
same kind of popularity that the Maruti 800 enjoyed before it. The car is priced between
2.44- 3.56 lakh.Maruti Alto comes in 7 variants. There are 4 petrol variants and 3 CNG
models. The introduction of the CNG models has really provided the car range with a wide
variety of versatility. It is not just cheap, it is also environment friendly.The petrol options
include the Base model, LX, LXI and LXI with driver airbag. The CNG models include the
56
Base model, LX and LXI. The only drawback of the CNG models is the fact that there is no
airbag model in the three variants
Features & Specifications

The car comes with a really amazing power steering that provides the driver with really good
control. There are power windows in the car, storage space for the driver side, and a digital
clock. There is also an efficient air conditioning, a large glvoe box, bottle holders, etc. The air
conditioning also provides one with a climate control system for the car. Of course, Maruti
has not forgotten anything about the safety features of the car. One has a lot of safety features
inbuilt in the car, such as driver airbag (only in the petrol high- end version, though),
collapsible steering, engine immobilization system, radial tubeless tyres, headlight leveling
etc.
In short, the Maruti Alto 800 is a car that is quite cheap, but the kind of drive it provides and
the features that come included in the car are quite remarkable. It is no wonder that this is
one of the best small cars in the Indian market.
Engine & Performance

The car comes with a F8D, 3- cylinder, 796 cc, 12 valve engine. The engine is mated to a 5
speed manual gearbox as well. There is a 32 bit microprocessor combined with the powermill which produces a lot of torque output for the car. The 2012 Maruti Alto can provide
Indians with one of the best mileages in town. The mileage is estimated to be 22.7 kmpl. The
CNG can provide one with a whopping 30.4 kmpl mileage! The suspension on the car is
certainly good enough to handle Indian roads as well.
PRICE
Variant Name
Ex-
RTO
showroom
Insuranc
On-Road
Price*
Price
Maruti ALTO 800 STD
241137 14468
6962
263000
Maruti ALTO 800 LX
276415 16585
7980
301000
57
Maruti ALTO 800 LXI
298098 17886
8606
325000
MARUTI ALTO 800 LXI
302061 18124
8721
329000
Maruti ALTO 800 VXI
311186 18671
8984
339000
MARUTI ALTO 800 STD CNG
313415 18805
9048
341500
Maruti ALTO 800 LXI (AIRBAG)
313517 18811
9051
341500
Maruti ALTO 800 VXI (AIRBAG)
328839 19730
9494
358500
MARUTI ALTO 800 LX CNG
334658 20079
9662
364500
Maruti ALTO 800 LXI CNG
352968 21178
10190
384500
ANNIVERSARY EDITION
3. MARUTI SUZUKI SX4
People were certainly excited when Maruti announced the launch of their new car, the Maruti
SX4 in 2007. This sedan was truly stylish- probably the best looking car to come out of the
Maruti stable. The car also comes with a super powerful, super turbo engine and amazing
comfort that certainly made this car really successful in the market. In 2011, Maruti released
the diesel variant of the car as well.
The SX4 diesel comes with a super turbo, 16 valve, 1.6 liter, VVT engine with DOHC. This
engine is capable of generating a maximum power of around 104.68 PS at 5600 rpm and it
58
generates a maximum torque of around 145 Nm at 4100 rpm. The engine has been mated
with a 5 speed manual gearbox. There is a 4 speed automatic transmission option with the car
as well. The power train of the SX4 comes with a very impressive VVT technology (VVT
stands for variable valve timing), which ensures that there is an optimal use of fuel in the car.
The car can provide an impressive mileage of around 11.6 kmpl within the city and around
15.6 kmpl on the highway. The car can go from 0-100 kmph in 12.1 seconds.There are older
variants of the car that come with petrol and CNG engines as well!
Exteriors
The car is available in 7 colors- Pearl Arctic White, Silky Silver, Clear Beige, Azure Grey,
Oyster Blue, French Eclair and Midnight Black. As already mentioned, this is probably the
most eye catching car ever designed by Maruti. The car does not have a long bonnet, like
most other sedans. It has a really compact bonnet with a bold nose. The headlights are quite
eye-catching as well. The radiator grille is chrome plated and shaped like a honeycomb.
There is a fog lamp cluster on the car as well. The wheel arches of the car are really large,
giving the car an amazing look when viewed from the sides. The car comes with body
colored ORVMs and handles as well. The rear side of the car comes with tall headlights and a
very compact windscreen.The trunk gate is compact, but capable of storing a lot of goods.
Interiors
The interiors of the Maruti SX4 pretty much spell out luxury. The most striking part about the
car's interiors is the dashboard, which comes integrated with air conditioning and the audio
system controls. The instrument panel is also mounted on the dashboard. The instrument
panel has illumination that can be changed, so that it can be read well under different
conditions. There is an illuminated key ring in the car as well, which makes it easier for a
person to insert the key in the hole, even when it is dark! The steering wheel of the car comes
with all the necessary controls mounted on it. This power steering wheel is also tilt
adjustable.The car comes with amazing leather upholstery. This leather upholstery covers the
seats, the rear door trims and the leather accented front as well. The arm rests available in the
car have a wood finish and there is a silver finish on the inner door handles and the locks.
variants
Sx4 Vxi (Petrol)
59
The Sx4 VXi is Maruti's entry level model in the SX4 series with premium features and other
high end features. New cars in this series have a showroom price ranging from around Rs.
6.2
lakhs
to
around
Rs.
7.0
lakhs
inclusive
of
all
charges.
Sx4 Zxi (Petrol)

The Sx4 VXi is Maruti's upper scale level model in the SX4 series with top features and
other high end features. New cars in this series have a showroom price ranging from around
Rs.
6.9
lakhs
to
around
Rs.
7.7
lakhs
inclusive
of
all
charges.
SX4 Zxi (LeatherOption) (Petrol)

The Sx4 ZXi is Maruti's upper scale level model in the SX4 series with top features and other
high end features. Also included are leather furnishings and interior. This variant has a
showroom price of around Rs. 7.25 lakhs and on-road price of around Rs. 8.10 lakhs, which
is inclusive of all charges such as insurance, octroi, RTO, etc.

This car come jam packed with features. The car has a driver ticket holder, sun blocker,
vanity mirror, rear defogger, ashtrays, cigarette lighters, etc. An interesting addition to the
features list is the silver antenna that is used to provide the passengers with better reception.
The car comes with a bunch of safety options as well- including a 3 point seat belt pre
tensioner, force limiters, EBD and ABS. There is an intelligent computerized Anti- Theft
System (iCATS) available in the car as well.The stereo mounted on the dashboard is also
pretty impressive, with 2 speakers around each row. There are 2 tweeters in the front row as
well.
The car is extremely powerful, and it certainly does look amazing. This is one of the most
dynamic cars in the country, as of now.
Maruti Suzuki SX4 Mileage
Engine Info
City
Highway
Overall
Maruti Suzuki SX4 DIESEL
17.5
21.5
Maruti Suzuki SX4 CNG
11.5
15.5
60
Engine Info
City
Highway
Overall
Maruti Suzuki SX4 PETROL
11.5
15.5
Ex-showroom Price
RTO
Insurance
On-Road Price*
SX4 MC VXI
715138
57211
22712
795500
SX4 MC VXI CNG
774102
61928
24584
861000
SX4 MC ZXI
797733
63819
25335
887000
SX4 MC VDI
806480
64518
24448
895500
SX4 MC ZXI (O)
854420
68354
27135
950000
SX4 MC ZDI
897607
71809
27211
997000
SX4 MC ZDI (O)
953823
76306
28915
1059500
PRICE
Variant Name
4. Maruti Suzuki Ertiga
61
By the end of May, 2012 (within a month of its release), the Maruti Ertiga managed to land a
record 32,000 + bookings. This is a multi utility vehicle that is available at the cost of most
B+ hatchbacks. The car costs somewhere between Rs 6,31,000- Rs 9,12,000.
The Maruti Ertiga comes in both diesel and petrol engine variants. Both these variants
contain a 4 cylinder arrangement. The petrol variant of the car is a 1.4L engine that is capable
of generating a maximum torque of around 130 Nm and a power of around 93.8 bhp. The
petrol engine has a displacement of 1373 cc. The diesel engine, on the other hand, comes
with a 1.3 L turbo engine, with DDiS. This engine can generate a maximum power of 88.8
bhp and a peak torque of 200 Nm. The diesel engine has a displacement of 1248 cc. The car
is fitted with the variable valve technology that ensures that the car's engine makes optimal
use of the fuel- to give one the optimal performance and maximum fuel efficiency as well.
All the variants of the car are compatible with the BS-IV emission regulations as well- this
ensures that the car emits far lower CO2 into the atmosphere. The car can provide around 16
kmpl as mileage (the petrol model) and around 20 kmpl (the diesel model). This is a really
high mileage, especially for a MUV.
Exteriors
Maruti Ertiga is a seven seater MUV which comes with foldable rear seats. The rear seats can
be folded in case one requires more boot space in the car. The car has an interesting monoshaped design, which is quite unique for a car in this range and quite rare for an MUV as
well. The Ertiga exterior looks extremely different, especially from the rear. The hatchback
has borrowed the front bumper and the grille from the Ritz hatchback. The car also has a
large air- inlet, with bulky headlights that actually sweep sidewise. The car has interesting
dimensions as well and it is quite small in length, especially when compared to its main
62
competition- the Innova and the Xylo. The car has a higher roof, that makes sure that there is
plenty of room even for tall people. The rear portion of the car has tiny tail lamps.
Interiors
The car is perfect for large families. Maruti has used light shade materials for the upholstery
on the inside, giving the car a rather pleasing look. It has a foldable rear seat. The front seats
come with a four way adjustment option as well. The interiors have a lot of small storage
spaces- there are bottle holders, sun glass holders, coin holders, etc. The dashboard of the car
comes mounted with the manual HVAC, integrated music system, audio controls and the air
conditioning vents. The steering wheel of the car provides for electric power steering. The
steering wheel also comes with a tilt adjustment option. The middle row passengers also get
an arm rest! The only problem is the fact that the car has one of the smallest boots possiblethe boot has been designed purely with cost- cutting ideas in mind, not with practicality or
usability. As a result of this, it will not be possible for a large family to go on a long trip in
this car.
Even though the boot is quite small, there are a lot of interesting, small storage spaces in the
car. Some of these include sunglass storage space, coin holders, etc. The most innovative
storage space is in the backrest of the middle seat, which is a hidden foldable storage space.
The car comes with mounted audio controls on the steering wheels- the audio system itself is
a 6 speaker one with USB compatibility. The car also has ABS with EBD, dual seat belts in
the front and an engine immobilizer in order to provide the car with as much safety features
as possible.
Maruti Suzuki Ertiga Mileage
Engine Info
City Highway
Overall
Maruti Suzuki Ertiga Diesel
17.2 20.77
Maruti Suzuki Ertiga Petrol
12.3 16.02
Maruti Suzuki Ertiga CNG
63
CNG - 22.80 Km/Kg & Petrol - 16
PRICE LIST
Variant Name
Ex-showroom
RTO
Insuranc
On-Road
Price*
580228 46418
17589
644500
639631 51170
19390
710500
Price
MARUTI ERTIGA LXI
BS IV
Ertiga Lxi CNG
5. MARUTI SUZUKI WAGON R
The Maruti Wagon R was first launched in India in 1999. People, then, were not too
enthusiastic about the car, because of its awkward height. The Wagon R is the tallest
hatchback in the country, as a matter of fact. But the persistence of the company and the
consistency of quality did pay off and Maruti has developed the latest variant of the Wagon R
now- it released on the 15th of January 2013. Maruti Suzuki has made a lot of changes to the
interiors and the exteriors of the car. The price of the car ranges between Rs 3,76,000 to Rs
4,58,000, depending on the variant of the car that one purchases.
The car has a lot of utilitarian features including parcel tray, ticket holder on the driver's sun
visor, sun visor for the front passenger, adjustable front seats, adjustable head rests, vanity
mirror, etc. The car also provides for reclining and sliding flat front seats. There is dual zone
air conditioning which comes with heater and rotary air conditioning controls. The car has a
lot of security and safety features as well. This car comes with dual SRS airbag for the front
passengers. The anti lock braking system prevents the wheel from locking in case of abrupt
braking as well. The car also has driver seatbelt warning lamps, defogger, child proof rear
door locks, etc.
64
The Maruti Wagon R certainly looks better than it did when it released in 1999. It has also
become quite desirable thanks to the wide interiors, good fuel economy and affordable prices.
This is certainly a good family car.
The Maruti Wagon R comes in a CNG variant and a petrol variant. The CNG variant is
capable of providing 15.5 km/kg within the city roads and around 20.2 kg/km on highways.
The normal, petrol engine variant of the car can provide an amazing mileage of 14.2 kmpl
within the city limits and around 18.9 kmpl on the highway. The car is packed with a KB10
1.0 l petrol engine that comes with a displacement of 998 cc. This engine is quite lightweight.
It can produce around 68 PS at 6200 rpm and generate a maximum torque of 90 Nm at 3200
rpm. The petrol engine comes mated to a 5 speed transmission as well.The VXi variant is the
ones that run on CNG fuel. This engine runs on intelligent gas port injection (i- GPI) bi- fuel
technology which provides for a really smart, comfortable road. The car can generate 59.3 PS
at 6200 rpm and 77 Nm of torque at 3500 rpm. This engine variation won't just help a person
save a lot of money it would also restrict their carbon footprint.
Maruti Suzuki Wagon R Mileage

Engine Info
City
Highway
Overall
Maruti Suzuki Wagon R Lpg
17.08
20.51
Maruti Suzuki Wagon R Petrol
17.08
20.51
Maruti Suzuki Wagon R CNG
19.3
26.6
PRICE
65
Variant Name
Ex-showroom Price
RTO
Insurance
On-Road Price*
Wagon R MC Lx
352103
21126
10165
383500
Wagon R MC Lxi
383048
22983
11059
417500
Wagon R MC Vxi
407559
24454
11766
444000
Wagonr Duo(LPG)
416409
24985
12022
453500
Wagon R MC Lxi CNG
435068
26104
12561
474000
Wagon R MC Vxi ABS
437738
26264
12638
477000
6. MARUTI SWIFT
Maruti
Suzuki
Swift,
which
was
launched in May 2005, has been a huge hit in India. This compact car was an effort by
Maruti to incorporate fresh design and concepts into their models. A car with eye-catching
features, it is a delight to watch. Placed in the category of B-segment cars, Swift is
appreciated for quality of power, response and fuel efficiency. Some striking features of the
car are Dynamic European styling, Rally based suspension system, All-Aluminium hypertech
engine and Automatic climate control.
66
Design and Interiors

The car has great design and equally good interiors. It has a clean-sheet design, built on a
newly developed platform with three and five-door models on offer. It has adopted
contemporary mechanicals. Features like torsion beam rear suspension and electronic brake
force distribution have been incorporated. Enough legroom and luggage space is available in
the car.
The automobile has fabric accented trendy looking door trims. The boot can accommodate
plenty of luggage. The long wheelbase and width of the car mean high level of comfort and
spaciousness.
Variants, Price and Mileage
Various variants of Maruti Suzuki Swift on availability are
Swift LXi
Swift VXi
Swift ZXi
Swift Diesel Ldi
Swift Diesel Vdi
The car is available in the price tag of Rs. 4 Lakhs to Rs. 5.60 Lakhs.
Engine
The car is equipped with 1298cc engine with 4 cylinders and 16 valves. The maximum power
is 87bhp @ 6000rpm, and maximum torque 113Nm @ 4500rpm. As for fuel distribution, it is
Multipoint injection.
Safety
A range of safety features have been incorporated in Maruti Suzuki Swift. The car is
available with a number of safety features like collapsible steering column, front seatbelt pretensioners with load limiters, and energy absorbing trim all around. Active safety
technologies include dual front airbags, and antilock braking system together with electronic
brake-force-distribution have been roped in.
Technical Specifications Of Maruti Swift
Body Type
Hatchback
Numbers of Doors
Seating Capacity
Tyre
R14 (tubeless)
67
165/80R14 / 185/70
Weights
Kerb Weight
980 kgs. (LXi) / 1000 kgs. (VXi) / 1010 kgs. (ZXi)
Gross Vehicle Weight
1415 kgs.
Fuel Tank Capacity
43 litres
Engine
Capacity
1298cc
Number of Cylinders
Number of Values
16
Bore x Stroke
74.0 x 75.5 mm
Compression Ratio
9.0:1
Maximum Power
87bhp @ 6000rpm
Maximum torque
113Nm @ 4500rpm
Fuel distribution
Multipoint Injection
Transmission
Type
Five-speed manual with synchromesh in all gears, one reverse
Gear Ratios
1st
3.545
2nd
1.904
3rd
1.280
4th
0.966
5th
0.757
Reverse
3.272
Dimensions
Overall Length
3695mm
Overall Width
1690mm
Overall Height
1530mm
Wheelbase
2390mm
TrackFront
1470mm
Rear
1480mm
Ground clearance
170mm
Minimum turning radius
4.7 metres
Luggage Capacity
68
232 litres (with seatback raised)
368 litres (with seatback raised)

Steering
Rack & pinion, power assited
Brakes
Front Ventilated Discs
Rear Drums
Suspension
Front MacPherson strut and coil spring
Rear Torsion beam & coil spring
7. Maruti Suzuki Kizashi
Maruti Suzuki Kizashi is the most expensive car sold by Maruti Suzuki In the Indian market.
This is a car that can certainly meet the standards of Skoda or Volkswagen when it comes to
style, design and sophistication. The car is actually really good looking and it was being
imported as a completely built unit from Japan till November 2012. The car certainly won a
lot of Indian hearts, because it is a one of a kind vehicle from India's biggest producer of
cars. The car costs around Rs.16.52- 17.5 lakhs.
Features & Performance
Before we move on to the amazing, unique looks of the car, we need to talk about the
performance and the engine. The Kizashi comes with a 2.4 L petrol engine that can churn out
a mind blowing 178 bhp of power at 6500 rpm. The car can also generate a maximum output
of 230 Nm of torque at 4000 rpm. The car comes in both manual and automatic transmission
options. The car's performance is enhanced by the lightweight installation of the engine, the
low tensile force promoted by the aluminum pistons, etc. Maruti Suzuki has claimed that they
are working on a variant of the car that can provide better fuel efficiency. Currently, the car
provides a mileage of 8 kmph within the city limits and around 12 kmpl on the highway (for
the manual transmission model).
69

The car comes with keyless entry feature, trip computer, adjustable and tiltable steering
wheel, a four wheel drive option, wipers, parking camera, auto headlights, bottle holders, etc.
The car comes with a 5 speaker audio system that supports radio, CD, MP3 players and has
USB integration. The steering wheel of the car has mounted audio controls as well. The car
comes with 6 airbags, hill descent control and ESP as well.
The car is quite good looking.
Maruti Suzuki Kizashi Mileage
Engine Info
City
Highway
Overall
Maruti Suzuki Kizashi Petrol
9.2
12.45
PRICE
Variant Name
Ex-showroom Price
RTO
Insurance
On-Road Price*
KIZASHI MT
1652875
247931
52493
1953500
KIZASHI CVT
1752875
262931
55669
2071500
8. Maruti Suzuki Swift Dzire
The Maruti Swift Dzire was launched in 2008 and over the past four years it has seen a lot of
changes and improvements. It continues to be in great demand all over the country, so Maruti
has come with a variety of changes in the features as well. The latest diesel variant of the car
was released on 9th May 2012. The price of the car ranges from around Rs 5,02,000- Rs
7,63,000.
70

There are two engine options in the Maruti Swift Dzire- one can get it with a petrol engine or
with a diesel one. The Swift Dzire is powered by engines that power the hatchback as well.
The K series 1.2l engine is capable of providing around 19.1 kmpl as mileage- one of the
largest that one can expect from a sedan (in the petrol model). The 1.3L diesel engine is more
powerful than the 1.2 L engine and it delivers around 23 kmpl as mileage, on an average! The
amazing mileage is delivered thanks to the new DDiS engine, which comes with a fuel
injection system that is powered by a turbocharger and an intercooler, which makes
combustion better, and make sure that every drop of fuel is used well. The petrol variants of
the car can deliver a maximum power of around 86 bhp at 6000 rpm and it can generate a
maximum torque of around 114 Nm at 4000 rpm. The 1.3 L diesel variant peaks at 74 BHP of
power at 4000 rpm and can generate a maximum torque of 190 NM at 2000 rpm.
Exteriors
The car comes in 7 colors- Arctic White, Silky Silver, Glistening Grey, Clear Beige, Pacific
Blue, Bright Red and Midnight Black. The front of the car looks almost exactly like the
Maruti Swift. It is quite a compact car- not as long as most sedans as well. This is a
notchback car that carries amazingly sophisticated looks. There is a slated grille in the front
(surprisingly not chrome plated), enclosing the fog lamps. The hawk eye shaped headlights
look good. The car comes with body colored bumpers as well. The car comes with body
colored ORVMs that have been provided with turn indicators. The difference between this
car and the Swift can be seen in the rear- the rear door is lengthened and so is the boot. The
rear portion of the car looks like any other sedan. There are large trapezoidal tail lamps in the
rear- this is a new feature for the Swift models.
Interiors
The Maruti Swift Dzire is capable of seating 5 people comfortably. The car does have
satisfying look, even though they are not the best around. The dashboard of the car is dual
tone - beige plastic below and black plastic on top, both of which are separated by a wooden
trim. The dashboard houses the instrument panel, the centre console, the air conditioning and
the stereo as well. The instrument panel actually looks really good, with the silver
embellishments. The inside door handles are chrome plated. The rear seat of the car is
71
slightly reclined. There are adjustable headrests available as well. The boot is a little small,
but it is still practical.
The car comes with a single zone air conditioning, 4 speaker stereo with CD drive and
Bluetooth and USB integration. The safety features of the car are also quite good- the car
comes with ABD, EBD, Brake Assist, Engine Drag Control, Front dual SRS airbags, etc.
The Maruti Swift Dzire is an entry level notchback, but it certainly delivers what it promises.
It is quite comfortable and is compact- it certainly wins the trophy for performance.
72
9. MARUTI SUZUKI CELERIO
Maruti Suzukis new compact car, the Celerio, is expected to be launched in February 2014.
Available in three trim levels- Lxi, Vxi and Zxi, the Celerio is a big bet from Maruti that
takes on the rivals like Hyundai i10 and Honda Brio. Expected to replace the A Star, this
compact hatchback comes with an aggressive price tag in the range of 3.5 4lakh.
Features and specifications
The Celerio is equipped with standard safety features. The EZ Drive technology makes sure
that the drive is easy and comfortable. The advanced suspension and better braking system
offer effortless drive in different road conditions. The car handles well and the
maneuverability is exceptional. The other key safety features include side impact beams, dual
air bags in top variant, ABS and electronic power steering.
With it curvy styling, spacious design and aggressive pricing, the Celerio is all set to edge out
its potential rivals.
Engine and performance
The Celerio is powered by a I L 3cylinder K series petrol engine capable of generating 68
bhp at 6000 rpm and 90 Nm of torque 3500 rpm. The car, expected to be launched in 6 petrol
variants, comes with four speed automatic or five speed manual transmission. The hatchback
is expected to return a mileage of 23 kmpl and it is quite possible that the company will tune
the engine to offer better mileage or enhanced performance. A diesel variant of the Celerio is
already in the pipeline. The 998 cc, three-cylinder petrol engine appears similar to the one
that powers the Wagon R.
73
Maruti Suzuki Celerio Mileage

Engine Info
City
Highway
Overall
Maruti Suzuki Celerio CNG
26
32
Maruti Suzuki Celerio Petrol
19
22
PRICE
Variant Name
Ex-showroom Price
RTO Insurance
On-Road
Price*
MARUTI CELERIO
376385
LXI
MARUTI CELERIO
405516
414229
434472
ZXI (O)
10. Maruti Suzuki Ritz
74
11707
442000
2485
11959
451500
2606
12543
473500
12808
483500
13825
521500
8
443641
VXI AMT
MARUTI CELERIO
2433
ZXI
MARUTI CELERIO
410000
LXI AMT
MARUTI CELERIO
10866
VXI
MARUTI CELERIO
2258
2661
8
478870
2873
2
The Ritz Petrol has been released and it comes with 52 changes, according to Maruti Suzuki.
Some of the new features added in this car include the manual gearbox changes, the multiinformation display system, body side molding, etc. One can choose between 8 variants of
the car as well, with the price ranging from Rs 5,15,000 to 6,43,000.The Maruti Ritz is one of
the most popular Maruti cars of the year. This hatchback has released the diesel automatic
version of the car recently, with a petrol variant in the cards sometime in the future. Those
who are interested in a small sized, automatic hatchback can certainly opt for this car, for it
does provide some stiff competition to the other automatic transmission hatchbacks in the
country. The price of the car is ranged between 4.4 lakhs to 6.4 lakhs.There are 9 variants of
the car as well.The Maruti Ritz has been doing quite well so far, even with the manual
transmission version. This is a comfortable hatchback and Maruti is a car brand that has the
trust of a lot of people as well. These two factors combined empower the Ritz to offer good
competition to Honda Brio AT.
The Ritz automatic comes with a 1.2 liter K- series engine that comes mated with a 4 speed
automatic gearbox. The car is powerful enough to generate 83 bhp of power and 114 Nm of
torque, maximum. The mileage of the car is expected to be 17.16 for the automatic, which is
quite an impressive feat. The rest of the performance and engine specs of the car are similar
to the older, manual version.
Exteriors
The Maruti Ritz does not look much like the other hatchback models in Indian market. It has
quite a contemporary look and that is something that will certainly prove to be a hit. The car
is compact and really lightweight and it shows in the design. Some of the changes include the
change in the front fascia and the addition of a smiling grille. The headlamps have been
changed to make the car look more modern as well- they are now pointier than before.The
75
fenders have also changed.A rear spoiler has been integrated as well. All these put together
can really contribute a lot to boosting the looks of the car, which certainly needed a
change.The rear view mirrors are body colored and they are adjustable.There is visible body
side molding on the car as well.The car is available in three color options- Superior White,
Silky Silver and Bakers Chocolate and Mystique Red.The cars main variation in look,
especially when compared to the previous models, comes from the fact that this one comes
with a lower nose in the front, paired with a one- piece grill.The car does look quite good as a
hatchback. It is a classy looking car that has a lot of sharp lines. These not only make it look
good, it also makes the car more aerodynamic. This car does look a little more aggressive
than the other hatchbacks in the market. The front portion of the car has the chrome logo, at
the side of which there are curved headlights. The boomerang tail lights are really clear as
well. It also does something to increase the good looks of the car. The car has a smiling front
grille, which makes it endearing to people. The car comes in six color options as well, the
colors being Silky Silver, Mystique Red, New Granite Grey, New Breeze Blue, Bakers
Chocolate and Superior White.
Interiors
The interiors have also changed quite a bit. The rear seating area has been increased and the
general quality of seating in the back has also been improved. The interiors are done in a new
dual- tone scheme, especially in the mid range and the higher range variants.The car has
powerful air conditioning, a new music system with USB integration, steering wheel audio
controls etc. As a part of the safety features, one also gets dual air bags in the front. The ZXi
model will come with Bluetooth connectivity and electronically operated mirrors as well.The
car has plush and comfortable interiors. Five adults can easily travel in this car. There are a
lot of features on the interiors of the car, including instrument panel display, which provides
the driver with the vitals about the cars condition at every moment. The interiors are entirely
two- toned as well.
There are three variants of the car- the LXi, VXi and ZXi. The car is powered by a 1.2 liter,
four cylinder engine. The cars engine is capable of generating 83.3 bhp at 4000 rpm and 113
Nm of torque. The petrol variation comes mated with a five speed manual gearbox as well.
The car is expected to provide one with around 14 kmpl of mileage.The Maruti Suzuki Ritz
76
LXi costs Rs 5.15 lakh and is the entry level version of the car. The mid range versions are
the VXi with ABS and the VXi without ABS. The former costs around Rs 5.80 lakh, whereas
the latter costs around Rs 5.50 lakh. The highest end is the ZXi, which costs Rs 6.24 lakh.The
car is still quite affordable for most people and it provides one with a comfortable and easy
ride, especially within cities, for it is a small car. It can provide one with speed and comfort
with ease.Some of the most important features of the car include the new USB linked audio
system, information display on the instrument panel, lumbar support etc. This really makes
the interiors really comfortable. There are some features for the external portion of the car as
well, including the electrically adjustable ORVM rear mirrors, smiling grille and body side
molding. The Ritz comes with ABS and EBD as options as well, but one will not get the
option of airbags. It is claimed that this version of the Ritz would have better comfort in the
rear seats, a better audio system that comes with mounted controls, USB connectivity,
adjustability of drivers seat, etc.
A lot of thought has gone into making the car more efficient and comfortable. Handling the
car has also become an easier task for the driver. The car is still on the cheaper side and
provides one with all the necessary and wanted features, so this would certainly make for a
good purchase, thanks to the automatic transmission as well.
Maruti Suzuki Ritz Mileage
Engine Info
City
Highway
Overall
Maruti Suzuki Ritz Diesel
18.6
23.3
Maruti Suzuki Ritz Petrol
14.7
17.7
PRICE
Variant Name
77
Ex-showroom Price
Insurance
On-Road Price*
Ritz Lxi
423124
12827
461500
Ritz Vxi
456896
13851
498500
Ritz Vxi ABS
480507
14566
524000
Ritz Zxi
514763
15605
572000
Ritz MC Ldi
527388
15988
586000
Ritz MC Vdi
558750
16938
620500
Ritz MC Vdi ABS
576580
17479
640500
Ritz AT
603200
18286
670000
Ritz MC Zdi
615654
18663
684000
11. MARUTI SUZUKI WAGONR STINGRAY
Though there is no official confirmation from the company yet, the impending launch Maruti
Suzuki's Wagon R Stingray is already the talk of the town! Stingray is expected to be
launched during the last week of August, 2013.
Wagon R Stingray will not replace the existing line up of Wagon R variants but will be sold
as an entirely different model. Only petrol variant of Stingray will be available in India and
the model will be place slightly above the price range of current Wagon R models.
Wagon R Stingray will be powered by the 1.0-litre 68PS K10 engine and will be available
with manual transmission. Few of the noticeable changes in Stingray compared to previous
Wagon R include projector headlamps, chrome grille, dual tone interior etc..
78
Maruti Suzuki WagonR Stingray Mileage

Engine Info
City
Highway
Overall
Maruti Suzuki WagonR Stingray Petrol
18
21
PRICE
Variant Name
Ex-showroom Price
RTO
Insurance
On-Road Price*
Maruti Stingray Lxi
404258
24255
11671
440500
Maruti Stingray Vxi
431304
25878
12452
470000
Maruti Stingray Vxi (O)
459252
27555
13259
500500
12. MARUTI SUZUKI EECO
Maruti Suzuki launched the Maruti Eeco Electric charge, the latest variant of the car, on the
12th of December 2012. The first model of the Eeco was released in 2010. The newest model
is equipped with two seating options- a 5 seater and a 7 seater. This is a big car that is suited
79
for people who are interested in big cars and also people who have families and like to go on
frequent trips with them. This car has become quite popular on the Indian roads because of
the good value for price that it offers.
The car comes with a tonne of safety features. The car has been designed keeping safety in
mind, actually. Some of these safety features include special side impact bars, special
materials that can absorb any extra energy (through collisions or crashes), crumple zones, etc.
The driver's seat is elevated in its height, so as to provide the driver with greater visibility of
the road when driving. The front seats are adjustable as well. The car comes with dual zone
air conditioning, a powerful music system and cup holders in the front seats.
Maruti Eeco has been declared as one of Maruti's best cars to date and it is certainly worth
buying it, if you are looking for a car that would suit you and your entire family.
The car comes with an 1196cc BS IV petrol engine. The car can easily deliver a maximum
power of 73 cc at 6000 rpm. It can also generate a maximum torque of 101 Nm at 3000 rpm.
The engine can provide the driver with excellent control over the car and deliver high
performance when the car is really fast and even when the car is working at normal speed.
The car comes with a new management system as well. This new system comes with low
friction pistons, crank sensors, knock sensors, increased fuel efficiency, etc. There are three
variants of the cars engine. Besides, Maruti has released a diesel and a CNG variant of the
car. Both these versions are not just cheaper in terms of post purchase maintenance; they are
also more fuel efficient. The CNG variant of the car will ensure that you are polluting the
environment less, as well.
Maruti Suzuki Eeco Mileage
Highwa
Engine Info
City y
Overall
Maruti Suzuki Eeco Petrol1.2L, 1196cc, Aluminum engine
16
20.0
16
20.0
with i-GPI (Intelligent Gas Port Injection) bi-fuel technology

Maruti Suzuki Eeco Petrol1.2L 73bhp 4-cyl. aluminium
80
Highwa
Engine Info
City y
Overall
11.8 15.1
engine
Maruti Suzuki Eeco PetrolAluminium
PRICE
Variant Name
Ex-showroom
RTO
Price
MARUTI EECO 5 STR
301412
1808
Insuranc
On-Road
Price*
9137
329000
9635
347000
10015
360500
5
MARUTI EECO 7 STR
317838
1907
0
MARUTI EECO 5 STR

WITH A/C
330365
1982
2
13. Maruti Suzuki Alto K10
Maruti has launched the latest Maruti Alto K10 Knight racer in India. The car comes with a
lot of new features and it actually pushes the limits set by the predecessor Alto K10. This
hatchback is being launched as a limited edition and it has around 11 new features. This
limited edition car will also be priced approximately Rs 13,490 more than the normal Alto
K10 version. The car has a lot of interesting new changes that is quite a good deal in a car of
81
its price range. Some of the new features include new body graphics, rear end spoiler, full
wheel covers, fabric seat covers, external side moldings, left outside rear view mirror, JVC
MP3 music system, USB connectivity for the music system, rear parcel tray, etc.
Engine & Perfomance
This is a B segment car and it does not come with any manufacturers warranty. It is also a
limited edition, so one would have to book it as soon as possible to get the car. The car has a
998cc, KB series petrol engine, which is the only variant available in this car. The cars
engine is quite powerful for a hatchback and it is capable of generating a maximum power of
67 Bhp (at 6200 rpm), and it can produce around 90 Nm of maximum torque at 3500 rpm.
The mileage of the car, as expected from a Maruti hatchback, is quite good. The car can
provide a mileage of around 20 kmpl on the highway and a mileage of 15 kmpl within the
city limits.
Interiors
The car has a McPherson Strut suspension, which also comes with a coil spring gas filled
shocks. The front disk and rear drum brakes do their jobs admirably so one will be able to use
the car brakes on highways as well as the city limits effortlessly.The car knows Indian roads,
so it has a high ground clearance. The fuel tank is capable of holding around 35 liters, so it is
good for an out- of- town journey as well.
Exteriors
What makes the car a special edition is the fact that it comes with around 11 new features.
The features extend from exterior changes to changes in the comfort provided in the interiors.
New body graphics are one of the important features introduced, which makes the car quite
different to look at. The rear end spoiler has also been changed and so have the external side
moldings. This would help one differentiate the car from the standard K10 model of Alto. As
of the changes in the interiors, some of the most important features introduced on the inside
are the changes in the seat covers (there are options available in the same as well) and the
development of a music system. A powerful JVC MP3 music player has been put in place,
along with MP3 connectivity, so that one does not have to rely on CDs or the radio anymore!
82

The main USP of the Maruti Alto K10 Knight Rider is the fact that this is a limited edition
car that has been manufactured by one of the biggest car manufacturers in India. Nobody
understands the streets of India better than Maruti, so this would naturally be the best option.
Since the K10 Knight Rider is a limited edition car, it is certainly of a higher luxury level
than the normal K10. All the luxury of the car comes for a measly Rs 13,000 (which is the
amount that has to be paid over the price of a normal K10), so this car certainly qualifies as
one of the best buy cars of the year.
PRICE
Variant Name
Ex-showroom Price
RTO
Insurance
On-Road Price*
ALTO K10 LXI
318918
19135
9207
347500
ALTO K10 VXI
331678
19901
9576
361500
14. MARUTI SUZUKI GRAND VITARA
83
Though the Grand Vitara was released in 2008, its continuous popularity and appreciation by
the Indian buyers have made Maruti release new variants of the same over the years. As of
now, there are two variants of the Maruti Grand Vitara: The Grand Vitara 2.4 MT and Grand
Vitara 2.4 AT. Both of them are petrol variants and the diesel variant is expected to come out
sometime soon. The price range of the car varies between Rs 23,96,000 to 25,96,000.
The car comes with a 2.4 liter petrol engine that has a 16 valve four cylinder technology. This
makes the performance and the pickup of the car really high. The car also comes with
variable timing technology that ensures that the car can accelerate smoothly, with almost no
effort. The car can produce power of around 163.5 bhp at 6000 rpm and the peak torque
delivered by the car is 225 Nm at 4000 rpm. The car comes mated with a 5 speed manual
gearbox as well. There is a four speed automatic transmission option as well.
Features
The car comes chock full of features. It has a really powerful MP3 player, which one can use
to get entertainment at all points of time. There are adjustable outside rear view mirrors,
automatic door locks, power windows, etc. There are weather monitors available with the car
that helps monitor the conditions outside the car. The steering wheel comes mounted with the
necessary control. The steering wheel is both adjustable and tiltable as well. The car also
comes with dual zone air conditioning, something that will certainly make it easier for the
people sitting in the back seats.As for safety, the car comes with ABD, EBS, disc brakes, etc.
There are dual front air bags, 4 lock modes controlled by the driver, front and rear seat belts,
engine immobilizer, child proof rear lock, etc.
The car is extremely powerful and it is suited for people who like to do all terrain driving.
This is a car that is meant for the outdoor person.
PRICE
Variant Name
GRAND VITARA MT
84
Ex-showroom Price
RTO
Insurance
On-Road Price*
2268064
340210
72030
2680500
GRAND VITARA AT
2460529
369079
78143
2908000
15. MARUTI SUZUKI OMNI
The Maruti Omni needs no introduction. At any given point of time in the day, one runs into
at least two or three of these cars out on the roads. They are used by a long list of people for a
large range of purposes. The Maruti Omni now comes in a special edition which has a lot of
nifty new additions. The car will come with some extra features and improvements, but the
engine will remain the same. All the variants of the Maruti Omni range between Rs. 2,40,000
to Rs. 3,40,000. The best testament to the good quality of the car is the fact that it was first
released in 1985 and in 2013, we still have new variants of the same car being released.
Features & Specification
The car's limited edition version comes with a CD player, aux in support for the CD player,
new seat covers, 4 speakers etc. The car comes with just a basic entertainment unit, even
though one can spend some money to get the system updated or upgraded to a better one. The
Omni does lack safety features. It might be the lack of safety features that actually led to
Maruti Suzuki launching the Maruti Eeco, with some added safety features as well.
The Maruti Omni has become a really popular car for those who transport a lot of things
because this car is perfectly made to suit any storage and carrying needs. This car is good for
people who have to carry a lot of things for commercial purposes. This car is not good for
family purposes or for recreational driving.
Maruti Suzuki Omni Mileage
Engine Info
City
Highway
Overall
Maruti Suzuki Omni Petrol
10.7
14.7
85
Engine Info
City
Highway
Overall
Maruti Suzuki Omni LPG
10.7
10.9
PRICE
Variant Name
Ex-
RTO
showroom
Insuranc
On-Road
Price*
Price
MARUTI OMNI MPI CARGO
220564
13234
6368
240500
MARUTI OMNI MPI STD BSIV
243727
14624
7037
265500
MARUTI OMNI E MPI STD
245531
14732
7089
267500
249546
14973
7205
272000
275150
16509
7944
300000
BSIV
BSIV
MARUTI OMNI LPG STD BS

III (5-STR WITH
IMMOBILISER)
MARUTI OMNI MPI

AMBULANCE BSIV
16. MARUTI SUZUKI A-STAR

The Maruti A Star has released with quite a low price tag- the car costs a maximum of Rs
4,07,000. This car is of the lower price range, but it certainly provides one with all the
86
features that they would need. This compact hatchback is Maruti's attempt to make cars that
meet the European car standards. This is a five- door hatchback that has replaced the Maruti
Alto in a lot of markets, but in India, the car just sells alongside the Alto, Wagon R and the
Maruti Estilo. The latest edition of the car was released on 10th December 2012. This edition
is a limited edition one, and it is available in two variants of the car. The limited edition costs
just Rs 14,990 more.
The Maruti A Star comes with a powerful 998cc, KB Series, 12 valves, 3 cylinder engine that
is fitted with a DOHC power train. The engine comes mated with a 5 speed manual gearbox,
but the car does have a 4 speed automatic transmission option as well. The powerful car gets
can generate power equivalent to 67 PS at 6200 rpm and a peak torque of 90 Nm at 3500
rpm. The KB series engine of the car meets the BS IV emission norms, as a result of which
this car would definitely emit less CO2. This would make the car much more
environmentally friendly. The car manages to give around 18.9 kmpl on the highway and
around 14.6 within the city.
The car comes with powerful dual zone air conditioning. There are sun visors, ticket holders,
ash trays, cup holders, vanity mirrors, etc. as well. The car also has a door warning light that
alerts people when a door is left ajar or unclosed. The car has power steering as well. The
integrated music system has 4 speakers. Some other features that the car is equipped with
include central door locks, fuel lid opener, remote controlled door locks, electronic power
windows, manual outside mirrors, etc. There are comfortably placed cubby holes on all sides
of the car as well- providing the car with amazing comfort for the passengers.The top end
variant of the car actually comes with EBD and ABS as well. Additional safety features
include dual airbags, security system, child proof rear door locks, etc.
This car is quite well equipped when it comes to comfort features and safety features. This
car has already been accepted and hailed by the Indian market-and for good reason!
Maruti Suzuki A-Star Mileage
87
Engine Info
City
Highway
Overall
Maruti Suzuki A-Star Petrol
17.0
19.0
PRICE
Variant Name
Ex-showroom
RTO
Price
Insuranc
On-Road
Price*
MARUTI A-STAR LXI
375429
22526
10839
409000
MARUTI A-STAR VXI
405515
24331
11707
442000
MARUTI A-STAR ZXI
430088
25805
12417
468500
MARUTI A-STAR ZXI(WITH
448004
26880
12934
488000
461246
27675
13316
502500
ABS & A/B)
MARUTI A-STAR AUTOMATIC
88
89
MARUTI SUZUKI CUSTOMER SERVICE
90
In these competitive times the challenge is to keep

inventing newer ways of doing things to keep the
customers in your fold.
Over the last few years, the company strengthened the existing
practices and experimented with many new initiatives by way of
kaizens (continuous improvements) to delight its customers.
These initiatives ranged from product design and quality to
network expansion, and included new service programs to meet
unsaid needs of customers.
The company has retained its competitive edge by offering high quality products.
In the field, the products are supported by rapidly expanding networks. The company has diverse
networks for new cars, spares, service, pre owned cars and so on, and all of them were in
expansion mode last year to enable the company get closer to the customer.
Servicing customers 24X7..... 365 days....

