Indusrty Analysis

AUTOMOTIVE
OBJECTIVE OF THIS STUDY
This study is done in keeping following objectives in view:
To find out the present status of the automobile industries in India. To study the market research of the automobile industries. To study the distribution and marketing strategy adopt by automobile industries. To enhance our analytical skills in the field of practical application of Marketing
The marketers watchwords are quality, service, and value.

PHILIP KOTLER
University Business School,

Panjab University Regional Centre, Ludhiana
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CONTENTS
S.NO. PARTICULARS PAGE NO. 06 15 16 18 20 22 23 25 32 33 44 45 46 48 49 51 52 53 56 58 60 61 63 66 68 78 79 81 84 89 90
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
OVERVIEW MARKET RESEARCH MARKET ENVIRONMENT SEGMENTATION TARGET MARKET NICHE MARKET MARKET MIX PRODUCT MIX PRICE PROMOTION PLACE PEOPLE PHYSICAL EVIDENCE PROCESS DEALING WITH THE COMPETITION DISTRIBUTION CHANNELS THE VALUE CHAIN SWOT ANALYSIS OF MARUTI UDYOG LTD. PRODUCT LIFE CYCLE INTRODUCTION OF TWO WHEELER KEY PLAYER IN TWO WHEELER INDUSTRY SEGMENTATION OF TWO WHEELER KEY DRIVERS OF THE INDIAN TWO WHEELER HERO HONDA PROFILE MARKET MIX OF HERO HONDA CASE STUDY OF KARIZMA SWOT ANALYSIS OF KARIZMA SWOT ANALYSIS OF COMPETITIOR (BAJAJ PULSAR 220) MARKETING MIX OF KARIZMA CONCLUSION BIBILIOGRAPHY

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OVERVIEW OF AUTOMOTIVE SECTOR

The industry is estimated to be a US$ 34 billion industry with exports contributing 5 per cent of the revenues. The growth of the Indian middle class with increasing purchasing power along with the strong growth of the economy over the past few years has attracted global major auto manufacturers to the Indian market. Moreover, India provides trained manpower at competitive costs making India a favoured global manufacturing hub. The Indian automobile industry is going through a technological change where each firm is engaged in changing its processes and technologies to maintain the competitive advantage and provide customers with the optimized products and services. The de-licensing of the sector in 1991 and the subsequent opening up of 100 per cent foreign direct investment (FDI) through the automatic route marked the beginning of a new era for the Indian automotive industry. Since then almost all the global major automobile players have set up their facilities in India taking the level of production of vehicles from 2 million in 1991 to 10.83 million in 200708. Stagnation of the auto sector in markets such as Europe, US and Japan on the other, have resulted in shifting of new capacities and flow of capital to the Indian auto industry. The Indian automobile industry has been growing at the rate of 1527 per cent over the past five years. In two wheelers industry, Indian companies are the largest manufacturers in the world. Bikes are a major segment in the industry, the other two being scooters and mopeds. Moreover, Indian car makers are earning acclaim worldwide. The home-grown automaker, Maruti Suzuki has emerged as the fourth most reputed among auto companies in the world, even ahead of its parent Suzuki Motor Co of Japan, according to the Global 200: The World's Best Corporate Reputations list, compiled by US-based Reputation Institute.

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EVOLUTION OF THE INDIAN AUTOMOBILE INDUSTRY

Pre 1983
Closed market Growth of market limited by supply Outdated models
19831993
Suzuki, Japan and GOI joint venture to form Maruti Udyog Joint ventures with companies in commercial vehicles and components
19932007
De-licensing of the sector in 1993 Global major OEMs start assembly in India (GM, Ford, Honda, Hyundai, etc.) Imports allowed from April 2001; alignment of duty on components and parts to ASEAN levels Implementation of VAT
Players Hindustan Motors Players Premier Maruti Udyog Telco Hindustan Motors Ashok Leyland Premier Mahindra & Telco Mahindra Ashok Leyland Mahindra & Mahindra
PRODUCTION: INDIA AS THE MANUFACTURING HUB

India with its rapidly growing middle class, market-oriented stable economy, availability of trained manpower at competitive cost, fairly well-developed credit and financing facilities and local availability of almost all the raw materials at a competitive cost has emerged as one of the favourite investment destinations for the automotive manufacturers.
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Japanese auto major, Nissan Motor Co, has identified India as one of the five low-cost countries to manufacture its new generation compact cars, including the Micro.
Hyundai has made India its global hub for manufacturing small cars. It

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will invest US$ 1 billion in its second plant in Chennai by 2013. In addition, it is also investing US$ 40 million in its R&D facility in Hyderabad.
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General Motors has so far invested about US$ 1 billion into its Indian operations. It has already started production of its small car, Spark in its new Talegaon factory in Maharashtra, which has been set up with an investment of US$ 300 million.
Mercedes-Benz will invest about US$ 64. 21 million in its plant at Chakan near Pune, which would begin operations in February-March next year. The plant would have a production capacity of 2,500 trucks and buses and 10,000 cars over two shifts per year.
Renault has entered into 50:50 joint ventures with Nissan Motors and together they have set up a manufacturing facility near Chennai at a cost of US$ 901.35 million to deliver 400,000 cars annually.
Skoda Auto plans to make India its regional manufacturing hub. It will start producing cars in India by 2010 with a manufacturing target of 50,000 units. Besides the domestic market, these will also be exported to neighbouring countries like Nepal, Sri Lanka, Burma and Bangladesh.
DOMESTIC MARKET
According to the Society of Indian Automobile Manufacturers (SIAM), the Indian auto industry recorded a production growth of 8.39 per cent during the current fiscal year till October 2008, over the same period in the previous fiscal.

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SALES
The growth of the passenger vehicles segment during AprilOctober 2008 was 4.87 per cent over the same period, the previous year. Passenger cars grew by 3.51 per cent, utility vehicles by 6.33 per cent and multi-purpose vehicles by 18.15 per cent in this period. However, cumulative sales of commercial vehicles segment registered a decline during the period. The segment registered a decline of 2.97 per cent during AprilOctober 2008 as compared to the same period last year. In the three-wheelers segment, passenger carriers grew by 19.64 per cent during April-October 2008. Two-wheelers registered a growth of 6.65 per cent during AprilOctober 2008. Mopeds, motorcycles and scooters grew by 4.77 per cent, 6.59 per cent and 6.79 per cent, respectively. Electric two-wheelers segment also grew by 54.25 per cent.
INDIA AS THE EXPORT HUB

In terms of manufacturing excellence and availability of low-cost quality components as well as a fast expanding domestic market, India is all set to become the global export hub of the automobile industry. The exports markets have helped carmakers such as Maruti Suzuki and Hyundai Motor India post greater sales overseas than in the domestic market. According to the figures released by SIAM, the period from AprilOctober 2008 saw automobile exports registering a growth of 29.36 per cent. As the world moves away from big cars to smaller makes, owing to high fuel costs and general recessionary trends, the small car advantage presents a huge business opportunity for car makers in India. The Indian car market accounts

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for 71 per cent of small cars, while in China it accounts for 33 per cent. Home-grown auto major, Maruti Suzuki, the country's largest car maker, currently exports Alto, M800, Omni, Wagon R and Zen Estilo to nonEuropean markets such as Chile, UAE, Algeria and East Africa. The Japanese car maker, which exported 53,000 units in 200708, will up it to 200,000 units by 2010. Korean car maker Hyundai exports 40 per cent of its small car production, primarily 'i10' and 'Santro', which sells as 'Autos' in 97 countries across the world. The sales of its newly-launched compact car i10 touched 106,749 units in the overseas markets within seven months of being launched in December 2007. As a part of its strategy to make India an export hub for compact cars, Hyundai Motors has raised production to 0.6 million units per annum. The latest addition to the list is Nissan, which plans to buy 50,000 A-Star compact cars from its rival Maruti Suzuki and export to markets in Europe as well as make small cars in India and start exporting it to Latin American and African countries by 2010. The car makers in the markets like Latin America and Europe too have ramped up sourcing orders of small cars from Indian companies.
FDI, MERGERS, ACQUISITIONS AND JOINT VENTURES

In sync with the dynamics of an open market, mergers and acquisitions and joint ventures have continued to be the driving force in the Indian automobile
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industry. Leading Japanese, Korean, European, French, Italian and American automobile companies have either set up their own manufacturing base in India or have tied up with Indian automotive firms to roll out new products from Indian market. The list includes Toyota, Nissan, Renault, Fiat, Honda, Kawasaki, Cummins and many more. On the other hand, Indian companies have also been bullish in acquiring foreign automobile companies to reinforce their presence in the global market. The biggest acquisition in the first half of 2008 has been the Tata Motors' acquisition of Jaguar-Land Rover from US automobile firm for US$ 2.3 billion. During this period, another auto major, Mahindra & Mahindra has acquired three Italian companies - G R Grafica Ricerca, Metalcastello and Engines Engineering. Another event is Daimler AG's acquisition of 26 per cent stake in Sutlej Motors. The prominent private equity deals in the first half of the year include Golbot Holding's (a Goldman Sach arm) 3.68 per cent stake in M&M for US$ 175 million, AIG Global Investment's US$ 20 million in Unipart, AIG's 14.5 per cent in Kinetic Engineering and Phi Advisors' 10 per cent in M&M's subsidiary First Choice.
EMERGING TRENDS: SMALL CARS, HYBRID CARS

One of the innovative cars which is prominent in existence in the southern zone of India is the electric car, Reva. Reva has now begun to capture other

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markets too, with emphasis shifting to saving fuel. Other carmakers such as Hero Electric and M&M are coming out with electric versions. Recently, after the launch of Nano by Tata Motors, the global automotive market has shifted its focus on the huge potential of small car segment. The landmark innovation has shed light on a vast market of potential consumers who were hitherto unable to afford a car. The Invest India Incomes and Savings Survey 2007, by IIMS Data works, and another study by CRISIL Research suggest that there is a huge demand base for entry level cars in India. The immediate potential demand base for a car of 1.6 million units, according to the former, is based on the respondents, who do not own a car at present but aspire to own one in the next 12 months. Nearly all automotive giants have geared up towards leveraging the prospect of this segment.
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Quite a few of Indian auto-makersMaruti-Suzuki with its 'Splash' and 'A Star', Hyundai with 'i20', Fiat with 'Grande Punto 'plan to roll out new small car models by the end of 2008.
General Motors plans to roll out its new mini car next year from its Talegaon plant, near Pune. This will be followed by the launch of a sedan category car named Cruz by 2010.
Tata Motors is also set to offer an all-new version of its Indica, which has lured the Indian auto consumer segment for the last many years.
Many new players would also make an entry into the small car segment. Honda, with its much-awaited 'Jazz', and Volkswagen, with an Indian version of its popular 'Polo compact', are among the prominent ones.
Global biggies like Toyota and General Motors are also expected to join the bandwagon by 2010.
Apart from that it is the hybrid car that has caught the attention of the Indian auto manufacturers. India's first hybrid car, Honda's 'Civic'
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sedan has been launched in June 2008.

