Online Summer Training Repor

Online summer training report (501)
On
Automobile sector.
GIDC Rajju Shroff Rofel Institute of management

studies (B.B.A Programme)
Veer Narmada South Gujarat University (V.N.S.G.U)
2019-2021
A PROJECT REPORT Semester -V
Submitted by
1. Sarkar Rima Dhiren

2. Singh Anjali Amarbahadur
3. Salunke Rohit Laxman
4. Singh Viki Munna.
In partial fulfillment for the award of the degree
Of
Bachlore of business administration (B.B.A)

1
CERTIFICATE
Certified that this project report “Online summer training report (501) ” is the bonafide
work of “Rima Sarkar, Anjali Singh, Rohit Salunke and Viki Singh ” who carried out the
project work under my supervision.
Prof. Anjali Patel Name Dr. Priyakant ved

(Guide) ( Head of the Department) (Principal)
2
ACKNOWLEDGEMENT
We would like to express my special thanks of gratitude to my project guide Professor Anjali
Patel .As well as our principal Dr.priyakant Ved sir who gave me the golden opportunity to do
this wonderful project on the topic Automobile sector, which also helped me in doing a lot of
research and i came to know about so many new things I am really thankful to them.
Secondly i also like to thank veer Narmada south Gujarat universities to provide us the
wonderful opportunity to being the part of this summer training report.
Signature _____________________ Rima Sarkar
______________________ Anjali Singh
______________________ Rohit salunke
______________________ Viki Singh
3
CONTENT
 Chapter-1 ( industrial scenario) -------- History of Automobile sector, overall working

of the sector, challenges faced by the sector, SWOT analysis, major players ,GDP
contribution, global perspective and summary.
 Chapter -2 (company profile) -------- Name and location of the company, name and
branches of company, year of establishment, Brief history, Name of founder and
promoter, vision statement and mission statement and values, organizational chart, and
SWOT analysis of company.
 Chapter-3 (financial department) ------- Income statement of company, Balance Sheet of

company, Ratio and their interpretation, financial statement analysis, accounting
procedure, corporate social responsibility of company and their expenses.
 Chapter-4 (Marketing department) -------- list of product and their services, number of
customers/overseas customers, specific distribution channel, Product life cycle(PLC) of
company, marketing segment, positioning strategy, promotional tools , pricing method,
CRM practices and list of product exported and in which country.
 Chapter-5(Human resources department) -------- Recruitment and selection procedures,

Number of employees, Training approach, Employee safety mechanism, specific HR
policies, performance appraisal process, wages and salary administration, grievance
handling procedure, Employee feedback.
 Chapter-6 (production / operation department) -------- Raw material used , turnover,

plant location, layout used , product produce, machinery used, process in brief , quality
maintenance, specific operations policy.
 Chapter-7 Conclusion from the study.
4
Name and pictures of Automobile Industry
5
Chapter 1 industrial / sectorial scenario
Automobile is a word derived from ancient geek word ‘autos’ meaning ‘self’ and ‘mobilis’
meaning [Autos + mobilis]
Automobile is a vehicle which is not powered by human but rather controlled by humans.
Automobile has huge varieties of vehicle example truck, cars, buses, bikes etc.
As India is a developing nation .it is one of the fastest growing economies in the whole world.
There are industrial sector like textile, agriculture and automobile have grown since we got
independence.
The support from government and welfare schemes which our nation received has helped to
boost to those segments for steady and progressive growth.
Among all these sector the automobile industry has flourished like never before. If we talk about
whole world the country called India is one of the largest production as well as sales hub.
With this brief introduction on automobile the question may be kick into your mind that how this
giant industry started so let us took toward its evolution.
6
History of automobile sector in India
The first car that run on Indian road was in 1897. Jamshedji Tata was the first Indian person who
own a car in 1901. It was in 1942 before India’s independence that Hindustan Motors
manufacture the first automobile in India .Soon after India’s independence, the government of
India tried to boost the sector by encouraging manufacturing of automobiles. Before that car
were imported directly.
 1930 India was an importer of automobile.

