Professional Documents
Culture Documents
On
CONTENTS
TOPICS
PAGE NO.
1. SYNOPSIS
2. INTRODUCTION
ESCORT PROFILE
ESCORT GROUP
COMPANY MISSION
13
EACL PROFILE
17
3. METHODOLOGY
29
4. FINDINGS
31
MARKETING
31
STRATEGY
53
SURVEY
68
DEMAND ESTIMATION
70
MARKETING INTELLIGENCE
SYSTEM
73
CRUX OF MARKETING
76
92
FUNCTIONS
94
COMMUNICATION
95
107
GRIEVANCE
116
MORALE
120
123
JOB EVALUATION
129
PERFORAMNCE APPRAISAL
135
TRAINING
139
PROMOTION, DEMOTION,
ABSENTEEISM
141
143
QUALITY RECORDS
145
5. LIMITATIONS
146
6. CONCLUSIONS
148
7. RECOMMENDATIONS
152
8. APPENDICES
156
9. BIBLIOGRAPHY
173
PAGE NO.
1. MARKETING
ORGANISATION STRUCTURE
31
32
GRAPHICAL
33
PRESENTATION
ESTIMATED
DEMAND
MANUFACTURING
34
PRODUCTIVITY ANALYSIS
35
36
SALES TURNOVER
37
MASTER RECORDS
38-42
PRODUCTION DATA
43-44
45-46
PRICE
47
PRICE MOVEMENT
60
PRICE LIST
TOTAL MANUFCTURING OVERHEAD
61
83
MANHOURS
CULTURAL CHANGE
2. HRM
89
ORGANISATION STRUCTURE
92
WORKERS STRENGTH
93
COMMUNICATION
95
TYPES OF COMMUNICATION
WAGES AND SALARY
FACTORS IN FLUENCING
RECRUITMENT AND SELECTION PROCESS
96
123
126
143-144
SYNOPSIS
This project report in on Escort Auto Component Ltd. a solely
owned subsidiary of Escorts Ltd. Escorts Ltd. is one of the
leading business houses of India.
The project covers the in-depth history of Escort Ltd. and its
subsidiary Escort Auto Component Ltd.
The company is manufacturing industrial product (carburettor,
clutch, oil pumps) for two wheelers industry. The carburettor
manufactured by this company is marketed all over India under
the brand name MIKCARB.
The two fields which is covered in this project report is
1. Marketing
2. Human resource management.
The project highlights the various marketing strategies the
company has adopted, in relation to product, price, place and
promotion.
The company had adapted to marketing concepts
- Original Equipment Marketing
- Replacement marketing
the
two. Against
this
background
Escort Auto
INTRODUCTION
OBJECTIVE
The objective of the project report is to have an in-depth
knowledge of
- How industrial marketing is done
- To analyse marketing strategies of the company
- In-depth study of human resource management system
adopted by the company.
- Lastly to recommend the company about what all they can do
in the field of marketing and human resource.
PROBLEM
Company is facing losses for the reason that it has lost its
major OE consumer Yamaha Motor Escort Limited. Company
is also facing problem in the field of replacement market. The
company has just ventured into this market and is facing tough
competition and though finding ways to fight with it.
ESCORTS PROFILE
Escorts come into being with a vision that was nurtured by Mr.
H.P. Nanda and late Mr. Yudi Nanda. The foundation of Escorts
Ltd. was laid in the formation of Escorts (agent) Ltd. on 17 th
October 1944 and Escorts (Agriculture and machines) Ltd. in
1948. These two were later merged in 1953 to form Escorts
Agent Pvt. Ltd. the company's incorporation in present name
Escorts Ltd. was effected on 10 th January 1960.
Having initially started with a franchise for wasting house
domestic
appliance
ESCORTS
has
come
along
way
in
today
rank
amongst
the
top
20
engineering
the
countries
leading
multi
product
industrial
1960
: Piston
1961
: Assembly of tractors
1962
1963
1965
1969
1971
1979
: Excavator loaders
1981
1985
: Electronic PABX's
1991
: Harvester combines
1992
1993
: Mobile Communications
1995
1996
ESCORTS GROUP
The Escorts odyssey, which began in 1944, from agency to
manufacturer to diversified industrial conglomerate, is a classic
study in corporate planning and business development.
Today Escorts ranks among the country's leading multi-product
industrial group having several international collaborations,
employing over 20,000 people with a turnover of Rs. 22, 000
million.
Beginning as a small agency house in Lahore in 1944, Escorts
after independence gauged the need for modernising agriculture
and pioneered farm mechanisatio in the country. It set up the
first dealer network of its kind to market tractors it was to
import. Simultaneously the company established a school of
farm mechanisation to educate farmers on use and benefits of
farm mechanisation. Escorts soon became the number one
tractors selling company in India.
Meanwhile, the company branched into manufacturing Pistons
rings in India in collaboration with GOETZEWERKE of
Germany. Since then Escorts has all along been diversifying and
growing steadily.
Currently, various group companies of Escorts manufacture
tractors,
harvester
combines,
motorcycles,
construction
machinery,
Bi-wheelers,
construction
and
material
and
financial
services.
The
resultant
AUTO COMPONENT
Tractors
AUTOMOBILE
Piston, Piston Pin &
Escorts Farmatrac
Harvester Combines
liners
Aluminium Cylinder
Blocks.
Power metal component
Shock absorbers, Front
Forks
And stouts,
Carburetors,
BI-WHEELERS
magnetos, clutches
RAILWAYS
MOTORCYLCE
Yamaha RX 100
Air brakes
Yamaha RX-G
Coupes
Yamaha RX-Z
Rajdoot
Mopeds
CONSTUCTION EQUIPMENT
Pin N carry cranes
Shock absorbers
TELECOM
Cellular Telephone
services
VAST service
EPABX service
COMPANYS MISSION
We strive to be strongest and most respected engineering
company in the country. We will achieve this by dearly
positioning our self in a competitive environment enhancing its
brand equity international quality products, market leadership,
enlarged customer base, better cost control and pricing
opportunities. We feel responsible to our employees and we
must recognize their dignity and recognize their merit. Each one
of
us
must
uphold
the
core
value
of
professionalism,
PISTON RINGS&CYLINDER
LINERS
PISTONS
HARVESTER COMBINES
HYDRAULIC CRANES
RAILWAY BRAKE SYSTEMS
GASSPRESSUER SHOCK
ABSORBERS
HYDRAULIC PRODUCTS,
SWITCHES AND
AUTOMOBILE VALVES
JAPAN
YAMAHA MOTER CORP.
MOTORCYCLES
KYESBA INDUSTRY
CO.LTD
MC.
