Nano-The People's
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Chapter 6: Four Case Studies
CHAPTER 6: FOUR CASE STUDIES In this chapter the focus is on the four empirical cases selected for this study: Maruti Udyog Limited (MUL), Fiat India Private Limited (FIPL), DaimlerChrysler India Private Limited (DCIPL) and Skoda Auto India Private Limited (SAIPL). The main goal of this chapter is to look at each case individually and to identify the respective case’s hybridization profile as well as the causalities that have brought about a case specific hybridization profile. Each case starts with a more general discussion of the strategic choices at the corporate and sub- sidiary level. The main part of the case discussion consists of identifying the transfer sce- narios, the institutional/strategic (mis)fits/recontextualization pressures and the dominant recontextualization modes of the cases’ different production system dimensions. The identi- fication of transfer scenarios, (mis)fits/recontextualization pressures and modes serve to determine the hybridization outcomes of the four cases under research. The empirical find- ings of the different cases’ hybridization profiles and the underlying causalities that have brought about these profiles are the basis for a systematic cross case comparison and analy- sis in chapter 7. 6.1 MARUTI UDYOG LIMITED (MUL). GLOBAL PRODUCT STRATEGY OF THE FOREIGN PARENT, STRATEGIC ROLE OF THE SITE AND STRATEGIC DISTANCE TO OTHER SITES “Small Cars for a Big Future” SMC’s Motto expressed by Osamu Suzuki (Datamonitor, 2003) Suzuki Motor Company’s (SMC) generic product strategy in the passenger car segment can be understood with Porter (1980) as a combination of a focus and a cost leadership strategy. SMC focuses mainly on light, sub-compact and small car market segments (Kasahara, 1994). -
The Positioning Disaster of Tata Nano: a Case Study On
IJMH - International Journal of Management and Humanities ISSN: 2349-7289 THE POSITIONING DISASTER OF TATA NANO: A CASE STUDY ON TATA NANO Ashik Makwana1 | Prof Nishit Sagotia2 1(Student, MBA Semester 09, Noble Group of Institutions, Junagadh, Gujarat, [email protected]) 2(Assistant Professor, Dept of Management, Noble Group of Institutions, Junagadh, Gujarat, [email protected]) ___________________________________________________________________________________________________ Abstract— The Indian auto industry is one of the largest in the world. The industry accounts for 7.1 per cent of the country's Gross Domestic Product (GDP). The Two Wheelers segment with 80 per cent market share is the leader of the Indian Automobile market. Tata Motors Limited is a leading global automobile manufacturer of cars utility vehicles buses trucks and defence vehicles. Tata Nano popularly known as people‘s car was launched at such time when India‘s largest car company known for its cost effective products Maruti Suzuki was pondering upon the strategic option of discontinuing the production of the than available cheapest car of Indian Market and it flagship product Maruti Suzuki 800. This case is selected as per following basis: Case is related with marketing Mix, positioning of the product and brand equity, to understand what went wrong with Nano, to understand the concept of Positioning, to understand how marketing mistakes makes a product to failure, to find alternatives for the solutions. Following are the sources of data collection: Articles and review of students and people and Dr. Vivek Bindra’s videos. Following are the assumptions of the case study: the company will continue its product in the market, the collected data is correct. -
Lovely Professional University