The company takes great pride in sharing that customers have rated Maruti Suzuki first once again in
Customer Satisfaction Survey conducted by independent body, J.D. Power Asia Pacific. It is 10th time in
a row.
The award mirrors the company's commitment towards "Customer Obsession".
Key Initiatives
Car pickup & delivery facility for women car owners
Quote Unquote: "The study finds that vehicle pickup and delivery before and after service has a strong
impact on customer satisfaction. In particular, customers who say that their vehicle was picked up from
their doorstep before service and delivered to the same point after service are notably more delighted with
their after-sales service experience, compared with customers who do not receive this service...."
91
Setting up "Express Service Bays" & "2 - Technician Bays"
As the name suggests the company set out to delight its customers by offering them faster car service by
introducing new concepts such as Express Service Bays &
2- Technicians Bays
These are done for customers who are hard pressed for time. Both the initiatives undertaken in this
direction have helped improve customer interface and also helped increase the productivity and capacity
of existing workshops.
Mega Camps
The company aggressively conducts 'Mega Camps' throughout the country round the year.
Activities undertaken during a mega camp include complimentary car wash, AC & Pollution
check up, oil and fuel top ups, wheel alignments etc. Apart from mega camps workshop camps
like A/C check-up camps, PUC and general check-up camps, Locality camps , Pre monsoon
camps etc are also regularly conducted as part of customer connect initiatives.
Another unique initiative is the door step service facility through Maruti Mobile Support.
Maruti Mobile Support is a first of its kind initiative and is expected not only to help the
company reach out customers in metro cities but also as a mean to reach semi urban /rural
areas where setting up of new workshop may not be viable.
Car Safety device: Immobilizer
92
The company used technology to meet customer needs and even delight them. Following feedback
that the company's cars were more prone to theft owing to their resale value, the company worked on
an anti-theft immobilizer or "I-Cats;" system for all its new cars.
Complete car needs

The company's effort of providing all car-related needs -- from learning to drive a car at Maruti Driving
Schools to car insurance, extended warranty and eventually exchanging the existing car for a new one
-- under one roof at dealerships also enhances customer satisfaction.
SERVICES
Maruti Suzuki achieves an overall CSI score of 820 on a 1,000-point scale. Overall customer satisfaction
with dealer service for the industry improves slightly in 2008-up by 3 points since 2007, with six of the 11
ranked brands demonstrating gains. While ranking below the industry average, Tata and Mahindra emerge
as the most improved brands, respectively, particularly in the areas of service initiation, quality of service
advisors and in-service experience.
"Maruti Suzuki has effectively implemented simple procedures that improve satisfaction with the value of
work performed and perceptions of the fairness and honesty of the dealer, such as greeting service
customers quickly upon arrival and fully explaining charges and repairs," said Mohit Arora, senior
director at J.D. Power Asia Pacific, Singapore. "Instituting these low-effort, yet high-impact practices
helps to foster trust among customers, which is critical to building loyalty for future service and sales
opportunities."
The study finds that the proportion of vehicles brought in and serviced within the same day has increased
to 55 percent this year from 49 percent in 2007. Quick completion of service is a key source of customer
delight, particularly for customers who visit the dealer for routine maintenance.
"Quick service turnaround induces a feeling of convenience and comfort for customers, especially as life
styles become faster paced," said Arora. "Dealers that provide expedient service not only delight their
customers but also benefit from greater dealership profitability as a result of high levels of asset
utilization."
93
The study also finds that customer-reported costs of operation for petrol-powered vehicles have risen by
seven percent since 2007, primarily due to rising fuel costs. In contrast, owners of diesel-powered
vehicles report a minimal increase in operating costs in 2008, compared with 2007. The overall cost of
vehicle operation is an aggregation of three components: fuel; repair and maintenance; and tire expenses.
"Consumers in India have traditionally exhibited higher sensitivity to the costs of vehicle operation,
compared with consumers in other international markets," said Arora. "In India, customer intent to
recommend a model or repurchase a make is strongly influenced by satisfaction with vehicle operating
costs."
The study finds that overall advocacy rates have declined, with 77 percent of owners in 2008 reporting
that they "definitely would" recommend their vehicle make, compared with 82 percent in 2007. Customer
loyalty rates have remained stable from 2007, with 64 percent of owners in 2008 saying they "definitely
would" repurchase their vehicle make, compared with 63 percent in 2007. However, the study also finds
that rates of advocacy and loyalty are much higher among highly satisfied customers (those with
satisfaction scores averaging above 867) than among customers with lower levels of satisfaction.
Approximately 94 percent of highly satisfied customers say they definitely would" recommend their
vehicle make, and 84 percent report they "definitely would" repurchase their vehicle make. In contrast,
among customers with the lowest levels of satisfaction (averaging below 709), only 55 percent of
customers "definitely would" recommend, and only 43 percent report that they "definitely would"
repurchase their current vehicle make.
The 2008 India Customer Satisfaction Index (CSI) study is based on responses from more than 5,594
owners of nearly 41 different vehicle models. The study was fielded from May to August 2008 and
includes customers who serviced their vehicles at authorized service facilities between November 2008
and August 2009+
Maruti on road service
Even with the most stringent quality measures, complex machines like cars can sometimes malfunction.
Just call our 24 Hour Maruti On-road Service (MOS) centre during an emergency and help will be on its
way to you.
The MOS ensures:
Round-the-clock services in most of the cities
94
ANYTIME MARUTI
Maruti Suzuki has also set up state-of-the-art call centers (operational in Delhi
Gurgaon, Mumbai, Chennai, Bangalore and Hyderabad) Branded Anytime Maruti, this
24 hour help-line clarifies all doubts and queries regarding Suzukiany time of the day
or night
Call 18001800180(toll free)
Mobile +919910202020
MARUTI AUTO CARD

Maruti Suzuki Loyalty card is a unique loyalty reward program designed exclusively for youthe owners of Maruti Suzuki Car. The program is loaded with powerful features and offers
you the best services along with exciting rewards and privileges. With this program you not
only get rewarded on your spends but also on the contribution you make towards the ever
increasing sales of Maruti Suzuki
So next time whenever you refer your friends/relatives to buy a new Maruti Car or get your
car serviced at our network just use your Maruti Suzuki Loyalty Card and gets rewarded with
high value Auto points (One Auto point equals 1 rupee in value).
This is not all. You get an attractive exchange loyalty bonus of 3000 auto points when you
exchange your existing Maruti car with a new one. To maximize the benefits on the Loyalty
Card, Maruti has partnered with State Bank of India- India's leading and most trusted bank.
Maruti & SBI are both leading brands, have consistently spelt trust and quality in all their
product offerings for the Indian consumer.
There is a card for everyone, just apply for the one of your choice.
95
SBI MARUTI CARD
96
Joining bonus of 200 Auto Points, 4% Auto points on every transaction at Maruti network,
complimentary gift vouchers.
MARUTI SUZUKI AUTO CARD
Joining bonus of 100 Auto Points, 3% Auto points

on every transaction at Maruti network,
complimentary gift voucher
Auto Card Advantage
4% value back and much
more.
Exclusive discount on car
exchange.
Exciting rewards
on
car
referrals.
Complimentary gift vouchers.
Fuel surcharge waiver of
2.5% across all petrol pumps
97
J.D. Power Asia Pacific Reports:

The study, now in its 13th year, measures satisfaction among vehicle owners who visited
their authorized dealership service center for maintenance or repair work during the first 12
to 24 months of ownership. Redesigned in 2009, the study measures overall satisfaction by
examining five factors (listed in the order of importance): service quality; vehicle pickup;
service advisor; service facility; and service initiation. Overall customer satisfaction is
measured on a 1,000 point scale, with a higher score indicating higher satisfaction.
The study finds that the proportion of customers who defected to non-authorized service
centers for their vehicle service requirements has decreased to 7 percent in 2009 from 11
percent in 2008. This decrease in defection rates is attributable to brands expanding the reach
and quality of their service networks, as well as to manufacturers making greater efforts to
retain customers.
Automotive brands and their dealerships lose revenue-earning opportunities when newvehicle owners defect to non-authorized service centers, said Mohit Arora, senior director at
J.D. Power Asia Pacific, Singapore. Defection may be minimized by enhancing customer
contact and engaging in relationship-building activities at dealerships, such as keeping track
of customer service histories and proactively informing customers when to schedule their
next service visit.
For a 10th consecutive year, Maruti Suzuki ranks highest in customer satisfaction with
authorized dealer service in India. Maruti Suzuki achieves an overall CSI score of 824 and
performs particularly well in the service advisor and service facility factors. Following
Maruti Suzuki in the rankings are Honda (791) and Mahindra (757).
The leading brands differentiate themselves in the service quality and vehicle pickup
factors, said Arora. These brands and their dealerships consistently perform simple
activities that help raise customer service satisfaction levels, such as providing explanations
of work prior to service, establishing post-service contact to ensure work was performed to
98
the customers satisfaction, informing the customer when the vehicle is ready and washing
and vacuuming the vehicle.
The study finds that 57 percent of customers report that 24/7 roadside assistance is not
available from their dealership, or they are not aware that their dealership offers the service.
Meanwhile, 64 percent of these customers indicate they are willing to subscribe to this
service.
Safety and convenience are basic needs for customers, said Arora. Providing 24/7
roadside assistance is likely to provide customers with the sense of added comfort in their
hour of need and is also likely to add to their satisfaction both with the dealership and vehicle
brand.
The study finds that investing in service customer satisfaction yields benefits for both
dealerships and their brands. More than nine in 10 highly satisfied customers (with service
satisfaction scores averaging above 870) say they definitely will return to the same
dealership for post-warranty service. In contrast, only one-third of highly dissatisfied
customers (with satisfaction scores averaging below 719) say the same. Furthermore,
customers who are highly satisfied are twice as likely as highly dissatisfied customers to
repurchase the same brand of vehicle.
Dealer service is one of the key customer interfaces for automakers once a vehicle is sold,
said Arora. This makes it imperative for brands and dealers to maintain high levels of
satisfaction, as highly satisfying customer interactions help build favorable impressions and
build long-term brand loyalty.
The 2009 India Customer Service Index (CSI) Study is based on responses from more than
5,800 owners of nearly50 different vehicle models. The study was fielded from May to
August 2009 and includes customers who had purchased their vehicles between May 2007
and August 2008.
About J.D. Power Asia Pacific
J.D. Power Asia Pacific has offices in Tokyo, Singapore, Beijing, Shanghai and Bangkok that
conduct customer satisfaction research and provide performance analytics services in the
automotive, information technology and finance industries. Together, the five offices bring
the language of customer satisfaction to consumers and businesses in China, India, Indonesia,
Japan, Malaysia, Philippines, Taiwan, Thailand and Vietnam. Information regarding J.D.
Power Asia Pacific and its products can be accessed through the Internet at
www.jdpower.com.
99
About J.D. Power and Associates

Headquartered in Westlake Village, Calif., J.D. Power and Associates is a global marketing
information services company operating in key business sectors including market research,
forecasting, performance improvement, Web intelligence and customer satisfaction. The
companys quality and satisfaction measurements are based on responses from millions of
consumers annually. J.D. Power and Associates is a business unit of The McGraw-Hill
Companies.
MARUTI SUZUKI SERVICE CENTRE IN NCR
GHAZIABAD (1988)
DEHRADUN (1994)
ROHAN GMS ROAD DEHRADOON (2008)
100
NOIDA (1995)
GREATER NOIDA (2003)
NEW DELHI (2003)
101
NEW DELHI WORKSHOP(2004)
PALWAL(2009)
102
BULANDSHAR(2009)
MARUTI INSURANCE
Launched in 2002 Maruti provides

vehicle insurance to its customers
with the help of the National Insurance Company, Bajaj Allianz, New India Assurance
and Royal Sundaram. The service was set up the company with the inception of two
subsidiaries Maruti Insurance Distributors Services Pvt. Ltd and Maruti Insurance
Brokers Pvt. Limited In an effort to become a complete car company, Maruti has
entered the car insurance business as well. It offers the customer all the advantages of
settling insurance claims directly with any of the companys authorized dealers.
Advantages
103
Cash-less accident repairs
Seamless services across nation
Fair and transparent claim settlement
Quality repairs at authorized dealer workshops
Dealer assisted towing facility
Easy transfer of no claim bonus(NCB)
Instant policy issuance
N2N FLEET MANAGEMENT
N2N is the short form of End to End Fleet Management and provides lease and fleet
management solution to corporate. Their impressive lists of clients who have signed up
of this service include Gas Authority of India Ltd, DuPont, Reckitt Benckiser, Sona
Steering, Doordarshan, Singer India, National Stock Exchange and Transworld. This
fleet management service includes end-to-end solutions across the vehicle's life, which
includes Leasing, Maintenance, Convenience services and Remarketing.
This business provides complete fleet solutions to corporate and institutions. Branded
Maruti N2N, this service includes the following: customized car policies, economical
car leasing, maintenance, servicing, registration, insurance, emergency assistance,
accident management and eventual re-sale of cars.
MARUTI GENUINE ACCESSORIES
Many of the auto component companies other than Maruti Udyog started to offer components
and accessories that were compatible. This caused a serious threat and loss of revenue to
Maruti. Maruti started a new initiative under the brand name Maruti Genuine Accessories to
offer accessories like alloy wheels, body cover, carpets, door visors, fog lamps, stereo
systems, seat covers and other car care products. These products are sold through dealer
outlets and authorized service stations throughout India. A single point of contact, Hasslefree transactions, Emergency Assistance, Virtually Cashless Repairs Post accident repairs and
insurance support at any dealer workshop
104
MARUTI TRUE VALUE
Maruti True Value is India No.1 organized pre-owned car brand .True Value is venture
of Indias largest automobiles manufacturer Maruti Suzuki India Ltd.
Unique advantages
* India's largest certified used car dealer network
* 340 outlets in 197 cities and growing
* All car related services under one roof
* Professionally trained manpower
* Complete peace of mind
Maruti True Value business expands the family of Maruti customers, providing reassurance to
existing Maruti customers about resale of their cars and further emphasizes Maruti s
Commitment towards enhancing customer satisfaction by continuous association during the
vehicle ownership life cycle.
No one knows your Maruti car better than Maruti - based on this premise; Maruti channelizes
its expertise to ensure that transactions in pre owned cars are transparent and fair. Through
that, the company endeavours to extend the relationship and emotional connect that it enjoys
with the customer.
True Value has transparent and fair evaluation process, which is currently missing in the
largely unorganized market for pre-owned cars. Maruti True Value processes and systems
ensure that the seller gets the right price and is paid promptly.
Under True Value, the seller has the option to be paid in cash, or get a True Value car in
exchange for a brand new Maruti Suzuki car in exchange. True Value category cars bought
by Maruti True Value dealers are taken to state-of-the-art workshops.
True Value Category cars are refurbished in state of art workshops using Maruti Genuine
Parts and by skilled technicians. These cars are then sold through Maruti True Value outlets.
105
As a mark of confidence, and to provide reassurance to customers, every vehicle bought

under Maruti True Value is inspected and certified by Maruti Engineers and the Car carries a
one-year warranty and three free services. Convenient finance options are also offered to
buyers of Maruti True Value cars.
Maruti has taken its first steps in the pre-owned car business under the brand name of
Maruti True Value. Using their technological expertise, network support and the
experience they have gained in the last 18 years, the company ensures the customers
gets great value and completes the transaction zero hassles.
Six step for selling car through true value
1. Call for appointment.
2. Pre-selling preparation.
3. Speak about your car.
4. Evaluation process.
5. Closing the deal.
6. Post-purchase.
NUMBER ONE WORKSHOP IN DELHI NCR
Integrated service centre
BODYSHOP
106
HELMET IS NECESSARY
107
Rohan Motors (After Sales Operations)

Mechanical Service:Rohan Motors puts at your service a team of Maruti Suzuki-trained and certified technicians
who quickly and competently meet all of your Maruti Suzuki mechanical services needs.
Our team of service technicians and advisers has remained dedicated in all Professional
ethics. With our employees' experience in Maruti Suzuki products, we can guarantee a
courteous and professional service at all times for the maintenance or repair of your
vehicle.
All our six branches are equipped with the most advanced tools and equipment required for
Maruti Suzuki, and our technicians receive continuous re-training to be able to repair your
vehicle rapidly and properly every time.
Here are a few of the Maruti Suzuki mechanical services we offer:Rapid oil change
Complete maintenance
Air conditioning
Brakes and suspension
Engine and transmission repair
Inspection and repair of electronic systems
Tire installation
Wheel alignment
Tinted windows
Remote starters
Injection and ventilation system cleaning, to remove mould and odours
Body Shop Service:At Rohan Motors, we know what it's like to have been involved in an accident or fenderbender. This is why we offer Maruti Suzuki body shop services made to measure for each
client, by doing whatever is necessary to satisfy you and make you forget your misadventure
as quickly as possible.
Our experienced body shop technicians are extreme perfectionists and offer you professional
service, from light paint-less retouching to major body repair on an accidental vehicle. Our
first objective is to hand you back your vehicle in its pre-accident condition, and do it as
quickly as possible so you can save on your body shop repairs.
108
Maruti Suzuki - "Exchange Advantages."

Best Price for your car, transparent evaluation.
Best deals on new cars.
Exchange bonus of Rs.5000 *.
Zero down payment *.
Low EMI *.
Your car goes in to the right hands.
Clean Documentation.
Service Support
Rohan Motors Believers in Quality not Quantity.
Service your car any day from 8 am to 8 pm. We are open all days.
Exclusive free pickup & drop of vehicle for service for lady customers.
A Special senior citizen discount: 15% on labour charger and 5% on spares.
Replacement vehicle for customers whose vehicle is under repairs for more than 48
hrs.
Shuttle service is provided for dropping customers to respective destinations.
Exclusive waiting lounge for vehicle owners & drivers in workshop.
A one stop service center : Teflon Coating, Anti Rust Coating, Upholstery Cleaning,
Engine Decardonising, A/C Servicing, Dry Denting, CNG Fitting.
Express Service counters.
Please call us at 011-40567900 for Pick and Drop Service exclusive only for Lady
Customers.
The Indian automobile industry has received positive response in the current market scenario.
The car sales in the domestic market have grown 32.28% touching 145,905 units in the
month of January 2010 as against 110,300 units in the corresponding month last year. The
competition is getting tougher for all the small and big players. To remain in the race, the
biggies like Maruti, Hyundai and General Motors are coming up with their latest models and
at the same time introducing several automobile service stations in India to draw the loyalty
of the customers.
If you want to know about the location of the car servicing centers in India of the renowned
companies like Maruti, Hyundai and General Motors, you can follow the details given below.
Maruti Service Centers in India
It is the world of high competition for the car manufacturing companies in India. In this
109
automobile race, Maruti Suzuki has been able to build a larger consumer base on account of
its world-class car models and sales services. The company has also opened numerous
automobile service stations in India across its various regions to provide complete customer
satisfaction.
Some of the Maruti's automobile service centers in India have been listed below in the table
for you.
Maruti Service Centers in West Bengal
Name
Adams Motor Works
A.M. Automobiles
Address
61 A Shakespeare Sarani Calcutta-700 017 Ph No:
2476402/ 2807414
Kamalgazi Narendurpur Kolkata-700 103 Ph No:
Indo Industries
Modern Auto Body
477 3402
Muchipara G.T. Road Burdwan-713 103
Ushagram East G.T. Road Asansol - 713 303 Ph
Builders
No: 203755
Maruti Service Centers in Tamil Nadu

Name
Address
NO.6 G.S.T. Road Kamatchi Colony Sanatorim
Auto Tech
Chennai-600 040 Ph No: 2418315

W-110 Anna Nagar Chennai-600 040 Ph No:
Easvari Motors
Private Limited
Friendly Motors
6214587/ 6281582
32 Palam Station Road Near LIC Bus Stop Sellur
Madurai-625 002 Ph No: 652552
Maruti Service Centers in Uttar Pradesh

Name
Anubhav
Motors
Gomti Motors
110
Address
A-20 Sector 4 Noida Ph No: 914552525/ 4525343
I.T. College Crossing Lucknow-226 020 Ph No: 2787578/
2787877
Pooja Motors
Teela More Shahbajpur Loni Distt. Ghaziabad Ph No:

4683235
Maruti Service Centers in Andhra Pradesh

Name
Auto
Address
Shapurwadi Secretariat Road Hyderabad-500 004 Ph No:
Pradeep
Gayatri
3231272/ 3297051
54-16-20/10A Ring Road Vijayawada-520 008 Ph No:
Motors
450657
Maruti Service Centers in Maharashtra

Name
Allied Auto
Address
86/20 DR. Ambedkar Road Khar Mumbai-400 052 Ph
Agencies
Maruti Care
No: 6007066/ 6498850/ 6042540

107/A Chatushrungi Senapati Bapat Road Pune-411 016
Point
Ph No: 5663231
Maruti Service Centers in Delhi

Name
Aapka Karkhana
Address
62/I Posangipur Main Market A-3 BLOCK Janakpuri
(Motors)PL
Ph No: 5507711/ 5620947

PLOT NO. 78 Bagdola Village Sector 8, Dwarka
Excel Automobiles
111
New Delhi-110 045 Ph No: 5083035/ 9810284454
It gives me great pleasure to reachyou through this Annual Report. My association with
Maruti goes back 27 years, with a break of only a few years when I was not directly
connected with the Company. Suzuki Motor Corporation has been a pillar of strength and has
unstintingly supported the Company ever since we signed the Joint Venture and nd License
Agreements on 2 October
1982. The Government of India recognized this and awarded Chairman O. Suzuki with the
Padma Bhushan. The role of the Government in the growth of Maruti was no less important.
112
A partnership flourishes only when both partners add value.The Government also showed
great
Maruti Suzuki is nowverymuch on the globalmap, recently being rated as the fourthmost
reputed automobile company in the world.This has happened because of thecontributionof all
the stakeholdersofMaruti. wisdom and foresight by gradually diluting its shareholding in the
Company and listing Maruti on the stock exchange. This has created conditions for the
Company to compete on equal terms with the best in the world. The employees of Maruti,
whether they are technicians, engineers or sales persons, have fully imbibed the Japanese
work culture of making constant improvements, and placing the prosperity of the Company
as the means of their own advancement. I believe there are very few companies in India
where this kind of employee involvement, commitment and performance can be found. This
should be a source of great comfort to you, because it assures the future success of the
Company. "The employees of Maruti, whether they are technicians, engineers or sales
persons, have fully imbibed the Japanesework culture of making constant improvement, and
placing the prosperity of the Company as the means of their own advancement." "One of
Maruti's great strengths is that we have internal resources to finance both R&D expansion as
well as capital investments. The higher interest rates, and the risk of making large borrowings
to finance capital costs, will not affect us." 10
The Indian automobile component industry has come of age. We nowhave some world class
manufacturers in India and Indian companies are acquiring manufacturing companies abroad.
The growth of the Indian automobile industry and of Maruti has been possible because of the
support from our suppliers. We look forward to all of them growing with us. Maruti Suzuki
dealers of cars and spare parts are our interface with customers. It is through their efforts that
Maruti remains by far the biggest car company in India, with a market share of 54%. I am
sure that they will continue to do all that is required to maintain the leadership position of the
Company. The authorised service stations of Maruti should not be forgotten. They are spread
all over India and give huge comfort to owners of Maruti vehicles because of the assurance
of service support, whenever and where ever needed. The Indian economy has grown at a
compound rate of about 9% annually for the last 4 years. The automobile industry has
correspondingly grown rapidly. This year, there are concerns about a slow down. The sub
prime
crisis in the USA, accompanied by the huge rise in crude oil prices have triggered
inflationary pressures in most parts of the world, particularly the developing countries.
Interest rates have gone up, and money supply is being tightened by the Central Banks. The
113
general expectation is that industrial growth, including the sale of automobiles, will be
adversely affected. So far, during the first three months of this year, the Company has done
quite well recording a sale of 180,093 vehicles in the domestic market a growth rate of
12%. The Company will continue to make all efforts to maintain a reasonable rate of growth.
Personally, I expect the GDP growth to still exceed 8% this year and, because of the excellent
models which the Company has launched, to continue to do well. Maruti Suzuki India
Limited ANNUAL REPORT 2007-08 a million promises... "Maruti is working at developing
vehicles which will use cheaper alternative fuels like CNG. The R&D effort will also have to
enable our vehicles to meet the new emission and safety regulations, which are to come
intoforce in 2010."11 Maruti Suzuki started exports in the
late eighties and has since then exported cars to more than a hundred countries of the world.
This year, it will re-enter the European market with a highly fuel efficient and environment
friendly compact car. This car will also be sold in India and other global markets. The car
market in India is growing increasingly competitive. This is not surprising, as global
manufacturers are bound to come where they see a growing market. Maruti has a strategy for
the future. With Suzuki's support, an ambitious plan of building R&D capabilities has been
launched. The intention is that we should be able to design small cars in India, which are best
suited for the Indian market. I do believe that with the rising price of petrol and diesel, the
market for smaller cars will grow faster. This trend is already visible in the world. Maruti is
working at developing vehicles which will use cheaper alternative fuels like the CNG. The
R&D effort will also have to enable our vehicles to meet the new emission and safety
regulations which are to come into force in 2010. At the same time, Suzuki's unmatched
expertise will continue to help us expand and modernize our manufacturing facilities. This is
essential to meet competition. One of Maruti's great strengths is that we have internal
resources to finance both R&D expansion as well as capital investments. The higher interest
rates, and the risk of making large borrowings to finance capital costs, will not affect us.
Being somewhat conservative in financial matters does have its advantages. The Company
recognises that its real strength is its employees. All efforts will continue to keep them
motivatedand happy. Long term sustained growth of a Company requires that not only should
all stake holder interests be well protected, but the environmental impact of operations
recognized and properly safeguarded. This is very much a part of the Company's corporate
social responsibility approach. I thank you for the confidence and trust you have placed in the
Company. With best wishes and warm regards, R. C. Bhargava Chairman resulted in a
growth of 19 % over Exports Spares and Accessories Businessa million .
114
FINANCIAL RESULTS
BALANCE SHEET OF MARUTI SUZUKI INDIA
(Rs crore)
Mar ' 13
Mar ' 12
Mar ' 11
Mar ' 10
Mar ' 09
Sources of funds
Owner's fund
Equity share capital
151.00
144.50
144.50
144.50
144.50
Share application money
Preference share capital
18,427.9
0
15,042.9
0
13,723.0
0 11,690.60
9,200.40
26.50
0.10
Unsecured loans
1,389.20
1,078.30
170.20
794.90
698.80
Total
19,968.1
0
16,265.7
0
19,633.9
0
14,678.3
0 11,718.60 10,406.70
Reserves & surplus

Loan funds
Secured loans
14,037.7
0 12,656.50 10,043.80
Uses of funds
Fixed assets
Gross block
Less : revaluation reserve
8,720.60
Less : accumulated depreciation
9,834.70
7,157.60
6,189.20
5,382.00
4,649.80
Net block
9,799.20
7,520.70
5,529.40
5,024.70
4,070.80
Capital work-in-progress
1,942.20
611.40
862.50
387.60
861.30
Investments
7,078.30
6,147.40
5,106.80
7,176.60
3,173.30
Current assets, loans & advances
7,868.30
8,022.70
6,926.40
3,856.00
5,570.00
Less : current liabilities &

provisions
6,719.90
6,036.50
4,387.40
3,788.40
3,631.60
Total net current assets
1,148.40
1,986.20
2,539.00
67.60
1,938.40
Net current assets
Miscellaneous expenses not written
115
Mar ' 13
Total
19,968.1
0
Mar ' 12
16,265.7
0
Mar ' 11
Mar ' 09
14,037.7
0 12,656.50 10,043.80
DOMESTIC SALES OF MARUTI SUZUKI
PROFIT & LOSS ACCOUNT OF MARUTI SUZUKI INDIA
116
Mar ' 10
------------------- in Rs. Cr. ------------------Mar '13 Mar '12 Mar '11 Mar '10 Mar '09
12 mths
Income
Sales Turnover
Excise Duty
Net Sales
Other Income
Stock Adjustments
Total Income
Expenditure
Raw Materials
Power & Fuel Cost
Employee Cost
Other Manufacturing Expenses
Selling and Admin Expenses
Miscellaneous Expenses
Preoperative Exp Capitalised
Total Expenses
Operating Profit
PBDIT
Interest
PBDT
Depreciation
Other Written Off
Profit Before Tax
Extra-ordinary items
PBT (Post Extra-ord Items)
Tax
Reported Net Profit
Total Value Addition
Preference Dividend
Equity Dividend
Corporate Dividend Tax
Per share data (annualised)
Shares in issue (lakhs)
117
12 mths
12 mths
12 mths
12 mths
43,587.90 35,587.10 36,618.40 32,174.10 23,381.50

0.00
0.00
0.00 2,856.40 2,652.10
43,587.90 35,587.10 36,618.40 29,317.70 20,729.40
812.40
826.80
508.80
662.00
491.70
-23.40
131.20
56.00
200.90
-356.60
44,376.90 36,545.10 37,183.20 30,180.60 20,864.50
32,721.80 28,330.60 28,490.10 22,636.30 15,983.20
493.70
229.50
210.20
216.60
193.60
1,069.60
843.80
703.60
545.60
471.10
0.00
0.00
0.00 1,061.60
716.10
0.00
0.00
0.00 1,032.17
817.66
5,049.80 3,801.40 3,632.00
201.73
236.84
0.00
0.00
0.00
0.00
-22.30
39,334.90 33,205.30 33,035.90 25,694.00 18,396.20
Mar '13 Mar '12 Mar '11 Mar '10 Mar '09
12 mths
12 mths
12 mths
12 mths
12 mths
4,229.60
5,042.00
189.80
4,852.20
1,861.20
0.00
2,991.00
0.00
2,991.00
598.90
2,392.10
6,613.10
0.00
241.70
41.10
2,513.00
3,339.80
55.20
3,284.60
1,138.40
0.00
2,146.20
0.00
2,146.20
511.00
1,635.20
4,874.70
0.00
216.70
35.10
3,638.50
4,147.30
25.00
4,122.30
1,013.50
0.00
3,108.80
0.00
3,108.80
820.20
2,288.60
4,545.80
0.00
216.70
35.10
3,824.60
4,486.60
33.50
4,453.10
825.00
0.00
3,628.10
51.10
3,679.20
1,094.90
2,497.60
3,057.70
0.00
173.30
28.80
1,976.60
2,468.30
51.00
2,417.30
706.50
0.00
1,710.80
37.90
1,748.70
457.10
1,218.70
2,413.00
0.00
101.10
17.20
3,020.80
2,889.10
2,889.10
2,889.10
2,889.10
Earning Per Share (Rs)

Equity Dividend (%)
Book Value (Rs)
79.19
160.00
615.03
56.60
150.00
525.68
79.21
150.00
479.99
86.45
120.00
409.65
42.18
70.00
323.45
RISK FACTOR:The Company operates in an environment which is affectedby various factors some of which
are controllable while some are outside the control of the company. The activity of risk
management in the company is reviewed by the Audit Committee through a management sub
committee, namely the Executive Risk Management Committee (ERMC). The ERMC
consists of Managing Director & CEO and all Managing Executive Officers of the Company.
It reviews the risk management activities on a regular basis in addition to scanning for any
new risks that may arise due to changes in the business environment. While the possibility of
a negative impact due to one or more such risks cannot be totally precluded the Company
proactively takes reasonable steps and makes efforts to mitigate significant risks that may
affect it. Some of the risks that are potentially significant in nature and need careful
monitoring are listed here under
a.
b.
c.
d.
e.
f.
MACRO ECONOMICS FACTOR

COMPETITION PRODUCT LAUNCHES
TALENT AQUEATION RETURN
CONTINUOS GROTH OF CHANGES PARTNER
HIGH DEPENDENCE ON SURPLUS
GEOGROPHIC CONCENTRATION
DISCLAIMER
Statements in this management discussion and analysis describing the Company's objectives,
projections, estimates and expectations are categorized as 'forward looking statements' within
the meaning of applicable laws and regulations. Actual results may differ substantially or
materially from those expressed or implied. Important developments that could affect the
Company's operations include a downward trend in the domestic auto- industry, rise in input
costs, exchange rate fluctuations, and significant changes in the political and economic
environment in India , environmental standards, tax laws, litigation and labour relations.
SUSTAINABILITY
The Company has also signed MoUs with seven ITIs in other states with an the objective of
strengthening automobile engineering discipline in these institutes and giving exposure to
118
students of the latest technological developments in the modern automobiles. The Company
imparts training to the faculty, improves training facilities at the institutes, updates course
curriculum and provides students on-the-job training at its own workshops. The Company
also offers placements to the suitable students in the Maruti service network. The Company
has plans to extend this program to more institutes in future.
Occupational health and safety
The Company has a robust framework to promote work place safety at its manufacturing
facilities, offices and other business operations. The Company has constituted a structured
Safety Leadership organization comprising of Central Safety Leadership Council (CSLC)
and Business Vertical Safety Leadership Committees (BVSLC). The key role of this safety
organization is to focus on safety process improvements in measurable terms. These
committees meet quarterly to recommend strategic guidelines and decisions towards
continual improvement of Safety Performance. Besides, there is a dedicated safety
department in the company and a safety coordinator in each department. All new employees
are given compulsory safety training at the time of joining. Regular training programs on
work place safety and mock drills happen all through the year. Every year, the Company
observes Safety Month. All employees, starting from Managing Director take Safety Oath to
work safely and promote safety at the work place. Safety awareness programs are organized
for the employees, their families and school children. The data related to accidents and injury
is reported in the Management Committee Meeting every week and countermeasures to avoid
recurrence of accidents are discussed and monitored. The Company organizes health
awareness and immunization programs in association with reputed hospitals and Government
Health Centers through out theyears for its employees.
Sustainability: a way of life for MSIL
119
The success of the company's sustainability efforts can be gauged from the fact that in 200809, despite adverse economic conditions, the company continued to implement all its long
term plans as scheduled: Launch of two global models A-star and Ritz, a new K series engine
plant, dedicated car export facility at Mundra Port, expansion of manufacturing capacity to 1
million cars per year, sales and service network expansion and recruitment of engineers.
Amidst rising commodity prices and unfavourable foreign exchange movements, the
company registered a growth of 1.5% in domestic market and overall 3.6% including exports
sales, increased market share from 45.9% to 46.5% and earned Profit After Tax (PAT) of Rs.
12.19 billion. In the last 25 years, MSIL has retained its leadership position in passenger car
market in India despite tough competition.
120
121
SALES AND PROMOTION STRATEGY

The promotion includes all communications a marketer used in the market for his products
and services to create Awareness, to persuade the customers, to buy and retain in
future also. For improvement in the position of sales or Progress of business this method is
used. The message is given to target group regarding the features and benefits of the Products
or services. Without communication, the features, benefits and schemes would not be known
to the customers and objectives of launching of products or services and increasing sales
would not be completed. When communication Creates awareness then only the interest
would be created and customers would take the decision for buying. For Promotion different
methods of communication can be used. The promotional strategy of Maruti Suzuki is very
Effective. The company emphasise on road safety and environment friendly products. The
company has launched road Safety mission under which 5,00,000 people will be trained in
the next three years. This will be done through two Channels Institute of Driving Training
and Research (IDTR) and the Maruti Driving Schools spread across the Country. Of the 5,
00,000 people to be trained, at least 1,00,000 will be people from underprivileged section of
society, Who are keen to take driving as a profession. The company has always promoted the
concept of "Reduce, Reuse, Recycle" (3r's). The company has taken help of all the
122
promotional tools like radio, television, road shows, print Media, workshops and seminars to
promote their cars
ROAD SHOWS:
The Company organizes road shows to display vehicles in the pavilions during various
college festivals and exhibition.
RADIO:
Radio is one of the biggest medium to communicate. The company goes for radio
announcements to convey about the
product features, price, qualities, etc.
PRINT MEDIA:
The company also promotes with the help of print media .Advertisement is given in leading
newspapers as well as they
distribute brochures and leaflets at public places to reach the customers.At times they
organize workshops and seminars
to display their models and they also offer test drive. The company also advertises through
banners and posters.
Information Advertising
Alternative Advertising Options

BTL Sponsorships
Ten Sports has announced Maruti Suzuki as their sponsors for their cricket rating property for
the next two years. The new title will be 'Maruti Suzuki Cricket Ratings', the deal will break
on the channel starting with the first match of the Indian Oil Cup Tri-series on July 30, when
India takes on Sri Lanka in a day-night encounter at Dambulla. Expressing his delight,
Rukin Kizilbash, Vice-president Ad-Sales, Taj Television India said, "We believe that the
123
partnership will only get bigger and better in years to come. With our superlative live cricket
content coming up, I believe they will get tremendous value in associating with us on this
property."
Taj Television VP programming Peter Hutton said, "We wanted to create something that was
interesting and allowed viewers to identify with the methodology. We use an in-house
system, which is capable of calculating and updating the players' and teams' rankings, taking
into consideration a number of aspects such as quality of competition, venue, etc. We have
also consciously made it visually exciting and have intentionally stayed away from excessive
technicalities." Talking about the tie-up, Mayank Pareek, GM, Marketing, Maruti Suzuki
LTD, said, "We are thrilled to be associated with the cricket rating property on Ten Sports.
With their exciting lineup of India cricket over the next couple of years, including the India
tour of Pakistan and India tour of West Indies in 2006, I am confident that we will derive
tremendous mileage from this property."
TV shows - Indias Got talent
Social gaming and social networking site Ibibo.com has partnered with Maruti Suzuki to
launch an online serial. Inviting upcoming writers, directors, and even actors to come online
and showcase their respective talents, the Maruti Suzuki Ibibo i- Serial Star, as the contest is
baptized, will showcase the flair of the chosen few in this serial which will have 24 episodes
in it. COLORS TV declares its grand finale winner of Maruti Suzuki Presents India's Got
Talent to Prince Dance Group. They got 50 lakh rupees check and a RITZ car of Maruti
Suzuki.
124
Place Advertising Bill boards

Sales Promotions
Product warranties
Premiums (gifts)
Trade shows
125
The term advertising is derived from the original Latin word advert which mean to turn
the attention.Any paid form of non personal presentation of ideas , goods or services by an
identified sponsor .Advertising is a form of communication intended to promote the sale of
the product or services to influence public opinion.In India there is difference way to ad .
SEGMENTATION- CUSTOMER BASED
Geographical segmentation- on the basis of countries, regions, stages, cities, and town
Demographic segmentation- population, size, age, sex, income, occupation, and family life
style
Psychographic segmentation- life style, social class
Determining the positioning strategy
Identify the competitors
Determined how the competitors are perceived and evaluated
126
Determine the competitors positions

Select the target group
Analyze the customers
Monitor the positioning
Thes are dependent on communication
Communication is a tool used by marketers in an attempt to persuade consumer to act
in a desired manner
Communication is the transmission of a message from a sender to a receiver.
Communication may be defined as the sharing of a common meaning
Channels of communication
Newspapers- Hindustan Times, Times of India, Danik Jagran, Hindustanetc.
Television- all
Direct mail-Google, Yahoo, social siteetc.
Radio-Radio mirchi, FM,All India Radio
Magazines-Maruti magazine,4ps,Business news
Outdoor- Banner, Wall.
Yellow pages-all
Newsletters-all
Brochures-all
Telephone-sms,mms
Internet-Google,yahoo,,,etc
The Functions of Advertising:
Builds awareness of products and brands
Creates a brand image
Provides product and brand information
Persuades people
Provides incentives to take action
Provides brand reminders
Reinforces past purchases and brand experiences
The power of Publicity
127
Maruti Suzuki Corporate
Everyone for sure remembers the corporate ad that was made for Maruti Suzuki by Rajeev
Menon which ended with the tagline India comes home in a Maruti Suzuki. Moreover it
had a brilliant emotional connect, when you saw the youngster asking for a lift after his bus
broke down and in his HELP signcard, it was written - Need to be home for Diwali.
Brilliant ad. Hats off to Rajeev Menon and the people involved in it.
I dont know how many of us know that today there was a news in which it was reported how
around 50 passengers were stranded in the Vizag airport due to technical snag in the plane
and were suffering from an emotional snag by the lack of empathy of the Air India officials
too who didnt even bother to serve a glass of water and were passing on the buck.
What does Maruti Suzuki have to with Air India?
Air India - Going down..coming?