AGRICULTURAL TRACTORS
EXCAVATORS LTD
FRANCE/SWEDEN
J.S. TELECOM GROUP
BOSCH DYNAPAC HEAVY
EQUIPMENT AB
ELECTRONIC PABX
ROAD CONSTRUCTION
EQUIPMENT
USA
HUGHES NETWORK
VAST SATELLITE
SYSTEMS
COMMUNICATION
SYSTEMS
SOUTH KOREA
LGI-LUCKY GOLDSTAR
GROUP
BLOCKING EXCHANG
SYSTEM
COMPANY PROFILE
Escorts Employees Ancillaries Ltd. (EEAL), incorporated on
25 th August 1971, enunciated a unique concept of employee's
participation in the ownership of the company. Initially the
business of the company was restricted to trading which was
carried out from Delhi and Faridabad. Manufacturing activities
of the company started with the commencement of commercial
production of carburetor from January 1978 in technical
HISTORY
1971
1973
1978
1980
: Technical collaboration
M/s Hoshi, Japan-Spokes & Nipples
M/s Fuji Chemicals, Japan-Clutch
1984
1988
1993
1996
: 1978
production
Company promoted by
Products Manufactured
: Escorts Limited
: Carburettors
Pressure Die-Casting
Clutch Assembly
Technical know-how
Installed Capacity
Nipples-Hoshi, Japan
: Carburettors-6, 00,000 Nos.
Clutch Assembly-10, 00,000
Nos.
Spokes & Nipples-10, 00,000
Nos.
: 35000 SQ. M (LAND AREA)
7268 SQ. M. (COVERED
No of employees
Gross Block
Production Volume
(Caburattors)
AREA)
: 394
: Rs. 150 millions
: Years
Nos.
1992-1993
215076
1993-1994
279999
1994-1995
357877
1995-1996
445705
1996-1997
478500
1997-1998
491150
1998-1999
380500
1999-2000
444369
56 Lacks
: Rs. 16.34 million
: Shareholders % of Holding
Escorts Group
58.00
41.38
Total
100.00
: YAMAHA MOTOR ESCORTS
LTD.
Motorcycle/Mopeds,
Accessories and spare parts.
ADVANI ORLIKON LTD
Welding sets, Welding
Electrodes and spare sets.
PHILIPS INDIA LTD.
Phillips MAKE Domestic
Luminaries and Industrial
Present Customers
Fittings/Fixtures.
: Escorts Yamaha Motor Limited,
Faridabad.
Escorts Yamaha Motor Limited,
Surajpur,
Bajaj Auto Limited,
Pune/Aurangabad
Hero Motors, Ghaziabad.
Majestic Auto Limited,
Ludhiana
Royal Enfield Motor Limited,
Chennai
TVS-Suzuki Limited, Hosur.
Kinetic Engg. Limited Pune
Scooter India Limited,
MARKET SHARE 2000
Distribution Network
Lucknow
: 11%
: Zone
No.
in DEALERS Replacement
Market)
South
18
(Tamil Nadu,
Karnataka, Kerala, A.P.) 20
East
West Bengal, Andaman,
& Nicobar, Bihar and
09
Orissa
West
Madhya-Pradesh,
15
62
Product
K-4S 110 cc Motorcycle 4S
Sunny Export 50 cc Scooter-2S
Bajaj Scooter 150 cc Scooter 2S
PLANTS HIGHLIGHTS
Proven MIKUNI design and manufacturing technology
Quality reliability in built into manufacturing processes.
MANUFACTURING FACILITIES
Flexible manufacturing machine/dedicated SPMs
All critical machines from Japan/Switzerland.
Ultrasonic clearing facility.
and
financial
support
to
vendors
for
critical
components
High inventory turnery ratio-10
Single window service to vendors
Healthy vendor Buyer relations based on term- dealing
concept.
OTHERS SUPPORTS
Escorts R&D facilities available
Training of manpower at all levels
ISO 9001
EEAL has ISO 9001 certificate this certificate has a different
benefits which are as following. This certificate also shows that
the company has its own design and Research for the product.
BENEFITES
1. Quality up gradation through documented system.
2. Increase
profitability
by
reducing
quality
cost
scraps
reworking.
3. Meets customer satisfaction and aspiration.
4. Prevents recurrence of fault and reduce fire fitting.
5. Makes company more competitive.
6. Global recognition.
7. Improve communications through inter linkage.
8. Improves company productivity.
9. Improves house keeping.
10.Focuses on individual development through continuous
training.
11.Ensure achievement of quality policy and its objective.
METHODOLOGY
The methodology opted for the collection of data for this
project report is
1. Secondary sources
2. Primary sources
3. market research
Secondary sources: The information collector about the
profile of the company was collected by various sources like
Internet and Delhi Stock Exchange Library.
Prime sources: In this project the information collated,
basically depends upon primary sources. Interview of various
person was conductive from time to time. These interviews was
conducted
for
marketing
department,
human
resource
MARKETING DEPARTMENT
MARKETING CHIEF
MANAGER
MARKETING (O.E.)
SR. MANAGER
(SERVICE)
MANAGER
MARKETING
(REPLACEMENT)
SECRETARY
SUP
NORTH (EAST
ZONE)
INPLANT SERVICE
MAN
SUPERVISOR
(EXERCISE)
ASSISTNAT
(DESPATCH)
TRAVELLING
SERVICE MAN
SUP
SUP
TRAVELLING
SERVICE MAN
ASSISTNAT (CUSTOMER
ACCO.)
TRAVELLING
SERVICE MAN
1991
1992
1993
1994
Rajdoot 175 cc
90121
75220
56612
45188
Yamaha Rx 100
75251
71718
68071
64120
Bajaj KB 100
12418
16120
34971
40791
Bullet 350 cc
25031
22178
203281
17283
Explorer
9156
12218
4982
16829
Bajaj Z 80
52448
64537
79040
81049
Hero puch
50680
62248
72551
75525
2001
2002
2003
2004
Rajdoot 175 cc
22530
18805
14153
11297
Yamaha Rx 100
18812
17929
17018
16030
Bajaj KB 100
3104
4030
8742
10197
Bullet 350 cc
6257
5544
5082
4320
Explorer
2289
3054
3745
4207
Bajaj Z 80
6556
8043
9880
10131
Hero puch
6335
7781
9069
9441
Total
Estimated
demand
65883
65186
67689
65623
67689
67500
67000
66500
66000
65883
65623
65500
65186
65000
64500
64000
63500
2001
2002
2004
67689
68000
67000
2003
65883
65623
66000
65000
63890
64000
63000
62000
61000
2001
2002
2003
2004
MANUFACTURING
1538 lacs
2.50%
2.50%
95%
Carburettors
Die-casting
Clutch
23%
36%
41%
Motorcycle
Agencies
PRODUCTIVITY ANALYSIS
2.5
2.28
2
1.71
1.69
1.49
1.5
1.36
1.32
1.29
1.1
1.25
1.09
0.49
0.45
0.5
1.19
1.04
0.99
1.18
0.88
0.41
0.41
0.41
0
95-96
96-97
Agreed
97-98
Best
98-99
Average
99-00
Worst
20000
15000
10000
5000
0
RAJDOOT
YAMAHA
2001
BAJAJ KB
100
BULLET
2002
EXPLO.