Lovely Professional university M.B.A Term Paper 2009-2010 MGT-514 Submitted by Guided by Chandan Kumar Singh Mr.Krishan Gopal Section-RT-1902(B) Roll number ʹA-27 INDEX Introduction of the Maruti Udyog. Objective of the Maruti Udyog. SWOT analysis of Maruti Udyog. Strategy of the Maruti Udyog. Limitations of the Maruti Udyog. Product life cycle stage of Maruti Udyog. Conclusion. Bibliography. Maruti Suzuki India Limited Maruti Suzuki India Limited is a publicly listed automaker in India. It is a leading four- wheeler automobile 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 2007, Maruti Udyog was renamed Maruti Suzuki India Limited. The company headquarter is in Gurgaon, Haryana (near Delhi). Profile The old logo of Maruti Suzuki India Limited. Later the logo of Suzuki Motor Corp. was also added to it. 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. Until recently, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of Japan. The Indian government held an initial public offering of 25% of the company in June 2003. As of 10 May 2007, Govt. of India sold its complete share to Indian financial institutions. -
S.NO. Contents Page No. 1. Introduction 1 2. Company Performance at a Glance 3 3. Vision and Core Values SWOT of Maruti Suzuki 5 4
S.NO. Contents Page No. 1. Introduction 1 2. Company Performance at a Glance 3 3. Vision and Core Values SWOT of Maruti Suzuki 5 4. Some Important Milestones 7 5. Current situation – Microenvironment 8 6. Current Marketing Practice 9 7. A brief overview of competition and Market 11 8. CDM Process for Cars in price range of 10-14 lacks 13 9. Market Segmentation 16 10. The Product 17 11. Pricing 18 12. Place 21 13. MUL financial stability 22 14. Communication strategy 23 15. Contingency Plan 24 16. Exhibit 1 26 17. Exhibit 2 30 18. Exhibit 3 36 19. Exhibit 4 37 1 1. I NTRODUCTION Maruti Suzuki India Ltd. – Company Profile Maruti Suzuki India Ltd. (current logo) Maruti Udyog Ltd. (old logo) Maruti Suzuki is one of the leading automobile manufacturers of India, and is the leader in the car segment both in terms of volume of vehicle sold and revenue earned. It was established in February, 1981 as Maruti Udyog Ltd. (MUL), but actual production started in 1983 with the Maruti 800 (based on the Suzuki Alto kei car of Japan), which was the only modern car available in India at that time. Previously, the Government of India held a 18.28% stake in the company, and 54.2% was held by Suzuki of Japan. However, in June 2003, the Government of India held an initial public offering of 25%. By May 10, 2007 sold off its complete share to Indian financial institutions. Through 2004, Maruti Suzuki has produced over 5 million cars. Now, the company annually exports more than 50,000 cars and has an extremely large domestic market in India selling over 730,000 cars annually. -
Behind the Nano Mistakes : a Case Study on Consumer Psychology
CASE STUDY Behind the Nano Mistakes : A Case Study on Consumer Psychology Shamim Akhtar Abstract Since from its conception, there have been way too many impediments towards Faculty Member Icfai University the success of Tata Motors dream project – Nano. It seems evident that Tatas Mizoram have had problems with the entire marketing mix for Nano. There were initial safety issues with the product; they couldn’t hold on to their original pricing promise due to rising costs; there was a tough time with the distribution due to serious mismatch between demand and supply; and there wasn’t a proper promotional campaign to begin with. This explorative case study looks beyond the mistakes and attempts to throw light on the consumer psychology regarding Nano’s initial low market acceptance; which seemed to be quite different from what the company and industry had speculated in the beginning. While making qualitative assessment of the perception, attitudes and behavior of the consumers, the case study also explores the continuous hurdles that Tata Motors had gone through and the others that it still tries to overcome to ensure “Nano – the people’s car”, gets its truly deserving position in the market. “We are happy to present the People’s Car to India and we hope it brings the joy, pride and utility of owning a car to many families who need personal mobility.” – Ratan Tata after unveiling Nano at the 2008 Delhi Auto Expo1 “I think it’s a moment of history and I’m delighted an Indian company is leading the way.” – Anand Mahindra, Managing Director, Mahindra & Mahindra Quoted by Hindustan Times before the unveiling of Nano2 “There was a mismatch vis-à-vis the hype. -