Imagine this hypothetical condition: If Maruti Suzuki officials had came to know about it
and arranged a private jet or a chartered flight to transport them to Delhi. And while they
128
were on flight they advertise their corporate ad that they had made. Imagine the news
spreading like wildfire among the news channels and you have Maruti Suzukis ads being
shown. Imagine how many people would be in awe of the company. Imagine how many
people would spread the news through word of mouth. Imagine the number of blogs written
and a few awards in its name too. Imagine the magazine articles written on it and the chat
room talks about it. Imagine the coverage on advertising websites. Imagine the whole range
of possibilities. How they could have leveraged this to tailor future communications. Brilliant
Brilliant Brilliant!
creating happy customers

The cost would have been far lesser to promote you brand in a cricket match that people
would just skip as soon as the ads came in. What a chance to increase their brand awareness
and brand recall and etch themselves permanently in the minds of the people. What an
opportunity to leverage yourself on your competitors service failure. The same thing could
have been done by other brands like Deccan or jet or kingfisher too. Imagine the image that
would have been made. That is the power of what Competitive Service Recovery (Hey I just
made a word. Sounds good too. How do you trademark that?) would have done. Maruti
Suzuki still has time . Approximately three to four hours, but unfortunately my blog is not
that famous as Seth Godin or Guy Kawasaki to spread like wildfire even if they are
irrelevant.
Maruti Suzuki seeks to reiterate its leadership with a new brand film. A black Grand Vitara
pulls up in front of the airport arrival area. A young girl excitedly gets out of the car to greet
her father. She hugs him tightly and opens the back door to put his luggage in. Meanwhile,
129
her father runs to get behind the wheel and asks his daughter to sit in the passenger seat. The
girl exasperatedly gives in, placing the key in his hand and they drive back home. The scene
shifts to a young couple in a red Wagon R driving along the Kerala backwaters to meet their
parents. The parents come out of a temple procession and receive the couple and their
newborn. Elsewhere, an angry father waits for his daughter to come home from a late night
out. The girl is dropped home by her boyfriend in a red Swift. Infuriated, the parents wrangle
with their daughter. Before she can respond, her companion comes out of the car and
introduces himself to the girl's parents and is welcomed into their home. Next, an army
officer gets ready to leave his base to go home. He bids his peers goodbye and sets off in a
Gypsy. From the mountainous terrain, the scene shifts to a rainy afternoon. A Maruti Omni
pulls up before a house and two school kids jump from the van and into their mother's arms.
Following that, a young lad waits for a lift on the highway. Just as he kicks the ground in
frustration, he spots a red Maruti Swift cruising on the highway. He smiles to himself and
pulls out a placard that reads "Need to be home for Diwali". The driver of the car stops and
the youngster hops in. The film closes with a shot of the car driving away and the voice over
says:
India
comes
home
in
Maruti
Suzuki.
All this while, Maruti's catchy new signature tune plays in the background. This signature
tune will now be a part of all Maruti Suzuki commercials. The new Maruti brand film is a
celebration of the carmaker's 25th year - it was in 1983 that the company launched its first
car, Maruti 800, revolutionising the Indian car market. It took nearly a month to shoot the 60second commercial, which was shot at multiple locations across Bangalore, Mysore, Kerala
and Rajasthan. Shot by ace cinematographer Rajiv Menon of Bombay and Guru fame, the ad
is a product of Capital Advertising. Incidentally, Capital Advertising has been associated with
Maruti Suzuki for nearly a decade now and handles the company's popular Swift brand as
well as the corporate brand. The brief given to the agency was to highlight the company's
leadership position and to bring out the brand's ubiquitousness. "When we got the brief, we
had several options before us, but this was the most overpowering and all-pervasive," recalls
Capital
Advertising's
founder
director
Subramaniam.
Shooting the ad across the length and breadth of the nation with different settings was a nobrainer. "The relationship Maruti has with its 6.5 million customers in every nook and corner
of the nation goes beyond the physical, it has a place in each of their hearts. And this ad is a
tribute to that bond," adds Subramaniam. In that sense, the new ad is reminiscent of Maruti's
recent commercial that aimed to emphasise that Maruti Service Centres are present in every
region of the country. But, of course, the contexts are poles apart. "Usually campaigns focus
130
on offerings, but we now had to talk about the experience. The car in this context is not just
about transporting people from place A to B. It had to stress an emotional connect. And it's
this emotional connect that is totally unique to Maruti," says Maruti Suzuki's executive
officer (marketing and sales) Mayank Pareek. Equally important is the new signature tune,
the first ever for Maruti. "The idea behind the signature tune is to have a common linkage
across Maruti offerings, such that one should hear it and immediately associate Maruti with
it," adds Pareek. Noted lyricist Gulzar has penned the corporate signature tune, which has
been composed by musician Ram Sampath. Another noteworthy aspect of the commercial is
the new slogan, "India comes home in a Maruti", which highlights the company's leadership
position. "Maruti has a number of achievements, including a market share of over 50 per
cent, not to mention the fact that over the last 8 years we have consistently been rated first in
J D Power's customer satisfaction survey. This despite our large customer base," says Pareek.
Naturally, given such a healthy market share the slogan fits like a glove. The finished
television commercial broke in the first week of June in Hindi and other regional languages
across all major television channels. Apart from this, there will also be point-of-sale, radio
and mobile promotions.
Maruti Swift Reviews

The best in whole world.
" It is the best car. It is very comfortable. If you want to purchase a
diesel hatchback car so take Maruti Suzuki Swift. "
Maruti Suzuki
Suzuki to launch new global car in
Suzuki to launch new global
Corporate Commercial
India
car in India
See this Maruti ad
Suzuki has now understood the
The company is quite bullish
importance of the big emerging market
about the Indian market
of India
Maruti has caught the fancy of people across India with their new corporate commercial.
There is a very warm feel about it, theme, the execution has all been brilliant. This doesnt
131
mean that the ad is without any defects, however, those can be forgiven!The theme of the adIndia comes home in a Maruti Suzuki What more could you expect? As per last months
sales figures, Maruti holds more than 45% of the total market share. More than 45% of the
cars sold in India are Maruti Suzukis. True then that India does come home in a Maruti
Suzuki.The official release from Maruti on the adMaruti Silver HueA black Grand Vitara pulls up in front of the airport arrival area. A young girl excitedly gets
out of the car to greet her father. She hugs him tightly and opens the back door to put his
luggage in. Meanwhile, her father runs to get behind the wheel and asks his daughter to sit in
the passenger seat. The girl exasperatedly gives in, placing the key in his hand and they drive
back home. The scene shifts to a young couple in a red Wagon R driving along the Kerala
backwaters to meet their parents. The parents come out of a temple procession and receive
the couple and their newborn. Elsewhere, an angry father waits for his daughter to come
home from a late night out. The girl is dropped home by her boyfriend in a red Swift.
Infuriated, the parents wrangle with their daughter. Before she can respond, her companion
comes out of the car and introduces himself to the girls parents and is welcomed into their
home. Next, an army officer gets ready to leave his base to go home. He bids his peers
goodbye and sets off in a Gypsy. From the mountainous terrain, the scene shifts to a rainy
afternoon. A Maruti Omni pulls up before a house and two school kids jump from the van
and into their mothers arms. Following that, a young lad waits for a lift on the highway. Just
as he kicks the ground in frustration, he spots a red Maruti Swift cruising on the highway. He
smiles to himself and pulls out a placard that reads Need to be home for Diwali. The driver
of the car stops and the youngster hops in. The film closes with a shot of the car driving away
and the voice over says: India comes home in a Maruti Suzuki. All this while, Marutis
catchy new signature tune plays in the background. This signature tune will now be a part of
all Maruti Suzuki commercials. The new Maruti brand film is a celebration of the carmakers
25th year it was in 1983 that the company launched its first car, Maruti 800, revolutionising
the Indian car market. It took nearly a month to shoot the 60-second commercial, which was
shot at multiple locations across Bangalore, Mysore, Kerala and Rajasthan. Shot by ace
cinematographer Rajiv Menon of Bombay and Guru fame, the ad is a product of Capital
Advertising. Incidentally, Capital Advertising has been associated with Maruti Suzuki for
nearly a decade now and handles the companys popular Swift brand as well as the corporate
brand. The brief given to the agency was to highlight the companys leadership position and
132
to bring out the brands ubiquitousness. When we got the brief, we had several options
before us, but this was the most overpowering and all-pervasive, recalls Capital
Advertisings founder director H V Subramaniam. Shooting the ad across the length and
breadth of the nation with different settings was a no-brainer. The relationship Maruti has
with its 6.5 million customers in every nook and corner of the nation goes beyond the
physical, it has a place in each of their hearts. And this ad is a tribute to that bond, adds
Subramaniam. In that sense, the new ad is reminiscent of Marutis recent commercial that
aimed to emphasise that Maruti Service Centres are present in every region of the country.
But, of course, the contexts are poles apart. Usually campaigns focus on offerings, but we
now had to talk about the experience. The car in this context is not just about transporting
people from place A to B. It had to stress an emotional connect. And its this emotional
connect that is totally unique to Maruti, says Maruti Suzukis executive officer (marketing
and sales) Mayank Pareek. Equally important is the new signature tune, the first ever for
Maruti. The idea behind the signature tune is to have a common linkage across Maruti
offerings, such that one should hear it and immediately associate Maruti with it, adds
Pareek. Noted lyricist Gulzar has penned the corporate signature tune, which has been
composed by musician Ram Sampath. Another noteworthy aspect of the commercial is the
new slogan, India comes home in a Maruti, which highlights the companys leadership
position. Maruti has a number of achievements, including a market share of over 50 per
cent, not to mention the fact that over the last 8 years we have consistently been rated first in
J D Powers customer satisfaction survey. This despite our large customer base, says Pareek.
Naturally, given such a healthy market share the slogan fits like a glove. The finished
television commercial broke in the first week of June in Hindi and other regional languages
across all major television channels. Apart from this, there will also be point-of-sale, radio
and mobile promotions.
Ad way of car
PICTURES
Maruti
133
Maruti Versa
Maruti Versa
Maruti Alto
134
Maruti Alto
Maruti Gypsy
In India there are more competitors of the maruti Suzuki but the position of maruti Suzuki is
very good as like number position in the domestic market .
The competitors are
1.
2.
3.
4.
5.
6.
135
TATA MOTORS
HYUNDAI
HONDA
MAHINDRA MOTORS
GM CHEVROLET
TOYOTA
7. FORD
8. FIAT
9. SKODA
LOCAL COMPETITORS
1.
2.
3.
4.
5.
6.
7.
Hindustan: Ambassador.
ICML: Rhino Rx
Mahindra: Major, Xylo.
Mahindra Renault: Logan.
Maruti Suzuki: 800, Alto, WagonR, Estilo, A-star, Ritz, Swift, Swift
DZire, SX4, Omni, Versa, Eeco, Gypsy.
Tata: Nano, Indica, Indigo, Sumo, Safari, TL, Aria.
FOREIGN BRAND COMPETITORS..........

Locally manufactured Automobiles of Foreign Brands
1. BMW: 3 Series, 5 Series, 7 Series.
2. Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.
3. Fiat: Grande Punto, Linea.
4. Ford: Ford Figo, Ikon, Fiesta, Endeavour.
5. Honda: Jazz, City, Civic, Accord.
6. Hyundai: Santro, i10, i20, Accent, Verna, Sonata.
7. Mercedes-Benz: C-Class, E-Class, S-Class.
8. Mitsubishi: Lancer, Lancer Cedia.
9. Nissan: Micra.
10. Renault: Fluence, Koleos.
11. koda: Fabia, Octavia, Laura.
12. Toyota: Corolla, Innova.
13. Volkswagen: Polo, Jetta, Passat, beetle, touareg
COMMERCIAL VEHICLE MANUFACTURED IN INDIA
1.
2.
3.
4.
5.
6.
7.
8.
9.
Local Brands............
Ashok Leyland
Force
Mahindra Navistar
Premier
Tata
Foreign Brands...........
Mercedes-Benz
Volvo
ELECTRIC CAR MANUFACTURES IN INDIA

1.
2.
3.
4.
5.
6.
136
Ajanta Group
Mahindra
Hero Electric
REVA (M & M)
Tata International
Tata.
TATA MOTORS
ABOUT THE COMPANY:
The Company was incorporated on 1st September 1945 at Mumbai to manufacture diesel
vehicles for commercial use, excavators, industrial shunter, dumpers, heavy forgings and
machine tools. The commerical diesel vehicles which were known Tata Mercedes Benz
(TMB) are now called Tata vehicles after the expiry of the collaboration agreement with
Daimler-Benz AG, West Germany. The company also used to manufacture pulp and paper
making machinery.
In 1946 Tata Engineering undertook manufacture of 5000 'KC' broad gauge open wagons for
the Indian Railway. The Managing Agency Tata Sons was transferred to Tata Industries on
July 1, 1946. The Managing Agency system continued till it was abolished by an act of
Parliament in 1970.
In 1959 Tata set up its Research and Development Center set up at Jamshedpur and In 1960
The company's name, which was Tata Locomotive & Engineering Company Ltd., was
changed to Tata Engineering & Locomotive Company Ltd. In 1970 Consequent to the
amalgamation of Central Bank of India, Ltd., the company issued and allotted to the
shareholders of erstwhile Central Bank of India, Ltd., 11,39,208 - 7.75% mortgaged
debentures of Rs.100each on 1st October. Option was given to convert 50% of their face
value of a block of 5 debentures into one equity share of the Company at a premium of
Rs.150 per share. Consequently 3,19,825 debentures were submitted to convert 50% of their
face value into 63,965 No. of equity shares. These shares were issued on 31st March 1975.
Subsequently, 3,19,824 debentures of Rs.50 each were consolidated into 1,59,912 debentures
of Rs.100 each. As per the terms of issue, these debentures were to be redeemed at par
anytime between 1.10.1975 to 30.9.1982. In 1984 The Govt. approval was received for
increasing the vehicle manufacturing capacity to 35,520 vehicles per annum thereby bringing
the total licensed capacity to 78,000 vehicles. A letter of intent was received for setting up a
new plant for the manufacture of 9000 vehicles per annum in U.P which was later converted
into an industrial license. Collaboration with M/s Hitachi Construction Machinery Co. Ltd. ,
Japan, for manufacture of hydraulic excavators.
137
In 1985 All the dies and many of the machine tools and production devices required for the
new `TATA 407' and `TATA 608' series were produced by the Company in Capital Goods
Division. The company started making CNC machines in Capital Goods Division and its
engineers were receiving know-how and training from Nachi-Fujikoshi and Niigata of Japan
with whom the Company was collaborating in these fields. A new electronics centres was
also commissioned at Pune to support the manufacture and maintenance of this new
generation of CNC machines.
In 1989 The company acquired 25% of the market share in the light commercial vehicles.
The company signed an agreement with Hitachi Construction Machinery Co.Ltd. Japan for
the manufacture of a more advanced series of hydraulic excavators i.e. `EX'series.
In 1992 During these period two new models in the EX series of hydraulic excavators were
launched. And a 10 tonne pick and carry articulated crane, designed and developed in-house
was also introduced. With the help of Hitachi Construction Machinery Co. Ltd., EX-400
model Hydraulic excavator was introduced during the year. The Company undertook to
establish a joint venture with Mercedes-Benz to manufacture automobile products for sale in
India and to meet the needs of export markets. The project also included the possibility of
manufacture of a Mercedes Benz passenger car for the domestic and foreign markets.
Mercedes-Benz India Pvt. Ltd. was incorporated on November 1994 which commenced
initial assembly of cars in March 1995. During the year, company undertook to set up a joint
venture with Asian Glass Co. Ltd., Japan to manufacture float glass to be used as wind
shields for automobiles. ACC along with Tata Exports Ltd., participated in the joint venture.
The joint venture named as Floathlass India Ltd., the Company would have a stake of
16.33%. Tata Cummins Ltd., Mercedes-Benz (India) Ltd., Tata Holset Ltd., Tata Precision
Industries, Singapore and Nita Company Ltd., are the joint Ventures of the Company.
In 1994 During the year company introduced the Tata SUMO and LPT 709. The company
developed a new fuel injected, 4 cylinder petrol engine with the assistance of AVL Austria.
The Company successfully launched high performance, low emission and fuel efficient
medium commercial vehicles with cummins engines in Kuwait, Kenya, Zambia and Ghana.
The Company also proposed to introduce vehicles with cummin engines in the heavy
commercial vehicles segment. Taking advantage of the broad banding policy announced by
the Government of India, the Company entered into a collaboration agreement with Honda
Motor Co. Ltd., Japan, for the manufacture of their `ACCORD' model of cars in India.
138
In 1995 a new double pick-up and Army Version of various Telco Vehicles were developed.
A new pero engine and turbo diesel engine, an up-graded 709 LCV, new sports utility vehicle
Safari expected to be launched shortly. A 25 tonne 6 X 2 truck and a bus with cummins
engine were launched. Tata Engineering and Locomotive Company (TELCO), has acquired a
second hand paint shop, machine line and cylinders from the Australian unit of the Japanese
auto giant, Nissan. TELCO is believed to have picked up the unit for Rs. 70 crore. The total
cost of import duty would be Rs 100 crore.
In 1998 Telco proposes to set up authorized service stations every 100 km on every highway.
The Company in its small car segment has launched "Tata Indica" which evoked an
overwhelming response in the Indian market.
In Oct 1999, the Company won the National award for R&D Efforts in Development of
Indigenous Technology in the Mechanical Engineering Industries Sector instituted by
Department of Scientific and Industrial Research, Ministry of Science and Technology for the
year 1999. The company obtained shareholders' approval for hiving off the division into a
100 per cent subsidiary, Telco Construction Equipment Company Ltd (TCECL), at an extra
general body meeting (EGM) held here in Mumbai today.
In 2004 Tata Motors launch an upgraded version Indica on January 15, 2004, in a bid to shore
up sales of the small car. In Auto Expo: Tata launched new version of Indica .
In 2006 Tata Motors launches Cliffrider. In 2007 Tata Motors has been presented the Golden
Peacock Global Award for Corporate Social Responsibility (CSR) in the Large Business
category by the Institute of Directors. Tata Motors has got a prestigious order from the Delhi
Transport Corporation (DTC) for 500 non-AC, CNG-propelled buses.
Tata Motors is one of the largest companies in the Tata Group with a total income of US$
2.35 billion. More than 3 million Tata vehicles ply on Indian roads making Tata a dominant
force in the Indian automobile industry. Tata Motors is India's only fully integrated
automobile manufacturer with a portfolio that covers trucks, buses, utility vehicles and
passenger cars. It would be no exaggeration to say that Tata Motors provides the wheels for
India's growth.
Tata Motors has the unique distinction of giving India its first and only indigenously built
passenger car - The Tata Indica and the premium feature sedan - The Tata Indigo. The Indica,
launched in 1998, reached the 2,50,000 sales mark within 52 months of launch.
139
Tata Motors owes its leading position in the Indian automobile industry to its strong focus on
indigenization. This focus has driven the Company to set up world-class manufacturing units
with state-of-the-art technology. Every stage of product evolution-design, development,
manufacturing, assembly and quality control, is carried out meticulously. Their
manufacturing plants are situated at Jamshedpur in the East, Pune in the West and Lucknow
in the North. Tata Motors Ltd (NSE: TATAMOTORS, BSE: 500570, NYSE: TTM) is
a multinational corporation headquartered in Mumbai, India. Part of the Tata Group, it was
formerly known as TELCO (TATA Engineering and Locomotive Company). Tata Motors has
a consolidated revenue of USD 16 billion after the acquisition of British automotive
brands Jaguar and Land Rover in 2008.
It is India's largest company in the automobile and commercial vehicle sector with upwards
of 70% cumulative Market share in the Domestic Commercial vehicle segment, and had a
0.81% share of the world market in 2007 according to OICA data. The OICA ranked it as
the 19th largest automaker, based on figures for 2007. and the second largest manufacturer
of commercial vehicles in the world. The company is the worlds fourth largest truck
manufacturer, and the worlds second largest bus manufacturer. In India Tata ranks as the
leader in every commercial vehicle segment, and is in the top 3 makers of passenger cars.
Tata Motors is also the designer and manufacturer of the iconic Tata Nano, which
at INR 100,000 (ex-factory) or approximately USD 2300, is the cheapest production car in
the world. Established in 1945, when the company began manufacturing locomotives, the
company manufactured its first commercial vehicle in 1954 in a collaboration with DaimlerBenz AG, which ended in 1969. Tata Motors is a dual-listed company traded on both
the Bombay Stock Exchange, as well as on the New York Stock Exchange. Tata Motors in
2005, was ranked among the top 10 corporations in India with an annual revenue
exceeding INR 320 billion.
In 2004 Tata Motors bought Daewoo's truck manufacturing unit, now known as Tata Daewoo
Commercial Vehicle, in South Korea. It also acquired Hispano Carrocera SA, now a fullyowned subsidiary. In March 2008, it acquired the Jaguar Land Rover (JLR) business from
the Ford Motor Company, which also includes the Daimler and Lanchester brands. and the
purchase was completed on 2 June 2008.
140
Tata
Motors
has
auto
manufacturing
and
assembly
plants
in Jamshedpur, Pantnagar, Lucknow, Ahmedabad, Sanad and Pune in India, as well as in

Argentina, South Africa and Thailand.
Board of Directors
Mr. Ratan Tata
Chair man
Mr. S A Naik
Director
Mr. R Gopalakrishnan Director

Mr. N N Wadia
Director
Mr. N A Soonwala
Director
Mr. J J Irani
Director
MR. S M Palia
Director
Mr. V R Mehata
Director
Mr. P M Telang
Executive Director
Mr. Praveen P Kadale Executive Director

Mr. Ravi Kant
Managing Director
Product Range :
Tata (Sedan): Popular Tata sedan car prices start with Tata cars at a bit below rupees four
lakhs to Tata cars at a bit above rupees eight lakhs. Tata sedan cars include.
Tata Indigo (Sedan): Tata Indigo is India's first Sedan model - a mid size C' segment
completely indigenous sedan. For the price that it is offered, this model is quipped with a
host of features that offer extravagant comfort and imposing luxury, offering complete value
for money. Tata (Sedan) The Tata Indigo with its petrol and diesel variants targets the middle
141
class consumer with Tata Sedan cars between rupees four and eight lakhs. Tata Indigo
variants include.
1. Indigo CS GLE (Petrol): The Indigo CS GLE is the base level version in the Indigo
CS range of Tata Motors. New cars have a show room price of around Rs.3,80,000
and on-road price of around Rs.4,15,000 inclusive of all charges such as insurance,
octroi, RTO, etc. Indigo CS GLE car prices vary with the car dealer's location.
2. Indigo CS GLS (Petrol): The Indigo CS GLS is the upper level version with higher
price in the Indigo CS range of Tata Motors. New cars in this series have a showroom
price ranging from around four lakhs to around four lakhs fifty thousand inclusive of
all charges like insurance, octroi, RTO, etc.
3. Indigo CS LE (Diesel): The Indigo CS LE is the higher level version in the Indigo
CS range of Tata Motors featuring diesel transmission. At the showroom, this car
costs around Rs.4,20,000 with an on-road price of around Rs.4,60,000. This includes
standard ancillary charges also.
4. Indigo CS LS (Diesel): The Indigo CS LS is the top level version with higher price
in the Indigo CS range of Tata Motors. The Indigo CS LS is now available at a
showroom price of around Rs.4,50,000 with an on road price of around Rs.4,95,000
including supplementary charges.
5. Indigo GV (Petrol): Indigo GV is the entry level petrol variant of the Indigo series.
New cars have a show room price of around Rs.3,85,000 and on-road price of around
Rs.4,30,000 inclusive of all charges such as insurance, octroi, RTO, etc.
6. Indigo GVE (Petrol): This variant of the Indigo V series is packed with superior
looks and features as available in its segment. New cars in this series have a
showroom price ranging from around three lakhs to around four lakhs inclusive of all
charges like insurance, octroi, RTO, etc. Fiesta 1.4 Duratec Zxi car prices vary with
the car dealer's location.
7. Indigo V (Diesel): Indigo V is marked for its advanced technology and impressive
performance. At the showroom, this car costs around Rs.4,30,000 with an on-road
price of around Rs.4,80,000. This includes standard ancillary charges also.
8. Indigo GVS (Petrol): Indigo GVS is equipped with advanced features and facilities
to provide you with maximum comfort and control. The Indigo GVS (Petrol) is now
available at a showroom price of around Rs.4,35,000 with an on road price of around
Rs.4,85,000 including supplementary charges.
142
9. Indigo VE (Diesel): The perfect combination of power, style and performance is

Indigo VE. New cars have a show room price of around Rs.4,45,000 and on-road
price of around Rs.5,00,000. Indigo VE car prices vary with the car dealer's location.
10. Indigo GLS (Petrol): New cars in this series have a showroom price ranging from
around four lakhs to around five lakhs inclusive of all charges like insurance, octroi,
RTO, etc. Fiesta 1.4 Duratec Zxi car prices vary with the car dealer's location.
11. Indigo VS (Diesel): At the showroom, this car costs around Rs.4,65,000 with an onroad price of around Rs.5,21, 000. This includes standard ancillary charges also.
12. Indigo GLX (Petrol): The Indigo GVS (Petrol) is now available at a showroom
price of around Rs.4,90,000 with an on road price of around Rs.5,45,000 including
supplementary charges.
13. Indigo LS (Diesel): The advanced technology engine, attractive looks and decent
performance makes Indigo LS different from others in its segment. New cars have a
show room price of around Rs.4,90,000 and on-road price of around Rs.5,50,000.
Indigo LS car prices vary with the car dealer's location.
14. Indigo XL (Petrol): New cars in this series have a showroom price ranging from
around 5.30 lakhs to around 5.90 lakhs inclusive of all charges like insurance, octroi,
RTO, etc. Indigo XL car prices vary with the car dealer's location.
15. Indigo LX (Diesel): At the showroom, this car costs around Rs.5,30,000 with an onroad price of around Rs.5,95, 000. This includes standard ancillary charges also.
16. Indigo LS Dicor (Diesel): The Indigo GVS (Petrol) is now available at a showroom
price of around Rs.5,35,000 with an on road price of around Rs.5,95,000 including
17. Indigo LX Dicor (Diesel): The Indigo LS Dicor is the mid level variant in this series
with top range price tag and high end features. New cars in this series have a
showroom price ranging from around 5.80 lakhs to around 6.50 lakhs inclusive of all
charges like insurance, octroi, RTO, etc. Indigo LX Dicor car prices vary with the car
dealer's location.
18. Indigo XL (Diesel): This diesel variant of the Indigo collection is now available at a
19. Indigo XL Grand (Petrol):
The entry level grand version of Indigo model is
equipped with impressive interiors and all the latest features available in its segment.
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New cars have a show room price of around Rs.6,70,000 and on-road price of around
Rs.7,45,000. Indigo XL Grand car prices vary with the car dealer's location.
20. Indigo XL Grand (Diesel): New cars in this series have a showroom price ranging
from around seven lakhs to around eight lakhs inclusive of all charges like insurance,
octroi, RTO, etc. Indigo XL Grand car prices vary with the car dealer's location.
Tata (SUV): Popular Tata SUV car prices begin with Tata SUVs at a bit above rupees four
lakhs fifty thousand to Tata SUVs at a bit below rupees ten lakhs. Tata SUV models include.
Tata Sumo (SUV): The Tata Sumo is now renamed as Tata Sumo Victa with vastly improved
features and design. Tata (SUV) The Tata Sumo with its petrol and diesel variants targets the
middle class consumer with Tata SUV cars between rupees four and seven lakhs. Tata Sumo
variants include.
1. Sumo CX-10 Seater (Diesel): Sumo CX-10 Seater boasts for its space and power
features. New cars in this series have a showroom price ranging from around five
lakhs to around six lakhs inclusive of all charges like insurance, octroi, RTO, etc.
Indigo XL Grand car prices vary with the car dealer's location.
2. Sumo Victa LX (Diesel): Sumo Victa LX is the entry level variant of the upgraded
model of Tata Sumo. New cars have a show room price of around Rs.5, 33,000 and
on-road price of around Rs.6, 00,000. Sumo Victa LX car prices vary with the car
dealer's location.
3. Sumo Victa EX (Diesel): New cars in this series have a showroom price ranging
from around five lakhs to around six lakhs inclusive of all charges like insurance,
octroi, RTO, etc. Sumo Victa EX car prices vary with the car dealer's location.
4. Sumo Victa GX 7 Seater (Diesel): Sumo Victa GX 7 Seater (Diesel) throws an open
challenge to others in its segment for space, power and performance. The Sumo Victa
GX is now available at a showroom price of around Rs.6,24,000 with an on road price
of around Rs.7,00,000 including supplementary charges.
5. Sumo Victa Gx 8 Seater (Diesel ):Sumo Victa GX 8 Seater (Diesel) throws an open
challenge to others in its segment for space, power and performance.
At the
showroom, this car costs around Rs.6,30,000 with an on-road price of around
Rs.7,00,000.
Tata Safari (SUV): The Tata Safari is the first SUV indigenously developed in India. One
might consider it a bit obese and massive, but the Safari is a model to reckon with, due to its
symbolism with the indigenous effort. Tata (SUV) The Tata Safari with its diesel variants
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targets the middle class consumer and offers Tata SUV cars between rupees seven and nine
lakhs. Tata Safari variants include.
1. Safari DL 4 x2 LX TCIC (Diesel): Safari DL 4 x2 LX TCIC is the entry level

variant of the upgraded model of Tata Sumo. New cars have a show room price of
around Rs.6,51,000 and on-road price of around Rs.7,30,000. Safari DL 4 x2 LX
TCIC car prices vary with the car dealer's location.
2. Safari DiCOR LX 4x2 (Diesel): New cars in this series have a showroom price
ranging from around seven lakhs to around eight lakhs inclusive of all charges like
insurance, octroi, RTO, etc. Safari DiCOR LX 4x2 car prices vary with the car
dealer's location.
3. Safari DiCOR Exi 4x2 (Petrol):
This variant is packed with attractive looks,
powerful engine and everlasting performance and reliability features.
At the
Rs.9,23,000. This includes standard ancillary charges also.
4. Safari DiCOR EX 4x2 (Diesel): Safari DiCOR EX 4x2 is equipped with sporty
looks and attractive features. The Safari DiCOR EX 4x2 is now available at a
5. Safari DiCOR LX 4x4 (Diesel):
This variant is packed with attractive looks,
powerful engine and everlasting performance and reliability features. New cars have
a show room price of around Rs.8,53,000 and on-road price of around Rs.9,60,000.
6. Safari DiCOR EXI 4X4 (Petrol): New cars in this series have a showroom price
ranging from around nine lakhs to around ten lakhs inclusive of all charges like
insurance, octroi, RTO, etc. Safari DiCOR LX 4x2 car prices vary with the car
dealer's location.
7. Safari DiCOR EX 4X4 (Diesel):
Safari DiCOR EX 4X4 promises enduring
performance and complete reliability with its robust looks and powerful engine. At
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the showroom, this car costs around Rs.9,14,000 with an on-road price of around
8. Safari DiCOR VX 4X2 (Diesel): Safari DiCOR VX 4x2 is equipped with sporty
looks and attractive features.
New cars have a show room price of around
Rs.10,25,000 and on-road price of around Rs.11,47,000. Safari DiCOR VX 4X2

(Diesel) car prices vary in lakhs upon the car dealer's location.
9. Safari DiCOR VX 4X4 (Diesel):
Safari DiCOR VX 4X4 boasts for advanced
technology engine and attractive looks. At the showroom, this car costs around
Rs.11,19,000 with an on-road price of around Rs.12,51,000. This includes standard
ancillary charges also.
Tata (Hatchback): Popular Tata hatchback car prices begin from Tata hatchback cars at a
bit above rupees two lakhs eighty thousand to Tata hatchbacks at a bit above rupees four
lakhs seventy-thousand. Popular Tata hatchback models include.
Tata Indica (Hatchback): The most desirable car of the Indian auto market for its great
styling, price and low maintenance. Tata (Hatchback) The Tata Indica with its diesel variants
targets the middle class consumer and offers an on-road price range between rupees two and
five lakhs. Tata Indica variants include.
1. Indica Xeta GLE (Petrol): New cars in this series have a showroom price
ranging from around two lakhs to around three lakhs inclusive of all charges
like insurance, octroi, RTO, etc. Indica Xeta GLE (Petrol) car prices vary with
the car dealer's location.
2. Indica Xeta GLS (Petrol): The midsized Indica Xeta GLS hatchback throws
a tough competition in its segment for its economical price range with
exclusive features. At the showroom, this car costs around Rs.2,95,000 with
an on-road price of around Rs.3,30,000. This includes standard ancillary
charges also.
3. Indica Xeta GLG (Petrol): This petrol variant of Indica Xeta possesses
classy looks and powerful engine. The Indica Xeta GL is now available at a
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showroom price of around Rs.3,20,000 with an on road price of around

4. Indica V2 DLE (Diesel): Indica V2 DLE promises enduring performance
and complete reliability with its attractive looks and powerful engine. At the
5. Indica Xeta GLX (Petrol): The perfect combination of power, style and
performance is Indica Xeta GLX. The Indica Xeta GLX is now available at a
showroom price of around Rs.3,45,000 with an on road price of around
6. Indica V2 DLS (Diesel): The advanced technology engine, attractive looks
and decent performance makes Indica V2 DLS different from others in its
segment. New cars have a show room price of around Rs.3,60,000 and onroad price of around Rs.4,00,000. Indica V2 DLS car prices vary with the car
dealer's location.
7. Indica Dls Turbo (Diesel): New cars in this series have a showroom price
ranging from around three lakhs to around four lakhs inclusive of all charges
like insurance, octroi, RTO, etc. Indica Xeta GLE (Petrol) car prices vary
with the car dealer's location.
8. Indica Dlg Turbo (Diesel): The advanced technology engine, attractive looks
and decent performance makes Indica DLG Turbo different from others in its
segment. At the showroom, this car costs around Rs.3,92,000 with an on-road
price of around Rs.4,40,000. This includes standard ancillary charges also.
9. Indica Dlx Turbo (Diesel): The advanced technology engine, attractive looks
and decent performance makes Indica DLG Turbo different from others in its
segment. The Indica Xeta GLX is now available at a showroom price of
around Rs.4,10,000 with an on road price of around Rs.4,60,000 including
Tata Wagons: Tata wagons have always held a special place in the market. Currently, Tata
markets only one model, the Tata Indigo Marina, across seven variants including both diesel
and petrol.
Tata Indigo Marina (Wagon): The Tata Marina is essentially modeled on the lines of a
station wagon that combines the luxury of the sedan along with the roomy features and
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sizeable appearance of a MUV. Tata Wagons The Tata Indigo Marina with its diesel variants
targets the middle class consumer and offers Tata wagon cars between rupees five and seven
lakhs. Tata Indigo Marina variants include.
1. Indigo Marina GLS (Petrol): Indigo Marina GLS is the entry level variant of the
Indigo model equipped with impressive interiors and all the latest features available
in its segment. New cars have a show room price of around Rs.4,55,000 and on-road
price of around Rs.5,10,000. Indigo Marina GLS car prices vary with the car dealer's
location.
2. Indigo Marina GLX (Petrol): New cars in this series have a showroom price
ranging from around four lakhs to around five lakhs inclusive of all charges like
insurance, octroi, RTO, etc. Indigo Marina GLX (Petrol) car prices vary with the car
dealer's location.
3. Indigo Marina LS (Diesel): Indigo Marina LS promises enduring performance and
complete reliability with its decent looks and powerful engine. At the showroom, this
car costs around Rs.5,00,000 with an on-road price of around Rs.5,65,000. This
includes standard ancillary charges also.
4. Indigo Marina LX (Diesel):
Indigo Marina LX is marked for its advanced
technology and impressive performance. The Indigo Marina LX is now available at a

5. Indigo Marina GSX (Petrol): Indigo GSX is desirable for its eye-catching looks
and high fuel efficiency. New cars have a show room price of around Rs.5,70,000
and on-road price of around Rs.6,40,000. Indigo Marina GSX car prices vary with the
car dealer's location.
6. Indigo Marina Lx Dicor (Diesel): Indigo Marina Lx Dicor wins millions of heart of
the Indian customers with its elite exterior as well as interior features. At the
Rs.6,70,000. This includes standard ancillary charges also
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HYUNDAI
The beginning of Hyundai Motor Company dates to April 1946 when founder, Ju-Yung
Chung established Hyundai Auto Service in Seoul, South Korea at the age of 31 years. The
name Hyundai was chosen for its meaning which in English translates to modern. The
Hyundai logo is symbolic of the company's desire to expand. The oval shape represents the
company's global expansion and the stylized "H" is symbolic of two people (the company
and customer) shaking hands.
Hyundai Motor Company was founded by Ju-Yung Chung and younger brother Se-Yung
Chung in December 1967. In 1968 the company entered into a contract with Ford motor
company to assemble the Ford Cortina and Granada for the South Korean market and
continued to produce them until 1976. Hyundai completed construction of the Ulsan plant in
six months and achieved the shortest groundbreaking to first commercial production of any
of Fords 118 plants. The eight year journey provided Hyundai with assembly knowledge,
blueprints, technical specifications, production manuals, and trained Hyundai engineers.
RAPID EXPANSION AND GROWING INDEPENDENCE

In 1986 for the follow-on to the Ford Granada sedan, Hyundai rebadged the Mitsubishi
Debonair as the Hyundai Grandeur. The first generation Grandeur was offered until 1992
when Hyundai partnered with Mitsubishi to develop the next generation (which became the
third generation Mitsubishi Debonair).
Hyundai designed the body and trim while
Mitsubishi was tasked with the power train.