2003
BAJAJ Z80
HERO
PUCH
2004
HERO-8 Model
35%
Bajaj-5 model
14%
Endfield-4 model
6%
Kinetic-2 models
2%
EYML Surajpur1Models
4%
EYML FBD
25%
18
16.8
16.3
16.11
15.5
16
14
11.1
12
11
10
8
6
4
2
0
95-96
96-97
97-98
98-99
99-00
00-01
1800
1531
1600
1400
1634
1567
1457
1172
1211
1200
1000
867
800
600
400
200
0
93-94
94-95
95-96
96-97
97-98
98-99
99-00
MASTER RECORDS
APRIL
MAY
JUNE
JULY
AUG.
SEPT.
OCT.
NOV.
DEC.
JAN.
FEB.
MARCH
PRODUCTION
36660
37112
28475
24600
30395
26700
29350
38000
50000
50500
47000
48150
DESPATCH (NOS)
33348
32005
24950
24925
30395
30408
31419
41293
46082
51098
50525
50067
COLL.
EEAL
86.62
157.63
154.01
112.37
107.58
161.99
144.25
108.25
156.70
189.63
158.80
185.14
MIL
64.12
218.58
134.34
106.24
92.20
131.90
144.47
134.59
183.63
161.18
WFS
65.61
57.88
60.08
57.11
60.60
46.28
59.91
63.60
66.53
84.11
78.84
101.41
SALES M/CY.
50
24
26
18
13
37
31
74
63
79
112
262
3099
5099
5899
5699
5399
5099
4399
5199
5599
6999
7099
7299
90-91
91-92
92-93
93-94
94-95
95-96
96-97
97-98
98-99
99-00
(EEAL +WFS)
(CRORES)
12.48
11.49
12.14
15.92
21.42
27.45
27.11
25.16
20.26
27.76
2.31
WFS
4.12
3.71
3.99
3.49
4.94
8.03
8.35
7.89
6.7
8.79
0.73
MIL
3.42
5.29
5.06
6.20
8.48
10.61
14.41
15.33
12.78
CARBS (P)
275940
210772
212254
2865530
364432
445705
479300
491150
380500
444000
37000
(LACS)
TURNOVER
(NOS)
CARBS (D)
37031
263647
219204
215076
288446
357877
443421
486935
483970
386032
444369
12890
17540
15911
12982
29736
31436
36904
47674
56716
65969
5498
(NOS)
12890
17540
15911
12982
29736
31436
36904
47674
56716
65969
5498
M/CY SALES
959
625
587
514
497
1108
840
639
443
789
66
(NOS)
MASTER RECORDS
2000-01
APRIL
MAY
JUNE
JULY
AUG.
SEPT.
OCT.
NOV.
DEC.
JAN.
FEB.
PRODUCTION
47606
52125
54570
DESPATCH
46400
52058
44040
225.73
202.63
179.07
WFS
100.76
100.00
86.33
SALES M/CY.
231.88
153.80
190.08
110.24
110.06
77.03
PAST PERFORMANCE
90-91
91-92
92-93
93-94
94-95
95-96
96-97
97-98
98-99
99-00
00-Z01
JUNE)
12.48
11.49
12.14
15.92
21.42
27.45
27.11
25.16
20.26
27.76
8.94
WFS
MIL
4.12
3.71
3.99
3.49
4.94
8.03
8.35
7.89
6.7
8.79
2.67
3.42
5.29
5.06
6.20
8.48
10.61
14.41
15.33
12.78
CARBS (P)
275940
21077
2
21225
4
2865530
36443
2
44570
5
47930
0
49115
0
38050
0
44400
0
154301
263647
21920
4
21507
6
288446
35787
7
44342
1
48693
5
48397
0
38603
2
44436
9
142498
12890
17540
15911
12982
29736
31436
36904
47674
56716
65969
14297
959
625
587
514
497
1108
840
639
443
789
459
MARCH
(NOS)
BILLING EEAL
TURNOVER
(EEAL
+
(CRORES)
WFS)
(NOS)
CARBS (D)
(NOS)
CARBS (D) REPL
(NOS)
M/CY SALES
(TILL
As
On
Sale
S.No.
MODEL
Apr.
May.
Jun.
Model
897
1224
1596
Rajdoot
826
887
1359
Yezdi
41
83
31
Vijay super
23
35
130
Silver plus
25
143
218
Explorer
61
61
124
Bajaj Z-60
1325
2296
1562
Hero Puch
200
218
344
25
19
10
Scooter (XLS)
57
108
11
RX - 100
52
29
12
12
KB - 100/125
13
Bullet -500
14
Sunny Zip
32
42
24
Jul.
Aug.
Sep.
Oct.
No
v.
Dec Jan.
.
Feb.
Mar.
15
Hero Winner
16
Kinetic Pride
13
41
17
H.Gizmo
15
18
Bajaj Chetak
19
K4S
43
17
Total
3599
5099
5599
Ave. Value
457.63
440.2
8
463.84
May.
Jun.
Carburettor
16.47
22.45
25.97
Spares
2.10
2.94
3.11
0.53
0.91
0.71
Total
19.10
23.30
29.79
Jul.
Aug.
Sep.
Oct.
No
v.
Dec Jan.
.
Feb.
Mar.
S.No.
MODEL
Apr.
May.
Jun.
1
2
3
4
5
6
7
8
9
Rajdoot
Bullet
Yezdi
Vijay super
Silver plus
Explorer
Bajaj Z-60
Hero Puch
TVS
Super
Champ (VMX)
Scooter (XLS)
RX - 100
KB - 100/125
Bullet -500
Sunny Zip
Hero Winner
Kinetic Pride
H.Gizmo
Bajaj Chetak
K4S
Total
1140
0
0
0
660
0
0
0
1001
0
0
500
0
2840
491
9
0
2540
0
0
220
0
3258
500
0
500
4681
4193
0
0
720
0
6766
991
9
50
0
0
0
0
0
0
0
6
0
2468
0
0
25
0
0
0
160
0
0
200
5904
40
0
0
0
0
50
0
0
144
0
10615
500
90
0
25
0
50
160
0
150
200
18625
10
11
12
13
14
15
16
17
18
19
Jul.
Aug
.
Sep.
Oct.
Nov.
Dec.
Jan. Feb.
Mar.