 1940 Indian automobile industry started its own manufacturing unit.
 1950-60 Tremendous trade restrictions could not boost the automobile industry
 1960-80 The market was largely dominated by Hindustan motors with the ambassador
model
 1983 Maruti came into the competition and swept the marketed .
 The automobile sector formally came into being in the year 1952 when the Government
appointed its first tariff commission with the aim of indigenizing this industry.
 The year 1952 also marked the introduction of passenger cars in the country.
Manufacturers like Hindustan Motors, Premier Automobiles and Standard Motors came
into the limelight.
 1984-92 the government of India stared promoting the automobile industry Delhi auto
Expo was established
 1992 the year of liberalisation and the opening up of the FDI
 1996 the merger of maruti and Suzuki swept the market with 60% market share
 2000 almost all major car companies expanded their presence in India by establishing
manufacturing units
 2009 India emerged as the 4th largest exporter of passenger cars after Japan, South Korea
and Thailand.
7
2011 India became 6th the largest car manufacturer in the world. India is Asia’s 2 nd largest
two wheeler manufacturer.
The evolution of the auto industry contributed much to the economic growth of the country. It
also helped the finance and insurance sectors. The history of automobile make us feel proud.
Challenges faced by automobile sector in India

An integral component of the global economy, the automotive industry, a flourishing behemoth
in itself, has been fraught with many challenges in recent times. While automakers have been
rather forthright in adapting to the transformation the industry continues to experience time and
again, changes in the global technological landscape have prompted the need to quickly analyse
the challenges in automotive industry and brainstorm ideas to resolve the same.
8
1. Excess Production and Related Costs
The increasingly competitive scenario in automotive manufacturing has led to the overcapacity
cropping up as one of the most crucial challenges automotive industry is facing today.
With an unpredictable demand-supply graph at work, in conjunction with changes in the

automotive supply chain ecosystem, manufacturers have been going overboard and have invested
several resources in developing vehicles that may not actually need to be produced. By the time
automakers realize the same, enough finances have already been drained for labor, production,
raw material, etc., and over-expenditure and resource wastage becomes the norm.
Since due to the some last couple of year there has been reduction in the demand for vehicle
despite the increased affordable which also emerging as one of the major challenges in
automobile industry.
2. The Self-driving Evolution

One of the most revolutionizing breakthroughs of the 21 st century, the self-driving technology
has surprisingly emerged to be one of pivotal challenges in automotive industry, if experts are to
be believed. While the world has embraced the technology with open arms, it still has a very
long way to go mainstream. Numerous companies have already begun to get their technology on
the road – recently, Ford announced that it plans to expand its self-driving fleet in taxes.
3. Connected Technologies and Their Implications

The connected technologies and their implication is one of the biggest challenges in automotive
industry facing presently
Sometimes due to using the advance technology and features the customers does not able to
work with that and hence create wrong perception. Hence here the company get problem of
selling their product with high level of advance technology cars. This has led to huge amount of
data liable to be stored transferred and analyzed. Modern cars equipped with automotive
electronic apparently collect humongous amount of data on a daily basis that parameters of speed
performance, component behavior etc. and enables the derivation of real-time insights.
9
While the greater demand for connected technologies is certain to bring about a transformational
impact on the automotive manufacturing industry, it will also bring forth a spate of competition
and the requirement of extensive planning and cross-channel integration – right from safety to
service.
Automakers are leveraging on consumer demand for connected vehicles, however, with
increased technological integration comes increased complexity, pertaining to data protection
and consumer safety, which car manufacturers are required to address.
4. Sustainability
In this context, it would be appropriate to state that sustainable challenges in automotive industry
are gaining more precedence than ever before.
The emission have proved that it is a major and hassle for global automotive manufacturing
sector. The air quality is decreasing day by day due to which people has to face a lot of
problems.
For this the government has taken an stringent regulatory spectrum. Regulatory authorities have
introduced an emission cap to be strictly adhered to by automakers.
Increasing CO2 emissions have led to governments levying heavy taxes on car makers, which
has been adding to their financial woes. Manufacturers are grappling to deal with the
introduction of highly stringent CO2 emission standards, which is making them shell out a
humongous amount while designing and building cars. A huge cut-off in diesel sales has also
been observed worldwide, which has further led to a massive drop in new vehicle registrations.
In the light of this scenario, automakers are now beginning to realize the vast expanse of
sustainability challenges in automotive industry.
5. The shift from ownership to access