The success of Excel led to plant expansions at home and abroad. Design on a new Korean
plant in Asan began in October 1988 and the 40 acre plant was opened in 1990 at a cost of
250 billion won. Asan specialized in sedans including Sonata and XG/Grandeur. In North
America, Hyundai opened a plant in Bromont, Quebec, Canada. Over the years the Ulsan
plant grew to cover over 4.8 million square meters making it the largest automotive plant in
the world. Ulsan is production home of the Getz, Accent, Elantra, Coupe, Santa Fe, Trajet,
Matrix, H-1, H-100 and Terracan. Another Korean plant in Chunjoo specializes in trucks,
buses, and specialty vehicles.
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During this rapid period of growth, Hyundai leveraged other Hyundai divisions to optimum
advantage. This included electronics, robotics, steel stamping, and even Hyundai's massive
shipyards.
As Hyundai's engineers gain more experience, they continue to implement more of their own
technology and refinement. This work and the new Asan plant culminate in Hyundai's first
entire automobile using their design and technology: the first generation, 1989 Sonata.
Designed with the North American market in mind, the first generation Sonata was styled by
Giorgetto Giugiaro's ItalDesign firm. Some were manufactured in Korea and some in the
Quebec plant. Multiple Sirius engine choices (including SOHC and DOHC options) were
offered for various markets. It should be noted that the engines still implemented Mitsubishi
design elements.
American models were originally offered with a 2.4 liter inline 4 with
110hp, but a 3.0 liter V6 was introduced in 1990. Other markets received either a 1.8 liter
(95hp) or 2.0 liter (131hp) engine.
Also in 1989 a sport coupe version of the Excel was introduced as the Scoupe (project code
SLC). The Scoupe sold relatively well and was notable as being the first use of Hyundai's
advanced in-house designed, Alpha engine.
Available in both naturally aspirated and
turbocharged versions, the Alpha was the first engine designed in Korea. The original 1.5
liter SOHC engine was later made in a smaller 1.3 liter version. The Alpha was later used in
the Accent and Kia Rio. The Scoupe was sold until 1994.
Anxious to switch to in-house designs, the short-lived Stellar was replaced by the Elantra
compact sedan in 1991 (project code J1).
The Elantra is also known as the Avante (2nd
generation) and Lantra. The name Lantra arose because Mitsubishi briefly complained that
Elantra was too similar to their Elante trim level. Lotus also complained of the similarity to
the Elan moniker. Note: the Elantra survived longer than the Elante or Elan and Elantra
became the official name worldwide in 2001. The Elantra was powered by the 1.6L inline 4
cylinder Beta engine featuring a cast iron block and aluminum DOHC cylinder heads, MFI
fuel injection, 4 valves per cylinder, and forged steel connecting rods. It produced about 114
hp at 6,000 rpm. The top speed was 116 mph and it made 22 mpg/city.
The second generation Sonata was introduced in 1993 (project code Y2) featuring a more
modern shape reminiscent of the Mazda 626 and Honda Accord. Engine choices included a
2.0L inline 4 and an optional SOHC Sigma 3.0L V6 producing about 150 hp. This Sonata
was originally produced in both South Korea and Canada but mostly due to falling sales, the
Bromont, Quebec plant was shuttered in 1994.
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A second generation Elantra debuted in 1995 (project code RD) in sedan and station wagon
styles. Engine choices included the 1.6 and 2.0L Beta as well as a 2.0L turbodiesel (not in
the U.S.). The Elantra was facelifted in 1998.
The Accent subcompact was introduced in 1995 (project code X3) to replace the Excel. It is
also known as the Pony, Excel, Verna, and Brisa. The Accent was extremely popular in
Australia and is still rated as one of the most popular imports of all time. In 1998 it achieved
a 5.5% share of the Australian market. A second generation, larger Accent was introduced in
2000. Several Alpha engine choices were available including the 1.5L SOHC inline-4 with
92 hp, 1.5L DOHC inline-4 with 101 hp, and the 1.6L DOHC with 104 hp.
Hyundai introduced a large, premium sedan in 1996, the Hyundai Dynasty.
It was only
offered in a few markets but was produced until about 2003 and offered a choice of the
Sigma 3.0 and 3.5L V6 producing 205 and 225 hp respectively. The Sigma has a cast iron
block and aluminum DOHC cylinder heads with MFI fuel injection, 4 valves per cylinder,
and forged steel connecting rods.
After a short break following the end of Scoupe production, Hyundai introduced a new coupe
in 1996, the Tiburon (project code RC). In various markets, it is also known as the Coupe,
Turbulence, and Tuscani. It was initially offered with a choice of a 1.6 or 1.8L Beta engine
with 114 or 129 hp respectively. The Tiburon was first introduced to the United States in
1997 with a 1.8 or 2.0L Beta engine. The 2.0L produced 135 hp. A redesign in 1999 offered
a newer 2.0L Beta engine.
As well as the 3.0 liter Sigma V6. However, it was the fourth generation released in 1998
(1999 in the United States) that the Sonata began to take off in North America. The
European styling influence remained, and the design was acknowledged by members of the
press as attractive and original.
Four engine choices were offered including 1.8L, 2.0L,
2.4L, and an impressive Delta 2.5L V6 producing about 170 hp. This introduction coincided
with the 10 year, 100,000 mile warranty in the United States.
A subcompact economy car, the Hyundai Atos was introduced in 1997. It is also known by
the names Atos Prime, Amica, Dodge Atos, Santro, and Kia Vista.
A second generation
version was introduced in 2003.

Production began in 1975 and the Pony was officially released in 1976. After the contract
with the British experts ended in 1977, Hyundai hired moonlighting Japanese engineers to
solve remaining issues. With the eventual goal to export automobiles to the United States,
Hyundai released the Pony for testing, certification, and approval in Europe. Exports of the
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Pony soon followed and the Pony subcompact was displayed at the 1978, 56th International
Automobile Expo in Brussels. That same year, Hyundai exported their 10,000th Pony.
Hyundai made the most of the Pony design as it was available in several configurations. A
Pony pickup was introduced in May 1976, a station wagon in April 1977, and a three door
hatchback in March 1980. A refreshed Pony II was released in January 1982 in a choice of
five door hatchback or pickup. Both the Pony and Pony II offered three Mitsubishi engine
choices including a 1.2L, 1.4L (70 hp), and a 1.6L (74 hp). These engines were SOHC
hemispherical with two vales per cylinder. Starting in 1985 the HD badging was replaced
with Hyundai spelled out and air conditioning was offered with the 1.6L engine. It is
interesting to note that a 1.6L GT package included a leather-wrapped Momo steering wheel,
tachometer, fog lights, and unique badging. While Hyundai only expected to export 5,000
Pony IIs to Canada in 1984, over 50,000 were sold.
For the next few years, Hyundai applied the knowledge gained from the Pony and set to work
on two new projects. One was a subcompact Pony replacement that would come to be
known as the Excel. The other was a compact sedan to replace the Ford Cortina and would
be badged the Stellar. The 1983 Stellar made use of the rear wheel drive Cortina chassis, but
wore a body designed by Giorgetto Giugiaro. Many luxury options were offered such as
power windows, locks, and mirrors, remote fuel door and trunk, and air conditioning.
Likewise several engine choices were offered including 1.4 and 1.6 liter models licensed
from Mitsubishi. In 1987 the Stellar II was released with a redesigned 2.0L engine. The
original Stellar's double wishbone suspension was changed to a MacPherson strut design.
Emission restrictions prevented the Stellar from reaching the United States, but it was
exported to Canada and other countries.
The 1985 Excel (also known as the Pony, Presto, and a similar Mitsubishi Precis) was
Hyundai's first front wheel drive automobile and was produced until 1994. With the Excel,
Hyundai finally earned their much sought approval to enter the United States automotive
market in 1985. The Excel was offered in two formats: a three door hatchback and a sedan.
In addition to a lengthy list of features, the Excel held a starting price of less than $5,000.
Forbes magazine named it one of the top 10 products of the year and the Excel sold a
staggering 126,000 vehicles that year, more than any other import. A facelifted second
generation Excel was sold from 1990 to 1994. Mitsubishi engines were available in 1.3, 1.4,
and 1.5 liters.
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A MODERN RENAISSANCE
In 2002 Hyundai initiated its plan to open a manufacturing plant in the United States.
Eventually 1,744 acres of pasture in Montgomery, Alabama was selected for the future plant.
The grand opening of the $1.1 billion plant occurred on May 20, 2005 and was attended by
thousands including Alabama governor Bob Riley, former President George Bush, and
Chairman Mong-Koo Chung. While the plant employs over 2,000 workers, more than 72
suppliers have located throughout North America to support the new plant creating more than
5,000 additional jobs. The 2-million square-foot manufacturing plant includes a stamping
facility, paint shop, vehicle assembly shop, two-mile test track, and an engine shop. In May
2005, the facility marked the official start of production with its first saleable 2006 Sonata.
Hyundai Motor Manufacturing Alabama (HMMA) will produce 300,000 vehicles per year at
full capacity including the Sonata and Santa Fe. Using robotics, assembly methods, and a
team structure tested in Asan, the plant is acknowledged as the most automated in the world.
Sales reached 419,000 in the U.S. in 2004, up an astounding 360% since 1998. With the
exception of a temporary slowdown in sales in the home Korean market, Hyundai sales are
booming around the globe.
Sales increased 21% in Europe for 2004 and Hyundai held a
17% share of the automotive market in India making it the largest foreign car company.
Perhaps more surprising: in China's hotly contested emerging car market, Hyundai's joint
venture with Beijing Automotive increased sales 62% for 2005 representing 233,688 cars.
Growth came mostly from the Elantra model, the mainstay of Beijing's taxi fleet and the
mainland's second best selling sedan after China's own Xiali. The company aims to boost
production and sales by about 30 percent in 2006 to 300,000 units. Targets call for China
production capacity of 600,000 units by 2008.
Hyundai is the number one brand in the
growing Russian economy. Sales there increased 72.5 percent in 2005 representing 87,457
automobiles. With a compounded annual revenue growth of 20% over the past five years,
Hyundai has been the world's fastest-growing major automaker since 1999, according to
Lehman Bros. Even Toyota vice chairman Fujio acknowledged the company that is growing
in Toyota's rearview mirror. Hyundai has quality and prices that have caught customers'
attention, not to mention ours, he said at an auto conference in August 2005
Hyundai invested $200 million to open or expand research-and-design centers in California,
Michigan, and near Frankfurt, Germany. In January 2003 Hyundai and Kia's California
design teams moved from Fountain Valley to the new 90,000 square foot facility in Irvine.
The center employs about 100 designers, engineers, and model makers with the task of
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designing vehicles for American tastes. Chief Designer Joel Piaskowski, was brought over
to head the design center from Detroit.
The center houses advanced technology a
visualization system from Blue Water Technologies. The designers and math modelers
utilize the latest Alias/Silicon graphic workstations while clay modelers sculpt new design
and proposals on five-axis milling machines.
In January 2005, Hyundai opened a 4,300 acre $60 million proving ground in California's
Mojave Desert. It includes a 6.4 mile oval track, 2 million square foot vehicle dynamics
area, a 2.75 mile winding track, a 3.3 mile section of hills and special road surfaces, and
30,000 square feet of office space for about 50 staff. The track will be used for testing both
Hyundai and Kia automobiles.
Hyundai expanded the lineup in 2005 to include a small, Elantra-based crossover SUV, the
Tucson (project code JM). Even the basic GL models include a long list of standard safety
features including head curtain airbags and electronic stability control.
Engine choices
include the Beta II 2.0L inline 4 with CVVT (140 hp), Delta 2.7L V6 (173 hp), or in some
markets, a 2.0L common rail turbo diesel. AWD can be added for about $1,500 extra and
features a "torque on demand" system which runs in 2WD mode until it detects a lack of
traction.
A fifth generation Sonata (NF project code) was launched in 2005 as a 2006 model
incorporating competitive and industry leading features. Like the first generation model, it
was designed with the North American audience in mind and includes design influence from
Michigan and California. The Sonata is Hyundai's first release reflecting a new focus on
safety. Reports indicate the company crashed 120 early Sonatas to perfect the structure and
best engineer it to absorb and channel impact energy around the passenger cabin.
earned five star safety ratings for both front and side impacts.
It has
Even base models include
more standard safety features than any other car in a similar class including head curtain
airbags, electronic stability control, traction control, antilock brakes, brake force distribution,
and active headrests. Several engine choices are offered including new aluminum Theta 2.0
and 2.4L engines with CVVT (162 hp) and a new aluminum Lambda 3.3L V6 with CVVT
(235 hp). Some reports indicate a hybrid Sonata may be sold in 2007. In 2004, Hyundai was
ranked second in "initial quality" in a survey/study by J.D. Power and Associates. Hyundai is
now one of the top 100 most valuable brands worldwide. Since 2002, Hyundai has also been
one of the worldwide official sponsors of the FIFA World Cup.
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In 2006, the South Korean government initiated an investigation of Chung Mong Koo's
practices as head of Hyundai, suspecting him of corruption. On April 28, 2006, Chung was
arrested, and charged for embezzlement of 100 billion South Korean won (US$106
million). As a result, Hyundai Vice Chairman and CEO, Kim Dong-jin, replaced him as head
of the company.
A fourth generation Grandeur (project code TG) was also launched in 2005.
In North
America it is known as the Azera. Built on a larger Sonata platform, the Grandeur/Azera
includes a larger 3.8L version of the Lambda engine (263 hp). It has more interior room than
the BMW 760i, Mercedes S Class, and Toyota Avalon. The front-wheel-drive Azera rides on
front double wishbones and a rear multilink suspension, with 16 or 17" wheels. At 192.7
inches long, 72.6 inches wide, and 58.7 inches tall, the Azera is 0.8 inches longer and wider
and 2.8 inches taller than the outgoing Grandeur. Safety features are similar to Sonata with
the addition of side airbags for rear seat passengers. Luxury features include rain sensing
wipers, power rear sunshade, rear air vents, dual climate control, electroluminescent dash and
power adjustable pedals and seats.
Hyundai introduced the third generation Accent at the 2005 New York International Auto
Show (project code MC). The sedan reached dealerships in December 2005 as a 2006
model.
Passenger space has increased considerably over previous models. It is one inch
wider, 1.8 inches longer, and three inches taller than the previous generation. Only the GLS
trim level will be offered in America including six airbags, choice of a five speed manual or
four speed automatic, and an updated Alpha II 1.6L inline four cylinder engine with CVVT
(110 hp). Fuel economy is rated at 35/36 mpg on the highway. A sporty coupe concept has
been shown and is expected in 2006 or 2007. Likewise Hyundai has shown hybrid versions
of this new Accent indicating it could reach the Korean market in 2006. It was fitted with a
Beta II, 1.4L CVVT engine (90 hp) plus a 16 hp electric motor which Hyundai indicates
boosts fuel economy by 44%.
PRODUCTCS AVAILABLE IN INDIA :

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor
Company (South Korea) and is the second largest car manufacturer in India. Hyundai Motor
India markets a great number of passenger car variants in six segments. These include the
Hyundai Santro in the B segment, the Hyundai Getz Prime in the B+ segment, the Hyundai
Accent and Hyundai Verna in the C segment, the Hyundai Elantra in the D segment, the
Hyundai Sonata Embera in the E segment, and the Hyundai Tucson in the SUV segment.
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Hyundai Hatchbacks:
Currently, Hyundai Motor India markets two hatchback models including the Hyundai
Santro Xing across five variants, and the Hyundai Getz Prime across four variants. Hyundai
hatchback car prices range from around rupees three lakhs to around rupees six lakhs.
1. Hyundai Santro Xing (Hatchback): The Santro Xing is Hyundai's national favourite
and the country's largest selling car in its segment. The wind tunnel designed body of
the Santro presents a low drag co-efficient. Hyundai Hatchbacks One of the most
popular cars for the middle class Indian consumer, the Hyundai Santro, with its petrol
and CNG variants, offers an on-road price range between Rs. 3 lakhs and Rs. 5 lakhs.
Variant models include,
A. Santro Xing XK Non AC (Petrol/CNG): The XK non AC is the entry level model
without frills like air conditioning and others in the Santro Xing family. It has
standard interior, exterior, comfort, and safety features. This variant has a showroom
price of around Rs. 2.8 lakhs and on-road price of around Rs. 3.14 lakhs.
B. Santro Xing GL (Petrol): The Xing GL is the top end model in the Xing family with
top comfort and luxury features. It is available only in petrol version. At the
showroom, this car costs around Rs. 3.5 lakhs with an on-road price of around Rs. 3.8
lakhs. This includes standard ancillary charges also.
C. Santro Xing GLS (Petrol): The Santro Xing GLS is the top scale model available in
the Xing family with petrol engine. It has got the top of the end comfort and luxury
features. This variant has a showroom price of around Rs. 3.7 lakhs and on-road
price of around Rs. 4.0 lakh.
2. Hyundai i10 (Hatchback): The new i10 features a host of exterior, interior, comfort
and safety features that sets the pace for the new generation. Hyundai Hatchbacks
Popular passenger car for the middle class Indian consumer, the Hyundai i10
(Hatchback), with its petrol variants, offers an on-road price range between
Rs.3,80,000 and Rs.5,20,000. Variant models include,
A. i10 D-Lite (Petrol): The D-Lite is Hyundai's entry range model in the small car
segment. The cheapest car in i10 series with entry level price tag, it features the same
1.1L irDE engine along with its other siblings. This variant has a showroom price of
around Rs. 5.3 lakhs and on-road price of around Rs. 5.92 lakhs.
B. i10 Era (Petrol): The Era is the upscale model in the i10 series from Hyundai.
However, it shares the same 1.1L irDE engine along with its other siblings in the i10
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range, but has vastly improved features. At the showroom, this car costs around Rs.
3.83 lakhs with an on-road price of around Rs. 4.40 lakhs.
C. i10 Magna (Petrol): The Magna is the upper range model in the i10 series from
Hyundai. It shares the same 1.1L irDE engine along with its other siblings in the i10
range. At the showroom, this car costs around Rs. 4.05 lakhs and an on-road price of
around Rs. 4.48 lakhs.
D. i10 Magna O (Petrol): The Magna (O) is the top range model in the i10 series from
Hyundai with loaded aspects and features. It shares the same 1.1L irDE engine along
with its other siblings in the i10 range. This variant has a showroom price of around
Rs. 4.83 lakhs and on-road price of around Rs. 5.3 lakhs.
3. Hyundai Getz Prime (Hatchback): The Hyundai Getz Prime is an idyllic combination
of looks and power. This model is another popular passenger car for the middle class
Indian consumer. The Hyundai Getz Prime (Hatchback), with its petrol and CNG
variants, offers an on-road price range between Rs.4,35,000 and Rs.5,80,000. Variant
models include,
A. Getz Prime 1.1 GLE (Petrol): The Prime 1.1 GLE is the base model in the Prime
series. This variant has a showroom price of around Rs. 3.95 lakhs and on-road price
of around Rs. 4.42 laks.
B. Getz Prime 1.1 GVS (Petrol): The Prime 1.1 GVS is the upscale model in the
Hyundai Getz Prime series with a powerful 1.1L IRDE engine under its bonnet. At
the showroom, this car costs around Rs. 4.25 lakhs and an on-road price of around Rs.
4.8 lakhs.
C. Getz Prime 1.3 GLS (Petrol): The Getz Prime 1.3 GLS (Petrol) is the entry level
model with a powerful 1.3L engine under its bonnet. New cars in this series have a
showroom price ranging from around Rs. 4.95 lakhs.
D. Getz Prime 1.3 GLX (Petrol): The Getz Prime 1.3 GLX (Petrol) is the upscale level
model with a powerful 1.3L engine under its bonnet. The Getz Prime 1.3 GLX
(Petrol) is now available at a showroom price of around Rs. 5.10 lakhs with an on
road price of around Rs. 5.75 lakhs.
E. Getz Prime GVS 1.5 CRDI (Petrol): The Getz Prime GVS 1.5 CRDI (petrol) is the
only variant in the GVS series with a CRDI (petrol) engine featuring a 1.5L CRDI
engine. The Getz Prime GVS 1.5 CRDI (Petrol) is now available at a showroom
price of around Rs. 5.75 lakhs with an on road price of around Rs. 6.45 lakhs.
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4. Hyundai Sedans: Currently, Hyundai Motors India has four sedan models with diesel
and petrol variants, the Accent with a single variant, the Verna with eight variants, the
Elantra with four variants, and the Sonata Embera with six variants. Hyundai sedan
car prices range from around rupees six lakhs to around rupees eighteen lakhs.
I.
Hyundai Accent: The Accent is a midsized sedan that virtually offers all the
facilities of a luxury sedan. Available only in petrol version, it meets an entire
array of expectations that connoisseurs have from a sedan. The Accent GLE is
quite well-known in the Indian market. It has maximum features at a minimum
price and generally perceived as a marvel of resource optimization both for the
consumer as well as for the manufacturer.
A. Accent GLE (Sedan): The Accent GLE pleases the eye with stunning looks and
affable interiors. At the showroom, this car costs around Rs. 5.15 lakhs and an onroad price of around Rs. 5.6 lakhs.
II.
Hyundai Verna (Sedan): The Verna comes as a midsized sedan that has roomy
interiors but presents itself with a compact exterior. The unique features of this
model are nearly equally sized doors, a relatively short bonnet, and a stubby boot.
The Verna is available in both petrol and diesel options which target middle class
consumers. Variants have road prices ranging from around rupees Seven Lakhs to
rupees Nine Lakhs Thirty Thousand.
A. Verna I VTVT (Petrol): The Verna 'I' is the entry level petrol model in the Verna
range built around Hyundai's remarkable VTVT technology. This variant has a
showroom price of around Rs. 6.3 lakhs and on-road price of around Rs. 7.0 lakhs.
B. Verna XI VTVT (Petrol): The Verna XI VTVT is the higher range petrol model in the
Verna range built around Hyundai's remarkable VTVT technology. This variant has a
showroom price of around Rs. 6.5 lakhs and on-road price of around Rs. 7.3 lakhs.
C. Verna XXI VTVT (Petrol): The Verna XI VTVT is the superlative petrol model in the
Verna range built around Hyundai's remarkable VTVT technology. At the showroom,
this car costs around Rs. 7.0 lakhs and an on-road price of around Rs. 8.0 lakhs.
D. Verna XXI ABS (Petrol): The Verna XI VTVT is the top range petrol model in the
Verna range built around Hyundai's remarkable VTVT technology. The XXI ABS is
now available at a showroom price of around Rs. 7.27 lakhs with an on road price of
around Rs. 8.18 lakhs including supplementary statutory charges.
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E. Verna CRDI (Diesel): The Verna CRDI (Diesel) is the entry level diesel model in the
Verna series. This variant has a showroom price of around Rs. 7.6 lakhs and on-road
price of around Rs. 8.5 lakhs.
F. Verna CRDI ABS (Diesel): The Verna CRDI ABS is the diesel model in the Verna
CRDI series with ABS technology. New cars in this series have a showroom price
ranging from around Rs. 7.8 lakhs to Rs 8.75 lakhs.
G. Verna CRDI SX (Diesel): The Verna CRDI SX is the upscale model in the Verna
series. New cars have a showroom price of around Rs. 8.10 lakhs and an on-road
H. Verna CRDI SX ABS (Diesel): The Verna CRDI SX is Verna's top of the line diesel
avatar with state-of-the-art technology. As the upscale diesel model in the Verna
series, it feature top range interior, exterior, comfort, and safety skills. New cars have
a showroom price of around Rs. 8.31 lakhs and an on-road price of around Rs.9.30
lakhs.
III.
Hyundai Elantra (Sedan): The Elantra is a comprehensive entry-level car for the
luxury segment. It has superb aerodynamic looks with European looking style
and body design. Elantra petrol and diesel variants target the upper middle class
and status conscious consumers. Variants have on-road prices ranging from Rs.
8.15 lakhs to Rs. 11.00 lakhs.
A. Elantra GT (D) (Petrol)): The Elantra GT (D) is the entry level variant in the Elantra
series. New cars have a showroom price of around Rs. 7.28 lakhs and an on-road
B. Elantra GLS (Leather) (Petrol): The Elantra GLS (leather) (petrol) is the entry level
model in the Elantra series from Hyundai. New cars have a showroom price of
around Rs. 8.53 lakhs.
C. Elantra CRDi (D) (Diesel): The Elantra CRDi (D) (Diesel) is the brilliant diesel
option in the Elantra Series. At the showroom, this car costs around Rs. 8.80 lakhs
and an on-road price of around Rs. 9.8 lakhs.
A. Elantra CRDI (Leather) (Diesel): The Elantra CRDI (Leather) (Diesel) is the brilliant
diesel option in the Elantra Series with leather furnishing. At the showroom, this car
costs around Rs. 9.9 lakhs and an on-road price of around Rs. 11.06 lakhs.
IV.
The Hyundai Sonata Embera (Sedan): The Sonata Embera is Hyundai's stylish
corporate presentation as the 5th generation Sonata. At the first look, it presents
an elegant and refined stance with eclat and grandeur that few can match. These
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are targeted at the upper middle-class consumer market, the Sonata Embera, with
its petrol and diesel variants, offers an on-road price range between Rs. 15.25
lakhs and Rs. 15.6 lakhs. Popular models are,
A. Sonata Embera 2.4 M / T Fabric (Petrol): The Sonata Embera 2.4 M/T Fabric (petrol)
is especially created for Indian roads. Its major features are stylish feel and looks and
a unique suspension system specially conditioned for Indian roads. This fabric has
exquisite fabric interiors. New cars have a showroom price of around Rs. 13.7 lakhs
and an on-road price of around Rs. 15.25 lakhs. Sonata Embera 2.4 M / T Fabric car
prices vary in lakhs upon the car dealer's location.
B. Sonata Embera 2.4 M / T Leather (Petrol)): The Sonata Embera 2.4 M/T Fabric
(petrol) is especially created for Indian roads. Its major features are stylish feel and
looks and a unique suspension system specially conditioned for Indian roads.
Additionally, this variant comes with leather interiors. New cars have a showroom
price of around Rs.14 lakhs and an on-road price of around Rs.15.6 lakhs.
C. Sonata Embera 2.4 A / T Fabric (Petrol): The Sonata Embera 2.4 A/T fabric (petrol)
a unique suspension system specially conditioned for Indian roads. This variant has
exquisite fabric interiors and features automatic transmission. New cars in this series
have a showroom price ranging from around Rs. 14.3 lakhs to Rs 16.0 lakhs.
D. Sonata Embera 2.4 A / T Leather (Petrol): The Sonata Embera 2.4 A/T fabric (petrol)
a unique suspension system specially conditioned for Indian roads. This variant has
exquisite fabric interiors and features automatic transmission.
This variant has a
showroom price of around Rs. 14.6 lakhs and on-road price of around Rs. 16.25
lakhs.
E. Sonata Embera 2.0L CRDi (Diesel):
The Sonata Embera 2.0 CRDi is Sonata's
brilliant diesel presentation for the Indian Market. It features the powerful 2.0L CRDi
diesel engine. New cars in this series have a showroom price ranging from around
Rs. 15.05 lakhs.
F. Sonata Embera CRDi A/T (Diesel):
The Sonata Embera 2.0 CRDi is Sonata's
brilliant diesel presentation for the Indian Market. It features the powerful 2.0L CRDi
diesel engine along with an automatic transmission. This variant has a showroom
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Hyundai SUVs:
Tucson 2.0 CRDi (4X4; SUV; Petrol): The Tucson is yet another 7-seater SUV from
Hyundai's stable. The Tucson deserves repute for its wonderful engineering and well
presented aesthetics. At the heart of the Tucson is the powerful turbo charge, inter cooled
5 speed manual transmission diesel CRDi engine that guarantees the performance and
silence of a petrol engine. The Hyundai Tucson 2.0 CRDi is targeted at middle-class
SUV consumers. New cars in this series have a showroom price ranging from around Rs.
16.0 lakhs to Rs 19.6 lakhs.
TOYOTA
Toyota Motor Corporation was Japans largest car company and the worlds third largest by
the year 2000. The company was producing almost five million units annually in the late
1990s and controlled 9.8 percent of the global market for automobiles. Although its profits
declined substantially during the global economic downturn of the early 1990s, Toyota
responded by cutting costs and moving production to overseas markets. The company
represented one of the true success stories in the history of manufacturing, its growth and
success reflective of Japans astonishing resurgence following World War II.
In 1930:
The Emergence of Japanese Automobile Manufacturing in the 1930s and 1940s.In 1933 a
Japanese man named Kiichiro Toyoda traveled to the United States, where he visited a
number of automobile production plants.
Upon his return to Japan, the young man
established an automobile division within his fathers loom factory and in May 1935
produced his first prototype vehicle. General Motors and Ford already were operating
assembly plants in Japan, but U.S. preeminence in the worldwide automotive industry did not
deter Toyoda.
Since Japan had very few natural resources, the company had every incentive to develop
engines and vehicles that were highly fuel efficient. In 1939, the company established a
research center to begin work on battery-powered vehicles. This was followed in 1940 by
the establishment of the Toyoda Science Research Center (The nucleus of the Toyota Central
Research and Development Laboratories, Inc.) and the Toyoda Works . The next year
Toyoda Machine Works, Ltd. was founded for the production of both machine tools and auto
parts.
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As Japan became embroiled in World War II, the procurement of basic materials for
automobile manufacturing became more and more difficult. At one point Toyoda was
manufacturing trucks with no radiator grills, brakes only on the rear wheels, wooden seats,
and a single headlight. Pushing toward the limits of resource conservation as the course of
the war began to cripple Japans economy the company started piecing together usable parts
from wrecked or worn-out trucks in order to build recycled vehicles.
When the war ended in August 1945 most of Japans industrial facilities had been wrecked,
and the Toyoda (or Toyota as it became known after the war) production plants had suffered
extensively. The company had 3,000 employees but no working facilities, and the economic
situation in Japan was chaotic. But the Japanese tradition of dedication and perseverance
proved to be Toyotas most powerful tool in the difficult task of reconstruction.
Postwar Challenges and Innovations: The Birth of the Small Car Just as the Japanese motor
industry as a whole was beginning to recover, there was mounting concern that American and
European auto manufacturers would overwhelm the Japanese market with their economic
and technical superiority. Japans automakers knew that they could no longer count on
government protection in the form of high import duties or other barriers as they had before
the war.
Since American manufacturers were concentrating their efforts on medium-sized and larger
cars, Toyotas executives thought that by focusing on small cars the company could avoid a
head-on market confrontation. Kiichiro Toyoda likened the postwar situation in Japan to that
in England. The British motorcar industry, he said, also faces many difficulties, but its fate
will be largely determined by how strongly American automakers feel they should
concentrate on small cars. It was January 1947 when Toyota engineers completed their first
prototype for a small car: its chassis was of the backbone type (never used before in Japan),
its front suspension relied primarily on coil springs, and its maximum speed was 54 miles per
hour. After two years of difficulties the company seemed headed for success.
This was not to be accomplished as easily as expected, however. Two years later, in 1949,
Toyota suffered its first and only serious conflict between labor and management. Nearly
four years had passed since the end of the war, but Japans economy was still in poor shape:
goods and materials of all kinds were in short supply, inflation was rampant, and people in
the cities were forced to trade their clothing and home furnishings for rice or potatoes to
survive. That year the Japanese government took measures to control runaway inflation in
ways that severely reduced consumer purchasing power and worsened the already severely
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depressed domestic automotive market.
Japanese auto manufacturers found themselves
unable to raise the funds needed to support their recovery efforts, for the new governmental
policy had discontinued all financing from city banks and the Reconstruction Finance
Corporation.
Under these conditions the companys financial situation deteriorated rapidly. In some
months, for example, the company produced vehicles worth a total of 350 million while
income from sales reached only 250 million. In the absence of credit sources to bridge the
imbalance, Toyota soon was facing a severe liquidity crisis. In large part because of wartime
regulations and controls, Toyota had come to place strong emphasis on the production end of
the business, so that in the early postwar years not enough attention had been paid to the
proper balance between production and sales. The Japanese economy at that time was
suffering from a severe depression, and because the Toyota dealers were unable to sell cars in
sufficient quantities, these dealers had no choice but to pay Toyota in long-term promissory
notes as inventories kept accumulating.
Finally, Toyota was unable to meet its regular payroll. Delayed payments were followed by
actual salary reductions and then by plans for large-scale layoffsuntil April 1949, when the
Toyota Labor Union went on strike. Negotiations between labor and management dragged
on with the union leaders bitterly opposed to any layoffs. As a result, Toyota was compelled
to reduce both production and overhead. Workers staged demonstrations to press their
demands, and all the while Toyota kept falling further into debt, until the company finally
found itself on the verge of bankruptcy.
Production dropped to 992 vehicles in March 1949, to 619 in April, and to 304 in May.
Crucial restructuring efforts included a proposal to incorporate Toyotas sales division as a
separate company, leading eventually to the formation of Toyota Motor Sales Company Ltd.
in April 1950. Toyota Motor Sales Company handled all domestic and worldwide marketing
of Toyotas automotive products until July 1982, when it merged with Toyota Motor
Company.
In the meantime, discussions between labor and management finally focused on whether to
admit failure, declare bankruptcy, and dissolve the company, or to agree on the dismissal of
some employees and embark upon a rebuilding program. In the end management and labor
agreed to reduce the total workforce from 8,000 to 6,000 employees, primarily by asking for
voluntary resignations. At the management level, President Kiichiro Toyoda and all of his
executive staff resigned. Kiichiro, Toyotas founder and a pioneer of the Japanese automotive
industry, died less than two years later.
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Not long after the strike was settled in 1950, two of the companys new executives, Eiji
Toyoda (now chairman of Toyota Motor Corporation) and Shoichi Saito (later chairman of
Toyota Motor Company), visited the United States.
Seeking new ideas for Toyotas
anticipated growth, they toured Ford Motor Companys factories and observed the latest
automobile production technology. One especially useful idea they brought home from their
visit to Ford resulted in Toyotas suggestion system, in which every employee was
encouraged to make suggestions for improvements of any kind. On their return to Japan,
however, the two men inaugurated an even more vital policy that remained in force at Toyota
through the 1990s:
The continuing commitment to invest in only the most modern
production facilities as the key to advances in productivity and quality. Toyota moved
quickly and aggressively in the 1950s, making capital investments in new equipment for all
of the companys production facilities. Not surprisingly, the company began to benefit from
the increased efficiency almost immediately. Along with improvements in its production
facilities, Toyota also worked to develop a more comprehensive line of vehicles to contribute
toward the growing motorization of Japanese society. During 1951, for example, Toyota
introduced the first four-wheel-drive Land Cruiser. Moreover, as the domestic demand for
taxis rapidly increased, production of passenger cars also rose quickly, from 50 units per
month to 250 units per month by 1953.
In production control, Toyota introduced the Kanban (or synchronized delivery) system
during 1954. The idea was derived from the supermarket system, where consumers (those
in the later production stages) took products (parts) from the stock shelves, and the
storekeepers (those in the earlier production stages) replenished the stock to the degree that
it was depleted. The Kanban system became the basis for Toyotas entire production system.
By the early 1950s, just as Toyota had anticipated, the Japanese market was crowded with
vehicles from the United States and Europe. It soon became apparent that to be competitive
at home and abroad, Toyota would not only have to make additional investments in
manufacturing facilities and equipment, but also undertake a major new research and
development effort. This was the reasoning behind Toyotas decision in 1958 to build a fullscale research center for the development of new automobiles (which also was to become
Japans first factory devoted entirely to passenger-car production). Toyota also began to offer
a more complete line of products. Beginning with the Crown model, introduced in 1955,
Toyota quickly expanded its passenger-car line to include the 1,000-cubic-centimeter Corona,
then added the Toyo-Ace (Japans first cab-over truck) and a large-sized diesel truck.
International Growth in the 1980s
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In 1980 Japans aggregate automobile production was actually better than that of the United
States. In the same year, Toyota ranked second only to General Motors in total number of
cars produced. Although Toyota made efforts over the years to improve the international
cooperation between automakers, in such ways as procuring parts and materials from
overseas manufacturers, Japans successes in the world auto market nonetheless resulted in
the Japanese automobile industry becoming a target of criticism.
Shoichiro Toyoda, president of Toyota during the middle and late 1980s, possessed a solid
understanding of American culture. Toyoda reportedly believed that Toyotas future success
depended in part on the way it handled public relations with the United States, a nation that
he perceived to be extremely bitter about losing trade battles with Japanese industry. By
means of intense advertising and controlled public relations under Toyodas direction, Toyota
tried to elevate the principle of free competition in the minds of the American people. At the
same time, Toyoda carefully committed his company to greater international cooperation in
both technological and managerial areas.
In 1984, for example, Toyota entered into a joint manufacturing venture with American giant
General Motors called New United Motor Manufacturing, Inc. (NUMMI). This state-of-theart facility allowed Toyota to begin production in the United States cautiously at a time of
increasing protectionism, as well as learn about American labor practices. At the same time,
it provided General Motors with insight into Japanese production methods and management
styles. The plant was slated to build up to 50,000 vehicles a year. In the fall of 1985,
moreover, Toyota announced that it would build an $800,000 production facility near
Lexington, Kentucky. The plant, which was expected to begin assembling 200,000 cars per
year by 1988, created approximately 3,000 jobs.
By the beginning of the 1990s, Toyota commanded an overwhelming 43 percent of the
Japanese car market, and in the United States it sold, for the first time, more than one million
cars and trucks. Aside from these two mainstay markets, Toyota was solidifying its global
operations, particularly in Southeast Asia, and carving new markets in Latin America, where
the burgeoning demand for cars promised much growth.
Toyota also spearheaded the
Japanese automobile industrys foray into the luxury car market, leading the way with its
Lexus LS400 luxury sedan, which by the mid-1990s was outselling market veterans BMW,
Mercedes-Benz, and Jaguar.
The New Global Business Plan: 1995 and Beyond
When Hiroshi Okuda was promoted to company president in 1995 his chief ambition was to
revitalize Toyotas standing in the global marketplace. In June he unveiled Toyotas New
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Global Business Plan, which placed renewed focus on innovation and international
expansion. Okudas targets were clearly defined: to raise production to six million vehicles a
year; to increase Toyotas international market share to 10 percent; and to increase its share
of the domestic market to 40 percent. He believed the first two goals would be achieved
through the construction of new manufacturing plants in foreign markets, along with an
increased emphasis on the localization of parts production. The purpose of localization
was to reduce the time and expense involved with shipping components across great
distances, enabling Toyota to increase its overall automobile production and devote greater
resources to research and development. By widening the scope of operations in Toyotas
overseas locations, Okuda envisioned a more streamlined, cost-effective manufacturing
process. Furthermore, the stimulation of local economies was an effective public relations
tool, enhancing the value of the Toyota brand name in foreign markets.
Okuda wasted no time putting his vision into practice. In 1995 Toyota announced its
intention to set up a manufacturing operation in Indiana, in the hope of becoming a major
participant in North Americas highly competitive large truck market. In 1997 the company
opened new plants in Canada and India, and in December it announced plans to build a
second European plant in Valenciennes, France, to begin production of a new line of cars
specifically designed for the European consumer.
The year 1997 also saw increased
production in Toyotas Thailand operations, with a total output of 240,000 vehicles. In 1998
the company also raised its export levels from the Thailand plants to 20,000 units, with most
of the vehicles destined for the Australian and New Zealand markets. That same year, the
company opened a new operation in Brazil, and in 1999 it began construction of a
transmission production plant in the Walbrzych Special Economic Zone in Poland, which
would begin exporting the parts to Toyotas manufacturing centers in France, Turkey, and the
United Kingdom by 2002.
One of the most promising automobile markets to open up in the late 1990s was in China.
By March 1998 Toyota already had stakes in four Chinese parts manufacturing plants, one of
them a wholly owned subsidiary. The company took a more significant step in November
1998, when it established the Sichuan Toyota Motor Co., Ltd., Toyotas first vehicle
production plant in China. A joint venture with the Sichuan Station Wagon Factory and
Toyota Tsusho Corp., the new plant was scheduled to begin manufacturing coaster-class
Okuda also assumed an aggressive approach to Toyotas role in the domestic market. In late
1996 he made drastic cuts to Toyotas vehicle prices in Japan, a move that incensed the
competition. In August 1998 Toyota extended its hold over the domestic market with the
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purchase of a majority stake in Daihatsu. The company also implemented a number of