Total
RAJDOOT
RAJDOOT 1K1
YAMAHA RX-100
BULLET - 350CC
SILVER PLUS
EXPLORER
TVS XLS
TVS VMS
Z- 80
SPIRIT
KB - 125
KB - 4S/BOXER
SUNNY ZIP
HERO PUCH
HERO SCOOTER
HERO GIZMO
KEL PRIDE
KET SX
LML TRENDY
YEZDI
VIJAY SUPER
DD CHETAK
HONDA
GIZMO - 4S
SAMPLE
TOTAL
MKTG/RNS
PRODU
CTION
DESPATCH
OE
SPD
WFS
11460
0
2115
3780
9160
0
1690
2506
1000
0
0
1140
0
50
800
100
360
9350
6280
100
450
8061
5945
6505
1320
595
6620
1302
400
6160
1302
400
5725
6160
6160
6
10
47606
840
1000
100
450
8901
5945
6
10
100
2396
46400
10
100
42504
TOTA
L
11300
0
1740
3366
PRODUCTI
ON
OE
9160
RAJDOOT
RAJDOOT 1K1
11940
YAMAHA RX-100
BULLET - 350CC
BULLET 500CC
SILVER PLUS
EXPLORER
TVS XLS
TVS VMS
Z- 80
SPIRIT
KB - 125
KB - 4S/BOXER
SUNNY ZIP
HERO PUCH
HERO SCOOTER
HERO GIZMO
KEL PRIDE
KET SX
LML TRENDY
YEZDI
VIJAY SUPER
DD CHETAK
HONDA
GIZMO - 4S
770
3208
200
700
1530
2800
182
100
360
9680
6350
100
450
8281
6706
SAMPLE
TOTAL
MKTG/RNS
DESPATCH
SPD
WFS
1490 1000
820
25
500
1560
200
9000
4217
1550
8290
3825
1887
9841
1530
3620
207
500
100
450
8901
6706
200
200
500
8790
3825
1887
160
3142
160
4170
TOTAL
11650
3142
140
52125
45803
1490
4765
52058
PRODUCT
BUDGET
QTY.
BUDGE
T QTY.
BUDGET
QTY.
2000-01
2001-02
2002-03
70000
63000
56000
18000
18000
18000
15000
18000
18000
58000
64000
70000
84000
60000
54000
20000
24000
18000
19000
20000
1000
1000
1000
66000
54000
50000
Hero Scooter
18000
12000
12000
MAL (L)
Hero
Gizmo/Pacer
24000
21000
19000
KEL (PUNE)
Kinetic SX
57000
55000
50000
Kinetic Pride
Kinetic Honda
36000
43000
50000
175
Rajdoot
(SPD)
175c
EYML (S)
Yamaha Rx-100
EML (C)
Bullet - 350cc4s
Bullet - 500cc 4s
Explorer/S.Plus
MB & S (G)
KHML
(PUNE)
LML
(KANPUR)
LML Trendy
12000
30000
11000
6000
12000
KB & S
Kirloskar
206cc
21000
50000
W/SHOP (F)
Rajdoot 175cc
16000
15000
16000
Bullet 350cc
11000
10000
11000
Z-80 (O)
26000
25000
26000
Vijay Super
500
500
500
Yezdi
500
500
500
Hero Puch
5000
5000
5000
100ccHero
Honda
10000
15000
4000
8000
30000
40000
50000
4000
4000
4000
B&S
TVS Champs
Bajaj Chetak
BajajKB100/125
Explorer/S. Plus
Yamaha RX-100
Total
570000
659000
700000
WEF
16.11.96
5.8.98
EXPLR.
(THRU
WFS)
RS
320.00
335.00
SIL PLS
WEF
4.3.1986
1.9.87
22.10.87
22.12.87
1.8.88
19.10.88
20.1.89
1.07.90
01.10.90
23.3.93
19.8.93
1.10.94
EXPLR
RS
120.00
124.00
135.00
130.00
140.00
157.60
167.60
172.00
179.60
211.30
205.00
216.00
WFS
1.1.1995
1.9.95
RS
225.90
250.00
WEF
1.7.1990
1.10.90
112.91
1.9.94
1.6.95
1.1.96
28.5.96
8.12.97
1.2.98
RS
175.10
182.00
195.00
207.00
214.50
227.00
232.00
240.00
245.00
WEF
30.11.98
10.9.99
RS
442.00
305.00
WEF
15.7.98
18.2.98
RS.
264.00
257.00
WEF
27.16.91
01.9.91
01.8.94
01.4.95
01.4.96
RS.
182.00
201.00
215.00
222.00
230.00
WEF
26.2.00
RS.
305.00
PRIDE
KEL-SX
LMS
TVS
XMCL
CYGNET
/SPIRIT
WEF
30.7.1997
01.8.97
1.17.99
1.10.99
1.1.2000
RS
234.00
246.00
241.00
244.57
244.57
KB-100
WEF
30.1.1995
01.1.96
RS
385.00
425.00
HERO
PUCH
WEF
01.6.1988
01.1.89
01.8.89
01.7.90
01.10.90
1.10.91
1.10.92
1.9.93
1.6.94
1.9.94
1.12.94
1.4.96
RS
124.95
156.00
165.00
170.00
177.00
190.00
198.50
190.50
192.45
205.00
208.00
222.00
HERO(S)
WEF
18.5.1995
1.4.99
RS
455.00
375.00
HERO
GIZMO
WEF
1.7.1990
28.4.91
09.6.93
23.7.94
10.9.94
1.12.94
1.1.96
09.1.95
21.11.96
27.8.97
1.1.98
RS
105.00
177.00
198.50
196.00
205.00
208.00
226.00
231.00
232.00
247.00
250.00
BULLET
350CC
WEF
20.3.1985
09.09.87
31.10.87
02.4.88
26.10.88
1.6.89
17.9.92
1.10.92
17.4.94
1.10.94
1.1.95
1.9.95
RS
231.00
250.00
240.00
244.00
258.00
273.00
310.00
330.00
317.00
334.00
348.00
383.00
WEF
01.4.1996
01.6.96
01.10.97
1.5.99
RS
393.00
401.00
423.00
430.00
WEF
28.8.1987
01.08.88
01.10.92
17.4.94
1.10.94
1.1.95
1.9.95
01.4.96
01.6.96
1.10.97
RS
301.50
313.30
350.00
339.00
357.00
369.00
410.00
413.00
421.40
456.40
BULLET
500CC
MARKETING
The product manufactured by ESCORT Auto Components Ltd. is
department
head
(automobile
engineer)
company
for
test.
The
performance
of
the
which
consists
substandard/duplicate
manufacturer.
of
genuine
Carburettor
Carburettor
produced
by
and
local
MARKETING STRATEGY
PRODUCT
Under Replacement Marketing
Company manufacture carburettors of those vehicles, which has
high sales and also has a high population in the market. Higher
the sales/population more the number of users, more the number
of Carburettors, demanded by the user because of wear and tear
of the product.