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Following the precedence, home-grown majors like, Tata Motors and Mahindra & Mahindra are developing hybrid cars.
Even BMW is planning to introduce its hybrid car to India within two years of its global launch due in the next 18 months.
AUTOMOTIVE MISSION PLAN 20062016

The vision of the Automotive Mission Plan (AMP) 20062016 is to emerge as the destination of choice in the world for design and manufacture of automobiles and auto components with output reaching a level of US$ 145 billion accounting for more than 10 per cent of the GDP and providing additional employment to 25 million people by 2016. As per the AMP, it is estimated that the total turnover of the automotive industry in India would be in the order of US$ 122 billion159 billion in 2016. It is expected that in real terms, India would continue to enjoy its eminent position of being the largest tractor and three-wheeler manufacturers in the world and the worlds second largest two-wheeler manufacturer. By 2016, India would emerge as the worlds seventh largest car producer (as compared to the eleventh largest currently) and retain the fourth largest position in world truck manufacturing sector. Further, by 2016, the automotive sector would double its contribution to the countrys GDP from current levels of 5 per cent to 10 per cent. LEADING PLAYERS AND SEGMENTS IN WHICH THEY OPERATE
Manufacturer Ashok Leyland Asian Motor Works Atul Auto Bajaj Auto BMW India Daimler Chrysler India Eicher Motors
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Segments LCVs, M&HCVs, Buses M&HCVs Three wheelers Two and Three Wheelers Cars and MUVs Cars LCVs, M&HCVs, Buses

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Electrotherm India Electric Fiat India Force Motors Ford India General Motors India Hero Honda Motors Hindustan Motors Honda Hyundai Kinetic Motor Mahindra & Mahindra Majestic Auto Maruti Suzuki Piaggio Reva Electric Car Co. Royal Enfield Motors Scooters India Skoda Auto India Suzuki Motorcycles Swaraj Mazda Ltd. Tata Motors Tatra Vectra Motors Toyota Kirloskar TVS Motor Co. Volvo India Yamaha Motor India
Two Wheelers Cars Three Wheelers, MUVs and LCVs Cars and MUVs Cars & MUVs Two Wheelers Cars, MUVs and LCVs Two Wheelers, Cars and MUVs Motors Cars and MUVs Two Wheelers Three Wheelers, Cars, MUVs, LCVs Three Wheelers Cars, MUVs Three Wheelers, LCVs Electric Cars Two Wheelers Three Wheelers Cars Two Wheelers LCVs, M&HCVSs, Buses Cars, MUVs, LCVs, M&HCVs, Buses M&HCVs Cars, MUVs Two Wheelers M&HCVs, Buses Two Wheelers
MARKET RESEARCH
Market research often refers to either primary or secondary research. Secondary research involves a company using information compiled from various sources, which is about a new or existing product.. Primary market research involves qualitative research (such as focus groups or one-on-one interviews) and quantitative research (such as surveys) as well as field tests or observations conducted for or tailored specifically to that product. Primary research, which is also called field research or original research, is useful for finding new information and getting customers' views on products.
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SCORPIO
Having defined the competitive framework, the next task undertaken was that of analyzing the consumer. Consumer segments of B and C category car buyers were analyzed in terms of their expectations from a car, their perceptions about cars and their relationship. Proprietary techniques of research, of the advertising agency Interface Communications, like Mind & Mood, ICON and VIP were used to understand this consumer. The findings were: * Size matters- big size stands for status * Consumers seek latest technology * Imagery but at affordable prices * The sheer thrill and passion of driving an SUV * Power of the vehicle makes a statement * But along with the others, luxury was a very important parameter * International vehicles define imagery SUVs like Pajero, Land Cruiser and Prado are seen as urban vehicles for the rich and famous consumers aspire to own these vehicles as the imagery of these vehicles has become very desirable. Consumers want to consume premium imagery at prices affordable to them
The Marketing Environment

Marketing environment consists of the actors and forces outside marketing that affect marketing managements ability to build and maintain successful relationships with target customers. The marketing environment offers both opportunities and threats. The environment continues to change rapidly. The marketing environment is made up of Micro-environment and Macro-environment. The Micro environment consists of the actors close to the company that affect its ability to serve its customers. These actors are: the company, suppliers, marketing intermediaries, customer markets, competitors and publics.
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The Macro environment consists of the larger societal forces that affect the microenvironment. These forces are: demographic, economic, natural, technological, political and cultural forces.
GM STUXX
THE DEMOGRAPHIC ENVIRONMENT The demographic position will be on the United States. Since, the target market is for the middle class; it will provide a boost for the 32% of the total population. This product will produce a superior value to customers who always value the brand. Also, it will keep the popularity of the product at their trend. In this case, more and more customers will be able to keep this product if it satisfies their condition. Additionally, the middle class group will be loyal to this product brand and as generation goes by; this product will be there forever. On the other hand, this product is also designed for students, and working class people. This is due to the fancy and environmental design. Students will be so grateful to have fancy car while the working class group will tend to afford such an affordable environmental car design.
THE NATURAL ENVIRONMENT This product is basically designed to reduce the carbon emission from fuels and help to preserve our environment. It is very important to design such car to help decrease the rate of carbon dioxide from the air and provide a better condition to tackle global warming. This car will provide a boost to the natural environment because it is safer and has an image to be friendlier to the environment itself. In this case more and , more people will tend to buy such car to protect the environment by reducing the carbon emission to the air.
THE ECONOMICAL ENVIRONMENT
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The world is facing a shortage of fuel and it has become an economical crisis to everycountry. This is evidence as the price of fuel is increasing and the probability of the price of a barrel to increase at any day is very high. Therefore, this product will help customers to save money because it consumes less fuel. The fuel consumption is one of the best criteria based on this product. On the other hand, customers will be able to satisfy with this kind of product because it is not too expensive and everybody has the privilege to afford one. This product will satisfy the superior value of all different customers since it has a very good design to solve to fuel shortage, less expensive, and can be affordable to anyone.
THE TECHNOLOGICAL ENVIRONMENT The fastest growing of information technology helps this product to be at its best. Its design is basically provided with the help of information technology. Looking at its design, this product benefits a lot from the technological sectors. This proves that this product is favourable to the environment. Also, this product can be modified or even upgraded to the standard where it will be suitable at any environmental condition. The Information technology is very effective in letting this product to be very efficient. In this case, it helps customers to satisfy this kind of product in this technological environment.
THE SOCIAL AND CULTURAL ENVIRONMENT It is believed that protecting the environment is a great concern. Therefore, this product is purposely designed to be environmentally friendly. As a result, most people in the United States and elsewhere are willing to offer such kind of product to save the environment. If more and more people are keen to buy such kind of product then the environment would be safe at any cost. Consequently, people will be more supportive to save what is best for the communities and the environment.
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SEGMENTATION
A market segment consists of a group of customers who share a similar set of wants The marketer does not create the segments; the marketers task is to identify the segments and decide which one(s) to target. Segment marketing offers several benefits over mass marketing. The company can create a more fine-tuned product or service offering and price it appropriately for the target segment. The company can more easily select the best distribution and communication channels, and it will also have a clearer picture of its competitors, which are the companies going after the same segment. In the context of automotive sector, we would be classifying it in the following ways-: BASED ON THE PRICE OF THE CAR BASED ON THE LENGTH OF THE CAR BASED ON THE USER SEGMENT
BASED ON THE PRICE OF THE CAR

On the basis of price of car we can segment the car in following ways-: Economy Segment
o The economy segment of car ranges up to Rs. 2.5 lacs. The products in
ths segment are Maruti 800, Alto and the newly launched product of TATA motors i.e. NANO. Mid- Size Segment
o The mid-size segment of car ranges from 2.5 lacs to 4.5 lacs. It
includes the products like Hyundai santro, Maruti zen, Tata Indica etc.
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Luxury car segment

o The luxury segment of car ranges from 4.5 lacs to 10 lacs. It includes
the products like Honda city, Hyundai Verna, Mahindra Scorpio etc.

Super luxury car segment

o The super luxury segment of car ranges above 10 lacs. This segment
satisfies the elite class of the society. It includes the products like Skoda Laura, Honda Accord, BMW, Mercedes, Audi etc.
BASED ON THE LENGTH OF THE CAR

A segment- Cars that are less than 3.5 meters long (800, omni) B segment- Cars between 3.5 meters to 4 meters long( Zen, SX4, Santro) C Segment- Cars between 4 meters to 4.5 meters long (Verna, Honda city, ford fiesta) D segment- Cars that are more than 4.5 meters long( Mercedez, Sonata, Accord, Skoda)
BASED ON THE USER