environmental initiatives during this period, both at home and abroad. In July 1999 it
inaugurated an initiative that aimed to eliminate all landfill waste by 2003, and in 2000 it
introduced stricter environmental regulations in its U.S. manufacturing plants, which actually
went beyond the current EPA standards.
One of the most radical innovations to arise from Okudas revolution was the Prius, Toyotas
first hybrid car. Launched in October 1997, the Prius combined a highly efficient gas engine
with a self-regenerating electric motor, reducing carbon dioxide emissions by half. Although
initial estimates showed that production would have to surpass 200,000 vehicles a year for
the Prius to turn a profit, by March 1998 demand was already surpassing supply, and the
future of the eco-car on the domestic market looked promising. Prius finally hit the U.S. and
European markets in late 2000, amid increased fuel prices and mounting concerns over
global warming.
Although a weakened euro caused Toyota to suffer losses in Europe toward the end of the
1990s, the new operation in France, scheduled to begin production in 2001 at a rate of
150,000 vehicles a year, was expected to reverse this trend. The company also experienced
strong sales in the United States and Japan during this time, and in 2000 Toyotas total
worldwide production exceeded five million vehicles for the first time ever.
PRODUCTS OF TOYOTA
Toyota is the second biggest auto manufacturer of the world. Toyota cars came to India in
1997 through collaboration with the Kirloskar group. Toyota India, with their excellent car
models including Toyota Innova, Toyota Land Cruiser Prado, Toyota Camry, Toyota Corolla,
and the now discontinued Toyota Qualis has won Indian hearts with their practiced
philosophy of putting the Customer first.
Toyota (Sedan): Popular Toyota sedan car prices range from Toyota cars at a bit above
rupees ten lakhs eighteen thousand to Toyota cars at a bit above rupees twenty-six lakhs.
Toyota sedan cars include.
Toyota Corolla (Sedan): The Corolla is a luxury sedan that combines excellence with style
and performance. The advanced aerodynamic styling gives the appearance of travelling in a
luxury car with the looks of a sports car. The Toyota Corolla with its petrol variants targets
the middle class consumer with Toyota Sedan cars between rupees ten and fourteen lakhs.
Toyota Corolla variants include
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Corolla HE (Petrol): The HE is Corolla's executive model targeted for corporate upwardly
mobile executives. This variant has a showroom price of around Rs. 9.3 lakhs and on-road
price of around Rs. 10.2 lakhs etc.
Corolla H1 (Petrol): The H1 is the base variant in the Corolla range. It is also capable of
seating 5 people with five speed manual transmission and power steering.
The H1 is
specifically designed for Indian conditions. It comes with sturdy features and a range of
appealing characteristics.
It gives the user an unmatched driving experience. It has
unrivalled engineering, style, and other features. New cars in this series have a showroom
price ranging from around Rs. 10.3 lakhs to around Rs. 11.3 lakhs inclusive of all charges.
Corolla H2 (Petrol): The H2 is the enhanced model with improved features and other
characteristics. The H2 is specifically designed for Indian conditions. It comes with sturdy
features and a range of appealing characteristics. It gives the user an unmatched driving
experience. It has unrivalled engineering, style, and other features. At the showroom, this
car costs around Rs. 11.3 lakhs with an on-road price of around Rs. 12.4 lakhs.
Corolla H3 (Petrol): The Corolla H3 is the upper range model in the Corolla H series with
improved features and interiors. The H3 is specifically designed for Indian conditions. It
comes with sturdy features and a range of appealing characteristics. It gives the user an
unmatched driving experience. It has unrivalled engineering, style, and other features. At
the showroom, this car costs around Rs. 11.7 lakhs with an on-road price of around Rs. 13.10
lakhs.
Corolla H5 (Petrol): The H5 is the higher end model specifically designed for Indian
conditions. It comes with sturdy features and a range of appealing characteristics and gives
the user an unmatched driving experience. It has unrivalled engineering, style, and other
features. New cars in this series have a showroom price ranging from around Rs. 11.7 lakhs
to around Rs. 13.1 lakhs inclusive of all charges.
Corolla H4 (Petrol): The H4 is the superlative model in the Corolla series. Specifically
designed for Indian conditions, it comes with sturdy features and a range of appealing
characteristics.
It gives the user an unmatched driving experience.
It has unrivalled
engineering, style, and other features. This variant has a showroom price of around Rs. 12.35
lakhs and on-road price of around Rs. 13.8 lakhs.
Toyota Camry (Sedan): The Camry is Toyota's latest entry in the luxury sedan segment
targeted at premium buyers. This model boasts of superior aerodynamic features coupled
with a host of stylish and elegant external features along with athletic curves that blend with
the overall design. Toyota (Sedan) The Toyota Camry with its petrol variants targets the
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upper middle class consumer and offers Toyota cars between rupees twenty-four and twentyfive lakhs. Toyota Camry variants include
Camry W1 Manual (Petrol): The Camry W1 manual is Corolla's magnificent presentation
in the D+ segment. It has great styling, well appointed interiors, and simply outshines in
refinement. New cars in this series have a showroom price ranging from around Rs. 21.6
lakhs to around Rs. 24.75 lakhs.
Camry W2 Automatic (Petrol):
The Camry W1 automatic is Corolla's magnificent
presentation in the D+ segment. It has great styling, well appointed interiors, and simply
outshines in refinement. The Camry W2 Automatic is now available at a showroom price of
around Rs. 23.3 lakhs with an on road price of around Rs. 26.65 lakhs.
Toyota (SUV): Popular Toyota SUV car prices range from Toyota SUVs at a bit above
rupees eight lakhs to Toyota SUVs at a bit below rupees forty-six lakhs. Toyota SUVs
include
Toyota Innova (SUV):
The Innova is an elegant and urbane three-row seating multi
passenger vehicle (MPV) cum sedan. Also called a Multi Utility Vehicle (MUV), the Innova
comes with some exemplary and stylish looking external features like sporty design and
curves, aerodynamically shaped exteriors, three dimensional fronts, panoramic windows, and
semi concealed wipers. Toyota (SUV) The Toyota Innova with its petrol and diesel variants
targets the middle class consumer and offers Toyota SUV cars between rupees eight and
twelve lakhs. Toyota Innova variants include
Innova 2.5 EV MS (8-Seater) (Diesel): The 2.5 EV MS 8 seater is capable of seating 8
people. It comes with manual steering. This variant is now available at a showroom price of
around Rs. 7.5 lakhs with an on road price of around Rs. 8.2 lakhs.
Innova 2.5 EV MS (7-Seater) (Diesel): The 2.5 EV MS 7 seater is capable lf seating seven
people. It comes with manual steering. New cars in this series have a showroom price
ranging from around Rs. 7.5 lakhs to around Rs. 8.25 lakhs.
Innova 2.5 EV PS (8-Seater) (Diesel): The 2.5 EV PS 8 seater is capable of seating 8
people. It comes with power steering. This variant has a showroom price of around Rs. 7.55
lakhs and on-road price of around Rs. 8.5 lakhs.
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Innova 2.5 EV PS (7-Seater) (Diesel): The 2.5 EV PS 7 seater is capable of seating 7

people. It comes with power steering. At the showroom, this car costs around Rs. 7.8 lakhs
with an on-road price of around Rs. 8.55 lakhs.
Innova 2.0 G1 (8-Seater) (Petrol): The G grade in the Innova series is the upscale model in
the Innova Series. The G1 forms the entry model in this range. The 2.0 G1 8 seater petrol
model is capable of seating eight people and has interesting features and other specifications.
This variant has a showroom price of around Rs. 7.60 lakhs and on-road price of around Rs.
8.55 lakhs.
Innova 2.5 G1 (8-Seater) (Diesel): The G grade in the Innova series is the upscale model in
the Innova Series. The G1 forms the entry model in this range. The 2.5 G1 8 seater diesel
New cars in this series have a showroom price ranging from around Rs. 8.3 lakhs to around
Rs. 9.35 lakhs.
Innova 2.0 G4 (8-Seater) (Petrol): The G grade in the Innova series is the upscale model in
the Innova Series. The G1 forms the upscale model in this range. The 2.5 G1 8 seater diesel
This variant has a showroom price of around Rs. 8.45 lakhs and on-road price of around Rs.
9.45 lakhs.
model is capable of seating seven people and has interesting features and other specifications.
The 2.5 G4 (7Seater) Diesel is now available at a showroom price of around Rs. 9.0 lakhs
with an on road price of around Rs. 10.10 lakhs.
model is capable of seating seven people and has interesting features and other specifications.
At the showroom, this car costs around Rs. 9.05 lakhs with an on-road price of around Rs.
10.15 lakhs.
Innova 2.0 V 8-Seater (Petrol):
The V grade in the Innova series is the top range
presentation in the Innova Series. The 2.0 V 8-seater forms the upscale model in this range.
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The 2.0 V 8-seater diesel model is capable of seating eight people and has interesting features
and other specifications. New cars in this series have a showroom price ranging from around
Rs. 9.95 lakhs to around Rs. 11.15 lakhs.
Innova 2.5 V (7-Seater) (Diesel):
presentation in the Innova Series. The 2.5 V 7-seater forms the top range model in this range.
The 2.5 V 7-seater diesel model is capable of seating seven people and has interesting
features and other specifications. New cars in this series have a showroom price ranging
from around Rs. 10.55 lakhs to around Rs. 11.85 lakhs.
Innova 2.5 V 8-Seater (Diesel):
presentation in the Innova Series. The 2.5 V 8-seater forms the top range model in this range.
The 2.5 V 8-seater diesel model is capable of seating eight people and has interesting features
and other specifications. This variant has a showroom price of around Rs. 10.60 lakhs and
on-road price of around Rs. 11.9 lakhs.
General Motors India

General Motors India, incorporated in 1994 as a 50-50 joint venture company with the C.K.
Birla Group of Companies, became a fully owned subsidiary of GM in 1999 when GMOC
bought the remaining shares. The company was restructured in 1999 and was converted from
a Public Limited company to a Private Limited company. GM APH LLC currently holds 86
percent of voting shares, and Holden (Australia) holds 14 percent. The SPO business was
integrated with the main business in the same company in 2000.
In India, GM strengthened its presence with new product launches Chevrolet Optra in 2003
and Chevrolet Tavera (Multi Utility Vehicle) in 2004. Similarly in 2004, GM India is
expected to register a growth of 90% over 2003. With sales volume going up, the market
share of GM India has gone to nearly 2%. The sales volume in 2003 was 15,155 units while
2004 figure is expected to be around 27,000 units. In 2004, the company sold a total of
26,166 cars as against 15,155 cars in 2003 registering a growth of 73% while overall
passenger car growth during the year was only around 23-24%. These included 9191 Chevy
Optras in Entry 'D' Luxury sedan segment, 8369 Opel Corsas and 8417 units of the new
generation premium multi-utility vehicle (MUV) Chevrolet Tavera.
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The existing GM India plant was originally built by Hindustan Motors. In 1994, GM India
entered into a 50% Joint Venture partnership with Hindustan Motors and modernized the
45,000-square-meter plant near Halol, 45 kilometers northwest of Vadodara, in the western
state of Gujarat. In February, 1999, GM bought the holdings of Hindutan Motors and GM
India became a 100% subsidiary of General Motors Corporation of USA. The plant produces
the Opel Corsa, Corsa Sail, Chevrolet Optra, and Chevrolet Tavera. The Chevrolet Forester
and Opel Vectra are sold as CBUs (Completely Built in Units) and as imported from Japan
and Germany respectively.
The Chevrolet car or the Chevy is close to the heart of Indian consumers. The Chevrolet
entered India first in 1928. Chevrolet's manufacturer, General Motors, was the first company
to set up an automobile assembly plant in India. The first Chevrolet car in India was the
National Series AB Touring with wooden wheels. Chevrolet, however, had to close shop in
India in 1952-1953 following Indian national policy, and the Indian Chevrolet went on a
sabbatical.
The Chevrolet made its comeback in 2003. Primarily GM launched the European brand Opel
in the late 90s in India. When Opel failed to interest the Indian consumer, it was taken off the
market and Chevrolet came in. With Chevrolet's entry, in 2003, sales shot up immediately.
Prior to marketing Chevrolet, GM had sold only 8000 odd units in 2002. With Chevrolet's
arrival, 21,269 units were quickly sold within the same financial year. Chevrolet proved its
worth as soon as it reentered India and Chevrolet success continues to lead GM till date.
Chevrolet Product :
1)
Chevrolet Aveo (Sedan)
2)
Chevrolet Optra (Sedan)
3)
Chevrolet Tavera (SUV)
4)
Chevrolet Captiva (SUV)
5)
Chevrolet Spark (Hatchback)
6)
Chevrolet UVA (Hatchback)
7)
Chevrolet SRV (Hatchback)
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Chevrolet (Sedan): Popular Chevrolet sedans range from Chevrolet cars costing below
rupees six lakhs fifty thousand to Chevrolet cars costing above rupees twelve lakhs thirty
thousand, including
1. Chevrolet Aveo (Sedan): Chevrolet (Sedan) The Chevrolet Aveo with its petrol
variants targets the middle class consumer with Chevrolet cars ranging between
rupees six lakhs and seven lakh fifty thousand. Chevrolet Aveo variants include
A. Aveo 1.4 Base (Petrol):
Chevrolet Aveo is a unique synthesis of technology,
sophistication and performance. The mid-size sedan from the stables of General
Motors, Aveo is well- designed and well-engineered to deliver unparalleled road
presence. New cars having a showroom price of Rs.5,84,000, and on-road price of
around Rs.6,58,000.
B. Aveo 1.4 Ls (Petrol): It's the mid-range variant with great looks, comfy interiors and
cost -effectiveness which are the unique selling propositions. New cars in this series
have a showroom price ranging from around six lakhs to around seven lakhs.
C. Aveo 1.4 LS Limited Edition (Petrol): The New Aveo 1.4 LS Limited Edition (Petrol)
comes added with all the modern features like leather upholstery, alloy wheels, 2-DIN
audio system and remote control keyless entry. Chevrolet Aveo 1.4 LS Limited
Edition is available at a showroom price of around 6.3 lakhs and on road price of
around 7.0 lakhs.
D. Aveo 1.6 Lt (Petrol): Chevrolet Aveo 1.6 LT (Petrol) is the top-range variant with
great looks, comfy interiors and cost -effectiveness. At the showroom, this car costs
around Rs.6,68,000 with an on-road price of around Rs.7,55,000.
2. Chevrolet Optra (Sedan): Chevrolet (Sedan) The Chevrolet Optra with its petrol
and diesel variants targets the middle class consumer with Chevrolet cars ranging
between rupees eight lakhs and twelve lakhs. Chevrolet Optra variants include
A. Optra Magnum 1.6 LT(Petrol): With classy and posh design, great petrol engine
defines Chevrolet Optra Magnum 1.6 LT. At the showroom, this car costs around Rs.
6.8 lakhs with an on-road price of around Rs.7.5 lakhs.
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B. Optra Magnum 1.6 LS(Petrol): With classy and posh design, great petrol engine
defines Chevrolet Optra Magnum 1.6 LS. At the showroom, this car costs around Rs.
8.3 lakhs with an on-road price of around 9.5 lakhs.
C. Optra Magnum Max (Diesel): Sporty looks, great diesel engine defines Chevrolet
Optra Magnum Max. At the showroom, this car costs around Rs.8,50,000 with an onroad price of around Rs.9,57,000 lakhs.
D. Optra Magnum 2.0 LS TCDI (Diesel): This four wheeler is incorporated with the
best features in its segment. The Chevrolet Optra Magnum 2.0 LS TCDI (Diesel) is
now available at a showroom price of around Rs.8,74,000 with an on road price of
around Rs.9,84,000.
E. Optra Magnum 2.0 LT TCDI (Diesel): This variant from the Chevrolet stable has
stormed the automobile market. New cars in this series have a showroom price
ranging from around ten lakhs to around eleven lakhs.
Chevrolet (SUV): Popular Chevrolet SUVs range in price from Chevrolet cars costing a bit
above rupees six lakhs eighty thousand to Chevrolet cars costing a bit below rupees ten lakhs
thirty five thousand, including
3. Chevrolet Tavera (SUV): Product of General Motors, Tavera has carved a niche for
itself as multi-utility vehicle. Its 'Ergomax' seating with flexible options, endows
matchless space and comfort to the passengers. Chevrolet (SUV) The Chevrolet
Tavera with its petrol and diesel variants targets the middle class consumer with
Chevrolet cars ranging between rupees six and ten lakhs. Chevrolet Tavera variants
include
Tavera NY Edition B1 (10 Seater) (Diesel): A Multi-purpose vehicle, it's spacious and
comfort level gives you real value for money car. New cars have a showroom price of
around Rs.6,00,000 and on-road price of around Rs.6,80,000. Chevrolet Tavera NY Edition
B1 (10 Seater) car prices vary with the car dealer's location.
A. Tavera NY Edition B1 (7 Seater) (Diesel): Tavera NY Edition B1 is all set to chart a
turnaround roadmap for Chevrolet, thanks to the many engineering changes and build
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quality carried out to meet local customer requirements. New cars in this series have a
showroom price ranging from around six lakhs to around seven lakhs.
B. Tavera NY Edition B2 (10 Seater) (Diesel): Tavera NY Edition B2 has carved a niche
for itself as multi-utility vehicle. At the showroom, this car costs around Rs.6,80,000
with an on-road price of around Rs.7,65,000.
This includes standard ancillary
charges also.
C. Tavera NY Edition B2 (7 Seater) (Diesel): Chevrolet NY Edition B2 is marked for its
features and looks in its segment. Chevrolet NY Edition B2 is now available at a
showroom price of around Rs.6,90,000 with an on-road price of around Rs.7,75,000
D. Tavera Neo LS- B3 (Diesel): This variant of the Chevrolet with stylish and robust
looks rules the Indian auto market. New cars have a showroom price of around
Rs.7,31,000 and on-road price of around Rs.8,24,000.
E. Tavera NEO LT - L (9 Seater) (Diesel):
Tavera NEO LT (9 Seater) from the
Chevrolet stable with all the latest features and facilities promises reliability and
assurance to the buyers. New cars in this series have a showroom price ranging from
around eight lakhs to around nine lakhs.
F. Tavera NEO LT - L ( 7 Seater) (Diesel): Tavera NEO LT - L (7 Seater) strikes the
market for its superior and high quality interior. At the showroom, this car costs
around Rs.8,26,000 with an on-road price of around Rs.9,30,000.
G. Tavera SS-D1 Neo 8-S (8 Seater) (Diesel): This variant of the Neo range makes its
presence for its advanced technology and comfort level. Tavera SS-D1 Neo 8-S is
now available at a showroom price of around Rs.8,95,000 with an on-road price of
around Rs.10,00,000.
H. Tavera SS-D1 Neo 7 (7 Seater) (Diesel): One of the most famous variant from the
Neo range known for its supreme features and decent performance. New cars have a
showroom price of around Rs.9,18,500 and on-road price of around Rs.10,33,500.
4. Chevrolet Captiva (SUV):
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A. Captiva VCDi (Diesel): Neatly designed with sporty looks and latest diesel engine,
Chevrolet Captiva is available at the showroom around Rs.17,70,000 with an on-road
price of around Rs.19,00,000 lakhs in Delhi.
Chevrolet (Hatchback): Chevrolet hatchbacks range from Chevrolet cars costing a bit above
rupees three lakhs fifty thousand to Chevrolet cars costing a bit below rupees eight lakhs
twenty five thousand, including
5. Chevrolet Spark (Hatchback): Spark has evolved from where Matiz left. Available
in four options the much-talked about features of Spark includes fuel-efficiency,
weightlessness and contemporary looks. However, the biggest turn-on of Spark is its
advanced systems, aiding effortless driving on congested roads and highways.
Chevrolet (Hatchback) The Chevrolet Spark with its petrol variants targets the middle
class consumer with Chevrolet cars ranging between rupees three and four lakhs.
Chevrolet Spark variants include
A. Spark 1.0 Base (Petrol): Spark 1.0 Base is the entry level vehicle from the Chevrolet
Spark range. New cars have a showroom price of around Rs.3,10,000 and on-road
price of around Rs.3,80,000.
B. Spark 1.0 PS (Petrol): Spark 1.0 PS with a renewed look of classic beauty wins the
hearts of the Indian customers. New cars in this series have a showroom price
ranging from around three lakhs to around three lakhs eighty thousand.
C. Spark 1.0 LS (Petrol): Spark 1.0 LS makes its foray in the competitive Indian
Hatchback market with its dynamic and stylish looks with loads of sporty features.
Spark 1.0 LS is now available at a showroom price of around Rs.3,40,000 with an onroad price of around Rs.4,10,000.
D. Spark 1.0 LT (Petrol): Spark 1.0 LT powered with advanced technology engine and
renewed sporty looks marks its difference in its segment. New cars have a showroom
price of around Rs.3,45,000 and on-road price of around Rs.4,30,000.
6. Chevrolet UVA (Hatchback): Chevrolet (Hatchback) The Chevrolet UVA with its
petrol variants targets the middle class consumer with Chevrolet cars ranging between
rupees four and a half lakhs and five and a half lakhs. The quintessential U-Va is
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spacious, stylish and will stand tall among the crowd for its value for money.
Chevrolet UVA variants include.
A. U-VA 1.2 Base (Petrol): A perfect blend of comfort and speed, the tastefully done
designs of U-Va are a perfect match to any dcor. New cars in this series have a
showroom price ranging from around three lakhs to around four lakhs fifty thousand.
B. U-VA 1.2 LT (Petrol): U-VA 1.2 LT with lively looks and sporty features storms the
Indian auto market. At the showroom, this car costs around Rs.4,76,000 with an onroad price of around Rs.5,38,000.
7. Chevrolet SRV (Hatchback): Chevrolet (Hatchback) The Chevrolet SRV with its
petrol variants targets the middle class consumer with Chevrolet cars ranging between
rupees seven lakhs and eight and a half lakhs.
A. SRV 1.6 Base (Petrol): SRV 1.6 Base is the entry level vehicle Chevrolet SRV
collection.
SRV 1.6 Base is now available at a showroom price of around
Rs.6,80,000 with an on-road price of around Rs.7,65,000.
HONDA MOTORS
HSCI was established in December 1995, with Honda Motor Co., (Japan) and Siel Ltd.
(India) as the key promoters. Hondas models are strongly associated with advanced design
and technology, apart from its established qualities of durability, reliability and fuelefficiency.
Honda Siel Cars state-of-the-art manufacturing unit was set up in 1997 at Greater Noida,
U.P. and currently has a capacity of 50,000 cars annually. The company is planning to raise
its capacity to 100,000 cars per annum by the end of 2007.
HSCI has recently launched the all-new, third generation CR-V and new Accord in its
portfolio. The all-new Honda CR-V comes in 2 variants- 6 speed manual transmission
system and 5-speed automatic transmission system with Grade Logic Control for smooth and
effortless performance.
Hondas most successful global model, the eighth generation Civic was launched in July
2006 and has already become segment leader within a short span of time. The Honda City
ZX, the largest selling sedan in India, is today recognized as one of the most successful car
177
brands in India. To ensure consumers safety, Honda has recently added new features like
Airbags and ABS in the VTEC version of the car.
In 2006, three of Hondas four cars in the Indian market

City, Accord and CR-V, have ranked first in the TNS Total Customers Satisfaction Award.
HSCI, registered an all-time high sales of 61,327 units in the financial year 2006-07. This
translates to a phenomenal growth of 43.5% over the last fiscal year where the company sold
a total of 42,727 Units. HSCI also closed the financial year on an upbeat note with record
sales in March 2007. The company sold 8,489 units in the month- an increase of 38.7% over
March
2006
where
it
sold
6,120
units.
Honda's
global
lineup
consists
of
the Fit, Civic, Accord, Insight, CR-V, and Odyssey. An early proponent of developing
vehicles to cater to different needs and markets worldwide, Honda's lineup varies by country
and may feature vehicles exclusive to that region. A few examples are the latest Acura
TL luxury sedan and the Ridgeline, Honda's first light-duty pickup truck. Both were
engineered primarily in North America and are exclusively produced and sold there.
The Honda Civic is a line of compact cars developed and manufactured by Honda. In North
America, the Civic is the second-longest continuously running nameplate from a Japanese
manufacturer; only its perennial rival, the Toyota Corolla, introduced in 1968, has been in
production longer. The Civic, along with the Accord and Prelude, comprised Honda's
vehicles sold in North America until the 1990s, when the model lineup was expanded.
Having gone through several generational changes, the Civic has become larger and
more upmarket, and it currently slots between the Fit and Accord.
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Honda Automobiles is one of the Big Asian Four (with Toyota, Nissan and Hyundai).
The 2006 Ridgeline was a reintroduction of the concept of a Uni-Body truck. Earlier
examples of this concept are the Subaru Brat and Baja, Volkswagen Rabbit pick-up,
and Dodge Rampage/Plymouth Scamp.
Honda increased global production in September 2008 to meet demand for small cars in the
U.S. and emerging markets. The company is shuffling U.S. production to keep factories busy
and boost car output, while building fewer minivans and sport utility vehicles as light
truck sales fall.
Honda produces the Insight, a hybrid electric vehicle that competes with Toyota Prius Its first
entrance into the pickup segment, the lightduty Ridgeline, won Truck of the Year from Motor
Trend magazine in 2006 (also in 2006, the redesigned Civic won Car of the Year from the
magazine, giving Honda a rare double win of Motor Trend honors).
Honda products :
Honda Sedans: Currently Honda India has three Sedan models, the Honda City, Honda
Civic, and Honda Accord that offer a choice of sedan car prices ranging from rupees seven
lakhs to rupees twenty lakhs.
1. Honda City Zx (Sedan): Sleek and sporty, Honda City is the result of through
research and careful thought. City Zx models range in price from below rupees eight
lakhs to a bit above rupees nine lakhs, including
A. City Zx Exi: Fashioned for the future, the attractive City ZX EXi is designed to arrest
the attention of those who can't wait for tomorrow. This variant has a showroom
B. City Zx Gxi: The city ZX GXI is the upscale model in the ZX series with a range of
brilliant features. At the showroom, this car costs around Rs. 7.3 lakhs with an onroad price of around Rs. 8.24 lakhs.
C. City Zx CVT: The Zx CVT is a superior level model in the City Zx series with
fabulous features. New cars in this series have a showroom price ranging from around
Rs. 7.9 lakhs to around Rs. 8.9 lakhs.
D. City Zx VTEC: The Zx VTEC is the top range model in the Zx series loaded with
top range features. At the showroom, this car costs around Rs. 8 lakhs with an onroad price of around Rs. 9 lakhs.
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Honda's global lineup consists of the Fit, Civic, Accord, Insight, CR-V, and Odyssey. An
early proponent of developing vehicles to cater to different needs and markets worldwide,
Honda's lineup varies by country and may feature vehicles exclusive to that region. A few
examples are the latest Acura TL luxury sedan and the Ridgeline, Honda's first light-duty
pickup truck. Both were engineered primarily in North America and are exclusively produced
and sold there.
The Honda Civic is a line of compact cars developed and manufactured by Honda. In North
America, the Civic is the second-longest continuously running nameplate from a Japanese
manufacturer; only its perennial rival, the Toyota Corolla, introduced in 1968, has been in
production longer. The Civic, along with the Accord and Prelude, comprised Honda's
vehicles sold in North America until the 1990s, when the model lineup was expanded.
Having gone through several generational changes, the Civic has become larger and more
upmarket, and it currently slots between the Fit and Accord.
COMPTETION BETWEEN PRODUCT OF MARUTI AND ITS COMPETITOR
There is much competition between the product of Maruti and other brands in car segments.
For each car of Maruti there is a competition model of other brands having almost equivalent
features to capture the same segment. So there is very tough competition between products.
The competitive models are as follows.
COMPETITION MODELS
SEGMENT
Maruti
Competition
A1 (Mini Hatchback
A2 (Compact -
M800
Zen, WagonR,
Hyundai - Santro & Getz;
Hatchback)
Alto, Swift
Tata -Indica & Palio; GM -
A3 (Mid Size)
Esteem,
Corsa Sail
Hyundai - Accent; Tata -
180
Baleno
Indigo & Petra; HondaCity; GM - Corsa,

Optra, & Aveo; Ford - Ikon,
A4/A5/A6
Sx4 ,Dzire , ertiga.
(Exec./Prem./Luxury)
Fusion, & Fiesta

Hyundai - Elantra & Sonata;
Honda - Accord; GM Vectra; Ford - Mondeo;
Skoda - Octavia &
Superb; Toyota - Corolla &
Camry;
Daimler Chrysler - C,E, & S
Class;
C (Van Type)
MUV (Utility
Omni, Versa,Eeco
Gypsy, Grand
Mitsubishi - Pajero;
Vehicles)
Vitara
Hyundai Terracan & Tucson; Ford Endeavor; Toyota - Prado &

Innova; Nissan - X Trail;
Honda CRV; GM - Forrester &
Tavera;
Tata - Sumo & Safari;
Mahindra Jeeps, Scorpio, & Bolero
COMPETITOR STRATEGY
Competitive strategy of the three major player of the automobile industry
HYUNDAI MOTOR INDIA LIMITED
Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor
Company, South Korea and is the second largest and the fastest growing car manufacturer in
India . HMIL presently markets over 25 variants of passenger cars in six segments. The
Santro in the B segment, and Getz in the B+ segment.
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HYUNDAI SANTRO
We are mainly going to concentrate on the various marketing and positioning strategies of
Hyundai Santro as against that of Maruti Zen and Alto and Hyundai Getz as against Maruti
Swift.
POSITIONING OF SANTRO
The old positioning of the Santro was that pf a family car, this positioning strategy was
changed in around 2002 and Santro was repositioned as to that of a smart car for young
people. The target age group for the car had now shifted from 30-35 years to 25-30 years.
The repositioning followed the face-lifts the car has been getting from time to time in the
form of engine upgradation, new power steering, automatic transmission, etc, to keep the
excitement around it alive in the highly competitive small car market. The repositioning also
comes ahead of the possible launch of a new design Santro, and the super B-segment car
Getz, sometime in 2003.
The Santro was given a fresh new positioning from a complete family car to
a sunshine car denoting a fresh new attitude and a changing your life positioning.As the
average age of a car owner has declined from around 30-35 three years ago to 25-30,
primarily because of changing lifestyles, cheap and easily available finance, etc. the company
thought that instead of promoting the Santro as a family car, it should be promoted as a car
that can change the life of a young person since many of the buyers were young buyers.
HYUNDAIS PRICING STRATEGY
With the launch of Maruti Swift recently a price war was expected to kick in . Immediately
after maruti raised prices on its debutante Hyundai Motor India hit back with a Rs 16,00019,000 markdown on three new variants of Santro Xing.
The company has introduced the XK and XL variants at a lower tag of Rs 3,26,999 and Rs .
3,45,999 respectively.The new price variants are likely to give Marutis existing B-segment
models, Zen and WagonR a run for their money. Hyundai has also launched a new non-AC
variant of the Santro at Rs 2.79 lakh, a tad higher than what the existing non-Ac Santro costs.
The next offensive is due from Maruti. With the Santros new price positioning, Zen and
particularly WagonR may be due for a correction, or at least a limited-period subvention. If
that happens the domino effect will kick in across the B-segment.
Hyundai is positioning its new variants on the tech platform. Strapped with 1.1 litre engine
with eRLX Active Intelligence technology, the new variants also come with new colourcoordinated interiors, a new front grill and a 4-speed AC blower that makes the air
conditioning more efficient.
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TATA MOTORS
Established in 1945, Tata Motors is India's largest and only fully integrated automobile
company. Tata Motors began manufacturing commercial vehicles in 1954 with a 15-year
collaboration agreement with Daimler Benz of Germany.
TATA INDICA Tata motors flagship brand
The company's passenger car range comprises the hatchback Indica, the Indigo sedan and the
Marina, its station wagon variant, in petrol and diesel versions.The Tata Indica, India's first
indigenously designed and manufactured car, was launched by Tata Motors in 1999 as part of
its ongoing effort towards giving India transport solutions that were designed for Indian
conditions. Currently, the company's passenger cars and multi-utility vehicles have a 16-per
cent market share.
POSITIONING OF INDICA
Tata has positioned Indica as more car per car. The new car offers more space, more style,
more power and more options. Emphasizing the delivery of world class quality. They have
tried to redefine the small car market as it has been understood in India.True to its "More car
per car" positioning, the Indica CNG offers all the core benefits of the Indica combined with
the advantage of CNG. One of the most popular advertisements on television currently, is the
one where the guy portrayed as the loveable liar, gets socked everytime he lies ; but not
when he speaks about the Indica thus implying- must be true. Elaborating on the
campaign, the new ad was launched with the intention of giving the Indica V2 brand a touch
of youthfulness.
TATAS PRICING STRATEGY

After the price war being triggered off by Hyundai being the first company to introduce what
came to be known as, pricing based on customer's value perceptions , all others followed
suit.Telco's Indica came in the range of Rs 2.56 lakh to Rs 3.88 lakh with 4 models. The
price-points in the car market were replaced by price-bands. The width of a price-band was a
function of the size of the segment being targeted besides the intensity of competition. The
thumb rule being 'the higher the intensity, the wider the price-band.'
183
184
KEY STRATEGIC INITIATIVES BY MARUTI

A) TURNAROUND STRATEGIES MARUTI FOLLOWED
Maruti was the undisputed leader in the automobile utility-car segment sector,
controlling about 84% of the market till 1998. With increasing competition from local
185
players like Telco, Hindustan Motors, Mahindra & Mahindra and foreign players like
Daewoo, PAL, Toyota, Ford, Mitsubishi, GM, the whole auto industry structure in India
has changed in the last seven years and resulted in the declining profits and market
share for Maruti. At the same time the Indian government permitted foreign car
producers to invest in the automobile sector and hold majority stakes. In the wake of its
diminishing profits and loss of market share, Maruti initiated strategic responses to
cope with Indias liberalization process and began to redesign itself to face competition
in the Indian market. Consultancy firms such as AT Kearney & McKinsey, together
with an internationally reputed OD consultant, Dr. Athreya, have been consulted on
modes of strategy and organization development during the redesign process. The
redesign process saw Maruti complete a Rs. 4000 mn expansion project which
increased the total production capacity to over 3,70,000 vehicles per annum. Maruti
executed a plan to launch new models for different segments of the market. In its
redesign plan, Maruti launches a new model every year, reduce production costs by
achieving 85-90% indigenization for new models, revamp marketing by increasing the
dealer network from 150 to 300 and focus on bulk institutional sales, bring down
number of vendors and introduce competitive bidding. Together with the redesign plan,
there has been a shift in business focus of Maruti. When Maruti commanded the largest
market share, business focus was to sell what we produce. The earlier focus of the
whole organization was "production, production and production" but now the focus has
shifted to "marketing and customer focus". This can be observed from the changes in
mission statement of the organization:
1984: "Fuel efficient vehicle with latest technology".
1987: "Leader in domestic market and be among global players in the overseas
market".
1997: "Creating customer delight and shareholders wealth".
Focus on customer care has become a key element for Maruti. Increase service stations
of Maruti with the scope of one Maruti service station every 25 km on a highway. To
increase its market share, Maruti launched new car models, concentrated on marketing
and institutional sales. Institutional sale, which currently contributes to 7-8% of
Marutis of total sales. Cost reduction and increasing operating efficiency were another
redesign variable. Cost reduction is being achieved by reaching an indigenization level
of 85-90 percent for all the models. This would save foreign currency and also stabilize
186
prices that fluctuate with exchange rates. However, change in the mindset was not as
fast as required by the market. Maruti planned to reduce costs, increase productivity,
quality and upgrade its technology (Euro I&II, MPFI). In addition, it followed a high
volume production of about 400,000 vehicles / year, which entailed a smooth
relationship between the workers and the managers.
Post 1999, the market structure changed drastically. Just before this change, Maruti had
wasted two crucial years (1996-1998) due to governmental interventions and
negotiation with Suzuki of Japan about the break-up of the share holding pattern of the
company. There was a change in leadership, Mr. Sato of Suzuki became the Chairman
in June 1998, and the new Mr.J. Khatter was appointed as the new Joint MD. Khatter
was a believer in consensus decision making and participative style of management. As
a result of the internal turmoil and the changes in the external environment, Maruti
faced a depleting market share, reducing profits, and increase in inventory levels,
which it had not faced in the last 18 years.
After their fall in market share they redesigned their strategies and through their parent
company Suzuki they learned a lot. The organizational learning of Maruti was
moderately successful; the cost was relatively inexpensive as Maruti had its strong
Japanese practices to fall back upon. With the program of organizational redesign,
rationalization of cost and enhanced productivity, Maruti bounced back to competition
with 50.8% market share and 40% rise in profit for the FY2002-2003.
B) CURRENT STRATEGIES FOLLOWED BY MUL

PRICING STRATEGY - CATERING TO ALL SEGMENTS
Maruti caters to all segments and has a product offering at all price points. It has a car priced
at Rs.1, 87,000.00 which is the lowest offer on road. Maruti gets 70% business from repeat
buyers who earlier had owned a Maruti car. Their pricing strategy is to provide an option to
every customer looking for up gradation in his car. Their sole motive of having so many
187
product offering is to be in the consideration set of every passenger car customer in India.
Here is how every price point is covered.
Sl.No.
1
2
188
BRAND
GRAND VITARA
SX4
MARUTI SWIFT
MARUTI WAGON-R
MARUTI GYPSY
MARUTI ZEN ESTILO
MARUTI OMNI
MARUTI ALTO
MARUTI 800
VARIANTS
MT
AT
VXI MT
ZXI MT
PRICE IN DELHI (Rs.)