At the same time company also wants to manufacturer
Carburettor of those vehicle models in which the competitors
are lesser. (For e.g. company manufactures Carburettors for
Enfield motors in which only two competitors are there).
Under OE Marketing
Products
are
manufactured
manufacturers. They
give
according
the
to
the
automobile
PRODUCT LINE
Pressures Die Castines:
EACL is geared to deliver a wide rang of Die cast components
to zero draft angle, with the Back up of a precision tool room.
EACL manufactures a side range of components for the Rajdoot
175 cc, Yamaha RX-100 and Yamaha 350 cc vehicles to catering
to it own needs.
Clutch Assemblies:
Made with technical assistance from M/S Fuji of Japan, their
high-powered clutch assemblies are fitted in Rajdoot 175 cc and
Yamaha 350 cc and Yamaha 350-cc range of motorcycles. Major
components for the Yamaha RX-100 are also manufactured at
EACL.
Spokes and Nipples:
With technical know-how from M/S Hoshi of Japan, EACL is
one of the leading manufactures of swaged spokes and nipples.
The Rajdoot 175 cc, Yamaha 350 cc, and the Yamaha RX-100cc
are equipped with spokes and nipples frame EEAL.
Mangnetos:
The latest addition to the EEAL range of products is the high
powered flywheel Magneto, to be Manufactured under technical
collaboration with leading Japanese collaborators.
Carburettors:
'MIKCARB' fine Carburettors are manufactured with technicalhow from M/S Mikuni of Japan. Designed for law commission,
these carburetor ensure high efficiency and better fuel Economy
in addition to festurs such as law attrition, longer life and better
pick up. The present range includes carburetors for the Rajdoot
175 cc, Bullet 350 cc, Yezdi 250-cc Vijay Super Bajaj Z-80,
Kinetic Spark, Hero Puch, Silver plus, Explorer, Yamaha RX100 cc.
Product Profile:
There is no such thing as "suction" in engines. Don't suck air
and fuel into the cylinders, infect, Air and fuel flaw into an
engine because the pressure in the cylinders is lower than
atmospheric Pressure. As a result, atmospheric pressure forces
the air/fuel mixture into the engine like a giant Hand pushing on
PRICE
Under Replacement Marketing
The price of the products is defined on the basis of competitors.
Under this concept the price for competitors is offering is
considered. The company always keeps the price slightly lower
than, what competitors are offering. A pre study is done in
which all the costing part of the product is done. Price is also
text on the basis of BEP (Brake Even Point) analysis, company
always wants to keep higher profit margin, but also considers
the profit margin with which they can compansate with . Price
with also fixed up on the basis of decision of volume sales.
Under OE Marketing
Price factor is negotiated between the two companies. There is
no pre define format for asserting the price. The cost /accounts
departments of the both the companies negotiate on the price
factors. The collective bargaining between the two takes place.
They also consider the volume of quantity the company wants.
01.4.87
202.99
1.10.87
209.99
1.1.88
215.99
1.5.88
227.54
1.8.88
234.97
01.6.89
242.63
9.4.90
246.48
WEF
RS
01.4.198
6
202.00
1.6.92
292.00
1.11.92
296.20
1.4.94
286.20
3.10.94
297.95
1.1.95
319.00
2.4.96
329.00
1.7.96
334.00
1.2.200
0
350.00
RAJ(SP.D
)
WEF
RS
31.3.98
431.00
RX-100
WEF
RS`
WEF
RS
WEF
RS
WEF
RS
24.9.91
336.00
1.4.98
782.00
22.1.98
128.00
1.7.99
225.00
1.2.200
0
438.00
1.4.93
667.00
1.6.95
660.00
5.4.96
670.00
1.7.96
680.00
1.8.88
140.00
1.1.200
0
228.48
1.10.88
160.00
1.4.89
165.00
1.4.90
170.00
1.7.90
182.00
2.11.91
195.00
WEF
RS
WEF
RS
WEF
RS
WEF
RS
24.11.97
256.80
30.1.95
425.00
22.4.96
234.00
11.2.96
207.00
RX-100
(SP.D)
M-80
M-80
(SP.D)
KB-4S
S.ZIP
Explorer
WEF
RS
1.7.88
135.00
1.10.99
226.16
26.5.96
470.00
1.8.97
246.00
1.8.97
240.00
01.7.90
251.33
1.10.90
256.63
1.1.91
265.10
16.9.9
1
280.30
1.9.94
207.00
1.4.95
2.13.00
1.5.96
225.00
1.8.97
240.00
S.No.
Model
1
2
3
4
Rajdoot
Bullet
Yezdi
Vijai
Super
Silver
Plus
Explorer
Baja M80
Hero
Puch
TVS
Astra
Scooty
RX - 100
KB - 100
Bullet 500
Sunny
Zip
H.
Scooter
K. Pride
H. Gizmo
KB-125
KB-4S
Bajaj
Chetak
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Price List
MIKCARB CARBURETTOR
WITH EFFECT FROM 15.04.99
Transfer Dealers Nett Ass.
Price
Value
421.00
575.00
495.69
421.00
580.00
500.00
390.00
570.00
491.38
390.00
570.00
491.38
BED 16%
79.31
80.00
78.62
78.62
260.00
365.00
314.66
50.34
260.00
260.00
365.00
338.00
314.66
291.38
50.34
46.62
260.00
331.00
285.34
45.66
260.00
345.00
297.41
47.59
260.00
755.00
523.00
515.00
345.00
1050.00
690.00
690.00
297.41
905.17
594.83
594.83
47.59
144.83
95.17
95.17
260.00
345.00
297.41
47.59
415.00
570.00
491.38
78.62
260.00
260.00
523.00
563.00
210.00
345.00
345.00
690.00
810.00
275.00
297.41
297.41
594.83
698.28
237.07
47.59
47.59
95.17
111.72
37.93
PROMOTION
Under OE Marketing
Company takes up promotion into ways.
1. Company to company promotion
2. National and International exhibition
Company to company promotion:
(including
plant
head,
marketing
head
and
Where
they
launched
the
Bajaj
Scooter
MARKET SURVEY
Market survey is very important to decide method to estimate
the demand of 'MIKCARB' Carburettor in the replacement
market. Market survey is very necessary to have practical
approach to get more practical results. For my project I did
market survey with specific questionnaire and personal meetings
with mechanics and supervisors and workshops of authorised
dealer
of
Bi-wheller
manufacturing
company
to
who
'MIKCARB' is supplied.
For market I took size 0.5
FINDINGS OF MARKET SURVEY
Findings of markets survey are as follows:
1. The main problems, that are concerned with MIKCARB
Carburettor are overflow, access of air which result is low
average over-race and starting problems. It is seen that
overflow problems is very frequent.