Segmentation of automotive sector is also based on the user of the products. Like the example of TATA Motors, when it observed that their product INDICA is used extensively by the taxi operators, it came up with a new model of the car having Round Tail Lights to distinguish it from the car having vertical tail lights used by the individual buyers. Individual Buyers Taxi operators -: Government /non-government institutions
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TARGET MARKETS
The segment that gives the greatest opportunity to the marketer is called target marketing.
VOLVO MOTORS
Volvo Motors develops its cars for buyer to whom automobile safety is a major concern. Volvo therefore positions its as a safest a customer can buy.
HYUNDAI MOTORS
Hyundai marketing strategy is differentiated marketing. Its primary consumer target is middle to upper income professionals who need true value for their money and comfortable ride in city conditions. Its secondary consumer target is college students who need style and speed. Its primary business target is midsized to large sized corporate that want to help their managers and employees by providing them a car for
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ease of transport. Its secondary business target is entrepreneurs and small business owners who want to provide discounts to managers buying a new car. Each of the four marketing strategies conveys Hyundai differentiation to the target marketing segments identified above.
Hyundai Santro professionals
is
targeting
middle
Accent was launched to target corporate clients
NICHE MARKET
A niche is a more narrowly defined group seeking a distinctive mix of benefits. Marketers usually identify niches by dividing a segment into sub segments.
BMW is targeting high class people but it is mainly targeting the young people who earn a lot of money up to the age of 35-40 years and want to have a stylish saloon.
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Mercedes is also targeting high class people but it is mainly targeting the CEOs, chairmen, etc of age group of 50-60 years.
MARKETING MIX
A Marketing mix is the division of groups to make a particular product by pricing, product, branding, place, and quality. Although some Day1 marketers have added other P's, such as personnel, packaging and physical evidence, the fundamentals of marketing typically identifies the four P's of the marketing mix as referring to: "Marketing Mix" is set of correlated tools that work together to achieve company's objectives, they are: product, price, promotion, place. The set of controllable tactical marketing tools, product, price,place and promotion that the firm blends to produce the response it wants in the target market:
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Product - A tangible object or an intangible service that is mass produced or manufactured on a large scale with a specific volume of units. Intangible products are often service based like the tourism industry & the hotel industry. Typical examples of a mass produced tangible object are the motor car and the
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disposable razor. A less obvious but ubiquitous mass produced service is a computer operating system.
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Price The price is the amount a customer pays for the product. It is determined by a number of factors including market share, competition, material costs, product identity and the customer's perceived value of the product. The business may increase or decrease the price of product if other stores have the same product.
Place Place represents the location where a product can be purchased. It is often referred to as the distribution channel. It can include any physical store as well as virtual stores on the Internet.
Promotion Promotion represents all of the communications that a marketer may use in the marketplace. Promotion has four distinct elements advertising, public relations, word of mouth and point of sale. A certain amount of crossover occurs when promotion uses the four principal elements together, which is common in film promotion. Advertising covers any communication that is paid for, from television and cinema commercials, radio and Internet adverts through print media and billboards. One of the most notable means of promotion today is the Promotional Product, as in useful items distributed to targeted audiences with no obligation attached. This category has grown each year for the past decade while most other forms have suffered. It is the only form of advertising that targets all five senses and has the recipient thanking the giver. Public relations are where the communication is not directly paid for and includes press releases, sponsorship deals, exhibitions, conferences, seminars or trade fairs and events. Word of mouth is any apparently informal communication about the product by ordinary individuals, satisfied customers or people specifically engaged to create word of mouth momentum. Sales staff often plays an important role in word of mouth and Public Relations
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PRODUCT
MARUT SWIFT
Styli
Japanese Engineering. Dream -Li e Handling.
The new Swi t i a generati n di erent from Suzuki design. St led with a clear sense of muscularit
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its one-and-a-half box, aggressi e form makes for a look of stabilit , a sense
Uni
sit Busin ss School

sit Regional Cent e, Ludhiana
Panjab Uni
OTIVE
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that
it
is
packed
with
energy
and
ready
to
deliver
dynamic
drive. Its solid look is complemented by an equally rooted road presence and classdefining ride quality. New chassis systems allow for the front suspension lower arms, steering, gear box and rear engine mounting to be attached to a suspension frame. You get lower road noise, and a greater feeling of stability as you sail over our roads with feather-touch ease.
TATA INDICA
Though a late entrant, the Indica quickly established itself as the benchmark for the segment. By offering exciting features, the car changed the rules of the category in Space, Power, Style, Safety and Economy for international market. The Indica ensured a pleasant ride and handling experience as it had features like wide large tyres, generous leg room and independent front and rear suspension. It developed a new segment of diesel small cars along with its petrol offering. The luggage space was also the best in its class. The rigid 980 kgs steel body of the car was rigorously tested at India's first and only crash test facility. A collapsible steering wheel, impact absorbing bumpers, antisubmarine seats, crumple zones and side impact beams are just a few of the features that make the Indica one of the safest cars on the roads today. Savings are ensured with the fuel-efficient 1.4L diesel engine, while the 1.4L petrol engine is optimized for performance.
Indica features for international market:

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Collapsible steering column Side-impact beam Energy-absorbing crumple zones in the front Anti-submarine seats Child-safety locks on rear doors
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Laminated front and rear windshield glass
SCORPIO
Rational benefits: World class vehicle, good looks, car like comfort,
great value
Emotional benefits: Ownership experience of thrill, excitement and power Relational benefits: Young modern, premium, city companion / extension of lifestyle.
PRODUCT, SERVICES AND BRANDING STRATEGY

What is a Product? 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 more than just tangible goods. Broadly defined, products include physical objects, services, events, persons, places, organizations, ideas or mixes of these entities. Services are a form of product that consists of activities, benefits or satisfactions offered for sale that are essentially intangible and do not result in the ownership of anything. Example: banking, hotel and airline. Products, Services and Experiences: Today, companies are creating and managing customer experiences with their products.
Levels of Products and Services:

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Product Planners need to think on three levels: 1. Core Benefit: This addresses the question What the buyer is really buying?. At this level, marketers must define the core: problem-solving benefits or services that consumer seeks.
2. Actual Product: At this level, the core benefits must be turned into actual products. Product planners need to develop product and service features, design, quality level, brand name and packaging.
3. Augmented Product: Finally at this level, the product planners must bundle the products with services. They must build an augmented product by offering additional consumer services and benefits.
Hyundai Santro
CORE PRODUCT
Core Product is the problem solving services or benefits that consumers purchase the product for, and by applying this concept to Santro you can state that the core product is speed, transportation, and freedom to go anywhere, easy traveling, and convenience.
ACTUAL PRODUCT
Actual product meaning the products parts, quality, features, design, brand name and other attributes received. Now, if we use these things and combine it with Santro we can state that the actual product is: Santro, as the brand name, it matters little about the name, because HYUNDAI is very famous already, people will recognize the brand in an instance, and features such as the fact that the car is fully customizable, so you can add most things to your car, i.e. Stereo, big speakers, rims for the tires, TV in seat etc., also design, where you can choose between a lot of colours, seat colour, and
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fabrics, all the things you can imagine. And of course the quality, the car will be regular HYUNDAI standard, meaning quality will be the same as for any other car made by HYUNDAI, which is high quality.
AUGMENTED PRODUCT Augmented product is the additional consumer services and benefits built around the core and actual product, as well as add value and differentiate the product from its competition. The augmented product for Santro is after-sale services such as free yearly check up, as well as a free oil check after 2 years, free installation of additional features when you customize your car, and help with car insurance, and quick repair services.
PRODUCT CLASSIFICATIONS
GM STUXX
From the 4 product classifications, convenience, shopping, specialty and unsought, the Stuxx is classified as a specialty good, since specialty goods are purchased infrequently, and most of the times, buyers make special purchasing effort. By listing some of the characteristics for specialty products we can say that substitutes are not accepted, and that the product is infrequently purchased, and since our Stuxx is a GM we know that there are some brand loyalty as well. And if we look at the strategy, we can note limited distribution, and consumers might seek our product regardless of location,
STAGES IN ATTRIBUTES
DEVELOPING
PRODUCT
AND
SERVICE
PRODUCT ATTRIBUTES
Product attributes consist of several categories, such as Product quality, Product features, Product style and design. For Stuxx product quality is the performance quality, because it can be used a lot and still last for a long time (Durability). And as for Product style we know that Stuxx offers many colours and many styles used to
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attract attention from trendy consumers, and general consumers, the style however does not contribute to better performance. For Product design, the car has a very special chassis that allows many changes, making this a fully customizable car, where you are free to alter appearance, features, construction, such as adding items on the back of the car, lowering the car making it look more stylish like a race car.
BRANDING
There are several advantages for buyers when talking about branding, first of all product recognition, everyone knows GM, so if they know GM, then they know Stuxx as well. Quality on Stuxx is same standard as the rest of GMs cars. There are. But not only buyers have advantages, no, sellers as well. Here are a few examples, basis for products quality, provides legal protection, helps to segment the markets.
BRAND STRATEGY
A study of international brand names was done and a classification of brand names of midsize cars and SUVs was done into groups. International brand naming trends and strategies were analyzed. New names were generated. These brand names were researched massively first by qualitative techniques and then by quantitative techniques.
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The name that emerged as most popular, and which was also the most liked name internally at Mahindra was SCORPIO.
BRAND ENDORSEMENT STRATEGY

The relation between Scorpio and the mother brand Mahindra was also deliberated upon. The strategy chosen for Brand Endorsement was - Scorpio from Mahindra shadow endorsement, one which does not shout Mahindra. The Mahindra brand image was not modern and young. There was a need to create a strong distinct modern brand. Hence Mahindra as a Masterbrand could not contribute towards enhancing the Value Proposition. Yet Mahindra had to provide source reassurance. Also the distribution would be through Mahindra dealerships. Hence it became a shadow endorser.
PACKAGING
Since product is a car, packaging might not be of much importance. Cars usually dont come in a box. However, since Santro is made for students and older, they have decided to make a big box, free of all charges, if the car is a gift for someones birthday. Santro is a good choice as a first car; parents can easily buy it as a gift for their young teenagers/students.
LABELING
No labelling, however for curious users, there will be a small brochure about the ingredients car parts, so they can see how exactly the car works, and what and where the different parts are from.
PRODUCT SUPPORT SERVICES

As for product support services, there are 3 things to know: Assess the value of current services and obtain ideas for new services. Assess the cost of providing the extra services and putting together a package of services that delights the customers and yields profits for the company. All these, are already applied to Santro if we look at Augmented Product, which I wrote about earlier. Customers would be delighted
27

AUTOMOTIVE
about those extra services, and might tell friends about them and in the end make more profit for the company.
PRODUCT LINE DECISIONS (The Product Mix)