1840855.00
1983095.00
753954.00
835485.00
ZXI AT
LDI
VDI
LXI
906858.00
536522.00
576200.00
448086.00
VXI
ZXI
498137.00
584292.00
LX
362458.00
LXI
VXI BS4
VXI BS4 WITH ABS
VXI ABS
394436.00
423686.00
453444.00
423225.00
ST
571769.00
AMBULANCE
HT
560273.00
592280.00
VXI ABS
451359.00
LX
LXI
VXI
357781.00
391003.00
419525.00
CARGO
217933.00
CARGO LPG
5 SEATER
8 SEATER
LPG 5 SEATER
AMBULANCE
213359.00
248331.00
252313.00
260678.00
265302.00
STANDARD
LX
LXI
XCITE
STD.
258813.00
292621.00
311484.00
326206.00
215982.00
10
11
A-STAR
RITZ
A/C
STD LPG
AC LPG
LXI
239920.00
232060.00
256030.00
392830.00
VXI
ZXI
422999.00
461514.00
LXI
VXI
VXI ABS
ZXI
LDI
VDI
VDI ABS
440358.00
479329.00
505402.00
545949.00
526979.00
565121.00
585027.00
II. OFFERING ONE STOP SHOP TO CUSTOMERS

OR CREATING DIFFERENT REVENUE STREAMS
Maruti has successfully developed different revenue streams without making huge
investments in the form of MDS, N2N, Maruti Insurance and Maruti Finance. These
help them in making the customer experience hassle free and helps building customer
satisfaction. Maruti Finance: In a market where more than 80% of cars are financed,
Maruti has strategically entered into this and has successfully created a revenue stream
for Maruti. This has been found to be a major driver in converting a Maruti car sale in
certain cases. Finance is one of the major decision drivers in car purchase. Maruti has
tied up with 8 finance companies to form a consortium. This consortium comprises
Citicorp Maruti, Maruti Countrywide, ICICI Bank, HDFC Bank, Kotak Mahindra,
Sundaram Finance, Bank of Punjab and IndusInd Bank Ltd. (erstwhile-Ashok Leyland
Finance). Maruti Insurance: Insurance being a major concern of car owners. Maruti has
brought all car insurance needs under one roof. Maruti has tied up with National
Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram to bring
this service for its customers. From identifying the most suitable car coverage to
virtually hassle-free claim assistance it's your dealer who takes care of everything.
Maruti Insurance is a hassle-free way for customers to have their cars repaired and
claims processed at any Maruti dealer workshop in India.
True Value Initiative to capture used car market
189
Another significant development is MUL's entry into the used car market in 2001,
allowing customers to bring their vehicle to a 'Maruti True Value' outlet and exchange it
for a new car, by paying the difference. They are offered loyalty discounts in return.
This helps them retain the customer. With Maruti True Value customer has a trusted
name to entrust in a highly unorganized market and where cheating is rampant and the
biggest concern in biggest driver of sale is trust. Maruti knows its strength in Indian
market and has filled this gap of providing trust in Indian used car market. Maruti has
created a system where dealers pick up used cars, recondition them, give them a fresh
warranty, and sell them again. All investments for True Value are made by dealers.
Maruti has build up a strong network of 172 showrooms across the nation. The used car
market has a huge potential in India. The used car market in developed markets was 2-3
times as large as the new car market.
N2N: Car maintenance is a time-consuming process, especially if you own a fleet.
Marutis N2N Fleet Management Solutions for companies, takes care of the A-Z of
automobile problems. Services include end-to-end backups/solutions across the
vehicles life: Leasing, Maintenance, Convenience services and Remarketing.
Maruti Driving School (MDS): Maruti has established this with the goal to capture the
market where there is inhibition in buying cars due to inability to drive the car. This
brings that customer to Maruti showroom and Maruti ends up creating a customer.
III. REPOSITIONING OF MARUTI PRODUCTS

Whenever a brand has grown old or its sales start dipping Maruti makes some facelifts
in the models. Other changes have been made from time to time based on market
responses or consumer feedbacks or the competitor moves. Here are the certain
changes observed in different models of Maruti.
Omni has been given a major facelift in terms of interiors and exteriors two months
back. A new variant called Omni Cargo, which has been positioned as a vehicle for
transporting cargo and meant for small traders. It has received a very good response
from market. A variant with LPG is receiving a very good response from customers
who look for low cost of running.
Versa prices have been slashed and right now the lowest variant starts at 3.3 lacs. They
decreased the engine power from 1600cc to 1300cc and modified it again considering
consumers perception. This was a result of intensive survey done all across the nation
190
regarding the consumer perception of Versa. Esteem has gone through three facelifts. A
new look last year has helped boost up the waning sales of Esteem.
Baleno was launched in 1999 at 7.2 lacs. In 2002 they slashed prices to 6.4 lacs. In
2003 they launched a lower variant as Baleno LXI at 5.46 lacs. This was to reduce the
price and attract customers.
Wagon-R was perceived as dull boxy car when it was launched. This made it a big
failure on launch. Then further modifications in engine to increase performance and a
facelift in the form of sporty looking grills on the roof. Now its of the most successful
models in Maruti stable.
Zen has been modified four times till date. They had come up with a limited period
variant called Zen Classic. That was limited period offer to boost short term sales.
Maruti 800 has so far been face lifted two times. Once it came with MPFi technology
and other time it came up with changes in front grill, head light, rear lights and with
round curves all around.
IV. CUSTOMER CENTRIC APPROACH

Marutis customer centricity is very much exemplified by the five times consecutive
wins at J D Power CSI Awards. Focus on customer satisfaction is what Maruti lives
with. Maruti has successfully shed off the public- sector laid back attitude image and
has inculcated the customer-friendly approach in its organization culture. The customer
centric attitude is imbibed in its employees. Maruti dealers and employees are
answerable to even a single customer complain. There are instances of cancellation of
dealerships based on customer feedback.
Maruti has taken a number of initiatives to serve customer well. They have even
changed their showroom layout so that customer has to walk minimum in the
showroom and there are norms for service times and delivery of vehicles. The Dealer
Sales Executive, who is the first interaction medium with the Maruti customer when
the customer walks in Maruti showroom, is trained on greeting etiquettes. Maruti has
proper customer complain handling cell under the CRM department. The Maruti call
center is another effort which brings Maruti closer to its customer. Their Market
Research department remains on its toes to study the changing consumer behavior and
market needs. Maruti enjoys seventy percent repeat buyers which further bolsters their
191
claim of being customer friendly. Maruti is investing a lot of money and effort in
building customer loyalty programme.
V. COMMITTED TO MOTORIZING INDIA

Maruti is committed to motorizing India. Maruti is right now working towards making
things simple for Indian consumers to upgrade from two-wheelers to the car. Towards
this end, Maruti partnerships with State Bank of India and its Associate Banks took
organized finance to small towns to enable people to buy Maruti cars. Rs. 2599 scheme
was one of the outcomes of this effort.
Maruti expects the compact cars, which currently constitute around 80% of the market,
to be the engine of growth in the future. Robust economic growth, favorable regulatory
framework, affordable finance and improvements in infrastructure favor growth of the
passenger vehicles segment. The low penetration levels at 7 per thousand and rising
income levels will augur well for the auto industry.
Maruti is busy fine-tuning another innovation. While researching they found that rural
people had strange notions about a car - which the EMI (equated monthly installments)
would range between Rs 4,000 and Rs 5,000. That, plus other Rs 1,500-2,000 for
monthly maintenance, another Rs 1,000 for fuel (would be the cost of using the car). To
counter that apprehension, the company is working on a novel idea. Control over the
fuel bill is in the consumer's hands. But, maintenance need not be. Says Khattar: "What
the company is doing now is saying how much you spend on fuel is in your hands
anyway. As far as the maintenance cost is concerned, if you want it that way, we will
charge a little extra in the EMI and offer free maintenance."
VI. DISINVESTMENT AND IPO OF MARUTI UDYOG

LIMITED
It was a long and tough journey, but a rewarding one at the end. The reward of worth
Rs 2,424 crore, for making it the biggest privatization in India till date. The size of
Marutis sell- off deal is proof of its success. On the investment of Rs 66 crore it made
in 1982, when Maruti Udyog Limited (MUL) was formally set up, the sale represents a
staggering return of 35 times The best part of the deal is the Rs 1,000 crore control
premium the Government has been able to extract from Suzuki Motor Corporation for
relinquishing its hold over Indias largest car company. Now looking at the strategy
point of it for Suzuki, of course, complete control of MUL means a lot. Maruti is its
192
most profitable and the largest car company outside Japan. Suzuki will now be in the
drivers seat and will not have to mind the whims and fancies of ministers and
bureaucrats. Decisions will now become quicker. The response to changing market
conditions and technological needs will be faster, says Jagdish Khattar, managing
director, MUL. After the disinvestment Suzuki became the decision maker at MUL.
They flowed fund in the India for the major revamp in MUL. Quoting from the report
that appeared in The Economic Times, 4th April 2005, The Indian car giant Maruti Udyog Limited has finalized its two mega investment plans
a new car plant and an engine and transmission manufacturing plant. Both the
projects will be implemented by two different companies. At its meeting the company's
board approved a total investment of Rs3, 271.9 crore for these two ventures, which
will be located in Haryana.
The above signifies when GOI was a major stakeholder in the MUL strategies which
lead to investment have had a bureaucracy factor in it but after the disinvestment
strategy followed is a TOP DOWN approach with a fast implementation.
Suzuki's proposed two-wheeler facility in India would start making motorcycles and
scooters by the end of 2005 through a joint venture, in which Maruti has 51 per cent
stake. The two-wheeler unit will have a capacity of 250,000 units a year.
The disinvestment followed by IPO gives the insight in the fact that now all the
strategic decisions are taken by Maruti Suzuki Corporation. Disinvestment had helped
by removing the red tape and bureaucracy factor from its strategic decision making
process.
VII. REALISATION OF IMPORTANCE OF VEHICLE

MAINTENANCE SERVICES MARKET
In the old days, the company's operations could be boiled down to a simple three-box
flowchart. Components came from the 'vendors' to the 'factory' where they were
assembled and then sent out to the 'dealers'. In this scheme, you know where the
company's revenues come from. The new scheme is more complicated. It revolves
around the total lifetime value of a car.
Work on this began in 1999, when a MUL team, wondering about new revenue
streams, traveled across the world. Says R.S. Kalsi, general manager (new business),
MUL: "While car companies were moving from products to services, trying to capture
193
more of the total lifetime value of a car, MUL was just making and selling cars." 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. As the Indian
market matured, customers began to change cars faster. Says Kalsi: "So the question
was, 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 ? So Maruti has changed gears
to take a big share of this final one-third spent on maintenance. Maintenance market
has a huge market potential. Even after having fifty lakh vehicles on road Maruti is
only catering to approximately 20000 vehicles through its service stations every day.
For this they are conducting free service workshops to encourage consumers to come to
their service stations. Maruti has increased its authorized service stations to 1567 across
1036 cities. Every regional office is having a separate services and maintenance
department which look after the growth of this revenue stream.
VIII. PLAYING ON COST LEADERSHIP

Maruti is the price dictator in Indian automobile industry. Its the low cost provider of
car. The lowest car on road is from Maruti stable i.e. Maruti 800. Maruti achieves this
through continuous improvements in operational efficiency and productivity.
The company has set itself (and its vendors) the target of a 50% improvement in
productivity and a 30% reduction in costs in three years. The ability to keep lowering
the prices sets Maruti apart from other players in the league. Maruti spread the
overheads over a larger base.
The impressive sales and profits were the result of major efforts within the company.
Maruti also increased focus on vendor management. Maruti consolidated its vendor
base. This has provided its vendors with higher volumes and higher efficiencies. Maruti
does that by working with vendors, assuring them that for every drop in price, volumes
will go up. Maruti is now encouraging its vendors to develop R&D capability for
specialized components. Based upon such activities, product competitiveness in the
market will further increase.
Maruti also made strides in applying IT to manufacturing. A new Vehicle Tracking
System improved efficiency on the shop floor and enhanced quality control. The e
194
Nagare system, adopted from Suzuki Motor Corporation, smoothened Marutis Just in
Time operations.
C) MAJOR FUTURE STRATEGIES

I. PHASING OUT ZEN IN 2007
The launch of Swift and phasing out Zen is a strategic move. Alto was launched
keeping in mind that it will take over Maruti 800 market in future. Perhaps being the
flagship product phasing out of Maruti 800 faced lots of resistance from dealers all
over. Another reason behind not phasing out Maruti 800 was the fear of brand shift of
customers to other competitors product. Swift was launched in May, 2005 in the price
band starting from 4 lacs. Before launch of Swift Maruti management had decided that
they will phase out Zen since it had already came up with two modifications. The major
reason behind this decision was cannibalization of Wagon R and Swift due to
overlapping of price band. It is a rational decision to kill a product before it starts
facing the decline stage in product cycle. Maruti is offering Rs. 3000.00 more margins
to dealer on the sale of Wagon-R as compared to Zen. This is to let dealer push Wagon
R instead of Zen.
II. MARUTI PLANS FOR A BIG DIESEL FORAY

The new car manufacturing company, called Maruti Suzuki Automobiles India Limited,
will be a joint venture between Maruti Udyog and Suzuki Motor Corporation holding a
70 per cent and 30 per cent stake respectively. The Rs1,524.2 crore plant will have a
capacity to roll out 1 lakh cars per year with a capacity to scale up to 2.5 lakh units per
annum. The new car manufacturing plant will begin commercial production by the end
of 2006.
Maruti would set up a diesel engine plant at Gurgaon in line with its plan to become a
major player in diesel vehicles in a couple of years. This has been done in the wake of
major competition from Tata Indica and meets the growing demand of diesel cars in
India. While the annual growth in the diesel segment was 13 per cent in the last three
years, it was 19-20 per cent in the first quarter (April-June) of the current fiscal. Maruti
has currently an insignificant presence in diesel vehicle. It will manufacture new
generation CRDI (common rail direct injection) engines in collaboration with Fiat-GM
Opel and engines will be of 1200 cc. The plant with a capacity to produce one lakh
diesel engines would be operational in 2006. At present, Peugeot of France, supplies
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diesel engines for Maruti's Zen and mid-sized Esteem models. This will further reduce
the imported component in Maruti vehicles, making them more competitive in the
Indian market.
III.
MARUTI
PLANS
FOR A NEW ENGINE AND
TRANSMISSION PLANT
The engine and the transmission plant will be owned by Suzuki Power train India
Limited in which Suzuki Motor Corporation would hold 51 per cent stake and Maruti
Udyog holding the balance. The ultimate total plant capacity would be three lakh diesel
engines. However, the initial production would be 1 lakh diesel engines, 20,000 petrol
engines and 1.4 lakh transmission assemblies. Investment in this facility will be Rs.1,
747.7 crore. The commercial production will start by the end of 2006.
IV. INDIA AS EXPORT HUB FOR MARUTI

Three years back as an experiment, based on the increasing design capabilities of
suppliers in countries like India, McKinsey did an exercise to figure out just how much
money could be saved if automobiles were to be made in overseas locations like India,
Mexico and South Africa -- an automobile BPO, so to speak. The result was staggering:
the industry stands to gain $ 150 billion annually in cost savings, and an additional $
170 billion annually in new revenues once demand shoots up following the drop in
prices, and the combination of which means a 25 per cent increase in existing revenue
levels.
According to the study, over 90 per cent of automobiles today are sold in the countries
they are made in, so there's a lot of money to be made by shifting the production
overseas. Till recently, just 100,000 cars produced in low-cost countries were exported
to high-cost ones -- presumably this figure is going up now that Altos from Maruti,
Santros from Hyundai, Indicas from Tata Motors, and Ikons from Ford, among others,
are being regularly exported out of India.
Yet, as McKinsey points out, since it just costs $ 500 and just three weeks (and both
figures are falling) to ship out a car to anywhere in the world, why produce cars in
high-wage islands? If a car was produced in India instead of in Japan, the study says, it
196
will cost 22-23 per cent less, after factoring in higher import duties for
components/steel, lower levels of automation, and transport costs.
In August, 2003 Maruti crossed a milestone of exporting 300,000 vehicles since its first
export in 1986. Europe is the largest destination of Marutis exports and coincidentally
after the first commercial shipment of 480 units to Hungary in 1987, the 300, 00 mark
was crossed by the shipment of 571 units to the same country. The top ten destination
of the cumulative exports have been Netherlands, Italy, Germany, Chile, U.K.,
Hungary, Nepal, Greece, France and Poland in that order.
The Alto, which meets the Euro-3 norms, has been very popular in Europe where a
landmark 200,000 vehicle were exported till March 2003. Even in the highly developed
and competitive markets of Netherlands, UK, Germany, France and Italy Maruti
vehicles have made a mark. Though the main market for the Maruti vehicles is Europe,
where it is selling over 70% of its exported quantity, it is exporting in over 70
countries.
Maruti has entered some unconventional markets like Angola, Benin, Djibouti,
Ethiopia, Morocco, Uganda, Chile, Costa Rica and El Salvador. The Middle-East
region has also opened up and is showing good potential for growth. Some markets in
this region where Maruti is are Saudi Arabia, Kuwait, Bahrain, Qatar and UAE.
The markets outside of Europe that have large quantities, in the current year, are
Algeria, Saudi Arabia, Sri lanka and Bangladesh. Maruti exported more than 51,000
vehicles in 2003-04 which was 59% higher than last year. In the financial year 2003-04
Maruti exports contributed to more than 10% of total Maruti sales.
197
V. MARUTI EMERGING AS R&D HUB FOR SUZUKI

MOTOR CORPORATION
Japanese auto major Suzuki is all set to convert Maruti Udyog Ltds research and
development (R&D) facility as its Asia hub by 2007 for the design and development of
new compact cars, according to a top official of the firm. The countrys leading car
manufacturer will make substantial investments to upgrade its research and
development centre at Gurgaon in Haryana for executing design and development
projects for Suzuki. This includes localization, modernization and greater use of
composite technologies in upcoming models.
The company will be hiring more software engineers and technocrats to handle
Suzukis R&D projects. Investment would be more in terms of manpower than in
infrastructure, which is already in place. Apart from working on innovative features,
the R&D teams will focus on latest technologies using CAD-CAM tools to roll out new
models that will meet the needs of MULs diverse customers in the future.
COMMUNICATION STRATEGY
Identifying the target audience
Based on the usage of the product we feel that Maruti Suzuki should target both current and
new users in the segment.
Communication objectives
Based on Rossiter and Percy model, Maruti Suzukis communication objective should be a
mix of
Brand Awareness: - Ensure that the customer identifies the name
Kizashi with the A4 segment cars in India so that it could lead to
future purchase
Brand Attitude: - Ensure that the customer perceives that the brand
would be able to satisfy his/her current relevant needs. The
communication strategy should ensure there is an alignment between
what the company is selling (an emotionally appealing sedan for active
people) and what the customer perceives the product to be.
COMMUNICATION DESIGN
1. Message strategy
198
The primary of Maruti Suzuki is to enter the A4 segment and in the long run be a car
manufacturing company which can cater to the needs of the consumers in all the car
segments. Emphasis should be given to both the parent brand Maruti Suzuki and the brand
Kizashi. More emphasis should be given to the points of difference that Kizashi has over its
competitors.
2. Creative Strategy
The creative strategy should be a combination of both informational appeals and
transformational appeals. The company should communicate the benefits of the car such as
power, speed and superior technology at the same time it should also communicate the kind
of person who would use this car. (Successful, professional, exciting)
3. Message Source
Communicating through unknown people would be the ideal strategy for this segment. The
customer must be able to see him/herself in the shoes of the source. Communicating through
a celebrity is not required.
Total communication budget

The total communication budget is calculated using percentage of sales method. Maruti
spends 2% of its total sales on advertising. For Kizashi we propose that Maruti allocate 10%
of the total expected sales in 2011 as the communication budget.
Estimated market share in 2011 = 1837 (5.3% of 34592)
Average price of car = Rs 1200000
Communication budget = 10% (average price of car*units sold) approximately Rs 200
million
199
200
SOCIAL CORPORATE ACTIVITY OF THE COMPANY

"Corporate Social Responsibility is the continuing commitment by business to behave
ethically and contribute to economic development while improving the quality of life of the
workforce and their families as well as of the local community and society at large"
This definition simply explains the meaning of CSR comprehensively.
Our core beliefs on CSR;

CSR is an inherent part of Global Business today . We believe that Corporate Social
responsibility is an inherent part of undertaking Global sustainable business today. With the
opening up of the market economy, globe becoming easily accessible and international
compliance standards being proposed and practiced, CSR would be an integral part of
business. For surviving, growing and sustaining in global business, the corporate sector needs
to involve various stakeholders and adopt the triple bottom line approach which includes
social, environmental and economic aspects.
Boundaries of CSR
201
There has been a lot of debate regarding the coverage of CSR. We believe that boundaries of
CSR start from within the corporation and extend to outside environment and the
communities interacting and affected by it. Right from the governance to the day to day
management of the enterprise, ethical values and practices need to be integrated into the core
of the organization. Further, while business is a part of the society and interacts with various
stakeholders and the environment, another challenge before the Corporate is to assess the
how it affects the society and the environment at large.
Adopting CSR relates to Attitudinal Change
Over the years, the industry has seen a movement of CSR from the lower end of the
continuum towards the higher end. Adopting CSR practices has a lot to do with overcoming
the barriers to change mindsets. Will CSR practices involve a huge amount of finance and
investment; this would result in shrinking the profit margins, social responsibility is the role
of the Government or the civil society organizations. These are some of fears and thought
processes which exist at present. There is a need to change the attitude and the mindsets to
understand the long term sustainable benefits of adopting CSR.
SME & CSR : CSR applies to all irrespective of size:
Small and medium enterprises in India are also awakening to the necessity of adopting a
holistic approach to the community. They are realizing that being a good corporate citizen is
as essential to their long term well-being as being a good citizen in their individual lives. It is
no longer a question of small enterprises being able to afford being socially responsible, and
more a question of the costs involved of not being a responsible corporate citizen. We believe
that CSR is for all irrespective of their size and will lead to good corporate citizenship and
sustainable business development.
Adopting sustainable practice : Transparency & Reporting
With the increasing emphasis on reporting on the triple bottom line indicators, it is become
equally important to be accountable towards adopting socially responsible practices which
would lead to the defined indicators. There is a need to adopt sustainable practices first and
integrate them into the day to day functioning of the business and further report regarding the
progress and the challenges faced.
Approach we promote and adopt
Partnership with and among key stakeholders; Corporate, Government, civil society and the
worker community - Developing and sustaining mutually accountable and responsible
synergies and partnerships.
202
The term CSR came in to common use in the early 1970s. Corporate social responsibility
(CSR), also known as corporate responsibility, corporate citizenship, responsible business,
sustainable responsible business (SRB), or corporate social performance is a form of
corporate self-regulation integrated into a business model. Ideally, CSR policy would
function as a built-in, self-regulating mechanism whereby business would monitor and ensure
its support to law, ethical standards, and international norms. Consequently, business would
embrace responsibility for the impact of its activities on the environment, consumers,
employees, communities, stakeholders and all other members of the public sphere.
Furthermore, CSR-focused businesses would proactively promote the public interest by
encouraging community growth and development, and voluntarily eliminating practices that
harm the public sphere, regardless of legality. Essentially, CSR is the deliberate inclusion of
public interest into corporate decision-making, and the honouring of a triple bottom line:
People, Planet, Profit. Maruti Suzuki has adopted a CSR policy, which serves as a guiding
tool for the management and the employees in steering Maruti Suzuki towards long term
sustained growth in harmony along with the interests of the stakeholder. The role of the CSR
department is to professionalize CSR activities in Maruti Suzuki and strengthen the
mechanisms involving the activities. Significant efforts have been taken to contribute to
society at large, through its corporate activities, especially in the areas of Road Safety and
Vocational Training. Maruti Suzuki has set up dedicated teams with requisite expertise to
steer the social projects.
CSR activities of Maruti Suzuki:

Sustainability
Sustainability at Maruti Suzuki refers to sum total of all the actions and initiatives undertaken
by the company for its long-term survival and growth.To achieve long-term sustainability
and prosperity the company has nurtured a socially responsible behaviour towards its various
stakeholders. Since inception, the company has proactively taken care of the needs and
sustainable growth of its stakeholders and they in turn, have supported the company in
achieving its vision and business results year after year. As a result, sustainability has become
an integral part of the company's approach to business and decision making.
CSR Policy
"While working to enhance shareholder wealth, Maruti Suzuki will regularly engage with all
stakeholders to assess their needs and through its products, services, conduct and
management initiatives, promote their sustained growth and well being.
Policy Guidelines ;
203
Company will follow responsible business practices in all its functions and operations
and will strive to implement them at its suppliers, dealers and other business partners.
Company will continue to remain ahead of law in pursuit of environment protection and
energy conservation at its manufacturing facilities, and in development of products that
use fewer natural resources and are environment friendly.
Company will be deeply committed towards the welfare of its employees, their families
and communities around its operations to improve quality of life as a whole.
Company will develop products and services that fulfil the aspirations of customers,
build a strong and lasting bond with them, proactively support them during natural
calamities, delight them with after sales services and availability of spares.
Company will continue to provide technological and managerial support to its suppliers
and dealers to further their profitable and sustainable growth.
As an expression of thanks to the local community and the people of the country
Company will undertake initiatives that might not be directly linked to its business.
Company will partner with government, NGOs, business partners to contribute
positively towards economic and human development of the society especially
underprivileged people.
Company will encourage and recognize its employees for volunteering in the community
in the spirit of serving and sharing their expertise and skills.
Company will strive to constantly build organizational capabilities, like any other
competency, position suitable people and have a proper organizational structure to ensure
implementation of CSR policy, guidelines and programs.
Company will engage with reputed external agencies for audit of its CSR activities for
the purpose of identifying areas of improvement, authenticity of data and reporting.
Company will monitor the progress on various CSR programs in a structured manner,
document the performance against the set targets and publish a report every year on its
CSR performance and share with its key stakeholders.
Awards
World Environment Foundation has awarded World environment foundation has awarded
Maruti as winner of Golden Peacock award for Environment Management 2007.
Renewable energy department, Haryana Government has awarded first prize for excellence
in implementation of Energy Conservation measures in industrial sector.
204
The company has remained ahead of regulatory requirements in pursuit of environment

protection and energy conservation at its manufacturing facilities, and in development of
products that use fewer natural resources and are environment friendly.
The company credited the 'Just-in-Time' philosophy adopted and internalized by the
employees as the prime reason that helped to excel in this direction.
Practicing 3R (Reduce, Reuse and Recycle)
The company has been promoting 3R since its inception. As a result the company has not
only been able to recycle 100% of treated waste water but also reduced fresh water
consumption. The company has implemented rain water harvesting to recharge the aquifers.
Also, recyclable packing for bought out components is being actively promoted.
Greening of Supply Chain
The company has been facilitating implementation of Environment Management System
(EMS) at its suppliers' end. Regular training programs are conducted for all the suppliers on
EMS. Surveys are conducted to assess the vendors who need more guidance. The systems
and the environmental performance of suppliers are audited.
Adopting energy saving technologies
While the company continuous to improve energy saving initiatives through numerous
Kaizens (continuous improvements) on the shop floor, thrust on adopting energy saving
technologies has increased phenomenally. Three-coat-one-bake painting system: The
company introduced the three-coat one-bake system at its Manesar facilities. In this state of
the art painting system, three wet-on-wet coats are applied and baked together. Conventional
painting systems use two baking steps before the final finish. This helps is lower energy
consumption and yet improving the productivity levels.The green co-efficient of this system
is much better than the conventional system.
Road Safety
The company has been playing a leading role for many years now in promoting road safety
and safe driving in the country. The company believes that in addition to fund support, one of
the best ways for corporate to fulfil their social responsibility is by offering their managerial
skills to society. In line with this, the company manages two Institutes of Driving Training &
Research (IDTR) in Delhi and Maruti Driving Schools across country. Through these
facilities, the company has brought international standards in driving training and state of the
art training infrastructure in the country. The first major step towards promoting road safety
was in the year 2000 when Delhi Government invited the company to manage the Institute of
Driving Training and Research (IDTR) and start driving training courses. The company
205
introduced training facilities and infrastructure including world-class driving test tracks,
advanced computer simulators and training modules as per international standards at the
institute, which is spread over an area of 14.5 acres. Regular research in road safety and safe
driving was also started at the institute. In 2006, the second IDTR was set up to promote road
safety by primarily targeting non-commercial drivers and impart driving training to them.
This institute is also equipped with the same facilities and infrastructure as made available in
the first IDTR.
Setting up GUJARATI
In a landmark move the company signed an agreement with the Government of Gujarat, to
set up, manage and run The Gujarat Regional Automobile Training Institute ( to be referred
as GUJRATI) at Gajadara village of Waghodia taluka in Vadodara district. It is the first of its
kind initiative in the country. The institute will not only provide driving training to tribal
youth, it will also offer automobile technical training to them and help their employability.
Several other state governments, such as Haryana, Bihar, Uttarakhand, Chattisgarh and West
Bengal have also approached the company to set up driving training institutes in their states.
The company has already signed an MoU with the Government of Haryana for setting up two
driving training institutes at Rohtak and Bahadurgarh.
Maruti Driving Schools
The company has also involved its dealers across the country in promoting road safety and
safe driving. In collaboration with them, the company has set up 43 Maruti Driving Schools
in 38 different locations across the country. These schools are equipped with world class,
state of the art driving simulators offer training courses for beginners as well as refresher
programs. Over 41,500 people have trained so far.
Greening of Supply Chain
The Company has been facilitating implementation of Environment Management System
(EMS) at its suppliers' end. Regular training programmes are conducted for all the suppliers
on EMS. Surveys are conducted to assess the vendors who need more guidance. The systems
and the environmental performance of suppliers are audited.
Community Initiatives
The Company works closely with local communities around its manufacturing facilities to
improve their quality of life.
The Company has adopted four villages surrounding its
Manesar plant - Kasan, Dhana, Alihar and Baas Kusla and launched sustainable livelihood
programmes for underprivileged communities. The initiatives are focused on four key areas:
206
Health, Education, Employment Generation through Vocational Trainings & Basic

Infrastructure Development.
Welfare camps
Every year we organize blood donation camps along with Red Cross, in which employees
donate blood. Eye check-up camps, family planning related camps and other health camps
are also organized periodically.
Medical support & welfare
The employees of Maruti have always donated generously to people affected by natural
calamities. They contributed Rs. 2 million to rehabilitate earthquake victims in Latur. We also
run a creche for the children of construction workers, which provides food shelter and
education for 85 children.
Education to underprivileged
DPS Maruti Shiksha Kendra, an education programme for the underprivileged, was
inaugurated at DPS, Maruti Kunj recently. The objective of his project is to educate the
children of below poverty line (BPL) families from the nearby villages of Gurgaon district.
120 students in the age group of 5-8 years have already enrolled. DPS Maruti Kunj is
providing books, writing material and uniforms, refreshment and transport facilities to these
children.
Education Programme for mothers
'Chetna', an education programme for mothers - is an another endeavour to provide basic
education to mothers of the students of DPS Maruti Kunj and surrounding villages. Majority
of students at the school is first generation learners. Therefore, the concept of starting a
movement of learning 'Chetna' for mothers has been promoted. The response has been
encouraging and about 130 mothers are attending it regularly.
Educational benefits :
1. Delhi Public School
Through the Maruti Employees Education Trust (MEET) we have set-up a well equipped
modern school in association with Delhi Public School Society (DPS) at Maruti Kunj
207
(Bhondsi), Gurgaon. This school will go a long way in providing quality education not only
to the children of the employees at Maruti but also to the citizens of
Gurgaon.
2. Maruti and kids

Maruti Suzuki India Ltd maintained and managed Children's Park at the India Gate, is a
popular learning and recreation spot among children . The park adjacent to India Gate is
spread over 14 acres, is at the polygon between Dr Zakir Hussain Marg and Shah Jahan
Road. More than 2500 children visit the park every week. Based upon the theme of
3. EDUTAINMENT(education + entertainment).
The park plays host to a variety of facilities, as science centre, a well equipped library with
latest children books , a maze hedge and an open air amphitheatre and a very special herbal
garden . All this is set amidst beautifully landscaped greenery. The Musical & a story telling
fountains
are
major
draw
for
the
children.
There are 4 exclusive play areas complete with swings and other play equipment which
appeal to all children. Maruti Suzuki India Ltd regularly plays host to various activities as
painting, dance and singing competitions for all junior schools. NGO's are also welcome for
conducting events for underprivileged children.
Environment:
Maruti Suzuki India Ltd. is committed to Maintain and continually improve upon our
Environmental Management system and performance. Prevention of pollution resulting from
our business activities and products.Strictly adhere to environmental laws and further follow
our own standards. Recognizing our responsibility to provide a green and safe environment,
we put forward following action guidelines: Promote energy conservation Promote three R's
(Reduce, Reuse, Recycle)Promote "Green" procurement Provide environmental education to
all the personnel working for or on the behalf of Maruti Suzuki India Limited.
Occupational health and safety
208
The Company has a robust framework to promote work place safety at its manufacturing
facilities, offices and other business operations. The Company has constituted a structured
Safety Leadership organization comprising of Central Safety Leadership Council (CSLC)
and Business Vertical Safety Leadership Committees (BVSLC). The key role of this safety
organization is to focus on safety process improvements in measurable terms. These
committees meet quarterly to recommend strategic guidelines and decisions towards
continual improvement of Safety Performance. Besides, there is a dedicated safety
department in the company and a safety coordinator in each department. All new employees
are given compulsory safety training at the time of joining. Regular training programs on
work place safety and mock drills happen all through the year. Every year, the Company
observes Safety Month. All employees, starting from Managing Director take Safety Oath to
work safely and promote safety at the work place. Safety awareness programs are organized
for the employees, their families and school children. The data related to accidents and injury
is reported in the Management Committee Meeting every week and countermeasures to avoid
recurrence of accidents are discussed and monitored. The Company organizes health
awareness and immunization programs in association with reputed hospitals and Government
Health Centers through out theyears for its employees.
Sustainability:a way of life for MSIL
209
The success of the company's sustainability efforts can be gauged from the fact that in 200809, despite adverse economic conditions, the company continued to implement all its long
term plans as scheduled: Launch of two global models A-star and Ritz, a new K series engine
plant, dedicated car export facility at Mundra Port, expansion of manufacturing capacity to 1
million cars per year, sales and service network expansion and recruitment of engineers.
Amidst rising commodity prices and unfavourable foreign exchange movements, the
company registered a growth of 1.5% in domestic market and overall 3.6% including exports
sales, increased market share from 45.9% to 46.5% and earned Profit After Tax (PAT) of Rs.
12.19 billion. In the last 25 years, MSIL has retained its leadership position in passenger car
market in India despite tough competition.
210
AFTER-SALES SERVICE OF THE COMPANY

After sales service is as important as selling a car. It helps establish a longer relationship
with the customer." In these competitive times the challenge is to keep inventing newer
ways
of
doing
things
to
keep
the
customers
in
your
fold.
Over the last few years ,the company strengthened the existing practices and experimented
with many new initiatives by way of kaizens (continuous improvements) to delight its
customers. These initiatives ranged from product design and quality to network expansion,
and included new service programs to meet unsaid needs of customers. The company has
211
retained its competitive edge by offering high quality products. In the field, the products are
supported by rapidly expanding networks. The company has diverse networks for new cars,
spares, service, pre owned cars and so on, and all of them were in expansion mode last year
to enable the company get closer to the customer.
Network
As on date there are 342 Maruti dealer workshops and 1,545 Maruti Authorised Service
Stations, or MASSs, covering 898 cities in India. In addition, 24-hour mobile service is
offered in 38 cities under the brand Maruti On-road Service. They intend to extend this
service to an additional 25 cities over the next three years. As a benchmark for dealers with
respect to service quality and infrastructure facilities, they have launched service stations
under the brand Maruti Service Masters, or MSMs, in three locations in India. They have
service stations on 30 highways in India under the brand Express Service Stations. To
promote sales of their spare parts and the availability of high quality, reliable spare parts for
their products, they sell spares under the brand name Maruti Genuine Parts, or MGP. These
are distributed through their dealer network and through authorised sellers of their spare
parts, to whom they refer as stockists. Many of their MASSs are at remote locations where
they do not have dealers. In order to increase the penetration, in terms of sales volumes, of
their products in these remote areas, they are exploring opportunities to integrate some of the
MASSs into the sales process in order to increase sales of their cars and related products and
services such as spares and accessories, insurance and financing.
Genuine Accessories
They have also entered the business of marketing car accessories under the brand name
Maruti Genuine Accessories, or MGA, through their dealership network. They seek to
provide customers with the opportunity to customize their vehicles with accessories such as
music systems, security systems, carcare products and utility products.
Warranty and Extended Warranty Program
They offer a two-year warranty on all their vehicles at the time of sale. Their dealers are
required to address any claim made by a customer, in accordance with practices and
procedures prescribed by them, under the provisions of the warranty in force at that time. The
212
dealers subsequently claim the warranty cost from them. They analyse warranty claims from
dealers and either claim the cost from vendors, in the case of defective components, or bear
the cost ourselves, in the case of manufacturing defects. They offer an extended paidwarranty program marketed under the brand, Forever Yours for the third and fourth year
after purchase. They have entered into arrangements with insurance companies to cover the
costs of warranties offered under this program. The extended warranty program is intended to
maintain the dealers contact with the customer and increase the revenue generated from sale
of spares, accessories and automobile-related services. An effort is made during the period of
the extended warranty to encourage the customer to exchange his existing Maruti car for a
new Maruti car, or upgrade to a new Maruti car.
In May 1995, Maruti got ISO 9002 certification.
The audit for this covered quality assurance in production, installation, marketing and sales
as well as after sales services. We were also one of the first companies in the world to pioneer
ISO 9000 certification for our dealers.
Quality Service Across 1036 Cities
In the J.D. Power CSI Study 2004, Maruti Suzuki scored the highest across all 7 parameters:
least problems experienced with vehicle serviced, highest service quality, best in-service
experience, best service delivery, best service advisor experience, most user-friendly
service and best service initiation experience. 92% of Maruti Suzuki owners feel that work
gets done right the first time during service. The J.D. Power CSI study 2004 also reveals that
97% of Maruti Suzuki owners would probably recommend the same make of vehicle, while
90% owners would probably repurchase the same make of vehicle. The facility in Chennai
has a covered area of 6,300 sq. m and will offer service and repairs, accident repairs, genuine
Maruti parts, extended warranty sales, buying and selling of True Value cars, Maruti
Insurance and Maruti Finance.It has been set up at a cost of Rs 12 crore. It has 35 service
bays and can handle about 100 cars in a single shift per day.
KEY INITIATIVE TAKEN BY THE COMPANY

Servicing customers 24X7 ..... 365 days....
The company takes great pride in sharing that customers have rated Maruti Suzuki first once
again in Customer Satisfaction Survey conducted by independent body, J.D.Power Asia
Pacific.
It
is
10th
time
in
The award mirrors the company's commitment towards "Customer Obsession".