1 Co-Evolution of Policies and Firm Level Technological Capabilities in the Indian Automobile Industry Dinar Kale ESRC Innogen C
Co-evolution of Policies and Firm Level Technological Capabilities in the Indian Automobile Industry Dinar Kale ESRC Innogen Centre Development Policy and Practise, The Open University Email: [email protected] Abstract Innovation in form of new products, processes or forms of productive organisation brings growth to firms and development to economies and therefore it is important to understand sources of innovation and technological capabilities. In this context this paper explores sources of innovation and technological capability in the Indian automobile industry. In last decade Indian auto industry emerged as one of the fastest growing industry with increasing levels of technological sophistication in auto industries amongst emerging countries. This paper shows that industrial policy set up challenges for firm in form of constraint to develop products with higher local suppliers and helped development of auto component supplier industry. It also points out important role played by factors such as nature of demand and firm ownership in innovative capability development. Paper reveals key attributes of firm ownership which include managerial vision and diversified nature of businesses. The diversified nature of businesses has helped Indian auto firms in innovative capabilities by facilitating inter-sector learning. 1 1. Introduction In the global world innovation lies at the heart of the economic growth and development for countries and firms in advanced as well as developing countries. History is full of examples where lack of innovation has withered away the economies and firms precisely because those economies and firms lacked a “Schumpeterian vigour”. Schumpeter explained sweeping away of innovation-laggards by competition from radical new technologies as ‘creating destruction’. -
Maruti Auto Expo
MMaarutrutii AutAutoo EExpoxpo’’0088 IIntntroroducducttioionn Maruti Suzuki India ltd. Maruti is India's largest passenger car company, which account for over 50 per cent of the domestic car market. Maruti have a sales network of 562 outlets in 372 towns and cities, and provide maintenance support to customers at 2538 workshops in over 1200 towns and cities (as on December 31,2007). The company boasts about its products, which offer unsurpassed fuel efficiency, low maintenance costs and easy availability of genuine parts. MUL extended its product range to include vans, multi-utility vehicles (MUVs) and mid- sized cars. Suzuki saw its Indian sales rise 21 per cent to 653,000 cars Of the $3.5 billion Suzuki plans to spend on its expansion in India MUL’s Competitive Advantage Size Low Initial investment Unique concessions from the government Indigenous sourcing of components Fully depreciated plants High labour productivity Maruti Suzuki ranks highest in customer satisfaction with authorized dealership service Maruti models Comparing Maruti 800 and Tata Nano Maruti Suzuki India Limited has showcased three concept cars at the Auto Expo 2008 • Concept A-Star, • Concept Splash and • Concept Kizashi Concept A-Star It is a concept car because it is for the first time that Suzuki has premiered a concept in India. It is the first Japanese-Indian concept vehicle. Segment: A (currently Alto is the market leader in this segment. Expected price: A-star is expected to be priced around the 3-4 lakh range($7500) Competitors: Chevrolet Spark and the Hyundai i10. Segmentation,Targeting and Positioning Segmentation DEMOGRAPHIC: A) Age- 20-34 B) Gender- Male, Female C) Family size- 3-4 , 4+ D) Income - RS 20000-30000, 30000-50000, 50000 and above. -
GRI-09-10.Pdf