The shift from ownership to access is one of the most hitting challenges which automobile
industry facing today. Despite increased affordability and a better standard of living, most
consumers witness cars to be more of a perfunctory requirement than a status symbol or a
10
luxurious possession. Numerous surveys have unearthed that consumers are open to the idea of
using their cars as a money-making service when they aren’t using them.
While not every service app is likely to retain 100% success, the current scenario indicates that
the automotive sector is on the verge of observing a massive breakthrough that will see vehicle
manufacturers focusing on the B2B channel rather than the B2C channel.
As the consumers preferences are changing potentially so it is very difficult for automotive
sector to tackle with this would be an great challenge for automobile industry to produce as per
the challenging mindset of people.
6. Millennial Woes
The millennial generation and their demands have come to crop up as one of the major
challenges in automotive industry. Increasing complexity in car production leads to complex
operating instructions as well – something that millennial don’t really want to deal with. This has
led to an increased requirement for personalized, conversational interfaces in automotive
manufacturing, which will eventually result in the demand for more and more technological
advancements.
Decreased preference for ownership is also a pivotal reason millennial marketing is becoming a
major problem. According to an article by Fast Company, the number of cars bought by the
populace between ages 18 to 34 reduced by nearly 30%. A study by the AAA Foundation for
Traffic Safety also claims that of late, 54% teens are licensed before their 18 th birthday, while
only 44% of teens apply for a driver’s license within the first year of eligibility.
The web annalistic company SDL claiming that millennial between the ages of 18 to 36 check
their phone 43 times or more day.
7. Retention of talented workforce
As today the retention of talented workforce has become very challenging that however the
demand and the preferences of the customs getting more toward advance technology more
11
toward digitization and more personalized and this has consequently there is the requirement for
suitable personnel to understand design in corporate and maintain these technology.
As per the report titled future of job in India in 2022 perspectives the automobile sector will
continue to hire employees at the rate of 2% to 2.5% yearly against a historical growth rate of
3% to 35% apparently close to 60% to 65% of the job by 2022 will request new set of skill.
SWOT analysis of automobile industry
Automobiles like Cars, bikes and public transport systems are one of the most important building
blocks for Society. Cars can be status symbol, they can be necessary transport, and they can be
for sport and whatnot. So what are the strengths, weaknesses, opportunities and threats in the
automobile industry?
Strengths in the SWOT analysis of Automobile industry
 Evolving industry
 Continuous product innovate &technological advancement
 Growth shifting to Asian markets.
 Increasing demand of VFM vehicles
 Increase in demand of luxury commercial vehicles
 Manufacturing facilities in Asian nations to control
Weaknesses in the SWOT analysis of Automobile industry
 Cars recalled
 Bargaining power of consumers
 Growth rate of Automobile industry
12
Opportunities in the SWOT analysis of Automobile industry
 Introducing fuel-efficient vehicles

 Strategic Alliances
 Changing lifestyle & customer groups Market expansion
 OEM priorities
Threats in the SWOT analysis of Automobile industry
 Intense Competition.
 Volatility in the fuel Prices
 Sluggish Economy
 High fixed cost and investment in R & D
Major Player in automobile sector
13
The automobile (automotive companies) sector has mushroomed over the years into a mature
and well established industry. Innovation and manufacturing of vehicles has helped the industry
to grow into a profitable one. Automobile companies have contributed significantly to the
development of the world’s economy by creating jobs paying lots of taxes and earning loads of
foreign exchange. There are several automobile manufacturing companies in the world that
produces vehicles in a large quantity.
Here we have listed the top 10 largest automobile