When it comes to product line decisions, and product mix to be exact; we will find that there are 3 types, namely width, length and depth. As for Stuxx, it is definitely width, because Stuxx is a different product line for GM.
PRICE
MARUTI SWIFT
After launching cars for the masses since so many years, Indias largest automobile manufacturer is now targeting the premium segment with their latest model from the Suzukis stable. Pricing of this premium hatchback is start from Rs.4 lakh. This price range would practically rip apart Hyundais offering in Getz, which is priced at a much higher tag of Rs. 4.5 lakh. Both the companies are known for their value based offerings and Maruti with their extensive service network and brand reputation for making reliable cars should get the customers nod over their competition.
TATA INDICA
Tata Motors adopted a competitive pricing strategy for Indica in the global market. Prices were fixed on the basis of the norms prevailing in the international market. Also the prices offered by their competitors like Toyota, Ford, Fiat, were kept in mind while deciding the prices.
SCORPIO
Pricing Strategy: to be a premium brand yet
having universal appeal .Scorpio was to compete with the midsize

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AUTOMOTIVE
cars like Hyundai Accent, Ford Ikon, Opel Corsa, Maruti Suzuki Esteem on the one side and UVs like Toyota Quails, Tata Safari and the Tata Sumo on the other. Scorpio adopted the penetrative pricing strategy positioned in the psychological price barrier of Rs. 5 -7 Lakhs.
PROMOTION
MARUTI SWIFT
When Maruti Udyog launched the Swift, the automotive industry was agog with expectation that the car had the makings of a real winner. Three versions were launched with the base variant carrying a retail tag of Rs 3.85 lakh, ex-showroom, New Delhi, and this aggressive pricing only reinforced this feeling.
Event Organized By Maruti to Promote Swift
Fever FM and Maruti Suzuki Swift organize a Night Rally for Delhi-ites
On March 24, 2009
In a co-operative marketing initiative, Fever FM and Maruti Suzuki Swift came together to organize a Night Rally in Delhi. The Swift Night Life Rally was organized for the Swift Life Club. The brand tied up with the station to extend the experience to the people who were unable to participate in the activity.
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AUTOMOTIVE
Honda
Road Shows The company plans to stage road shows, to display vehicles in the pavilions during various college festivals and exhibition.
Hyundai
Television advertisements Advertisements to promote and market our product are shown on leading television channels. Major music and sports channels promote and they reach out to the youth will be promoted through Star, Zee, Sony and A TV Commercial by Hyundai . Radio Radio is the medium with the widest coverage. Studies have recently shown high levels of exposure to radio broadcasting both within urban and rural areas, whether or not listeners actually own a set. Many people listen to other people's radios or hear them in public places. So radio announcements are made and advertisements are announced on the radio about the product features and price, qualities, etc. doordarshan etc as it has more viewers.
Print Ads Daily advertisements in leading newspapers and magazines are used to promote the product.
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AUTOMOTIVE
Leaflets at the initial stage are distributed at railway stations, malls, college areas and various other locations.
Print ad by BMW
Workshops and Seminars Workshops and seminars are held in colleges and big corporate to make people aware about the companies past performance and product features, its affordability and usage, vast distribution network.
Banners, neon signs Hoardings, banners, neon signs are displayed at clubs, discs, outside theatres, highways and shops to promote its brand car.
Booklets and pamphlets Booklets are kept at car showrooms, retail battery outlets, etc for the customer to read. These booklets provide information about its company; the products offered which suits the customers need accordingly.
TOYOTA COROLLA
The Promotion for Toyota Corolla consists of a blend of activities making its Promotion Mix. Its Promotion Mix consists of almost all the possible techniques of Promotion used for any other product. Some of the major elements of Promotion Mix of Toyota Corolla are listed as under: Advertising
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AUTOMOTIVE
It uses many different techniques of Advertisement as a part of its Advertising Strategy. Most of the Print Ads of Toyota Corolla are individually targeted at one of these factors such as Comfort, Performance, Styling, Power, Leg Room, Design, and Driving Pleasure. One most common feature of almost all the Ads i that in every s Advertisement, the fact that it is the Worlds Largest Selling Car and its presence across 160 countries is present. This is done to because the company wants to differentiate the product in terms of its Reliability that it is an entrusted brand of 30 Million people across the globe. The fact that it is present in 160 countries proves that it is a Global Car. There are 3 TV Commercials of this Car in India. The Commercials show that this Car is targeted mainly at the Indian youth and young Executive. It has been positioned as a little sportier which is the main reason that it is for young people and is also like by them too. The Brochures, Posters/Leaflets are such designed that shows that Corolla is a car for people who demand Performance, Style, Power and Sheer Driving Pleasure. The car being a perfect combination of these factors makes it a huge success across its segment. The Other Sources of Advertisement include Bill Boards, Display Signs, POP, Displays, Symbol/Logo. The company does the Advertising of Corolla by displaying Bill Boards and Display Signs at various target places where it feels that prospective buyer will come across it. At the showroom also, there are huge amount of Point Of Purchase Displays and also Symbols/Logo which add to it. One of the major sources of Sales Promotion is Trade Fairs like AUTO EXPO, MOTOR SHOW etc. The company used to take part in these types of fairs and used it for its Sales Promotion. But now the trend is shifting because the company thinks that if they want to launch a product on a National Level, then there is no need for such kind of shows as now there are various other powerful sources of media
32

AUTOMOTIVE
available to them. Moreover the cost spent on these kinds of fairs was not justified. So therefore the company is now keeping away from fairs. In 1999 Toyota last time participant at the RAC rally in Britain.
Some other Sales Promotion technique used by the company is the Festival Season Offers it introduces in the market at the time of Diwali, New Year, Christmas, Navratri etc to boost short term sales.
Public Relations and Community Building Exercise
y y y
Contribution to Tsunami Toyota Kirloskar Motor wins Best Ornamental Garden award for its landscape Toyota Kirloskar signs MoU with Bangalore University for promotion of Japanese Language
y y
Toyota observes earth day by supporting local schools Organizing Drawing/Painting Competition on Me and my Environment for kids from Govt. Schools.
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AUTOMOTIVE
34

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PERSONAL SELLING
35

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Personal Selling largely takes place at the Dealers End. The way the customer is attended depends mainly on the Dealer as he acts as an interface between the company and the Consumer.
The various cases in which Personal Selling takes place is Individual Sales, Corporate Sales, Sales Presentations, Fair and trade Shows. Mostly in case of Individual Sales the Customer goes to the showroom and takes a look at the product. There he is attended to by the Sales Personnel of the Dealership. Sometimes the Senior Sales Executive has to make Sales Presentation to Corporate Buyers. Personal Selling is also practiced at Trade Fairs and Auto Shows wherein the Company appointed Sales Personnel attend prospective customers and also book their orders. DIRECT MARKETING In the case of Direct Marketing the Company Officials directly contact the Prospective buyers with the information available through various sources. For example in case of Road Shows, Trade Fairs, Auto shows etc. Sometimes the existing customers also provide references of prospective buyers such as their friends or relatives.
Toyota Stall at the Auto Expo GM STUXX

36

AUTOMOTIVE
GMI has launched several industry first programs such as Opel Club Card facility, Opel Carnivals, Opel Autobahn newsletter, chauffeur training programmes, mobile road-show caravan, car exchange programme for Opel customers, OK 5-Star used car programme, There is two-year and four-year warranty schemes, 2 year service holiday etc. Such programmes have helped GM in building its brand equity and developing a loyal customer base.
SCORPIO
Brand Promise: Luxury of a car. Thrill of an SUV this brand positioning addresses the key consumer Insight and the product delivers the promise. The position is also a unique proposition, which will help the brand have a distinct image in the consumers mind.
Baseline - Nothing Else will do The baseline captures the essence of the brand, which is superiority and uncompromising attitude. It also summarises the spirit behind the making of the Scorpio. Media Strategy
*Dramatic and high impact launch * High visibility * Push brand image even by the media vehicle Building impact through multiple-media * PR, Mass Media, Direct Marketing, Events
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Public Relations Pre-launch excitement and buzz was created by a full blown PR program. Media coverage on the IDAM process, the people behind the Scorpio, the obsession, the world class technology, etc set the tone for the hyped up launch. PR was also the first tool used for launching the Scorpio. The coverage of the launch was massive. It got four cover stories Mass Media While the media targets would be achieved through the right selection of the media mix, the Scorpio media posture was to ensure that Scorpio was present on the decided media but with a difference. Scorpio would use media innovations to create differentiation on the traditional media and do things in a bigger and better manner. Customer Relationship Management (CRM) CRM as a tool was used to create positive word-of-mouth, to monitor customer experiences and generate referrals. A series of CRM activities were implemented with regular direct communication, events and customer research. The CRM plan included a welcome Pack on filling up Scorpio Club (Top Gear) form, satisfaction surveys, Events, Festive offers, Rewards Program, etc.
TATA INDICA
More car per car is the famous tagline of this product. The Indicas positioning has remained consistent with the brand's offering in an increasingly competitive market. The Indica is now synonymous with the word More, by encapsulating the inherent product strengths and marrying them with the customer trait of desiring More. A promotion strategy for Indica v2 in international market is more or less same as that of the Indian market. Media innovations have been a key to the success of the Indica.
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AUTOMOTIVE
Tata at 29th Bangkok International Motor Show 2008
The positioning was strengthened with the successful launch of the Indica V2, which assumed the leadership position in the year of its launch. The Indica v2 was launched in the international market only through the press medium, with three diesel versions and a petrol version, and this campaign shattered many automobile advertising myths. The car was launched without any television advertising, but through high-impact newspaper ads, dominating the medium and delivering the desired impact. Headlines such as Youll never have to suffer a small car again assisted customers in distinguishing between their old choices and the Indica. This, in effect, placed the Indica on the pedestal of leadership, set to change the rules of the game. A recent campaign for the Indica V2 has helped in building the product on the rational platform and adds an emotional layer. Anchored on the insight Its only human to want more, the campaign revolves around interesting candid moments in the daily lives of normal everyday people who desire more; be it a boy wanting the other boys bigger lollipop, or a baby crying when her parents stop driving her around in the Indica V2. The latest campaign moves to the Even more car per car positioning.
PLACE
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AUTOMOTIVE
MARUTI SWIFT
The car manufacturing company, called Maruti Suzuki Automobiles India Limited, is 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 has a capacity to roll out 1 lakh cars per year with a capacity to scale up to 2.5 lakh units per annum. The car manufacturing plant will begin commercial production by the end of 2006. The engine and the transmission plant has 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 is three lakh diesel engines. However, the initial production is 1 lakh diesel engines, 20,000 petrol engines and 1.4 lakh transmission assemblies.
TATA INDICA
Tata automobile group have a very large distribution network all over the world. Tata Indica v2 is exported and assembled in many countries. South Africa has an assembling unit for consumer vehicles. Other places where the companys products (Tata Indica) are exported and in some assembled also are mentioned below:
y
Africa :- Algeria , Angola , Ethiopia , Ghana , Kenya , Mauritius , Sudan , Uganda , South Africa , Senegal etc.
y y y y y
Europe: - Greece, Hungary, Italy, Malta, Portugal, Spain, Switzerland, UK and Ireland. CIS: - Belarus, Russia, Ukraine. Asia: - Bangladesh, Malaysia, Sri-Lanka, Nepal, Bhutan. Australia continent
PEOPLE
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There are various types of people in any Organization. The various types of people in case of Toyota can be classified as Customers, Sales Executives, Society, Government, Competitors, and Media. The most important out of these is our Customers. A customer can be any person who purchases the product; he may or may not use that product for himself. A consumer is one who actually uses the product himself. For example a father purchases Corolla for his son. In this case the father will be the Customer and son will be the Consumer. The main people involved in the purchase decision of the car are the Family Members. In a recent study conducted, it was found out that these days children play a major role in deciding which car to buy for the family. The company has to seriously take into consideration all these factors. Also the factors that whether one uses the car for travelling, office, shopping or family/personal etc. As this car falls into a segment where price range is between 9 -11 Lacs, so the company has to target those people who not only have the ability to spend that much amount of money but are also willing to spend that much amount of money. Data regarding the purchasing power of different classes of people is also very necessary. Customers tastes and preferences have to be taken into consideration. Next comes the Sales Executives who deal with the final customers and finish the sales call. The Sales Executives play a major role. As the people of the organization they are a window through which the customers interact with the company. They have to be trained properly through customized modules designed especially for them taking into consideration the various factors.
Corolla Owners Profile