Car pickup & delivery facility for women car owners
213
row.
"The study finds that vehicle pickup and delivery before and after service has a strong impact
on customer satisfaction. In particular, customers who say that their vehicle was picked up
from their doorstep before service and delivered to the same point after service are notably
more delighted with their after-sales service experience, compared with customers who do
not receive this service...."
Setting up "Express Service Bays" & "2 - Technician Bays"
As the name suggests the company set out to delight its customers by offering them faster car
service by introducing new concepts such as Express Service Bays & 2- Technicians Bays.
These
are
done
for
customers
who
are
hard
pressed
for
time.
Both the initiatives undertaken in this direction, have helped improve customer interface and
also helped increase the productivity and capacity of existing workshops.
Mega Camps
The company aggressively conducts 'Mega Camps' throughout the country round the
year.Activities undertaken during a mega camp include complimentary car wash, AC &
Pollution
check
up,
oil
and
fuel
top
ups,
wheel
alignments
etc.
Apart from mega camps workshop camps like A/C checkup camps, PUC and general checkup camps, Locality camps , Pre monsoon camps etc are also regularly conducted as part of
customer connect initiatives.
Service at your Door Step through Maruti Mobile Support
214
Another unique initiative is the door step service facility through Maruti Mobile Support.
Maruti Mobile Support is a first of it's kind initiative and is expected not only to help the
company reach out customers in metro cities but also as a mean to reach semi urban /rural
areas where setting up of new workshop may not be viable.
Car Safety device: Immobilizer
The company used technology to meet customer needs and

even delight them. Following feedback that the company's cars were more prone to theft
owing to their resale value, the company worked on an anti-theft immobilizer or "I-Cats;"
system for all its new cars.
Complete car needs
The company's effort of providing all car-related needs -- from learning to drive a car at
Maruti Driving Schools to car insurance, extended warranty and eventually exchanging the
existing car for a new one -- under one roof at dealerships also enhances customer
satisfaction.
ANOTHER UNBEATABLE PRIDE FOR MARUTI SUZUKI FOR AFTER SALES

SERVICE.................
Maruti Suzuki wins on Customer Satisfaction ten times in a row
- For a ten consecutive year, Maruti Suzuki ranks highest in customer satisfaction with
authorized dealership service, according to the J.D. Power Asia Pacific..The study measures
the overall satisfaction of vehicle owners who visited their authorized dealer/service center
for maintenance or repair work during the first 12 to 18 months of ownership. Overall
satisfaction is determined by utilizing seven measures. They are (in order of importance):
215
problems experienced; service quality; user-friendly service; service advisor; service

initiation; service delivery; and inservice experience.
The study also finds that customers who service their vehicles only at authorized service
centers report higher overall service satisfaction, compared with those who have also used
non-authorized service centers in the past. In 2007, just 13 percent of customers report
visiting a non-authorized service center, a figure that has steadily declined in the past two
years.
216
R & D ACTIVITY OF THE COMPANY (RESEARCH & DEVELOPMENT)

As the multinational automobile companies in the United States and Europe are off shoring
their Research and Development (R&D) operations to India, hopes are high that this could
turn the country into a virtual R&D powerhouse. Skyrocketing fuel costs and general
recessionary trends are compelling carmakers overseas to move away from big cars to
compact cars, opening a huge business opportunity for domestic and international carmaker
in India such as Maruti Suzuki, Hyundai, GM, Ford, Toyota, etc. Their R&D centres in India
217
are believed to be focusing on competencies, two-and three-dimension modelling, computeraided drafting and add-ons to existing products.
Suzuki Motor Corporation (SMC) is exhorting its Indian arm, Maruti Suzuki, to strengthen
its research and development for small car engines of up to 1200cc in order to cater to its
burgeoning demand. Last year, Suzuki had announced its plans to make India its R&D hub
and bring the level of product developments to that in Japan. Currently, 60-70 per cent of
R&D for these engines takes place in Japan and SMC wants to ramp it up to 90 per cent. The
R&D efforts will also enable its vehicles to meet the new emission and safety regulations,
which will come into force in 2010.
1. Specific areas in which R&D has been carried out by the Company.
A) Building Full Model Change Capability
A-1) Vehicle Design and Development
Vehicle Design
Skill enhancement in core areas of styling like concept generation, model making and
designing. including Class A surfaces, was done. Design development capabilities for front
and rear facia, front and rear under body and interiors including seats and instrument panel
were further strengthened.
R&D demonstrated its talent and capability by designing the Concept Car "A-Star"
for showcasing at Auto Expo'08 and Geneva Motor Show'08.

DMU (Virtual Design Review) has been added to R&D activity to enable virtual
validation to reduce cycle time and development cost. Also PLM (Product Life Cycle
Management) has been inducted to manage CAD, CAM and CAE data for inhouse
designing and also to collaborate with Suzuki Motor Corporation, Japan and
suppliers.
CMA software was developed for carrying out Target Costing. Also Design capability
for components/ systems for VA-VE (Value Analysis- Value Engineering) was
strengthened during the year.
Development and testing
Research in the specific areas of emission reduction and emission testing was carried
out along with the Engine development for BSIV countermeasure. ECU calibration
and engine performance improvements were done in order to optimise the engine
performance.
218
Durability testing of vehicles, vehicle components and engines was conducted.

Exterior and interior parts safety and strength testing was also carried out for new
model development.
New system development
In the field of alternate fuel technology, development of LPG system for MPI engine
was done.
Research in the area of Electronic Systems and Controllers Development for new
generation vehicles was carried out.
Facility set up for R & D
Body design
Side Door Crush Tester The setting up of this facility has enabled optimisation of
design, reduction in time & cost required for completing the development process.
Now development and homologation testing can be done in-house.

Paint Booth for Styling Design - The facility has enabled painting of the various
concept models and taking it to the final realistic stage as per the designed concept.
Engine and transmission design
Durability Tester for transmission testing - The setting up of the durability tester for
endurance testing of various transmission parts was another major achievement which
has enabled carrying out of all transmission related development activity in-house.
Thermal Shock Tester set up for engine dyno - With the setting up of this facility, it
has been possible to evaluate in-house various parts which are subjected to thermal
load/ thermal shock e.g. Cylinder Head gasket, cylinder block, piston train, seals etc.
for their durability under extremely cold (-30 deg. C) & normal ambient conditions.
Up-gradation of Performance Chassis Dynamometer Lab.-With the up-gradation, the
testing facility has become more user-friendly and versatile with new software and
additional thermocouple ports, analog ports, online viewing, data logging and
multiple data storage. The upgraded facility is now suitable for carrying out fuel
economy tests for three fuels- Petrol, Diesel and LPG
Suspension and brakes design
Triaxial Suspension Simulator for designing of suspension parts - The facility has
helped in designing of suspension parts for new introductions.
2. Benefits derived as a result of above R&D

- Launch of SX4.
- Launch of Swift Minor.
- Launch of Swift DZire.
219
- Focused model cost down.

3. Future plan of action
- To develop capability for full model change.
- To upgrade R&D capabilities for total evaluation of products.
- Emphasis on VA-VE & innovative cost reduction ideas to cut down costs.
- Carry out continuous up-gradation of existing models.
- Maximum localisation for achieving cost reduction in existing as well as new models.
- Compliance with Bharat Stage IV emission norm and other new regulations.
- Developing knowledge of costing of various Automotive Technologies through standard
cost tables and cost benchmarking.
- Cost planning of new products coinciding with the new Product planning to put cost in the
right perspective at the concept stage and give target cost to designers.
- Design in cost reduction to reduce costs from concept stage itself.
- Develop more products with alternative fuel option.
4. Expenditure incurred on R&D(Rs. In millions)
PARTICULAR
Capital
Recurring
Total
Total R & D as a percentage
FINANCIAL YEAR 08
312
646
958
0.44%
FINANCIAL YEAR 07
103
536
639
0.36%
of toal turnover
TECHNOLOGY ABSORPTION, ADAPTATION AND INNOVATION

1. EFFORTS IN BRIEF MADE TOWARDS TECHNOLOGY ABSORPTION,
ADAPTATION AND INNOVATION
- Localisation, development and testing of parts for existing and new models.
- Capabilities strengthened in component and vehicle evaluation, benchmarking and design
optimisation.
- Capabilities being further strengthened in area of alternative fuels like Diesel, CNG and
LPG.
- VA -VE at the time of design and localisation to maximise cost benefit.
- Acquiring design and cost knowledge through teardown and benchmarking and using it in
future designs and cost reduction.
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- Global sourcing and advanced sourcing to get the advanced technologies into India at lower
costs. (Effortsmade towards technology absorption, adaptation and innovation by either local
vendors and helping world-leading component suppliers to set up shop in India).
- Design and development of electronic speedometers, keyless alarm controllers for
enhancing comfort and convenience.
2.BENEFITS DERIVED AS A RESULT OF ABOVE EFFORTS
- Indigenisation of various vehicle aggregates at lower costs.
- Improvement and up-gradation of existing models for improved comfort, style and better
value for money.
- Continuous reduction in product cost through VA-VE.
- Compliance to new regulations.
- Significant cost reduction of new model parts compared to existing models, ensuring that
the new models are profitable from day one.
- Significant cost reduction obtained in existing models.
MAJOR STEPS TAKEN BY THE COMPANY FOR R & D ACTIVITY

Haryana allots 700 acres to Maruti Suzuki for hi-tech R&D complex at Rohtak
The Haryana government, under the leadership of Chief Minister Shri Bhupinder Singh
Hooda, has allotted 700 acres of land to India's largest car manufacturer Maruti Suzuki India
Limited (MSIL) for the company's proposed Research and Development Complex in Rohtak.
The land allotment agreement was signed by Maruti Suzuki Managing Director and CEO
Shri Shinzo Nakanishi and Shri Rajeev Arora, Managing Director, Haryana State Industrial
and Infrastructure Development Corporation (HSIIDC) at Rohtak. The upcoming Maruti
Suzuki facility, which is the sole such facility by Suzuki Motor Corporation (SMC) outside
of Japan, will see Maruti Suzuki India Limited putting in an investment in the range of Rs
1,000 crore to Rs 1,500 crore (Rs 10-15 billion) and will introduce world-class R&D
facilities into India. Of the 700 acres land, a dedicated 100 acres will house the Suppliers'
Park. The company's vendor partners will bring in further investment in their plants at the
dedicated Suppliers' Park within the R&D complex. The Rohtak R&D complex, which will
be at par with international norms, will house an R&D centre for passenger cars including
India's first state-of-the-art test track with a proving ground, wind tunnel, crash facility etc.
While the development of the allotted land and construction of the Test tracks will be
completed during the first phase by 2012, the overall R&D facilities will be progressively
completed by 2015. This facility in Rohtak would be a big step forward in building the R&D
capability of Maruti Suzuki, and enable to offer superior products to the customers in the
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future as well This Rohtak R&D complex is the latest of the series of big-ticket investments
by Maruti Suzuki, which has turned Haryana state as a global manufacturing hub. For the
latest global model, 'A star' SMC has chosen Maruti Suzuki, India as the sole manufacturing
base
for
Partners
in
progress:
its
Government
global
of
Haryana
requirement.
and
Maruti
Suzuki
From the early 1980s when Suzuki set up its first car manufacturing plant in Gurgaon, Maruti
Suzuki has invested in Haryana state on a continuous basis. These investments include a
state-of-the-art car plant in Manesar, a 3-lakh units annual capacity diesel engine plant, and a
new-generation K-series engine plant. Alongside, the company has developed multiple new
models, including the recently launched A-star and Ritz, which have been received with great
success in India and abroad. Maruti Suzuki believes that the Rohtak facility will make
Haryana the base for automobile engineering, besides catalysing future investments by
automobile
industry.
Crucially, by virtue of multiple test tracks and facilities, the 700-acre Rohtak project will
have crash test facility, emission labs, wind tunnel testing, durability testing facilities as well
as performance evaluation facilities for components will also be set up. The Rohtak R&D
complex will augment the full vehicle design and development capability of Maruti Suzuki,
thereby meeting the specific needs of the Indian customer. Maruti Suzuki is on course to
design a car on its own and launch a made-in-India car by 2012.
Maruti Suzuki had announced in its Annual Report that it is in the process of
acquiring land for setting up its own India-specific R&D centre for small cars and is
aiming to design independent full bodies of different models. The Indian arm of
Suzuki Motor Corporation has also raised its capital expenditure for the current fiscal
to Rs. 2,100 crore from Rs. 1,800 crore to boost research and development. This
marks an increase of Rs. 425 crore over last years capex of Rs. 1,675 crore.
MSIL is planning to ramp up its R&D headcount to 1,000 engineers by the end of
financial year 2010-11. At present, the car market leader has 730 R&D engineers in
the country. In addition to its R&D activities, Indias largest passenger carmaker will
also zero in on product launches and plant upgrades.
MARUTI PLANS R & D CENTRE AT MANESAR
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Maruti Suzuki India is plannig to establish a new R&D centre at Manesar to strengthen its
research and development base in India. The Manesar Centre, which will be on par with the
Suzuki Motor Corporations (SMC) research centre in Japan, will develop new models for
the Indian as well as the global markets . Maruti undertakes research and development for its
new models at SMCs research center in Japan and its research facility in Gurgaon. But with
the new R&D centre coming up at Manesar, the company intends to shift the entire R&D
base to India. The R&D centre will also include a crash testing facility which will further
reduce the manufacturing costs for Maruti. Closing on its target of pumping in Rs 9,000 crore
into the Indian market by 2010, Maruti has invested around Rs 5,000 crore in manufacturing
operations in Manesar. The remaining Rs 4,000 crore will be invested in the development of
the next generation KB engine plant in Gurgaon, an R&D facility at Manesar, a port at
Mundra, rolling out new models like A-star and Splash as well as establishing regional
stockyards and brand centres over the next two years.
The company intends to ramp it up to 1,000 by 2010. The company is also hopeful to
strengthen its capability in developing new models from the R&D team in India.
Moreover, MSI is keen to develop its in-house capability with Suzuki's support.
Currently, Maruti Suzuki carries out its research and development for its new models
at SMC's research center in Japan and its research facility in Gurgaon. But with the
new R&D centre coming up at Manesar, the company intends to shift the entire R&D
base to India.
Particulars FY'08 FY'07
223
MARKET POSITION OF MARUTI SUZUKI

Maruti cars need no introduction. Maruti Udyog Limited, established in 1981 by an Act of
the Parliament holds a major share of the Indian market and caters to almost every market
segment with economic models. Cars from Maruti
Maruti Esteem (Sedan)
Maruti Baleno (Sedan)
Maruti SX4 (Sedan)
Maruti Gypsy (SUV)
Maruti Grand Vitara (SUV)
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Maruti Omni (VAN)

Maruti Versa (VAN)
Maruti 800 (Hatchback)
Maruti Alto (Hatchback)
Maruti Zen (Hatchback)
Maruti Swift (Hatchback)
Maruti WagonR (Wagon)
Maruti Suzuki has a sales network of 600 state-of-the-art showrooms across 393 cities, with a
workforce of over 7000 trained sales personnel to guide our customers in finding the right
car. Our high sales and customer care standards led us to achieve the No.1 nameplate in the
J.D. Power SSI study 2004. The SSI study measures sales satisfaction across 6 parameters:
deal received, paperwork, dealer facility, salesperson, delivery timing and delivery process.
Maruti Suzuki has not only got the No.1 nameplate in the J.D. Power SSI study 2004, but
also ranked way above the industry average (Maruti Suzuki was at 784 while industry
average was at 760). What is significant is that it was ranked above Skoda, Ford, Chevrolet,
Mitsubishi and Hyundai.
To be really happy with the car you own, it should have a reliable service network at hand
and within easy reach. Their 1036 city strong service network is equipped to service 20,000
vehicles a day. No wonder Maruti Suzuki has been awarded the No.1 nameplate in customer
satisfaction in India for the ten year in a row, a feat unprecedented for any automobile market
leader in the world.
In the J.D. Power CSI study 2009, Maruti Suzuki scored the highest across all 7 parameters:
least problems experienced with vehicle serviced, highest service quality, best in-service
experience, best service delivery, best inservice experience, most user-friendly service and
best service initiation experience.
In fact, 92% of Maruti Suzuki owners feel that work gets done right the first time during
service. The J.D. Power CSI study 2004 also reveals that 97% of Maruti Suzuki owners
would probable recommend the same make of vehicle, while 90% owners would probable
repurchase the same make of vehicle.
FINANCIAL HIGHLIGHTS
225
The gross revenue (net of excise) of the Company for the year was Rs. 188,238 million as
against Rs. 152,523 million in the previous year showing an impressive growth of 23.4%.
Earnings before depreciation, interest, tax and amortization (EBDITA) stood at Rs. 31,308
million against Rs. 25,888 million in the previous year, recording a jump of 20.9%. Based on
technical evaluation and market considerations, the Company has, with effect from 1st April
2007, revised the estimated useful life of certain assets which resulted in depreciation being
higher by Rs. 2,122 million for the current year with a corresponding reduction in profit for
the year and net fixed assets. Profit before tax (PBT) stood at Rs. 25,030 million against Rs.
22,798 million in the previous year showing a growth of 9.8% and Profit after Tax (PAT)
stood at Rs. 17,308 million against Rs. 15,620 million in the previous year showing a growth
of 10.8%.
devidend
The Board recommends a dividend of 100% (i.e. Rs. 5 per equity share of Rs. 5 each) for the
year ended 31 March 2008 amounting to Rs. 1,445 million as against a dividend of 90%
amounting to Rs. 1,300 million, paid for the year ended 31 March 2007.
Change of name
With the requisite approval of the members and of the Central Government, the name of the
Company was changed to 'Maruti Suzuki India Limited' with effect from 17 September
2007.
quality
The Company has again been awarded ISO: 27001 Certification by STQC Directorate
(Standardisation, Testing & Quality Certificate), Ministry of Communications and
Information Technology, Government of India after re-assessment. The Company is thus
certified tomeet international standards for maintaining information security.
The Company also has an ISO 14001:2004 Certification which has been similarly awarded
again on re-assessment by AIB-Vincotte International Ltd., Brussels, Belgium. Both the
Company's plants at Gurgaon and Manesar are ISO: 9001 certified. The Company is subject
to re-assessment at regular intervals for re-certification. The Company's press shop has TS
16949 Certification which is also subject to re-assessment at regular intervals.
Vehicle Business
For the year 2007-08, the Company achieved its highest ever sales of 711,818 vehicles in
passenger cars (including MPV) and grew by 12% over 2006-07, whereas the passenger car
industry growth was 11.8%. Car market leader Maruti Suzuki sold 792,167 vehicles in 200809. This marks a growth of 3.6 per cent over last year. The annual sales in 2008-09 is the
226
highest ever by the company, in its 25 year history. The previous highest annual sales were
764,842 units in 2007-08. The company's sales included exports of 70,023 units in 2008-09,
up by 32.1 per cent over sales of 53,024 recorded in 2007-08. The 2008-09 export numbers,
the highest ever by the company was led by A-star, the fuel efficient compact car launched in
Europe during the year. The export tally includes around 19,000 units of A-star exported to
Europe including United Kingdom, France, Germany, Italy, Netherlands, Denmark and
Switzerland.
2008-09 marked Maruti Suzuki's Silver Jubilee year in India. Over these 25 years the
company has sold over 7 million (70 lakh) cars in the domestic market. Additionally, over
half a million cars made by Maruti Suzuki have been exported world-over.
The Company maintained its leadership position in the A2 segment with the market share
remaining above 58%.The Company achieved a new leadership position in A3 segment by
launching 2 new models SX4 and DZire during the year, thereby increasing its market share
from 15% to 22%. In the MUV segment, the Company launched the new Grand Vitara a
stylish, muscular and 5-seater SUV in July 2007.
Maruti Suzuki India reported its highest monthly sales ever 1,02,175 units in May, registering
a 28 per cent jump from same period last year. Sales for the same month last year were at
79,872 units. Indias largest car manufacturer Maruti Suzuki reported a 33.3% rise in sales in
January 2010 compared to the same period last year. Marutis January 2010 sales stood at
95,649. Maruti Suzukis exports stood at 14,562. For the period April-January, sales saw a
healthy growth at 31.8% to 8,26,592 units over the same period last year. In Jan 2010,
Marutis once best-seller, the 800 manages to sell just 2494 units which was a 55% fall over
the same period last year. Clearly, Marutis other models and especially the Alto have taken
over from this long time warrior that will be soon put to rest in the metros. Marutis rest of
the hatchback lineup consisting of Alto, Wagon-R, Zen, Swift, Ritz and A-Star grew 24.8 per
cent at 58,540 units over January 2009. Sale of models in its mid-sized (A3) segment
comprising SX4 and Dzire rose 36.5 percent to 8,995 cars in January this year.
Export
In 2007-08, the Company exported 53,024 vehicles to 46 countries posting a growth of 35%
over last year. The top 5 export markets were Algeria, Chile, Indonesia, Egypt and Sri Lanka.
Cumulative exports crossed the landmark figure of 500,000 units.
The Company signed an agreement with the Adani group for exporting 200,000 units
annually through the Mundra port in Gujarat. The Company plans to export its new model -
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'A-Star' which is scheduled to launch in the last quarter of 2008-09 and also plans to invest
Rs. 40 Crores in building a Predelivery Inspection (PDI) centre at
the port.
Network
The record sales performance was affected through the Company's vast dealership network.
Including the extension counters, total new car sales outlet increased to 600 covering 393
cities. The Company plans to increase the network size to 1000 outlets in the next three
years. In addition to this, there are 265 Maruti True Value outlets spread across 161 cities,
which are engaged in the sale, purchase and exchange of pre-owned cars. Maruti True Value
is the largest organised pre-owned car sales network in India. The service network had a total
of 2,628 service outlets including dealer workshop as well as Maruti Authorised Service
Stations, covering 1220 cities. The Company plans to expand it by 45% in the next three
years.
Manufacturing and expansion facility
The Company's new car manufacturing plant at Manesar started operations in September
2006 with an initial capacity of 100,000 units. At the end of the year, it achieved an expanded
installed capacity of 170,000 units. All the newly launched models namely Swift, SX4 and
DZire are being manufactured in Manesar. The Company plans to produce its new export
oriented model- A-Star from the same plant and to increase the capacity to 300,000 units by
October 2008.
New engine facility
The Company is setting up a new gasoline engine plant in its Gurgaon facilities. The new
engines produced will be more fuel efficient and help to serve the customer better. The plant
will be commissioned by producing engines for A-Star followed by other models in the
coming years.
The Path to Success for Maruti was as follows:

1. teamwork and recognition that each employees future growth and prosperity is
totally dependent on the companys growth and prosperity
228
2.
strict work discipline for individuals and the organization
3.
constant efforts to increase the productivity of labor and capital
4.
steady improvements in quality and reduction in costs
5.
customer orientation
6.
long-term objectives and policies with the confidence to realize the goals
7. respect of law, ethics and human beings. The path to success translated into
practices
that Marutis
culture
approximated
from
the
Japanese management practices.

Maruti Suzuki is Indias one of the leading auto mobile manufactures and also the leader of
the market both in terms of volume and revenue generated.
MSIL (Maruti Suzuki India Limited) has segmented the market in to A, B, C, D and Eon the
basis of price and length and weight. Taking the sale trend in to account MSL sold a record
number of vehicle 7, 14,842 in 2007-08 including 53,024 units of export. In 2007- 08 it
record a turnover of INR 145,922 million which rose to 178,603 million in 2007-08 showing
a growth of 20%. in sales in January 2010 compared to the same period last year. Marutis
January 2010 sales stood at 95,649. Maruti Suzuki India reported its highest monthly sales
ever 1,02,175 units in May, registering a 28 per cent jump from same period last year,this is
the record sales of Maruti Suzuki in any year.
MSL has also captured 51.4% of passenger car segment while the total share of this segment
is 78%. It also captures 89% of multi purpose vehicles. And 1.6 % in sports utility vehicle
segments. So in every segment Maruti Suzuki has shown its presence.
The company earned a recorded profit of 17308 million in 2007-2008 and income of 188238
million during this year.
BCG MATRIX OF MARUTI SUZUKI
229
QUESTION MARK: there are also called as wild cats that are new product with
potential for success but there cash needs are high and cash generation is low. In auto
industry of Maruti SX4, Grand Vitara , Astar there has been improve the organization
reputation as they want become successful not only in the Indian market but as well as
in global market. Thus they adopt strategies such as harvest, divest, or drop. There are
also called as wild cats that are new products with potential for success but there cash
needs are high
STAR: The Company has long run opportunity for growth and profitability. They have high
relative market share and high Growth rate. The organization has long run opportunity for
growth and profitability. Swift, Swift dzire, Zen estlio are the fast growing and have
potential to gain substantial profit in the market. Strategies adopted are integration take over
and amalgamation. And cash generation is low. In auto industry of MARUTI SX4, GRAND
VITARA, ASTAR there has been improve the organization reputation As they want
successful not only in Indian market but as well as in global market.
230
CASH COW: It has high relative market share but compete in low growth rate as they
generate cash in excess of their needs. MARUTI 800, ALTO AND WAGNOR have fallen to
ladder 3 & 4 due to introduction of ZEN ESTALIO and A STAR. Strategies try to maintain
market dominance and leadership in the market and use excess cash and try to satisfy the
needs of middle class people.
DOG: The dogs have no market share and do not have potential to bring in much cash.
BALENO, VERSA There business have liquidated and trim down thus The strategies
adopted are that are harvest, divest and drop.
BCG matrix can serves as a simple tool for viewing a corporations business portfolio at a
glance, and may serves as a starting point for discussing resource allocation among strategic
business units.
GE MATRIX
The GE matrix is an alternative technique used in brand marketing and product
management to help a company decide what product(s) to add to its product
portfolio, and which market opportunities are worthy of continued investment. Also
known as the 'Directional Policy Matrix,' the GE multi-factor model was first
developed by General Electric in the 1970s.
231
The nine cells G>E Matrix are grooms grouped on the basis of Low-High industry
attractiveness and weak to strong business or competitive position. Zones are made
each indicating different combinations that are as follows
1. The upper left corner indicate strong SBUs i.e. Swift, dzire & Alto in which the
company should invest or grow with strategic decisions such as market development
or
expansion.
2. The diagonals cells stretching from lower left to upper-right indicate SBUs that is
A star, SX4 & Grand Vitara Medium in overall attractiveness indicating hold and
maintain current strategies.
232
3. The 3 cells in the lower right corner indicate SBUs that are low in overall
attractiveness that are baleno, omini, versa indicating retrenchment strategies of
divestment and closure adopting turnaround strategies.
233
SWOT ANALYSIS OF MARUTI SUZUKI

SWOT analysis shows the strength, weakness, opportunity and threat of the company.The
SWOT analysis of maruti Suzuki is..
STRENGTH
234
Good Technology
We have introduced the superior 16 * 4 Hypertech engines across the entire Maruti Suzuki
range. This new technology harnesses the power of a brainy 16-bit computerto a fuelefficient 4-valve engine to create optimum engine delivery. This means every Maruti Suzuki
owner gets the ideal combination of power and performance from his car.Our other
innovation has been the introduction of Electronic Power Steering (EPS) in select models.
This results in better and greater maneuverability. In other words, our cars have become even
more pleasurable to drive.
Our Gurgaon facility also houses `K' Engine plant. The `K' family engine plant has an
installed annual capacity of 240,000 engines and was commissioned in 2008. The next
generation `K'engine like all Maruti Suzuki earlier technologies is highly fuel efficient, while
offering the best in refinement and performance. It will take the engine technology to the
next level in India. A-Star is the first car to be powered by `K' family engine. The
forthcoming models will be powered by other `K' family engines. The facility employs global
manufacturing best practices like cold testing, 100% on line automated checks to ensure
global quality.
Uniform PricingCatering to all segments.
Maruti caters to all segment and has a product offering at all price points. It has a car priced
at Rs.1,87,000.00 which is the lowest offer on road. Maruti gets 70% business from repeat
buyers who earlier had owned a Maruti car. Their pricing strategy is to provide an option to
every customer looking for up gradation in his car. Their sole motive of having so many
product offering is to be in the consideration set of every passenger car customer in India.
Here is how every price point is covered, Thus having a uniform pricing everywhere.
More Coverage Area
New car sales outlet increased to 600 covering 393 cities. The Company plans to increase the
network size to 1000 outlets in the next three years. In addition to this, there are 265 Maruti
True Value outlets spread across 161 cities, which are engaged in the sale, purchase and
exchange of pre-owned cars. The service network had a total of 2,628 service outlets
including dealer workshop as well as Maruti Authorised Service Stations, covering 1220
cities,Thus having more coverage area and giving much convenience to the customer.
Market Leader (with 55% share)
235
Maruti is having 55% of the market share in the market. It is all due to its better product,
quality, service, after sales service and better customer solution.
More Product Offering
Maruti is having more than ten product in the market thus offering more products to the
customer. Each product is having different technology and having different designing system.
Cheap & reliable quality/ Low maintenance cost of vehicle
Spare parts are cheap as compared to any other brand and are of much better quality. The
acquisition cost is unfortunately not the only cost customers face when buying a car.
Although a car may be affordable to buy, it may not necessarily be affordable to maintain, as
some of its regularly used spare parts may be priced quite steeply. Not so in the case of a
Maruti Suzuki. It is in the economy segment that the affordability of spares is most
competitive, and it is here where Maruti Suzuki shines.
Better after sales service
Maruti is having much better after sales service and for this it has got award ten times in a
row . Maruti Suzuki ranks highest in customer satisfaction with authorized dealership
service, according to the J.D. Power Asia Pacific
High fuel efficiency
Maruti is having better fuel efficient cars in the market thus able to win the confidence of the
people .Today customer rely on maruti due to its fuel efficient cars and better service.
WEAKNESSES..........
Low capacity engines
Low capacity engines are one of the weakness of the company because Maruti is having cars
having low capacity engines
although it is a weakness but we can neglect it because
somewhere it is compromising with its pricing policy, it is giving better product in a

affordable price so low capacity engines are not a very big issue for the company.
Lesser diesel models in the market compare to others
Diesel car segment is increasing hence there is a great opportunity for the diesel cars and
Maruti has lesser number of diesel cars in comparison to other .
OPPURTUNITIES.
High end car segment
236
In 2009, more than 60 million motor vehicles, including cars and commercial vehicles were
produced worldwide. Due to these sales, the automotive industry is the most important
economic sector by revenues.The Automobile industry in India is the seventh largest in the
world with an annual production of over 2.6 million units in 2009. In 2009, India emerged as
Asia's fourth largest exporter of automobiles, behind Japan, South Korea and Thailand. By
2050, the country is expected to top the world in car volumes with approximately 611 million
vehicles on the nation's roads.So there is a great opportunity for Maruti to increase their
market share.
Add extra features to small segment cars
There is a great opportunity for Maruti if they add extra features and advance technology in
their models they can cover more market and can increase their market share.
Export small cars
There is opportunity to export small cars because small car segment is increasing worldwide
and here is opportunity to export these small cars to increase their revenue and market share.
If Maruti enhance their technology and launch models with better facility and export them
they can cover the major market because there is a demand for these small cars worldwide.
Already Maruti is exporting its cars in to the foreign markets and increasing their profits and
market but still there is a major demand for the small cars. Great opportunities to go global
with success of Swift and SX4 all over and these models are having good features and
technology and their success is a good indication for Maruti they can go globally by
exporting these models in the foreign market and hence can increase their market share.
Introduction of more diesel models
The diesel car segment is growing and there is a great demand for these diesel models so if
Maruti launch more diesel models it can make a great profit from the market and better
sustain in the market.
Opportunity to grow bigger by entering into bigger car markets
Grand vitara and Maruti gipsy there are two main models of maruti in the bigger car market
hence there is a opportunity for maruti to grow bigger by introducing bigger cars in the
market. There are several other companies who are in the bigger car market such as Hyundai,
Toyota, Tata, Chevrolet etc. So by introducing bigger cars in the market maruti can compete
with these brands and can improve their market in to the bigger car segments. Maruti is
already a market leader so great opportunity to be the king of market every stage of industry.
THREATS.....
237
Fuel price
Today fuel price is increasing day by day hence is affecting the automobile sector and due to
these there has been seen a decrease in the small car segment. So it is a great threat for the
automobile sector. In india more number of people belong to middle class family due to these
price change they are affecting very much or they are not able to afford it hence there is a
decrease in the small car segments.
Price high of raw material
Price of raw material is high and due to this there is a increase in the price of the cars hence
people are getting trouble and are not able to buy a car. Up to a certain extent the price of the
cars are depend upon the price of the raw material if price of raw material will increase than
automatically the price of the cars will increase and these price are increasing very much
hence a threat for the company.
Small car competition
Foreign companies entering market; so a bigger threat from MNCs. To the market share, as
many big names are coming in the industry. Most of the major global players are present in
the Indian market; few more are expected to enter.
Rivalry within the industry: High
There is keen competition in select segments (compact and mid size segments). Many players
like Hyundai, Tata, Chevrolet, ford , Honda etc. are present in the market, due to these
players there is very tough competition in the industry hence it affects the pricing strategy ,
marketing policy and sales and advertisement policy so is a threat for the company because
they can not raise any step without considering these brands in the mind.
New multinational players may enter the market. It is also a threat for the company.
Market strength of suppliers: Low
A large number of automotive components suppliers are there in the market it is also
affecting the market position of the company and revenue of the company. Automotive
players are rationalizing their vendor base to achieve consistency in quality.
Market strength of consumers: Increasing
238
Increased awareness among consumers has increased expectations. Thus the ability to
innovate is critical.
Product differentiation via new features, improved performance and after-sales support is
critical.
Increased competitive intensity has limited the pricing power of manufacturers.
Threat from substitutes: Low to medium
With consumer preferences changing, inter product substitution is taking place (Mini cars are
being replaced by compact or mid sized cars).Setting up integrated manufacturing facilities
may require higher capital investments than establishing assembly facilities for semi knocked
down kits or complete knocked down kits. In recent years, even though the ratio of sales to
capacity (an important indicator of the ability to reach break-even volumes) of the domestic
car manufacturers have improved, it is still low for quite a few car manufacturers in India.
India is also likely to increasingly serve as the sourcing base for global automotive
companies, and automotive exports are likely to gain increasing importance over the medium
term. However, the growth rates are likely to vary across segments. Although the Mini
segment is expected to sustain volumes, it is likely to continue losing market share; growth in
the medium term is expected to be led largely by the Compact and Mid-range segments.
Additionally, in terms of engine capacity, the Indian passenger car market is moving towards
cars of higher capacity. This apart, competition is likely to intensify in the SUV segment in
India
239
240
ABOUT ROHAN MOTORS LTD.
Rohan Motors Ltd is the part of diversified Suri Group, which has interests in Air
conditioning systems, Automotive components, Education, Hospitality and Telecom.
Rohan Motors Ltd a platinum dealer of Maruti Suzuki India Ltd was established in 1988 and
since then has built up a credible track record of performance and customer satisfaction under
the able guidance and leadership of Mr Ramesh Suri founder Chairman of Rohan Motors.
Over the last 25 years Rohan Motors Ltd have expanded their presence across Northern India
with 15 Service Locations and 13 Showrooms and 6 Body shops with State of the art
infrastructure.
Rohan Motors offers the complete range of services right from sale of new cars, exchange
and sale of True Value Cars, Genuine Maruti Accessories, Maruti Insurance, Extended
Warranty apart from service of vehicles in a fully equipped service workshops and repair of
accidental vehicles.
A brief overview of Rohan Motors is as under:
No of Cars Sold per annum
20,000
Manpower
1900
Service per Year
170000
Accessories sold
1 cr per month
Spare parts used
3.5 cr per month
RML management team comprises of qualified & experienced professional committed to

providing the highest level of service and customer satisfaction to their customers.
Our Motto
241
Rohan Motors is "Your Friend for Life" and we work consistently to strengthen this cordial
bond. Our team offers most optimum and fair deals to give you the best value for your hard
earned money. Any investment in a Maruti car simply has to yield the finest outcome when
you choose Rohan Motors as your partner.
Rohan Motor Centres
With our humble beginnings in 1988, we have expanded our network of showrooms and
service centres in more than 10 cities across north India. Now Rohan Motors serves Maruti
automobile buyers and owners in Noida, Greater Noida, Ghaziabad, Delhi, Dehradun,
Palwal, Gurgaon, Hapur, Hodal, Bulandshahr, Gopeshwar and Morta. Our work environment
reflects high levels of professionalism with supportive and dedicated personnel for sales and
service.
Well versed with the distinct features and specifications of each Maruti Suzuki model, our
trained sales executives have prompt answers to all your queries. They analyse your
expectations and help you choose the best models. Our team also facilitates your automobile
loan applications through reputable banks of the country.
The wide range of services and spares for Maruti cars at all our locations gives us the ability
to fulfil your varied requirements. We have14 workshops and 6 bodyshops and these are well
equipped with advanced equipment to ensure the best in class service for your cars. From
scheduled servicing to emergency or sudden repairs, team Rohan Motors delivers the most
superior solutions with complete focus on customer delight.
CHAIRMAN'S MESSAGE
Keeping Customers Happy and Loyal!
The key to customer satisfaction, loyalty and retention is to deliver a consistent level of
service while anticipating customer needs and exceeding expectation.
Rohan Motors highly trained and experienced sales & service team along with a modern and
fully equipped workshop are all geared to meet with varied demands to ensure complete
customer satisfaction.
It is our constant endeavor to be the preferred dealer in this competitive market.
MR.RameshSuri
Chairman
Rohan Motors Limited
MANAGEMENT TEAM
242
Rajdeep S Narag
Managing Director
Rajdeep has over 24 years of extensive experience in Institutional & FMCG sales,
Manufacturing, Purchase, Supply Chain Management, Advertising & Brand building.
He has held senior management positions in Retail both in India & Middle East.
Rajdeep is an MBA from Faculty of Management Studies - (FMS) Delhi and Post Graduate
Diploma in International Marketing (PGDIM ) from Delhi School of Economics.
He has a track record for customer centricity, scaling up business, passion for excellence and
rigor in ground level execution. He has proven to be a transformational leader and has been
instrumental in turning around the various businesses that he has spearheaded.
Prior to joining Rohan Motors Ltd he was
Managing Director Kaya Skin Clinic ( Middle East ) based out of Dubai.
Head Merchandising, Supply Chain, Private Label & Global Sourcing Sharaf DG LLC
(Middle East) based out of Dubai.
Vice President Merchandizing & National Head Key Accounts Wadhawan Retail Ltd
based out of New Delhi.
Rajiv Pruthi
Director Operations
243
Rajiv has 24 years of experience in Business Development, Product Management, Market