1 CONTENTS KEY FEATURES 2 Key Features 2 This is Tata Motors Limited’s sixth1 Sustainability Report covering data from 01 April 2009 to 31 March 2010. The report includes performance data and information related to Indian operations at View from the Driver’s Seat 3 Jamshedpur, Lucknow, Pune and Pantnagar. The unit at Sanand was in the construction phase during Designed for Global Excellence 7 the reporting period, and hence it has been covered separately. The report does not include Guided by a Clear Vision 11 performance data and information related to Joint Ventures and subsidiaries. Driving on a Robust Chassis 13 This report is based on Global Reporting Initiative’s G3 Guidelines and is self – rated at applicability level A. Further, this Report serves as our Communication on Progress on the United Nations Global Delivered by a Skilled Assembly Line 17 Compact principles. This year we have engaged KPMG to provide professional services for Accelerating Growth 23 developing this report. Cruising Towards a Greener Environment 29 2009-10 was the year of innovation at Tata Motors and hence we have selected “Wheeling Ensuring a Safe Journey 39 Innovation” as the theme for this report. Innovation is an intrinsic part of our growth strategy and we Powered by an Efficient and Powerful Engine 45 demonstrate it through our approach in everything we do. From changing customer needs to managing scarce resources, elements of innovation are embedded into our business processes. Caring for the Neighbourhood 49 Our culture of perpetual search for excellence is attributed to our ethos and our efforts to serve Disclosure on Management Approach 55 customers over several decades by bringing continuous innovation in our products and processes. -
Study Paper “Financial Ratio Analysis of Tata Motors”
FINAL YEAR BBA (H) STUDY PAPER “FINANCIAL RATIO ANALYSIS OF TATA MOTORS” SUBMITTED BY:- NAME: RAHUL ROY, RAJDIP ROY, SOHINI DATTA , SABARNI DATTA STREAM:-BBA (H) YEAR:-3rd (THIRD) SEMESTER :- 6th (SIXTH) ROLL NO.s:-15405015026, 15405015030, 15405015048,15404015036 SESSION :- 2015-2018 COLLEGE:- DINABANDHU ANDREWS INSTITUTE OF TECHNOLOGY AND MANAGEMENT UNIVERSITY:- MAULANA ABUL KALAM AZAD UNIVERSITY OF TECHNOLOGY, WEST BENGAL ACKNOWLEDGEMENT The satisfaction and euphoria that accompanies the successful completion of any task would be incomplete without mentioning the names of the people who made it possible, whose constant guidance and encouragement crown all the efforts with success. We are deeply indebted to all people who have guided, inspired and helped us in the successful completion of this project. We owe a debt of gratitude to all of them, who were so generous with their time and expertise. I am highly intended and extremely thankful to MR. ABHIJIT PAL who as our external guide was a constant source of inspiration and encouragement to us. The strong interest evinced by him has helped us in dealing with the problem; we faced during the course of project work. We express our profound sense of gratitude to him for timely help and co-operation in completing the project. Also we would like to thanks MR. ABHIJIT PAL for his continuous guidance and support. INDEX SL. NO. TOPIC 1 CHAPTER-1 EXECUTIVE SUMMARY COMPANY PROFILE ABOUT TATA MOTORS HISTORY OPERATIONS JOINT VENTURES NEED OF STUDIES OBJECTIVES OF STUDY 2 CHAPTER-2 INTRODUCTION TO -
Sundaram Karivardhan
Sundaram Karivardhan Sundaram Karivardhan or short Kari (June 20, 1954 Coimbatore, India–August 24, 1995 in the same town) was a legendary figure of Indian motorsports. Apart from being a successful formula car racer, was also a designer and constructor of several formula cars, his most famous design being the Formula Maruti open wheeled race car. His low cost cars helped other racers, notably Narain Karthikeyan, Karun Chandhok, and Armaan Ebrahim, to their entry into motorsports. A wealthy industrialist, he was later killed in an air crash, aged 41. Early days Sundaram Karivardhan was born on 20 June 1954 in Coimbatore to noted Indian freedom fighter G.K.Sundaram from the Lakshmi Millstextile family. He did his schooling in Coimbatore and after graduating in mechanical engineering from PSG College of