y y
Age Occupation
41
: 25-45 : Business Class or High Level Service Executives

AUTOMOTIVE
Social Class have an
: These people (Lower Upper to Higher Upper Class) generally existing C
segment car before they purchase Corolla

y y
Areas Income Level
: Urban/ Sub Urban, major Cities/Towns : More than Rs. 2 lacs p.m.
PHYSICAL EVIDENCE
The Physical Evidence is created by displaying physically the product. Along with that creating an atmosphere for the customers where in they feel the presence of product. Toyota creates a powerful physical evidence for its customers through its Showrooms, Hoardings, Logo etc. All the showrooms are designed on a common platform. The interiors of all the showrooms across India are the same. The designs for the same are created by a team of Professionals in this field. The designs are prepared very carefully keeping into consideration various factors such as customers tastes and preferences, likes and dislikes etc. You will always find a Toyota showroom having the Toyota Bill Board outside with white base and red foreground. This creates a physical presence and people can feel the product.
SHOWROOM INTERIOR AND EXTERIOR
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AUTOMOTIVE
SCORPIO
Infrastructure Thirty-five showrooms across the country were redone entirely with the same look and identity and a dcor built around movement, technology and sportiness. The theme
43
focused
on
giving
the
customer
memorable
experience.

AUTOMOTIVE
The showroom revamp was centered on the intention to provide a uniform customer experience at all the touch points and to provide the customer with a unique experience and not just a product. Therefore the back office would remain outside the customers line of vision because the customer would be concerned with the product and not with the paperwork.
PROCESS
The various processes involved in getting available the product from the manufacturer to the end consumer are to be efficiently performed by the company. The processes start when the customer is contacted by the Sales Personnel of the Dealership or the customer contacts the Dealership if he is interested to buy a Corolla. The data regarding the various customers can be had from various sources of data available through different agencies which specialize in providing data. After the call is made, an appointment is fixed. The Sales Executive prepares for the meet. He collects all the possible information which would be needed for the meeting i.e. data about the customer, details about the car, maximum permissible discount structure, finance options, delivery terms, free accessories which will be provided to the customer. The sales personnel will find out that what is the present vehicle used by the customer, his present buying power, satisfaction level, seriousness in buying etc. Along with that he will also find out his exact needs, desired level of satisfaction, lifestyle patterns etc. Sales personnel also ask certain questions through which he comes to know about the various factors he wants to know. He asks both open as well as closed ended questions. With the help of these questions, he can come to know the various reasons due to which he is buying that car. These can be Performance, Safety, Comfort, Driving Pleasure, Appearance etc. These processes either lead to completion of sales call or sometimes unfortunately leads to unsuccessful sales call which could not be competed.
DEALING WITH THE COMPETITION

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Poor firms ignore their competitors; average firms copy their competitors; winning firms lead their competitors PHILIP KOTLER
GENERAL ATTACK STRATEGY

FRONTAL ATTACK: the attacker matches its opponents product, advertising, price and distribution.
In this advertisement BMW is using frontal attack strategy against its biggest competitor AUDI
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AUDI is replying the BMW advertisement
Along with AUDI and BMW, SUBARU and BENTLEY are using frontal attack strategy against each others products.
DISTRIBUTION CHANNELS
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AUTOMOTIVE
SCORPIO
Since the Scorpio was targeted at an urban clientele it needed a stronger distribution presence in Metros and urban areas. Hence, the distribution channel had to focus on providing an appealing experience for modern car buyers and on offering international standards of auto retail.
The Scorpio was launched in a phased manner - first in Metros Mumbai, Delhi, Bangalore, Chennai. Twenty cities were included over a period of 4 months and within a year 50 cities were covered. This ensured attention to main markets and to ensure that initial production of the vehicle could match demand. Dealerships were revamped prior to launch in a particular city.
The Marketing Distribution Channel of Toyota Kirloskar Motor India, the Manufacturer of Corolla, is a Single Level Channe l depicted
Manufacturer-TKM India, Bangalore
Toyota Flagship Dealer
Consumer
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AUTO
DISTRIBUTION CHANNEL OF HYUNDAI
STOCKIST
DEALERS
SUB DEALERS
BOOKING AGENTS
THE VALUE CHAIN

The Value-Chain Network within Stuxx is a significant medium for measuring the products qualit and performance, from Inbound Logistics -to- Operations-to-
Outbound Logistics-to- Marketing/Sales-to-Service. As a manufacturing firm, GM that produces Stuxx manufactures the vehicle and then distrbutes it to its store all i over USA. The whole team network has a common purpose in operation and that is to produce and to sell it to make the customer smiling when disembarking. This common belief has brought a successful feedback to the overall sales an because providing the d service for selling is considered an important task by the employees at Stuxx, it has never failed. Stores are designed so that accommodating a customer is luxurious but keeping his/her perception to as not expensive -sense.
SWOT ANALYSIS OF MARUTI UDYOG LTD.

48
Uni ersit Business School,

Panjab Uni ersit Regional Centre, Ludhiana
OTIVE
AUTOMOTIVE

STRENGTHS WEAKNESSES OPPURTUNITIES THREATS
STRENGTHS
The Quality Advantage Maruti Suzuki owners experience fewer problems with their vehicles than any other car manufacturer in India (J.D. Power IQS Study 2004). The Alto was chosen No.1 in the premium compact car segment and the Esteem in the entry level mid - size car segment across 9 parameters. The J.D. Power APEAL Study 2004 proclaimed the Wagon R no. 1 in the premium compact car segment and the Esteem No.1 in the entry level mid size car segment. This study measures owner in terms of design, content, layout and performance of vehicles across 8 parameters.
A Buying Experience like No Other Maruti Suzuki has a sales network of 307 state-of -the-art showrooms across 189 cities, with a workforce of over 6000 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. Quality Service across 1036 Cities
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AUTOMOTIVE
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.
WEAKNESSES
Commodity price risk MULs commodity price risk relates to higher cost due to change in price of input such as Ferro-alloys (steel), non Ferro alloys (aluminium), plastic and rubber, which go into the production of automobile. In order to mitigate these risks, the company continues to attempt to enter into long term contracts based on its projection of prices in a volatile commodity market, where your company gives top priority to ensuring smooth availability of inputs, long term contracts are helpful. They also help to minimise the impact of growing input price. Conversely, long term contractor dilute the benefit if any, of a decline in input price. Exchange Rate Risk Your company is exposed to the risks associated with the fluctuation in foreign exchange rates mainly on import of component & raw material and export of vehicles. Your company has a well structured exchange risk management policy. The company manages its exchange risk by using appropriate hedge instrument depending on the prevailing market condition and the view on the currency.
OPPURTUNITIES
Leading Growth
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AUTOMOTIVE
As the market leader, your company led the growth in the passenger car sector last year. Maruti's sales went up 30% to 4,72,000 units. This, as I said earlier, is the highest annual sale since your company began operations 20 years ago. Maruti also gained market share, mainly on account of its performance in the competitive A2 segment where it increased its share from 40.3% in 2002-03 to 47.7% in 2003-04. The record sales performance was reflected in the financials. Net Sales (excluding excise) grew by 31% to Rs 93,456 million. Operating Profit Margin increased from 0.8 % in 2002-03 to 4.7 % in 2003-04. Profit after Tax jumped 270% to Rs 5421 million. Your company is committed to motorising India. Towards this end, your company's partnership with State Bank of India and its Associate Banks took organised finance to small towns to enable people to buy Maruti cars.
THREATS
In the course of its business, MUL is exposed to a variety of market and other risks including the effects of demand dynamics, commodity prices, currency exchange rates, interest rate, as well as risk associated with financial issues, hazards event and specific asset risk. Wherever possible, we use the instrument of insurance to mitigate risk.
Business risk
The automotive industry is very capital intensive. Such investment requires a certain scale of operation to generate viable returns. These scales depend on demand. Maruti is still depending mainly on the Indian market. Although 2004-05 was year of continued growth for the Indian economy, whether this growth momentum will continue has to be seen.
THREATS FROM COMPETITORS
Tata Motors Limited
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AUTOMOTIVE
In the 2004 fiscal year, Tata Motors generated revenues of $3,542.2 million (INR154,935.2 million). The company made a net profit of $185 million (INR8,103.4 million) in the 2004 fiscal year.
General Motors Corporation