2. Since Carburettor performance is very good and age is very
high so rate of replacement per year is very low.
METHODOLOGY OF DEMANDS
ESTIMATION
On the basic of market survey and data of Bi-wheeler sales from
ACMA
report
(Automobile
components
manufacturer
dealer
where
they
get
original
MIKCARB
ESTIMATION OF DEMAND
To estimate the demand of the "MIKCARB" for the further i.e.
for 2001, 2002, 2003,2004, we will consider the sales data for
the year 1991, 19921993,1994 respectively of the bi-wheeler in
which MIKCARB is used originally because carburettor of these
vehicles will be replaced after 10 years.
Before going any further we will keep in mind following points:
1. 50% vehicle of the Hero Puch and Bajaj Z-80 are fitted with
MIKCARB carburettor and 50% are fitted with SPACCO
carburettor.
2. There are 18 bi-wheelers in which MIKCARB carburettor is
used but we will consider only those whose sales were
considerably good in 1991, 1992, 1993, 1994, and mostly
which are still popular in the market.
Therefore estimation of demand of MIKCARB carburettor we
will consider following models:
a) Rajdoot 175 CC
b) Yamaha RX 100 CC
c) Bajaj KB 100 CC
d) Enfield Bullet 350 CC
e) Explorer 50 CC
f) Bajaj M 80
HENCE THE FORMULA:
Estimation demand of MIKCARB carburettor for 2001 in
replacement market
= 25% OF SALE OF Rajdoot motorcycle 1991
+ 25% of sale of Yamaha RX 100 CC in 1991
+ 25% of sale of KB 100 CC in 1991
+ 25% of sale of Bullet 350 CC in 1991
+ 25% of sale of explorer in 1991
+ 50% of (25% of sale of Bajaj M80 in 1991)
+ 50%of (25% of sale of Hero Puch in 1991)
Similarly we can estimate demand for 2002, 2003, and 2004.
they are set accordingly in a set format. Then these facts, data,
information is analysed and handled very carefully and
intelligently. The or department which are mainly included.
Marketing
Projects
These people analyse these informations and concludes the
followimg.
In what all market company can venture into
How much strong they are in the market.
How they can improve marketing strategy in future.
Now where they can give a cut adage to the competitors
products.
To what all competitors they can fight too and how.
What all other products they can introduce to targets market.
On analysing the above it future market strategy for Escort Auto
Components and in prepared.
TOTAL SATISFACTION
TO
(1)
CUSTOMERS
(2)
EMPLOYEES
(3)
SHARE HOLDERS
(4)
VENDORS
(5)
COMMUNITY
Q.C.D.D.A
Q
QUALITY
PRODUCT
SYSTEMS
SERVICES
COST
COMPETITIVE PRICE
COST DOWN
MFG. OVERHEADS
SALES & ADMN.
MANPOWER
INTEREST
INVENTORY DOWN
DELIVERY
TIMELY
LOSSES REDUCTION
DEVELOPMENT
PRODUCT
TECHNICAL TIE UP
SELF SUFFICIENCY IN R&D
COMPETITIVE SPECIFICATIONS
FASTER DEVELOPMENT
DIVERSIFICATION
MARKET
EXPORT MARKET
NEW CUSTOMERS
TRADING BUSINESS
A
ATTITUDE
POSITIVE
CULTURAL CHANGE
QUALITY IMPROVEMENTS
1. ISO 9001 certification Nov. 98 TUV-Germany
2. Cross functional teams
3. Self inspection by operators
4. Few examples of counter measures
4.1
4.2
4.3
4.4
FOCUS
4.5
SPR
(STRAIGHT PASS RATIO)
4.6
Storage improved
4.7
4.8
Vendor upgradation
8 major vendors
Process capability
System improvement
Tools/gauge caliberation
Cleaning
Vendor rating started
4.9
COST
PRODUCT AT COMPETITIVE
PRICE
MATERIAL COST
98-99
99-2000 SAVING
2.79%
REDUCED
NEGOTIATIONS/S.O.B.
CHANGE
VENDOR
0.6%
CONSOLIDATION
PACKING
600
MANUFACTURING OVERHEADS
532
500
NOS.
400
330
300
200
100
0
1998-99 (END)
ACTUAL
OCT. 99
2000-2001
(TARGET)
TARGET
MANHOURS/CARBURETTOR-PRODUCTION SHOP
MULTIMACHINING
MULTI SKILLING/REDEPLOYMENT
SELF INSPECTION
1.2
1.17
HRS/CARE
1
0.8
0.67
0.5
0.6
0.4
0.2
0
1998-99 (END)
ACTUAL
OCT. 99
2000-2001 (TARGET)
TARGET
SECURITY/JANITORIAL/GARDENING ON CONTRACT
Savings
OVERTIME REDUCED
CUTTING TOOLS
20.72%
CONSUMABLES
10.50%
16.00%
POWER/FUEL
16.00%
WELFARE EXPENSES
25.00%
14.00%
A. equipment added
Chassis dynamometer
Co equipment volume check
Equipment planned
Engine dynamometer
B. Manpower added from 7 to 12 addition - 71%
C. R&D organisation tie-up from Japan - under discussion
For
training/design
up
gradation/quality
up/process
improvement
COMPETITIVE SPECIFICATION DEVELOPMENT BY
MIKUNI TRAINED ENGINEERS AT EEAL
Kinetic Motors (scooter) 9% better fuel efficiency over Keihen
(kinetic Honda)
Bajaj z - 80 better fuel efficiency over Spacco.
1 st Indian oval venture carburettor developed by EEAL
EACL down draught carburettor for Bajaj Chetak - 10% better
fuel efficiency over Spacco.
MARKET
Development7.2.1 New Customers - Carburettors - 1999-2000
A. Two Wheelers
1. Bajaj Auto Ltd.
M80 E2000
Spirit
3.