Technology, he completed his master of science at the UCLA, Los Angeles. Motor racing Quiet and shy in nature from a very young age, he showed a keen interest in bikes and cars. In the United Kingdom he attended the Jim Russell racing school. Later, when he returned to India in the mid-70's, he started participating in the Chennai's Sholavaram races and Calcutta's Barrackpore track. His first race was 1973 Sholavaram Grand Prix meet, later he appeared every year in newly constructed formula cars from his own garage. He raced until 1995, the year of his demise. Cars he raced ranged from Premier Padmini, Datsun 510, Sipani Dolphin, Formula Atlantic, several cars of his own design and in the final years Formula 3 cars. His last race was in a Formula Ford, in McDowell ]'s body shell in Chennai's MMSC track. -
Maruti Suzuki from Wikipedia, the Free Encyclopedia Jump To: Navigation, Search
Hide Wikipedia is getting a new look. Help us find bugs and complete user interface translations before August 25, 2010. Maruti Suzuki From Wikipedia, the free encyclopedia Jump to: navigation, search Maruti Suzuki India Limited Type Public (BSE MARUTI, NSE MARUTI) Industry Automotive Founded 1981 (as Maruti Udyog Limited) Headquarters Delhi, India Mr. Shinzo Nakanishi, Managing Director Key people and CEO Products Automobiles, Motorcycles Revenue ▲US$4.8 billion (2009) Employees 6,903 [1] Parent Suzuki Motor Corporation Website MarutiSuzuki.com Maruti Suzuki India Limited (Hindi: मारित सुजूकी इंिडया िलिमटेड) is a publicly listed automaker in India. It is the largest automobile 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 2007, Maruti Udyog Limited was renamed Maruti Suzuki India Limited. The company's headquarters are located in Delhi. Contents [hide] • 1 Profile • 2 Partner for the joint venture • 3 Joint venture related issues • 4 Industrial relations • 5 Services offered ○ 5.1 Current sales of automobiles 5.1.1 Manufactured locally 5.1.2 Imported ○ 5.2 Discontinued car models ○ 5.3 Manufacturing facilities 5.3.1 Gurgaon Manufacturing Facility 5.3.2 Manesar Manufacturing Facility ○ 5.4 Sales and service network ○ 5.5 Maruti Insurance ○ 5.6 Maruti Finance ○ 5.7 Maruti TrueValue ○ 5.8 N2N Fleet Management ○ 5.9 Accessories ○ 5.10 Maruti Driving School • 6 Issues and problems • 7 Exports • 8 See also • 9 References and notes • 10 External links [edit] Profile The old logo of Maruti Suzuki India Limited. -
Caparo, Saint-Gobain, Denso Win Big with the Tata Nano
20080303-0016-ANE.qxd 2/27/08 3:15 PM Page 16 PAGE 16 · www.autonewseurope.com March 3, 2008 Car Cutaway Caparo, Saint-Gobain, Denso win big with the Tata Nano UK-based supplier Caparo presses and assembles 60 percent of the ogy is the result of very sophisticated analysis to ensure high-quality, the car. Denso of Japan provides the windshield wiper system for what Tata Nano’s inner structural panels at its new facility adjacent to the low-cost production,” Caparo Group CEO Angad Paul said in a state- has been called the cheapest car in the world (€1,700). Indian automaker’s plant in Singur, West Bengal, India. “The body ment. Caparo started production only six months after agreeing to the technology is relatively conventional, but the manufacturing technol- deal. Saint-Gobain Sekurit of France produces the all the windows for Steven Wingett MANIFOLD AND CONVERTER ASSEMBLY: CAMSHAFT: ENGINE BLOCK: MUFFLER ASSEMBLY: BRONZE SYNCHRONIZER RINGS: SHIFT ELEMENTS: MANUAL SHIFTER: WINDOW CRANK LEVER: COMPLETE SEATS: INSTRUMENT CLUSTER: EMCON TECHNOLOGIES MAHLE MIGMA TEKSID ALUMINUM EMCON TECHNOLOGIES NATESAN SYNCROCONES INA FICOSA ITW AUTOMOTIVE PRODUCTS JOHNSON CONTROLS DELPHI CYLINDER LINER: WINDSHIELD WIPER SYSTEM: COOPER FOUNDRY DENSO GASKETS: WASHER SYSTEM: FEDERAL-MOGUL FICOSA ENGINE MOUNTS: HVAC MODULE: VIBRACOUSTIC BEHR; SUBROS FUEL FILTERS: MAHLE BODY ELECTRIC PARTS: BOSCH PISTONS: FEDERAL-MOGUL GLAZING: SAINT-GOBAIN SEKURIT INTERNATIONAL TORQUE ROD: VIBRACOUSTIC SHEET METAL COMPONENTS: PARKASH AUTOMOTIVE INDUSTRIES STARTER MOTOR: BOSCH;