For the fiscal year ended December 2004, GM generated revenues of $193,517 million, an increase of 4.3% from the previous year. The company reported a net income of $2,805 million for fiscal 2004, down 26.6% from the previous year.
PRODUCT LIFE CYCLE
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INTRODUCTION
The feeling of freedom and being one with the Nature comes only from riding a two wheeler. Indians prefer the two wheelers because of their small manageable size, low
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AUTOMOTIVE
maintenance, and pricing and easy loan repayments. Indian streets are full of people of all age groups riding a two wheeler. Motorized two wheelers are seen as a symbol of status by the populace. Thus, in India, we would see swanky four wheels jostling with our ever reliable and sturdy steed: Two wheelers in India are the second largest producer and manufacturer of two-wheelers in the world. It stands next only to Japan and China in terms of the number of two-wheelers produced and domestic sales respectively. Indian two-wheeler industry has got spectacular growth in the last few years. Indian two-wheeler industry had a small beginning in the early 50's. The Automobile Products of India (API) started manufacturing scooters in the country. Bikes are a major segment of Indian two wheeler industry, the other two being scooters and mopeds. Indian companies are among the largest two-wheeler manufacturers in the world. In the initial stages, the scooter segment was dominated by API; it was later overtaken by Bajaj Auto. Although various government and private enterprises entered the fray for scooters, the only new player that has lasted till today is LML.
The motorcycle segment was initially dominated by Enfield 350cc bikes and Escorts 175cc bike. The two-wheeler market was opened to foreign competition in the mid80s. And the then market leaders - Escorts and Enfield - were caught unaware by the onslaught of the 100cc bikes of the four Indo -Japanese joint ventures. With the availability of fuel efficient low power bikes, demand swelled, resulting in Hero Honda - then the only producer of four stroke bikes (100cc category), gaining a top slot.
The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and Hero Honda brought in the first two-stroke and four-stroke engine motorcycles respectively. These two players initially started with assembly of CKD kits, and later on progressed to indigenous manufacturing. In the 90s the major growth for motorcycle segment was brought in by Japanese motorcycles, which grew at a rate of nearly 25% CAGR in the last five years.
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The industry had a smooth ride in the 50s, 60s and 70s when the Government prohibited new entries and strictly controlled capacity expansion. The industry saw a sudden growth in the 80s. The industry witnessed a steady growth of 14% leading to a peak volume of 1.9mn vehicles in 1990. In 1990, the entire automobile industry saw a drastic fall in demand. This resulted in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring Hero Honda, all the major producers suffered from recession in FY93 and FY94. Hero Honda showed a marginal decline in 1992.
The reasons for recession in the sector were the incessant rise in fuel prices, high input costs and reduced purchasing power due to significant rise in general price level and credit crunch in consumer financing. Factors like increased production in 1992, due to new entrants coupled with the recession in the industry resulted in company either reporting losses or a fall in profits.
Key players in the Two-wheeler Industry
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AUTOMOTIVE
There are many two-wheeler manufacturers in India. Major players in the 2-wheeler industry are Hero Honda Motors Ltd (HHML), Bajaj Auto Ltd (Bajaj Auto) and TVS Motor Company Ltd (TVS).
Market Share of Key Players in 2006 -07s

HMS 9%
OTHERS 3%
TVS 19%
HMS
OTHERS
Bajaj 27%
SEGMENTATION OF TWO WHEELER

A Two Wheeler Sector Sub-Segmenting in the three Segments. 1. Motorcycle 2. Scooter 3. Mopeds
56

Hero Honda 42%
Hero Honda Bajaj
TVS
AUTO
Breakup of the Industry by Segment

Scooters 12
Mope s 5
Motorcycles 83
Segment-wise Analysis of Indian Two Wheeler Market Segment A1 Description share in 2001- Share in 2006CAGR 02 07 with 5% 0% 33.99%
A2
Scooter engine capacity less than 75 cc Scooter with 5% engine capacity between 75-125 cc
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10%
32.9%
Uni ersit Business School,

Panjab Uni ersit Regional Centre, Ludhiana
OTIVE
Motorcycles
Scooters Mope s
AUTOMOTIVE
(Scooterette) A3 Scooter with engine capacity between 125-250 cc Motorcycle with engine capacity between 75-125 cc Motorcycle with engine capacity between 75-125 cc Motorcycle with engine capacity between 75-125 cc Mopeds 12% 1% -27.7%
B1
62%
66%
14.9%
B2
5%
17%
44.8%
B3
1%
1%
5.7%
C1
10%
5%
-2.7%
Growth Prospects and Key Drivers of the Indian Two Wheelers Industry
The growth witnessed by the Indian two wheeler industry indicates the growing demand for low cost personal transportation solutions amongst the 300 million Indian middle class consumers. Despite this spectacular growth rate, the two wheeler penetration (number of two wheelers per 1000 inhabitants) in India remains lower than other Asian countries. This fact provides an opportunity for continued growth in the market. India has the lowest Penetration of two wheelers as compared to countries like Taiwan, Thailand, Malaysia, Vietnam, Indonesia and China. In the present scenario, growth in the two wheeler Industry will be driven by several factors:
Rise in Indias Young Working Population

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AUTOMOTIVE
With the rising levels of per capita income of people, the Indian two wheeler market offers a huge potential for Growth. This growth is relevant in the light of the fact that 70 per cent of Indias population is below the age of 35 Years and 150 million people will be added to the working Population in the next five years. T he number of women in the urban work force is also increasing; this will lead to the Growth of gearless scooters.
Rise of Indias Rural Economy and Growth in Middle Income Households
The growth prospects of the Indian rural economy offer a significant opportunity for the motorcycle industry in India. The penetration of motorcycles amongst rural households with income levels greater than US$ 2,200 per annum has already increased to over 50 per cent. The current target Segment for two wheelers, i.e., households belonging to the Income category of US$ 2,20012,000 is expected to grow at a CAGR of 10 per cent. Greater Affordability of Vehicles
The growth in two-wheeler sales in India has been driven by an increase in affordability of these vehicles. An analysis of the price trends indicates that prices have more or less stagnated in the past. This has been part of the marketing strategy adopted by the manufacturers to gain volume, as well as conscious efforts adopted to bring down costs. The operating expenses of leading manufacturers have declined by around 15 per cent in the last five years. With greater avenues of financing, the customers capacity to own a two wheeler has improved.
Rapid Product Introduction and Shorter Product Life Cycle
The last five years have witnessed a sharp increase in new product launches in the two-wheeler industry. It is estimated that close to 50 new products have been launched by manufacturers during this period, filling up all price points and targeted at various consumer segments.
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Inadequate Public Transport Systems in most Urban Areas The economic boom witnessed in the country and the increased migration to urban areas have increased the traffic congestion in Indian cities and worsened the existing infrastructure bottlenecks. Inadequate urban planning has meant that transport systems have not kept pace with the economic boom and the growing urban population. This has increased the dependence on personal modes of transport and the two wheelers market has benefited from this infrastructure gap.
Challenges faced by the industry

Despite the high growth achieved in the past and the high potential in the future, the two-wheelers market faces some challenges.
Rising Customer Expectations The growth witnessed by the Indian two wheeler industry has attracted a number of new entrants to the market and it is expected that the Indian industry will become more competitive in the future. The plethora of products introduced in the past has also raised customer expectations with respect to reliability, styling, performance and economy.
Environmental and Safety Concerns The increasing demand for two wheelers will need to be managed to address issues relating to overcrowding of roads. Another problem is the insufficient infrastructure for inspection to ensure adherence to emission norms. As the industry grows, it is important to regulate the sale of used two wheelers in a more organised manner for which a mechanism needs to be evolved. Unregulated sale of two wheelers, especially in the rural areas, are likely to create issues related to emissions and safety of vehicles.
Creation of Distribution Infrastructure

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Leading companies need to ensure that on one hand theybuild adequate infrastructure in terms of dealerships and servicing stations in the urban areas and on the other ensure that their distribution infrastructure also reaches the rural areas
COMPANY PROFILE
Hero Cycles and Honda Motor Company of Japan linked their joint venture in India in April 1984, few could have imagined that the two would go on to create history and become the subject of a case study at business schools, internationally. But that s the Hero Honda saga. In a little over two decades, the world's largest manufacturer of bicycles and the global leader in motorcycles have created not only the world's single largest motorcycle company but also the most endearing and successful joint venture for Honda Motor Company worldwide. The company has sold over 15 million motorcycles and has consistently grown at double digits since its inception and today, every second motorcycle sold in the country is a Hero Honda.
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Uni ersity Business School,

Panjab Uni ersity Regional Centre, Ludhiana
OTIVE
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In two decades, Hero Honda has built two world-class manufacturing facilities at Dharuhera and Gurgaon in Haryana that now churn out over 3 million bikes per year. In this period, Hero Honda has set up over 2400 customer touch points, comprising a mix of dealers, service centres and stockists across rural and urban India. Today, Hero Honda is an amalgam of winning networks and relationships with internal and external stakeholders, including Investors, Dealers, Vendors and Employees. These relationships have helped the company hold on to the mantle of World No.1 for years in succession. Hero Honda has relied on 3 R's-- Reach, Research and Reliability as its basic building blocks. Using feedback from the market, a fully-equipped R&D centre has consistently created best practices in designing, testing and harmonization, besides placing strong emphasis on road safety and ride quality. This emphasis has helped Hero Honda build products that are ahead of their time. In the 1980s, for example, Hero Honda became the first company in India to prove that it was possible to drive a vehicle without polluting the roads. The company introduced new generation motorcycles that set industry benchmarks for fuel thrift and low emission. A legendary 'Fill it - Shut it - Forget it' CAMPAIGN captured the imagination of commuters across India, and Hero Honda sold millions of bikes purely on the commitment of increased mileage. Hero Honda was also one of India's first automotive companies to get close to the customer. As Brijmohan Lall Munjal, the Chairman, Hero Honda Motors succinctly puts it, "We pioneered India's motorcycle industry, and it's our responsibility now to take the industry to the next level. We'll do all it takes to reach there.''
Key Highlights
y
Hero Honda enjoys a significant brand premium. Its aggressive pricing strategy to take on the competition has helped it in volume growth.
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Variant launches in each of Splendor and Passion has helped in stemming the loss in market share in the face of the competition. Hero Honda now plans to launch two new models in the 100cc segment in FY05 on a new platform.
The company has started logging good volume growth after the launch of Passion Plus and Splendor Plus as well as the CD-Dawn, which has also rejuvenated its product range. Volumes should improve further, due to the base effect and improved rural sentiment on the back of higher farm incomes.
Aggressive cost controls and significant economies of scale are expected to aid Hero Honda in retaining margins.
Hero Honda will continue to be an attractive dividend yield play as the company continues to generate significant free cash flows as its capital requirements are limited
Marketing MIX
PRODUCT
Product Range and New Models The Company's product range includes "Splendour" which is the largest selling motorcycle brand in the world with over 6.9 lakhs vehicles sold in 2000-01. A cumulative over 5 million customers are the real foundation of the company's strength. The identity of Hero Motors in the market has been established through two of its leading international products - Hero Puch and Hero Winner. When Hero Motors entered into a technical collaboration with Styr Daimler Puch of Austria, Hero Puch was born which marked a new chapter in the two-wheeler scenario of the country. Hero Puch, the mini-motorcycle designed by Ferdinand Porsche combined the power (4.15 bhp) and ease of a motorcycle and at 91 km/hr, the economy of a moped.
CASE STUDY OF HERO HONDA HUNK