Strategy Development, Brand Building, Marketing, Communication, PR, & Channel
sales management.
Rajiv has done his BSc Engg. (Mechanical) from REC Kurukshetra.
As the Head of Operations, his responsibilities include leading and guiding the operations
team, maximizing revenue and profitability and to nurture a strong leadership team to
accomplish organisational objectives.
Prior to joining Rohan Motors Ltd he was :
General Manager - Yamaha , International Cars & Motors Ltd.
Chief manager - Escorts
Deputy Manager - Honda Motorcycle & Scooter India,
Virender Kumar
Vice President Cum Company Secretary
Virender has 40 years of experience in Finance and Legal Secretarial
Virender is Master of Commerce, Fellow Member of Institute of Companies Secretaries of
India and LLB II years.
He has held various positions in the finance function, having been involved with financial
planning, business finance, fund raising, investment of surpluses, treasury, secretarial,
investor relations, taxation, corporate restructuring, negotiation on contracts with customers
& partners, and defending litigation.
Prior to joining Rohan Motors Ltd he was an Executive Vice President, Subros Limited.
244
Manish Makhija
General Manager Finance
Manish is a Chartered Accountant with 18 years of Post qualification experience
in Finance and his speciality is Strategic planning and Implementation, Finance &
Accounts, Financial Control & Fund Management, Auditing & Statutory Compliance.
He is heading the finance, taxation and audit function, designing & implementation of
systems, policies & procedures to facilitate internal financial control. Advising Business
Heads on financial & legal impact of various new proposals.
Prior to joining Rohan Motors Ltd he was
GM Finance - DLF Brands Limited
DGM Commercial - Pantaloon Retail (I) Ltd
Vinod Kaul
General Manager Human Resource
Vinod has 18 years of experience in HR & IR. Vinod is M.Phil ( Human Resource
Management)
Currently he heads the HR team at Rohan Motors Ltd and partners with senior leadership to
shape the business strategy, identify human talent as well as design and deploy people
practices, training & engagement to enhance performance and productivity.
Prior to working with Rohan Motors Ltd he was
GM HR - Mando
Sr. Manager HR - Indo Rama
245
AWARDS & MILESTONE

AWARDS
Year 2012-2013
Consistency Award - Platinum Dealer Award
Year 2011-12
Consistency Award - Platinum Dealer Award
Year 2010-11
Platinum Dealer
Year 2009-10
Platinum Dealer
Year 2007-2008
Consistent Growth in Corporate (IInd runner-up- Delhi)
Consistent Growth in Fleet Sales(Ist runner-up- Delhi)
Best CSI (IInd runner-up- Noida)
Top Ten Dealers in MGP(Rohan Group)
Consistency in Advertising (Rohan Group)
Most Innovative Marketing event(Rohan Group)
Excellence in Marketing(Most Consistent lead Management) (1st runner-up-Delhi)
Excellence in Spare parts(1st Prize-Delhi)
Excellent in Sales(1st Prize-Delhi)
Highest Growth in top 20 dealers(1st Prize-Delhi)
Consistent Growth in CSI(Monument-Delhi)
Best in Advertising(Monument-Delhi)
Year 2004-2005
Highest Trained Manpower Major City : Noida
Dealer Spares Off-take
Highest Growth in MGA Off-take over Last Year
Year 2003-2004
All India Star in Spares Off-take Award (Category B )
New Dealer Showroom Runner-up Award (Category A)
246
Best Body Repair Workshop Award (Metro Cities) Noida Branch

Best Performance (Zen, Wagon-R & Alto) Runner-Up Award (Category B)
Best Performance (Esteem, Baleno & Versa) Runner-Up Award (Category B)
CSI Award for Good Performance Noida Branch
Year 2002-2003
All India Skill Competition Award National winner Noida Branch.
Best New Workshop Award - Greater Noida Branch.
Best Performance (CSI) Award Noida Branch.
Best Body Repair Workshop Award (Metro Cities) Noida Branch
All India Highest Spares Off-take Award (Category B )
Lifetime Achievement Award - Awarded to Sr. Vice President
Year 2001-2002
Young Entrepreneur of the year 2001-2002 Award Awarded to Director
Excellent in Spares Award (CAT: All India Star)
Best showroom Award (RNR UP CAT A) Noida Branch
Year 2000-2001
Best performance in SSI Dehradun Branch
Best Accidental Repair Workshop Noida Branch
Overall best performance in Spare Parts
Year 1999-2000
Platinum Award for Service Excellence Noida Branch
Highest Customer Satisfaction Sales Dehradun Branch
Consistent and Innovative Sales Promotion (Category B) Dehradun Branch
Second Highest Off-take of Spares Award (Category B Cities)
Year 1998-99
Platinum Award for Service Excellence (Category A) Noida Branch
Award for focus on Sales of All Models
Second Highest Off-take of Spares Award (Category B Cities)
MILESTONE
247
S.N
o.
YEAR OF
LOCATION
INCEPTIO
FACILITY
N
Rohan Motors Ltd. -
Ghaziabad
Rohan Motors Ltd. -
Dehradun
Rohan Motors Ltd. -
Noida
Rohan Motors Ltd. -
Greater Noida
Rohan Motors Ltd. -
Delhi
Rohan Motors Ltd. -
Delhi
Rohan Motors Ltd. -
Dehradun
Rohan Motors Ltd. -
Palwal
Rohan Motors Ltd. -
Preet Vihar, Delhi

Rohan Motors Ltd. -
10
Bulandshahr
Rohan Motors Ltd. -
11
Morta, Ghaziabad
Rohan Motors Ltd. -
12
Gopeshwar, Uttrakhand
Rohan Motors Ltd. -
13
Gurgaon, Haryana
Rohan Motors Ltd. -
14
Hodal, Haryana
15
Rohan Motors Ltd. -
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1988
Sales, Service & Spares
1994
1995
2003
Sales, Service, Bodyshop, Spares & True

Value
Sales, Service, Bodyshop, Spares & True
Value
2003
Sales
2004
Service, Bodyshop & Spares
2008
True Value, Service & Bodyshop
2009
2009
True Value Showroom
2009
2009
Bodyshop & True Value
2010
2010
Sales, Service, Spares & True Value
2011
2011
Hapur, Uttar Pradesh

Rohan Motors Ltd. -
16
Rudrapryag, Uttrakhand
Rohan Motors Ltd. -
17
Chhatarpur, Delh
2012
2012
Sales
MARUTI DRIVING SCHOOL (MDS)
Efficient driving is not only integral to your own safety on road but is also important for the
durability of your car. If you are keen to go for a well structured professional training course
in driving and drive with confidence, Rohan Motors makes things simpler for you. We have
three centres for Maruti Driving School (MDS) the institute that helps you to learn best
practices for safe and proficient driving.
The theoretical and practical training sessions at MDS centres have been planned to make
driving interesting and simple to learn for beginners. At MDS centres, we also have advanced
simulators that create on-road driving situations so that you can get that first-hand feel of
controlling a vehicle on road before you actually start driving. Further, we have well trained
and experienced lady instructors for female learners.
Safety is a vital concern for all and safe driving on Indian roads calls for a very good level of
competence and understanding of traffic rules. With increasing number of vehicles on the
249
road, safe and sensible driving has become even more important. Maruti Suzuki has already
taken a step in this direction with its motor driving school and Rohan Motors helps you to
make the most of a course in safe driving.
As an important part of its idea to promote safe driving skills and techniques, Maruti Driving
School has also been catering to the requirements of a number of institutional and corporate
clients across both private and public sector. The methodically planned courses have helped
executives, chauffeurs, and other people who are responsible for handling self-owned and
corporate vehicles on roads. Tata Motors, LIC of India, Idea Cellular Ltd and Reliance
Industries Ltd are some of MDS clients.
The aim at Maruti Driving School is to encourage and promote proficient and safe driving in
different weather and on-road conditions. You may be a new learner keen to drive well on
roads or a practised driver wishing to polish your skills further, we have a training program
that would match your needs.
Learner Course
Prerequisite
Learner's License or Permanent License Holder
Total
It can vary from 12 days to 40 days based on type of training schedule.
Duration
Total training duration is 21.5 Hrs
Duration
Duration
Duration of
Duration
of Theory
of Practical
Simulator
of Demo
7 Hrs split
10 Hrs split
in 4
in 10
2.5 Hrs split
0.5 Hrs in
Not
Not
sessions
sessions
in 5 sessions
one session
Applicable
Applicable
Pre-Test
Eligibility
Criteria
Post Training
Theory test of 40 Questions, Maximum Marks: 40
Test
Practical Test on 20 point evaluation sheet, Maximum Marks: 100

Min 70 % in theory & practical individually
Pass Percentage
Overall min 70% (with 30% weightage to theory & 70% weightage
to practical)
THEORY
Pre-requisite
Learner's License or Permanent License Holder
SESSION
Total Duration
It can vary from 12 days to 40 days based on type

of training schedule. Total training duration is 21.5
Hrs
250
Duration Of
Theory
Duration Of
Practical
Duration Of
Simulator
Duration Of
Demo
Pre Test
Eligibility
Criteria
7 Hrs split in 4 sessions
10 Hrs split in 10 sessions
2.5 Hrs split in 5 sessions
0.5 Hrs in one session

Not Applicable
Not Applicable
Post Training
Test

Pass Percentage
to practical)
Demo Session
Session
D1
Duration
30 minutes
Job
Familiarization with the vehicle
Simulator Session
Session
S1
Duration
30 minutes
Job
Moving off & stopping
Session
S2
Duration
30 minutes
Job
Steering Control
Session
S3
Duration
30 minutes
Job
Driving in Dense traffic
Session
S4
251
Duration
30 minutes
Job
Night Driving
Session
S5
Duration
30 minutes
Job
Driving in difficult conditions
Practical Session
Session
Duratio
n
P1
1 Hour
Job
Clutch control
Session
P2
Duratio
n
1 Hour
Job
3rd & 4th gear
Session
P3
Duratio
n
1 Hour
Job
5th & 'U' turn
Session
P4
Duratio
n
Job
Session
Duratio
n
1 Hour
Turning from a major to minor road and Emerging from a minor to major
road
P5
1 Hour
Job
Moving off & stopping uphill & downhill and Parallel Parking
Session
P6
Duratio
n
Job
252
1 Hour
Angular Parking, '8' formation and Reversing
Session
P7
Session
1 Hour
Job
Perpendicular parking and Round about
Session
P8
Duratio
n
1 Hour
Job
All together now
Session
P9
Duratio
n
1 Hour
Job
All together now & Defensive driving
Session
P10
Duratio
n
1 Hour
Job
All together now & Defensive driving
Session
PE
Duratio
n
Job
1 Hour
Practical Test & Evaluation
Advance Course
Pre-requisite
Total Duration
Duration Of
Theory
Duration Of
Practical
Duration Of
Simulator
Duration Of
Demo
253
Permanent License Holder

It can vary from 6 days to 15 days based on type of training
schedule. Total training duration is 9.5 Hrs
2 Hrs in 1 session
5 Hrs in 5 sessions
1 Hrs in 2 sessions
Not applicable.
Eligibility
Min. score of 60 % in theory & practical pre-test individually
Criteria
Post Training
Test

Pass Percentage
to practical)
Refresher Course
The refresher course is a ready reckoner designed to cater to the needs of people who have
had considerable experience in driving; and yet would like to polish their skill-set.
Course Duration : 4 hrs
Course Structure:
2 Hours Theory
2 Hours of Practical Training
Defensive Driving Course

Pre-requisite
Total Duration
Pre Test
254
Permanent License Holder; Batch Mode Delivery

It can vary from 1 day to 2 days based on batch size. Total training
duration is 8 Hrs
Theory Test (20 Qs) & Practical Test on 20 point evaluation sheet
Eligibility
Not Applicable
Criteria
Theory test of 40 Questions
Post Training
Test
Practical Test on 20 point evaluation sheet

Pass Percentage
to practical)
COURSE CONTENT
Type
Duration
5 HOURS
Job
A Good Driver : Duties & Qualities; Attitude & Behavior; Physical &
Mental Fitness; Documents to be carried while driving
Road Sign & Markings
Rules of the Road
Safe Driving Practices
Case Studies
Demo
Daily Inspection of the vehicle; Wheel Changing; Vehicle Maintenance
Session
and Fuel Efficiency Tips.
Fee Strucuture
COURSES
FEES(Rs.)
LEARNER COURSE
4100
ADVANCE COURSE
2400
REFRESHER COURSE
550
DEFENSIVE DRIVING FEE
1300
MARUTI FINANCE
Maruti Finance assists wishful buyers to purchase the car of their choice by facilitating for
them the most suitable finance deals. Rohan Motors is a part of this program - we help you
255
choose the right financer and assist you in completion of car loan formalities and
documentation.
Rohan Motors has tie ups with a number of banks for car finance. These include:
Finance Documents Checklist

S.NO
.
Individual
Photograph (4 Nos.)
Salary Slip Last 3 Months
Last Two Years Form - 16 / ITR
Last 2/3 Years I.T.R with Computation of Income
Pan Card
Signature Verification
Photo Id
Current Residence Address Proof
Permanent Address Ownership Proof (In Case of rental case)
10
Last six monts bank statements
256
Salarie
d
Self
Employe
d
11
PDC'S / Security PDC'S (In Case of ECS)
Finance Documents Checklist

S.NO
.
Self
Partnership Firm / Private Limited. / Public Limited Company's
Employe
d
Last 2/3 Years I.T.R with Computation of Income
Last 2/3 Years Balance Sheet with Profit & Loss Account
Pancard of comapny
Memorandum Of Articles with Incorporation Certificate / Partnership Deed
Form 32 with ROC Slip if Auth. Director's name is not in MOA
Board Resolution / Partners Authority Letter(On Co.'s Letter Head)
Signature Verification of Authorized Directors / All Partners
Photograph of Authorized Directors / Partners
Photo Id of Authorized Directors / Partners
10
Current Residence Address Proof of Authorized Directors / Partners
11
Company's Current Address Proof
12
Last Six Months Bank Statements of Current A/C
13
PDC'S / Security PDC'S (In Case of ECS)
14
Common Seal is Reqd. In Case of PVT. LTD. & LTD. Company's Case
257
Note: - All the above mentioned documents need to be self attested by individuals or
authorised signatory. Each of these documents is required in normal cases and if any of these
is not available, the concerned bank or finance company may ask for another supporting
document.
For any other questions concerning Maruti Finance, feel free to talk to us at Rohan Motors
centres.
MARUTI INSURANCE
All insurance needs of your cars are met by Maruti Insurance. Rohan Motors facilitates this
through Maruti insurance broking. The car insurance products and services provided by
Maruti Suzuki are unmatched and enhance the pleasure of your vehicle ownership.
With Maruti national insurance, you can get cash-less repairs against accidents. These are
available through the vast service network of Maruti Suzuki across India. State-of-the-art
facilities and infrastructure at Maruti Suzuki workshops ensures quality and timely repairs for
your vehicles. Only genuine parts are used for replacement and these are fitted by Maruti
trained technicians.
When you have Maruti Insurance for your vehicle you are also assured of finest levels of
customer service along with fast and fair claim settlement. It is no wonder that more than 90
percent of customers buying cars from Rohan Motors prefer to choose a Maruti Insurance
policy.
Benefits of Maruti Car Insurance
Insuring your car through Maruti Suzuki entitles you to a bunch of benefits. Some of these
include:
Almost cash-less accident repairs: Rohan Motors centres and all other authorised dealers of
Maruti Suzuki do not require customers to pay for repairs charges that are payable directly by
258
the Insurance company. Customers simply pay for compulsory excess and depreciation as
applicable - this varies as per the age of the car and the kind of parts replaced.
Quick and fair settlement of claims: Maruti Suzuki customers do not have to bear
differential cost of repair or replacement that should ideally be borne by the insurance
company. Fair claim settlement is assured when you choose Maruti insurance.
Repairs works at authorised dealer workshops: All repair works are performed by Maruti
Suzuki trained professionals in well equipped workshops. Customers are rest assured that
only genuine spares and parts will be used in their cars.
Quick and flexible transfer of No claim bonus: If your car was insured with another
company, you can transfer the policy without any hassles to Maruti Insurance. No claim
bonus is easily transferred while purchasing a new policy from Maruti Suzuki.
Instant issuing of insurance policy: With Maruti Suzuki insurance customers do not need to
wait for months before they get their policy documents. The policy is issued online and
documents are instantly delivered.
Faster refunds and cancellations & Policy Verification: Procedures and paper work for
Maruti Insurance is directed through updated IT systems and this makes it feasible to have
quicker response time for any cancellations and refunds. Further, at the time of payment of
claims, customers are assured of instant policy and premium credit verification. This adds to
comfort and convenience for customers and dealers.
Note: Insurance is a subject matter of solicitation
TRUE VALUE
Maruti True Value is the biggest certified network of used car dealers and it covers 465
centres spread across more than 250 cities. Rohan Motors Ltd feels proud to be a part of this
259
integrated network. Ensuring fair and transparent transactions for pre-owned vehicles, Maruti
True Value system rates your cars to give the finest deals that you can get in the market.
Just bring your car to a Rohan Motors Maruti True Value centre and it will be inspected and
certified by engineers from Maruti Suzuki. You will get the most optimum price for your
vehicle and it will then be refurbished by skilled technicians in well equipped workshops.
The revamped cars are also sold through Maruti True Value outlets with 1 -year warranty and
3 free services.( consumables are chargable i.e lubricants & filters.)
No middle men, no commission, no hassles and no hidden charges Maruti True Value
ensure that your car is fairly evaluated and goes into safe hands.
Simply stated, Maruti True Value centre is the best point to buy, sell or exchange a used car.
And Rohan Motors brings its closer to you with True Value centres at its premium outlets.
EVALUATION & EXCHANGE

Maruti Suzuki leverages its proficiency and experience in automotive industry to make sure
that deals in pre-owned car deals are fair and transparent. Being a part of this program,
Rohan Motors works to strengthen its relationship with Maruti patrons and facilitates their
sale and purchase of pre-owned cars.
Maruti True Value is based on a fair and efficient evaluation process which is
characteristically not found in the unorganised market for pre-owned vehicles. The True
Value system has been planned to ensure that car sellers get an appropriate price for their cars
and are also paid on time. The monetary value of the car is judged on the spot and sellers
obtain a deduction of equal amount (sale price) on price of a new Maruti Suzuki car.
All cars are evaluated through 120 quality checks and these include:
Initial qualification inspections
Road test inspections
After road test inspections
Exterior inspections i.e Accidental or other damages
Interior inspections
Dashboard checks
260
Underbody inspections
Sell, buy or exchange with Maruti True Value systems at Rohan Motor centres, you are
assured of fair and finest deals for pre-owned cars.
BUYER/SELLER GUIDE
Plan to buy a pre owned car? Here are some tips to help you choose the most optimum
vehicle for yourself:
Begin by checking the external body of the car. This is devised to make the car safe
and attractive and to closely inspect the body, its important to consider multiple aspects.
So check the bodyline, alignment and also for structural damage caused by minor
accidents. In accidented vehicles the crumple zones that are created for passenger security
get impacted.
Always check the car in daylight. In rainy weather, make sure that the car is dry and
clean before checking each of the features.

Examine the car for rust marks. The bottom of windshield, door railings and car under
body are special areas that must be checked for rust damage these typically go unnoticed
and later create problems for owners.
Look for sealant application on doors and fender aprons to examine the car for
accidents.
Check the condition of paint - are there any bubbles or gloss, overflow, colour mis-
match? Any anomaly could indicate that the car had an accident. In such a case you may
also want to take out the weather strips & examine the car for welding spots.
Also look out for marks of oil, coolant & petrol leakage
See if there are any cracks, chip off, and deep scratches on the windshield. This is
important for your safety so it is wise not to take any chances.
Check the structural condition and functioning of all headlights & taillights.
Check that all tyres are of same make including the spare one. If one or more tyre is
older than the others, you might face problems later
TRUE VALUE OUTLETS
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Rohan Motors (Delhi)

E-15/B1
Mohan Co-operative Industrial Estate,
Mathura Road ,
New Delhi-110044
Email: truevalue.mrs@rohanmotors.co.in
Rohan Motors ltd. (Greater Noida)

63-A Udyog Vihar
Greater Noida ,
Uttar Pradesh - 201308
Phone : 0120-4513700
Email : tv.grn@rohanmotors.co.in
262
Rohan Motors (Noida)

C-11 Sector 1
Noida 201301
Phone: 0120-4071900
Email: mtvnoida@rohanmotors.co.in
Rohan Motors (Gaziabad, Morta)

Khasra No 46 , Delhi Meerut Road ,
Morta Ghaziabad,
Uttar Pradesh - 245101
Phone : 0120-2789562
Email : tv.gzb@rohanmotors.co.in
263
INTERVIEW OF SALES EXECUTIVE

Interview of sales executive plays an important role in any organisation because a companys
sales and performance depends on the sales executive up to a certain extent. For some
executive hiring authorities who do not have any background in Sales, it can be a challenge
to really know if they are making a good hiring decision when interviewing prospective
Executive Sales Leaders, Managers, or quota carrying individual contributors. Why? Because
any halfway accomplished sales professional is capable of putting forward a sophisticated
smoke & mirrors presentation in an attempt to close a deal.
The sales process and strategic complex selling can be somewhat mystifying for some
executive hiring authorities. The whole interview/screening process gets even worse if an
executive recruiter is in the mix who lacks any direct background in sales and is incapable of
264
properly screening/interviewing candidates in depth as a result. This can lead to disastrous

hiring decisions given most businesses will suffer dramatically if the individuals who own
producing a company's revenue fail to meet their objectives.
A number of executive hiring authorities have asked me for example questions/areas of focus
that I concentrate on when interviewing Sales Executives with respect to a candidate's
"battlefield" acumen. The actual flow of interview information is what really dictates how
and in what order the questions are asked.
1.
Tell me about the politically complex sales you've directly executed/contributed on

as a Sales Rep, a Manager/Executive, a coaching Manager/Executive.
2.
Describe your approach to sales strategy, planning and execution (including any
"solution selling" methodologies you've consistently employed) within the targeted
accounts described in 1.0.
3.
Describe how you "mapped" out the various "players" in the accounts and your
specific approach/strategy with each member you called on within the targeted
4.
Describe your approach to building/creating an opportunity within the targeted

5.
Describe
your
method
of
approaching/building
business
relationships
up/down/across the targeted account's organizations described in

6.
Describe your approach to building and positioning a customer specific compelling

value proposition at each of the levels you target within the accounts described in 1.
7.
Describe an opportunity where there was no specific funding/budget originally

identified/earmarked for acquiring your products/solutions. Specifically describe 1,7
including how you dealt with competitive product solutions or competitive projects
competing for the same funding pool.
8.
Describe your approach to coaching sales reps specifically in the context of how
you've coached/influenced a sales rep's behavior within the applicable accounts
described in 1.while specifically focusing on the coaching areas described in 1,8
above.
Most people directly involved in politically complex selling, versus simply flying a desk and
coaching from the sidelines, can answer these questions with a lot of detail. The nature of the
detail exposes if someone is just a gunslinger flying by the seat of their pants and/or lucky
enough to be selling a product "that sells itself", or if they are deliberate in their approach to a
265
sales process associated with consultative solutions selling methodologies in politically

complex, multi-functional, hierarchical client situations (e.g., selling into matrix
organizational structures within the Mil/Aero industry, or large international corporations).
Drilling down on all the above in the context of someone being a coaching
Manager/Executive will tell you how well they are able to influence the results their sales
team delivers versus simply being a choke point for information and data consolidation (i.e.,
manage sales funnel data).
A Manager/Executive that is a good sales coach can add an unbelievable amount of value in
the context of ensuring that the "right" deals are ultimately won (i.e., not all deals are good
deals). A Manager/Executive that is a good sales coach can build a fantastic sales team that is
welded together and that will walk through fire for their Manager/Executive/Company.
All of the above questions should also be put into context with the size of the candidate's
prior employers and the market/brand recognition associated with what they were selling.
Someone whose successful selling experience only consists of selling name brand industry
leading products/services for an acknowledged category leader could fall on their face
walking into a never heard of them before start-up coming out of stealth mode attempting to
close the company's first sales.
Most of the above questions attempt to draw out a candidate's method for producing a
result/outcome. It is critical to make sure to drill into specifically - how - a candidate drove
the results they are claiming. Focusing more one how someone produced a given result or
outcome versus simply focusing on what results they produced will blow away a lot of the
sophisticated smoke & mirrors any halfway accomplished sales professional is capable of
putting forward.
Obtaining solid clear answers to the above questions/areas of focus will take an executive
hiring authority unfamiliar with sales process and strategic complex selling a long way down
the road to making a solid hiring decision.
Here are a few qualities that define an effective sales person
Goal Oriented - The driving force behind every Company is increased sales and high
profits. Most Companies draw out expected sales targets for every year. The onus lies
on the sales team to not only meet these targets but go beyond them. Every sales
person must be goal oriented and should work towards matching these sales figures.
266
Confident - A sales person should be confident about the product he is selling as well
as his own ability to successfully close a sale. Especially in the case of door to door
selling, the sales person should be able to interact well with the prospective buyer,
gain their trust, arouse an interest and eventually convince them to try a new product.
Sales persons should be willing to handle all kinds of tense situations.
Patient & Courteous - Convincing a prospective customer to buy a product is not an

easy task. Selling is an art and requires patience. A sales person should be able to
guide a customer through the entire process which begins with a prospective buyer's
indifferent attitude towards a brand and ends with them placing an order. The sales
person should be courteous and pleasant while taking a buyer through these stages.
Must have good communication skills and should be smart enough to execute the
task.
267
MY LEARNINGS FROM THE PROJECT

No doubt that a field work or training can change ones attitude and behavior. In between
training course I have come to recognize my own potential and skills taking into mind my
dreams. Which has given me a right platform to make my career in corporate sector, there I can
utilize my skills and knowledge in a better way.
Planning and organizing: Planning about the given task and complete it within the time
boundary and try to put optimum utilization of available resources in the work.
268
Customer Focus: Understanding the customer focus planning and respond them
appropriate and satisfactory answer for making long term relationship with them.
Negotiations: How to build internal commitment and external credibility, through

effective negation and suitable influencing styles based on a clear understanding of
organizational decision making dynamics.
Team effectiveness: Ability to lead the team members and ability to get the work done
from them.
Personality Development: Working under the guidance of Mr. Vikas goel has been a
rewarding experience threw picking up some charismatic points from his personality I
tried to put on the customers. It enhances my confidence & presentations skills.
Achievement Orientation: Ambition to achieve the target within the given period
enhances my capability and helps in to overcome obstacles and give outstanding result or
outcomes.
Corporate Exposure: The achievements which I got from this training, will be helpful in
my professional life by this I learnt how I can do smart work with minimum efforts.
I have gained several experiences in the field of marketing.

I have got the opportunity to meet various people, which fluctuate in different
situation and time. This summer training project has given me the opportunity to have
first experience in the corporate world.

I could understand the working culture of corporate.
Making plan for the next day and finding the concern person allowed me to increase
my communication ability, written as well as verbal.

My confidence to meet people has tremendously gone up.
I also attended the customer demonstration which gave me the knowledge about how
the customer can be convinced, how there queries are handled.
I also learnt very small-small things in the organization which is very necessary in
any flat organization like photocopying, fax the documents.
MY EXPERIENCE WITH ROHAN MOTORS Ltd.

These two months with Rohan Motors Ltd. are unforgettable for me. The experience, which I
got during these days, was tremendous. I have made good relationship with so many people
in frontline division & other division. Everybody over there I found nice & helping. I also
made some good friends of other B-schools who were also management trainee there. I faced
the odd situation in working life & got the adoption quality. The main thing I got from my
269
project was how to interact with various people. Really, the experience I have got from my
project will be very helpful to enrich and nourish my career.
270
BIBLIOGRAPHY
e-book
1. www.bookfiesta4u.com
2. www.MarketingMO.com Or www.consultingMO.com
Information related to the products.
1.
2.
3.
4.
5.
6.
www.marutiudyog.com/
www.marutisuzuki.com/prices.aspx
www.marutisuzuki.com/showroom.aspx
en.wikipedia.org/wiki/Maruti_Suzuk
www.cartradeindia.com New Cars
www.carazoo.com/newcars/make/Maruti_Suzuki
271
7. www.marutiwagonr.com
8. www.marutisuzukiritz.com/
9. www.marutiswift.com/
10. www.shopautoweek.com
11. maruti.com
Financial performance Websites
1. http://www.google.co.in/url?
sa=t&rct=j&q=financial+report+of+maruti+suzuki+2010&source=web&cd=1&ved=0C
DMQFjAA&url=http%3A%2F%2Fwww.marutisuzuki.com%2FMaruti-Suzukifinancial-results-Q2-FY201011.aspx&ei=FEzzTsPPI4fzrQfD3u3fDw&usg=AFQjCNGvmZ6kHXcCVL82s2PF8V7Kl
2.
3.
4.
5.
6.
7.
gYCGA&sig2=5Ifqs5dZEfjkNUk168xFWg
http://www.marutisuzuki.com/Maruti-Suzuki-financial-results-2010-11.aspx
http://www.marutisuzuki.com/Maruti-Suzuki-financial-result.aspx
http://www.moneycontrol.com/financials/marutisuzukiindia/balance-sheet/MS24
http://en.wikipedia.org/wiki/Maruti_Suzuki
http://www.globalsuzuki.com/corp_info/financialinfo/pdf/2009/2009-1.pdf
http://money.rediff.com/companies/maruti-suzuki-india-ltd/10520005/balance-sheet
Magazine:
Maruti Suzuki annual magazine, 4PS
272
FINDINGS
During my project there are lot of things which I find there these are as follows.
I find a complete professional environment there. Each member of the company was
having a profession and well civilized.

I find that the employees are divided in to several teams and each team is having a
team leader.
At every morning there was a meeting of all the sales executive with manager and
assistant sales manager, then they decide certain things regarding their strategy and
start work.
Each member was having a dress code and they were according to that dress code.
Each team was having its own target and it is the responsibility of all the team
member to achieve it if they are able to achieve it a reward is given to them.

I find that there are separate departments working under a manager like true value,
customer care, administration department etc.
273
274
There was a workshop too, for servicing of the vehicles.

During this project I find that how to work in any organisation
WORD OF THANKS
This project report is a result of endless effort & immense degree of toil. I would like to
thank all those people who graciously helped me by sharing their valuable time, experience
& knowledge. I would like to express heartiest thanks to our chairman sir Dr. D. K. GARG
(Chairman), Mr. M. K. VERMA (Dean) and placement head Mr. T. K. GUHA for lending me
their kind support for completion of my project.
I thank all those who directly or indirectly supported me morally, financially and through
providing knowledge by which I could complete my project as well as summer training. I
thank to all those readers who will study this project in the future.
Last but not the least I am thankful to the management of Rohan motors Ltd., Greater Noida
U.P. & especially to my guide Mr.Amit Sirohi (Assistant Sales Manager) whose Co-operation
and guidance was a milestone in completion of my project. Who influenced me to work
positively at each step by giving his precious time to discuss and to provide relevant
275
information and providing me co-operation and cordial environment for making me

comfortable during my stay in company.
Lastly, I express my gratitude to my parents and elders who financed this project and have
been a moral support to me during the project.
276

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A SUMMER TRAINING PROJECT REPORT

Ishan Institute of Management & Technology

The Summer training

project report on STUDY FOR SERVICE QUALITY AND

CONSUMER SATISFACTION FOR MARUTI SUZUKI. under the guidance of Mr.

The sales figure in 1993 reached up to 1,96,820 vehicles.

About the company

History of the company

Objective of the company

Products of the company and features

Service Centres Network

A study of Market response in last three years

Sales Promotion strategy of Maruti Suzuki

Advertising and Publicity

About the competitor.

Product of the competitor and comparison

CHAPTER 10. Social corporate activity of the company.

After sales service of the company.

R &D activity of Maruti Suzuki.

Market position of Maruti Suzuki.

SWOT analysis of Maruti Suzuki

About Rohan Motors Ltd.

Maruti Driving school (MDS)

Interview of sales executives

Learning from the project

environment theory after completing 1st year of my study. Superficially, my Summer

INTRODUCTION OF AUTOMOBILE INDUSTRY

AUTOMOBILE INDUSTRY IN INDIA

Total sales of 12,71,005 vehicles during fiscal 2010-11,

a growth of 24.8 per cent over fiscal 2009-10 (10,18,365 units).

Export-1,38,266 units in the fiscal.This included 43% to European countries.

Sold 8,08,552 units in A2 segment, a growth of 27.7 per cent.

In the A3 segment, company sold 1,31,272 units, reflecting a growth of 32.2%

During the year, the company expanded its countrywide network:

Cities covered by sales network

Cities covered by service network

Maruti Driving Schools

Financial Year 2012-13

Mr. Kenichi Ayukawa

Mr. Toshiaki Hasuike

Mr. Osamu SuzukiDirector

Mr. Amal Ganguli

Mr. Toshihiro Suzuki

Mr. Kazuhiko Ayabe

Mr. Masayuki Kamiya

Mr. Kinji Saito

Ms. Pallavi Shroff

Mr. R.P. Singh

MARKET SEGMENTATION OF MARUTI SUZUKI

MARUTI SUZUKI A STAR

HEAD OFFICE OF MARUTI SUZUKI

PLANTS OF MARUTI SUZUKI

The Gurgaon facility

THE MANESAR FACILITY

Diesel Engine Plant- Suzuki Powertrain India Limited

Plot no.1, Phase 3A

Old Palam Gurgaon Road

HISTORY OF THE COMPANY

- Modernization of the Indian Automobile Industry.

management. Maruti Suzuki India Limited, a subsidiary of Suzuki Motor Corporation of

The Path to Success for Maruti was as follows:

OBJECTIVE OF THE COMPANY

Their focus is on:

AWARDS AND ACHIEVEMENT