Bajaj
Auto
Ltd. Chetak/Super
(Spares0
4. Bajaj Auto Ltd.
5. Kinetic Motors
6. Kinetic Motors
Scooterrte-Sx
7. Lml
B. Stationary Engines
1. Birla Yamaha
2. Briggs & Stratton
3. Greaves & Cotton
EXPORT MARKET
China
Egypt
TRADING BUSINESS
Fuel Cock For All Two Wheelers
Focus On Advani & Philips
Additional Agencies Under Discussion
Almonard Fans
TATA MIG WIRE
CULTURE CHANGE
ORGANISATION CULTURE CHANGE SURVEY
18
18
17
16
16
16
14
14 14.1
14.1
13
17
16
14.5
13
14.2
10
10
11
11
10
10
13.9
13
12
12
16
8
6
4
3.6
3.7
INDUSTRIAL LOW
EEAL
EXPERIMENTATION
COLLABORATION
AUTONOMY
PROACTION
AUTHENTICITY
TRUST
CONFRONTATION
OPENNESS
INDUSTRIAL HIGH
ATTITUDE
2000-2001
MARKETING
DIRECTOR
PERSONAL
ADMINISTRATION
ASSOCIATE
DIRECTOR
FINANCE DIRECTOR
GENERAL MANAGER
(OPERATION)
TOOL
CARBURETTOR
Superv
isor
Staff
Worke
rs
Casual
s
Traine
es
Appre
ntices
Mar.96
22
66
109
29
135
26
Mar.97
28
63
98
196
125
29
Mar.98
24
68
105
193
133
25
Mar.99
32
67
109
191
113
23
Mar.00
25
56
69
173
125
11
HR FUNCTIONS
Apart
from
putting
inputs
(Human
Resource),
planning,
COMMUNICATION PROCESS
MESSAGE
SENDER
MESSAGE
ENCODING
MESSAGE
CHANNEL
MESSAGE
DECODING
NOISE
FEEDBACK
RECEIVER
TYPES OF COMMUNICATION
FORMAL
INFORMAL
FORMAL
INFORMAL
WRITTEN
DOWNWARD
UPWARD
HORIZONTAL
COMMUNICATION BARRIERS
In this company communication barriers have been classified
into three categories "Barriers arising from the fact that
individual are involved in Communication and they differ from
one another because of their different geographic, economic,
social background etc.
These
barriers
may
be
called
pre-existing
barriers
to
barriers
arising
out
of
organisation
structure,
where
1. DOWNARD COMMUNICAION
As it is very clear from the chart that the head of concern
Managing Director or the Board of Directors. The policy
formulation, rules and regulations standing order organization
policy,
policy
regarding
expansion
and
development.
2. UPWARD COMMUNICATION
It may be defined as a reporting system from bottom to top and
in the response of the process delegation of authority with the
delegation
of
duties,
responsibilities,
accountability
and
authority. The process of getting the things done starts. After the
stipulated period and providing all the essential aids to the
employees, they are assured about their performance. So it is the
second aspect of delegation. The supervisor or foreman reports
the assistant manager about the progress made by the
employees, problems faced shortage of raw material, individual
performance report and the other related aspect of working
environment. The necessary steps are taken by the assistant
manager to improve the situation. So the function in the
organisation hierarchy can be accomplished with the help of
communication system. Grievance handling is also with the help
of upward communication in the organisation. There is best mix
of upward or downward communication.
3. SCALER COMMUNICATION
As from the organisation structure it is very clear that the
company is managed through the professionally qualified and
skilled managers. Scalar communication means the transmission
of ideas, emotions and sentiments between he managers
enjoying equal status. Conference, meetings, management
games are some of the examples which are used in EEAL. The
activities of the organization are interlined. So, they need
cooperation,
personnel
and
finance
departments
are
By
the
top
management
mostly
written
At
the
top
level
the
examples
of
the
written
getting things done. They are the guidelines and path showing
instrucitons for the persons who are involved in achieving the
organisational objectives of the company. The objectives lay
down by the top management i.e. GM, MD, and the functional
heads, later on they are published and circulated to all
departments so they can process their actions according to
planed and predetermined objectives. As already been old
reporting and controlling are the twins and the two sides of the
same coin are totally based on the M.B.O. is the base of any
industry and business organisation.
8. PRINTING ANNUAL REPORTS
An EEAL is an escorts company and is corporate under Indian
Act - 1956 as per the instruction laid down that each company
will prepare final accounts and balance sheets to show the real
purpose of the business. The company is preparing such types of
statements, which are called annual reports of the company.
Annual reports give a clear picture and a comparison from the
last
year.
Provisions
are
made
regarding
depreciation,
- Theft
- Possession of narcotics
- Willful damage to comp[any property
- Possession of firearms or the weapons
- Falsifying records of work
- Fighting
- Off- the -job criminal activities
- Unauthorised strikes
- Drunk at work timings.
DUE PROCESS
a) Charge sheet is farmed and issued :
The first step in the procedure is to frame a written charge sheet.
Which is based upon a written complaint against the employee
in question. Which contains details of the offences with which
he is charged and the allegations of misconduct made against
him, and which contains details of the offences with which he is
charged and the allegations of misconduct made against him,
and indicating the time limit within which a reply to the charge
sheet should be submitted to the authorities. The contents and
implications of the charge sheet may be explained to him. If he
refuses to accept it, it should be sent to his residential address
under registered post. If the person refuses to take the delivery
then it should be published in the newspaper.
b) Recipient of explanation:The employee may submit explanation within the prescribed
period of the time, or he may ask for an extension of the time of
its submission.
c) Issues of the Notice of inquiry:
- The company does not allow the supervisors to deal with, and
settle, the grievances, of the employees.
- The company disregards precedents and agreements already
arrived at with the workers and/or their trade union.
Grievance Procedure Steps in Unionised Organisations
Step 1: The aggrieved employee verbally explains his grievance
to his immediate supervisor or in a conference or a discussion
specifically arranged for the purpose. The employee seeks
satisfaction from his supervisor. The grievance can be settled if
the supervisor has been properly trained for the purpose, and if
he adheres strictly to a basic problem-solving method.
Step 2: The second step begins when the grievance is not settled
by the supervisor. In this case, it is sent to a higher level
manager with a note in which are mentioned the time, place and
nature of the action to which the employee objects. The higher
level manager is generally the chief business manager, a
superintendent or an Industrial Relations Office who goes, into
the grievance and gives his decision on the matter.
or
combination
of
union
and
management
EMPLOYEE MORALE
Whenever something is found to be wrong with the workers, it
is obvious that there must be some cause of this situation. It
may be that the policies or practices of the company are
defective, or that it executives are at fault, or that the views of
those whose morale is low do not agree with those of the
company or of its executives.
For improving worker's performance, managers should provide
training for employees; create specific performance goals for
workers to strive for; provide performance feed-back on a
regular and frequent basis; encourage neat, orderly work areas;
arrange and increase the number of operations performed by
each employee whenever possible; structure jobs so that workers
can at least occasionally move about the work area; and explore
ways to assign greater responsibility to each individual.
(i) Creation of Whole Jobs: United this procedure, complete
jobs are assigned to the workers. Jobs should be enlarged that is
the complexity of a job should be increased so that it may
appeal to their higher needs. On an assembly line, for example,
Job
Analysis
Job
description &
specification
Wage
Legislation
Job
evaluation
Performance
standards
Wage surveys
& analysis of
relevant
organisational
problems
Wage
structure
Rules of
administratio
n
Differential
employee
appraisal
Wage
payments
whether
the
organisation
would
recruit
new
wage structure and the fringe benefit structure and things related
to it.