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Hero Honda new Bike hunk launched with a new features after the study of market research by company A sure-shot head-turner, the Hunk comes with never before features and looks:Product highlights:
y
150cc Engine, delivering raw power of 14.2 BHP @ 8500 RPM and a torque of 12.80 N-m @ even at a low RPM of 6500
y y
Unmatched super acceleration of 0-60 Km ph in flat 5 seconds New Generation "Advanced Tumble Flow Induction" (ATFI) Technology engine - which delivers the best balance of Fuel efficiency and Power
Advanced Microprocessor Ignition System -"AMI" with Multi Mapping Digital CDI along with "Carburettor controlled Variable Ignition" delivers the optimum Power, quicker throttle response and Fuel efficiency
Unique "Anti-Kick back" device prevents Kick back during starting convenient, safe and effortless kick start.
PRICE
Faced with an uncomfortable scenario of Bajaj Auto closing in on Hero Honda Motors in monthly unit sales, managing director Pawan Kant Munjal said the company has put in place a strategy to retain its leadership in the Rs 33,000 crore twowheeler markets. That includes developing new high-performance engines in 100cc, expanding capacity to beyond 5 million units and reducing the price of 100cc bikes, if needed. As confident as they are of upstaging us, we are confident of retaining our leadership and growing our lead, Munjal told FE in an exclusive interview. Reiterating that unlike Bajaj, which is exiting the 100cc segment, Munjal said Hero Honda intends to strengthen its offerings in the segment. He said the company is
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developing new engines that will deliver superior performance in the 100cc bikes in future. To counter Bajajs move to offer 125cc bikes at the price of 100cc bikes, Munjal said Hero Honda could reduce prices of its 100cc bikes to nullify Bajajs strategy. Bajaj Auto plans to exit the entry-level motorcycle market by August-September next year and offer higher capacity bikes in the 100cc price range of Rs 34,000 to Rs 42,000. We have dominated the 100cc segment for many years and will continue to dominate. Possibly it may be the reason for Bajaj Auto leaving the segment, Munjal told FE. The gap between Hero Honda and Bajaj Auto has narrowed from 92,206 in September, 2005 to 37,833 in September, 2006
PLACE
DEALER NETWORK At Hero essentially they have a completely customer-driven approach. A nation-wide dealer network comprising of over 3,500 bicycle dealers, 350 dealers for mopeds and 225 franchise holders for motorcycles, ensures convenient access to the Group's products across the country. Strong dealer company relationship with a deep sense of belonging to the Hero fraternity, the Group's dealer network has catalyzed growth and acted as a strong bridge between the customers and the Group. Sales agents from Hero travels to all the corners of the country, visiting dealers and send back daily postcards with information on the stock position that day, turnover, fresh purchases, anticipated demand and also competitor action in the region. There are more than 1000 committed dealers & service outlets spread across the country. The authorized workshop have well laid out standards for motorcycle servicing supported by fully equipped infrastructure in terms of quality precision
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instruments, pneumatic tools & a team of highly trained service technicians. Having your motorcycle serviced at an authorized workshop ensures highest standards of service quality and reliability
PROMOTION
HHML is an organization, which is known for its innovative & Aggressive Marketing. Rs.120 crores was the Annual budget for market for the financial year 2002-2003. All the mediums are used extensively, be it print or mass media like T.V & hoardings. HHML also promotes sports in the country. It is also the sponsor of the ICC world Cup 2003 and half of the Indian team represents Hero Honda. Those players are Virender Sehwag, Mohammad Kaif, Yuvraj Singh, Harbhajan Singh, Zaheer Khan and Sourav Ganguly as Brand Ambassadors. Superstar Hrithik Roshan is also a
Brand Ambassador for Hero Honda Company. They will endorse the company products, attend corporate and brand events and help promote its "We Care" campaign comprising safety riding, environment and friendliness Also, advertising is done at a local level by dealers, in which HHML also contributes to help dealer promote the dealership in the local area. HHML has print ads that the customer gets to see almost every day in newspapers, magazines, etc. This has increased the brand recall by a significant number. They also have their bikes featured in various TV programs like top drive on star news and others which act as a strong reference.
ADVERTISING STRATEGY
Hero Honda is currently the number one company in terms of sales and has been dominant in the two-wheeler segment since the past decade. Since the inception of
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hero Honda, the company has been using television as a major role for its publicity. Though hero Honda was dominant in sales it lacked the skills of creating a spectacular ad till now. Though it had a vast range of mobikes, its advertising strategy was not up to the mark. For its publicity hero Honda has been using many famous celebrities like Saurav Ganguly, the captain of Indian cricket team, Hritik Roshan and other famous personalities as their brand ambassadors. Thus, hero Honda has been spending huge amounts on its publicity.
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Print adds
Glamour
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Some of the Events Sponsored During the Years

2000 NKP Salve Challenger Trophy. Stardust Hero Honda Millennium Honours Award. Masters Golf Championship. 20th Cinema Express Award. 2002 India-England Women's Cricket Series. Masters Golf Championship. Second Indian Television Academy Award. 21st Cinema Express Award. First Indian Television Academy Award 2003 8th Cricket World Cup in South Africa.
HERO ROADIES
HONDA
To attract young generation Hero Honda sponsored MTV Roadies. It

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is the one of the most popular Show among youngster. A Live reality show in which some group of people travel across the country on the bike. They ride HERO HONDA KARIZMA. This show become the key factor in promoting the bike karizma between the youngster
HERO HONDA CAMPUS ROCK IDIOLS In today scenario in India rock culture is becoming very popular among youngster. To capture this young generation, Hero Honda is organizing Campus Rock Idols every year at all over major cities in India.
HERO HONDA SA RA GA MA PA CHALLANGE
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Brand Ambassadors CRICKETERS

Hero Honda promotes his cricketers brand ambassadors as a Team Ambition in 2003 World Cup. The 'Team Ambition' has many similarities in personality with the Hero Honda brand, such as 'splendor of performance', 'passion to excel' and 'ambition to win', signifying their respective desires to lead the way
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Hero Honda, through the advertisements, hopes to communicate the brand identity to its customers in a language and appeal that is well identified and comprehended by them.
FILM STAR
Hero Honda signed bollywood star Hrithik Roshan for his premium bike Karizma. The customised all-chrome Karizma, a very stylish bike that truly befits his brand ambassador and style icon Hrithik Roshan
BOLLYWOOD STAR HRITHIK ROSHAN
HERO HONDA SIGNED MAHESH BABU A SUPERSTAR IN ANDHRA PRADESH TO CAPTURE MARKET IN AP
Hero Honda -Indias number one two wheeler in sales. Now this big company is roping Mahesh Babu as their Brand ambassador for AP. The company is very much confident
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that young Mahesh Babu brings them up in their sale figure and at the same time Mahesh Babus fan following will be utilized for brand image of Hero Honda.
HERO HONDA KARIZMA
Hero Honda Karizma was the first real sports bike in India. The bike addresses to those who have a passion for speed and styling and head-turning looks. It has 17 ps power thrust and picks up 0-60 in 3.8 heart-stopping seconds. The bike is based on power and styling. Disc brakes and Mag wheels makes Karizma the safest jet on the road.
Company Stroke Maximum Power Displacement Hero Honda Motors India Ltd. 4Stroke 16.8 bhp @ 7000 rpm 232 cc Striking Features: 1. Style 2. Sporty position of the seat. 3. It stands on its feet even at speeds reaching up to 130 kmph.
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S.W.O.T. ANALYSIS OF KARIZMA

STRENGTH
It has a good speed and sporty look . Karizma is the First bike in India launched under Sports Bike Segment.
Loyal Customer Base: In the past four years, Karizma has been successful in building up a good and loyal base among its customers.
After Sales Service: Till today, customers are satisfied with the after sales service provided by Hero Honda for this particular product.
Refinement, comfort, great handling and that much-sought-after big bike feel are all available on the Karizma.
Brand Recall: the name Karizma itself is a metaphor to its success. The brand Karizma has given a good platform to this product in the Sports Bike Segment.
WEAKNESS
High Maintenance: The maintenance of Karizma is high as compared to its biggest competitor Bajaj Pulsar 200cc and 220cc.
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Fuel Efficiency: The pulsar 200cc offers an impressive mileage of 38.3kpl in city and 42.4kpl in highway against the Karizma offers only 30kpl in city and a decent figure of 45kpl in highway. Less Promotion: the promotions and ads of Karizma are very less as compared to its competitors.
OPPORTUNITIES
If Hero Honda comes up with the idea of changing some features of Karizma, like self cancelling indicators, soft touch handle bar and digital speedometer, it will help them to boost up the sales of Karizma. If they are able to improvise the fuel efficiency of Karizma, it will be a golden opportunity to take over the market.
THREATS
The major threat faced by Hero Honda Karizma is from Bajaj Pulsar, who has always been the market leader in the 150 plus segment with 60% market share.
Karizmas strong competitors Bajaj and TVS, in 150 cc plus segment, already posses certain features like self-controlling indicators, soft touch handle bar which Karizma lacks. The competitor Pulsar 200cc has already come up with oil cooled engine which delivers maximum power. This is again a major threat to Karizma.
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S.W.O.T. ANALYSIS OF COMPETITOR
(BAJAJ PULSAR 220cc)
STRENGTHS
Pulsar 220cc features Indias First Oil Cooled Engine which delivers maximum power making it most powerful engine offered by Bajaj.
New Pulsar also provides Digital Speedometer, Self Cancelling Indicators which is for the First time in this segment in India.
Fuel efficiency: Pulsar 220cc delivers an impressive mileage of 38.2 kmpl in city as compared to Karizma which delivers 30 kmpl in city.
Customer Base: In past decade Bajaj has established a strong base amongst its customers.
WEAKNESS
Style and Design: PULSAR 200cc and 220cc derives their styling from there previous version Pulsar 150 Dts-i and 180 Dts-i. Pricing; Bajaj 220cc (Rs 82449 basic price) is costlier than karizma (Rs 78000 basic price)
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OPPORTUNITIES
Taking into consideration the reviews of the customers regarding the fairing of 220cc and making the needful changes will be an opportunity to capture an even larger share of the 200cc+ segment.
THREATS
The biggest threat is faced from the goodwill of Karizma in this segment who is the Four-Stroke Two Wheeler Ruler of the Indian bike market.
Certain technical faults in the bike design which are potentially dangerous to the riders safety can be disastrous to the image of the bike.
Brand Image create By Bajaj

Brand image create by Bajaj through his pro bike showroom which display his premium bikes range such as pulsar 220, Avenger, Pulsar 180 etc .
BAJAJs Pro Bike Showroom The Bajaj Prebaking showrooms will definitely be one of the integral elements in his overall brand strategy to reinforce the image of Bajaj being a manufacturer of quality performance motorcycles in the country. It's the retail experience a dedicated biker feels when he or she steps into a Probiking outlet. It's a new space they have created and there's a lot of work to be completed.
BAJAJ PULSAR DEFINATELY MALE

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Bajaj pulsar make an image of that there bike is only for guys. Through his Definitely Male Campaign they shows behave of a young guys. This Advertisement helped lot Bajaj to create brand positioning.
Chatting merrily, three girls Walk by a line of motorbikes.
One's
dupatta
skims
over
the
bikes and then gets stuck...
...making her turn in Consternation. She pulls it away Slowly to reveal...
...
The
logo,
"Pulsar".
MVO:
Bajaj
Pulsar, definitely male
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MARKET MIX OF KARIZMA
PRODUCT
DESIGN, ENGINEERING AND INTERIORS

Hero Honda has taken a lot of styling cues for this bike from Hondas old model VFR 800, the Japanese giants legendary and largest selling superbike. Similarities are visible in the alloy die-cast wheels, the tailpiece, the front indicators, the fairing, the silencer unit, seat, panel shapes and instrument binnacle. Even the way Hero Honda has painted parts of the side panels silver to look like exposed aluminium frame sections, reminds one of the genuine thing on the VFR. One cannot help but think that the steering column section of the bike looks crude and empty just below the handlebar mounts. Fit and finish is excellent and no less than the high standards we have come to respect Hero Honda for. The company has kept with the times, and grafted an aircraft-type fuel filler cap onto the tank. The tank recesses easily accommodated the legs of our tallest testers. The amber backlighting for instruments is exciting. Being connected directly to the battery, all lights and instruments work independently of the rpm of the engine, and are a boon at night.
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BRANDING:
BRAND NAME: KARIZMA In Hindi, KARISHMA means something inexplicably magical. In English, CHARISMA (pronounced Karizma) means the ability to inspire followers with devotion and enthusiasm. The way this bike has turned out to be, it is probably both. The monogram of Karizma itself is very attractive and eye catchy because of the colour.
In order to overcome the competition faced from its biggest competitor bajaj220 dts-I, the company has tried to attract the customers by changing the graphics of Karizma i.e. an attractive new logo, which represents the bikes cutting edge imagery of being racy.
International styling graphics with a pronounced `R on the tank and an asymmetrical one on the visor in keeping with the latest international trend.
PRICING
the new Karizma will also continue to be priced at almost the same level as the previous version, with on-road prices for the regular variant working out to Rs 79,000-80,000. The special edition variant with red mag-wheels will be costlier by about Rs 1,000. Bajaj has launched 52 Prebaking outlets which will house only high performance bikes. Pulsar 200cc would be available at such Probiking showrooms at select locations across the country for an attractive price of Rs.65, 497 (ex showroom, New Delhi).
PROMOTION
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ADVERTISEMENT:
Hero Honda Karizma Agency: A fighter plane is on a regular sortie when the pilot notices a moving object. Zooming his camera, he captures a bike cruising at high speed. Informing the control tower, the pilot dives in for a closer look.
The bike gathers speed and enters a tunnel to beat the fighter aircraft. Reaching the air-base, the rider meshes with the staff as they examine the images... ... of the motorcycle, unaware that its owner is amidst them. MVO: "Hero Honda Karizma. Jet Set Go."
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The all-new-Karizma has been created by the Hero Hondas research and development team to mark the companys highest-ever sales of over 3.03 lakh units in May 2006. Celebrating its milestone of rolling out 15 million bikes, two-wheeler major Hero Honda, presented a tailor-made all-chrome Karizma motorcycle to Bollywood star Hrithik Roshan. This super bike will surely match my super hero image, Hero Honda brand ambassador Hrithik said, as Hero Honda Managing Director Pawan Munjal handed over the keys to the star.
HERO HONDA MTV ROADIES

In mtv roadies the all competent use only the Hero Honda karizma bike from the last six years. So, by sponsoring the show hero Honda promoting their brand karizma among the youngster.
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The Hero Honda family is elated to have achieved the landmark figure of 15 million motorcycles in the shortest ever time-span. The customized all-chrome Karizma truly befits our brand ambassador and style icon Hrithik Roshan, Mr Pawan Munjal said. Group Chairman Brijmohan Lall Munjal said, entertainment and sports are everyones favourites. Though, they are not physically involved in sales, celebrities help in promoting the product, he said.
PLACE
CHANNELS OF DISTRIBUTION As a company, dealers play a major role in serving customers, while growing and sustaining markets. Hero Honda has a network of more than 3500 strong and dedicated Authorized dealers. A network that has helps Hero Hondas name and its promise of reliable quality to every part of the country. The power of this highly efficient and motivated network goes a long way to create goodwill for Hero Honda brand among countless consumers besides creating availability and after sales services.
The channel of distribution is a direct dealer network. A direct dealer is a dealer who is authorized to purchase the product directly from the company and sell.
PHYSICAL DISTRIBUTION:
As a company, dealers play a major role in serving customers, while growing and sustaining markets. Hero Honda has a network of more than 3500 strong and dedicated Authorized dealers. A network that has helps Hero Hondas name and its promise of reliable quality to every part of the country. The power of this highly efficient and motivated network goes a long way to create goodwill for Hero Honda brand among countless consumers besides creating availability and after sales services.
CONCLUSION
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Indias expedition to become a global auto manufacturing hub could be seriously challenged by its inability to uphold its low-cost production base. A survey conducted by the research, KMPMG firm reveals that the Indian auto component manufacturers are increasingly becoming skeptical about sustaining the low-cost base as overheads including labour costs and complex tax regime are constantly rising. The survey said many executives believe that Indias cost advantage is grinding down fast as labour costs are constantly increasing and retaining employees is becoming more and more difficult. Increased presence of global automotive companies in the country was cited as one of the reasons for the high erosion rate. Indian auto businesses will only flourish if they boost investments in automation. In the longer term, cost advantage will only be retained if Indian capital can be used to develop low-cost automation in manufacturing. This is the way to preserve our low cost. Global auto majors are also cynical about Indias low cost manufacturing base. India taxation remains a big disadvantage. This is not about tax rates it is just about unnecessary complexity. But some companies also believe there is scope for reducing the cost of doing business. In spite of this there are opportunities to exploit lower costs right across the board. Its true that labour costs are definitely increasing but they are still five per cent of the total operational costs. The labour costs can be further reduced if companies are successful in bringing down other costs like reducing power costs. Low-cost base can never last long. The company said Indian industry has till now relied on very labour intensive model but it would have to switch to a more capital intensive model
BIBILIOGRAPHY
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MARKETING MANAGEMENT BY PHILIP KOTLER WIKIPEDIA TOYOTA OFFICIAL SITE MARUTI OFFICIAL SITE TATA OFFICIAL SITE HYUNDAI OFFICIAL SITE AUTO INDIA MAGAZINE AUTODRIVE MAGAZINE BBC NEWS SITE INSIDETIME.COM HERO HONDA OFFICIAL SITE DOMAIN-B.COM
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WITH THIS WE END OUR MEMORABLE ODYSSEY..
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AUTOMOTIVE

OBJECTIVE OF THIS STUDY

This study is done in keeping following objectives in view:

The marketers watchwords are quality, service, and value.

University Business School,

University Business School,

OVERVIEW OF AUTOMOTIVE SECTOR

University Business School,

EVOLUTION OF THE INDIAN AUTOMOBILE INDUSTRY

PRODUCTION: INDIA AS THE MANUFACTURING HUB

University Business School,

University Business School,

INDIA AS THE EXPORT HUB

University Business School,

FDI, MERGERS, ACQUISITIONS AND JOINT VENTURES

University Business School,

EMERGING TRENDS: SMALL CARS, HYBRID CARS

University Business School,

University Business School,

sedan has been launched in June 2008.

AUTOMOTIVE MISSION PLAN 20062016

University Business School,

University Business School,

The Marketing Environment

University Business School,

THE ECONOMICAL ENVIRONMENT

University Business School,

University Business School,

BASED ON THE PRICE OF THE CAR

University Business School,

 Luxury car segment

Super luxury car segment

BASED ON THE LENGTH OF THE CAR

BASED ON THE USER

University Business School,

University Business School,

Hyundai Santro professionals

Accent was launched to target corporate clients

University Business School,

University Business School,

University Business School,

Japanese Engineering. Dream -Li e Handling.

sit Busin ss School

Indica features for international market:

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Laminated front and rear windshield glass

PRODUCT, SERVICES AND BRANDING STRATEGY

Levels of Products and Services:

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University Business School,

University Business School,

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BRAND ENDORSEMENT STRATEGY

PRODUCT SUPPORT SERVICES

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PRODUCT LINE DECISIONS (The Product Mix)

having universal appeal .Scorpio was to compete with the midsize

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Event Organized By Maruti to Promote Swift

University Business School,

University Business School,

University Business School,

Luxury car segment