Preparation of wage structure
A wage structure is determined by the company in which various
decision is taken up like (a) whether the organisation whishes,
or is able, to pay amounts above, below, or equal tot he averages
in the community or industry (b) whether wage ranges should
provide for merit increases or whether there should be single
rates (c) which jobs are to be placed in each of the pay grades;
(d) the number and width of the pay grades and the extent of
overlap (e) the actual money value to be as signed to various
pay grades (f) differentials between pay plans; and
(g) what
to do with salaries that are out of line once these decisions have
been made is deeply considered.
Ability to pay
(1)
Living wage
(8)
Going rate
(2)
Productivity
(3)
Job requirement
(5)
Union
bargaining
power
(4)
Supply &
demand factor
(6)
Cost of living
(7)
WAGE
&
SALARY
CRITERIA
to
this
theory,
wages
are
based
upon
an
Medical care
(b)
(c)
(d)
(e)
JOB EVALUATION
Job evaluation as a process of analysing and describing
positions, grouping them and determining their relative value by
comparing the duties of different positions in terms of their
different responsibilities and other requirements.
It is the quantitative measurement of relative job worth for the
purpose of establishing consistent between job requirements, the
objective being the setting of pay for management purposes.
Procedure for job evaluation
(i) Analyse and prepare Job Description: This requires the
preparation of a job description and also an analysis of job
requirements for successful performance.
(ii) Select and Prepare a Job Evaluation Plan: This means
that a job must be broken down into its component parts, i.e., it
should involve the selection of factors, elements needed for the
performance of all jobs for which money is paid, determining
their value and preparing written instructions for evaluation.
ii
iii
to equipment,
delays, complaints,
confusion,
PERFORMANCE APPRAISAL
Performance appraisal is a process of evaluating an employee's
performance of a job in terms off its requirement.
The evaluation process: Method of performance appraisal
Grading method: This method is used for the lower management level, like
supervisors and the workers of the plant.
Under this method the personnel manager considers certain
features and marks them accordingly to a scale. Certain
categories of worth are first establishment and carefully defined.
The selected features may be analytical ability, co-operative's,
dependability,
self-expression,
job
knowledge,
judgement,
leadership, and organisation ability, etc. These may be Aoutstanding, B-very good, C-good average, D-fair, E-poor, -Bvery poor or hopeless.
of
management
and
an
effective
way
for
there
are
various
government
and
non-government
usually
responsibility.
involving
lower
level
of
difficulty
and
Developing
sources of
potential
employees
Internal
sources
External
sources
Recruiting
needed
personnel
Selecting
qualified
personnel
Search for
potential
employees
Evaluating
recruiting
effectiveness
Placing new
employees
on Job
SELECTION PROCESS
Requirement Identified
Permission from the Plant Head
Personnel Department
External
Source is decided
Internal
Application is called
Secondary
Analysis of Application
Screening of Application
Concerned Department Decides the candidate to be called
Interview Panel
(Deptt. Head, HR Head & Any Tech. Per.)
Interview Conducted
Final Selection
If the selected candidate agrees than letter of intent is given
Final appointment of the candidate
Name of Records
Corporate of training needs and requirement
Training need identification
Training plan
Requisition form
5.
6.
7.
8.
9.
10.
11.
12.
13.
Rating format
Appointment letter
LTA form
Leave application form
Extra voluntary worksheet
Late entry form
Statement of returns to government agencies
Return to government agencies
Annual review forms
LIMITATIONS
- I could not get the exact HR policy from the company
(confidential paper). The information collected on HR from the
company was not in set format. To put those information into a
set format various books has been consultant.
-Sales figure projections and the data depend upon the
conditions prevailing today and last year. It may change with
the effect of various market forces, which are not consistent.
-The report does not suffer with personnel biases. But despite of
high amount of procurement of data and information their can
be incorrect deduction and recommendations.
CONCLUSION
Escort Employees Ancillaries Ltd. (EEAL) was recently in
August last year was renamed as Escort Auto Component Ltd.
(EACL).
EACL is one of those companies, which are operating from lost
3decades. Earlier EACL was raised by Escort Ltd. (EL) for the
season that EL had its business in two-wheelers industry also.
To reduce the cost of the bikes and to cater larger market, this
major
auto
component
Carburettor
was
manufactured
Market
(Replacement
Marketing). With
this
and
employee
training
and
development
part.
RECOMMENDATIONS
Market Survey
On the basis of market survey, some factual data nad my
experience in EEAL, recommendation to improve market share
of "MIKCARB" carburettor in the replacement is following,
1. As we have seen that customer awareness about carburettor is
very low generally go to local mechanical where he get
local/duplicate carburettor and deprives of more efficient
original carburettor, so EEAL'S marketing division should
take initiative through it dealer to tell customer about
important of original "MIKCARB". So that at the time of
replacement
he
will
come
to dealer
to get
original
carburettor.
2. It is important to note that if EEAL capture the good O.E.
(original equipment) market then definitely is replacement
market will increase. So company should to increase its O.E.
market.
3. EEAL should have more cordial relations with its dealer and
give
them
incentives
and
discount
i.e.
"MIKCARB"
carburettor.
4. R&D
department
continuously
tries
to
maintain
both
important
in
achieving
the
is
that
the
formal
as
well
as
informal
APPENDICES
SAMPLE-1
1. Name and address
dealer/workshop
2. Model's you deal
'MIKCARB' is fitted.
of
with,
9-10 years
'MIKCARB' 10 years
b)
SAMPLE - 2
1. Name and address
dealer/workshop
2. Model's you deal
'MIKCARB' is fitted.
of
authorised GREEN
AUTOMOBILE,
FARIDABAD
with,
which Yamaha
RX-100,
Rajdoot 175CC
b)
SAMPLE - 3
1
of
authorised PRATAP
AUTO
PARTS,
GURGAON.
with,
which HERO
PUCH,
HERO WINNER
b)
SAMPLE - 4
1. Name and address
dealer/workshop
2. Model's you deal
'MIKCARB' is fitted.
of
authorised ALIM
AUTO
WORKS, DELHI
with,
which Bullet,
Rajdoot,
Yamaha, Explorer,
Hero puch, Hero
winner
of
air,
MIKCARB
of
b)
SAMPLE - 5
1. Name and address
dealer/workshop
2. Model's you deal
'MIKCARB' is fitted.
of
authorised SHARMA
AUTO
WORKS, DELHI
with,
8-10 year
'MIKCARB' 10 year
b)
EMPLOYEES
ANCILLIARY
LIMITED,
department
are
transmitted
through
communication
response
regarding
communication
is
very
much
management
communication.
which
is
out
of
its
use
i.e.
BIBLIOGRAPHY
Magazines
Business world
Fortune
Escort Company Journals
Newspapers
Economic Times
Libraries
CII
Websites
www. Indiainfoline.com
www.escortsgroup.com
Books
Personnel Management C.B. Mamoria
Personal management Munappa