manufacturing companies in the world.
1.TataMotors :
Tata Motors is the Asia’s largest and 17th largest automobile manufacturing company in the
world. This company is known for its production of cars, trucks, vans, coaches and so on. Tata
Motors record the highest sales and is widely popular across the country in 2017.
This company is passionate about anticipating and providing the best commercial and passenger
vehicles globally as well as the best customer experiences.
Key facts:
TATA MOTORS
1945
Established
Employee Strength 60,000
Company Turnover $42 Billion
Vehicles Sold >9 Million
Tata Motors can be found on and off-road in over 175 countries around the globe. Cars, buses
and trucks of Tata Motors roll out at 20 locations across the world, seven in India and the rest in
the UK, South Korea, Thailand, South Africa and Indonesia.
2)Mahindra&MahindraLtd:
Mahindra & Mahindra Ltd is a US $19 billion global federation of companies. This company is
the world’s largest tractor manufacturing company and also India’s second largest vehicle
14
manufacturing company. Mahindra & Mahindra is India’s top SUV manufacturing company that
produce two wheelers, bus, pickup, tempo, trucks, and commercial vehicles.This company
commits to invest in technology and grow global presence. Mahindra & Mahindra aims to
multiply output both in quantity and quality with a major focus on manufacturing excellence.
This company has created several industry-leading and category-defining brands.
3)MarutiSuzuki:
Maruti Suzuki had brought a big revolution in the automobile industry. This is one of the old
companies that expertise in the field of production of cars. This company has manufactured cars
such as Alto, Omni, Estilo and so on. The total annual production capacity of this company is
about 14, 50,000 units. Maruti Suzuki works with a mission to provide a car for every individual,
family, need, budget and Way of Life. For this, it offers 15 brands and over 150 variants ranging
from Alto 800 to the Life Utility Vehicle Maruti Suzuki Ertiga.
4)HeroMotoCorpLtd:
Hero Moto Corp Ltd is one of the best companies in India. Hero MotoCorp Ltd. (Formerly Hero
Honda Motors Ltd.) is the world's largest manufacturer of two - wheelers, based in India.This
company achieved the coveted position of being the largest two-wheeler manufacturing company
in India in 2001 and the 'World No.1' two-wheeler company in terms of unit volume sales in a
calendar year. Hero Moto Corp two wheelers are manufactured across 4 globally benchmarked
manufacturing facilities.
5)BajajAutoLimited:
Bajaj Auto Limited is one of the leading business houses and the company’s flagship company,
Bajaj Auto, is ranked as the world’s fourth largest three and two wheeler manufacturer. The
Bajaj brand is well-known across several countries in Latin America, Africa, Middle East, South
and South East Asia. Their flagship company produces Chetak scooters which were the top seller
in the Indian market. The company even made the bikes like pulsar and now they are still
working on it
15
6)ToyotaMotorCorporation:
Toyota Motor Corporation is one of the top most automobile manufacturing companies in the
world. This company designs, manufacturers and markets various automobile product ranges
from SUVs, minivans, luxury & sport utility vehicles, trucks and buses among others.
Toyota Motor Corporation has other vehicle manufacturing subsidiaries which include Daihatsu
Motor for the production of mini-vehicles and Hino Motors for the production of buses and
trucks. Toyota car engines are fixed with either combustion or lately the hybrid engines such as
the one in the Prius.
7)Chevrolet
Chevrolet is an American division of the General Motors. The company has an array of trucks,
automobiles and commercial vehicles as the products it offers with its services including oil
changing, vehicle insurance, vehicle financing, vehicle sales and vehicle repairs. Chevrolet has
the reputation of being a car of all the purses and all the purposes. Its wide range of vehicles
includes subcompact automobiles and medium duty commercial trucks among others.
8) MITSUBISHIMOTORSCORPORATION:
Mitsubishi Motors Corporation develops design, and manufacture, sale and purchase
automobiles and component parts, replacement parts. This company manufactures component
parts, replacement parts and accessories of said used automobiles.
Mitsubishi helps to bring higher productivity and quality to the factory floor. In addition,
extensive service networks around the globe provide direct communication and comprehensive
support to customers.
9)HondaMotorCoLtd.Company:
Honda Motor Co Ltd. Company is a world leading automaker and the largest motorcycle
producer in the world. Its motorcycle lines feature everything from super bikes to scooters, with
the company also being dedicated to the production of personal watercrafts and ATVs.
16
The models of this company include seven luxury vehicle models as well as SUVs and others.
Within its lines are also Honda Power products and machinery such as snow blowers, tillers,
lawn mowers, outboard motors and portable generators. Engine quality, durability and economic
fuel consumption are the main reasons why customers prefer Honda machines.
10)FordMotorCompany:
Ford Motor Company is one of the leading automobile manufacturers in the world that ranks
high among the top automobile companies. Some of its most staple brands include Lincoln,
Taurus, Focus, Mustang, and Fiesta etc.
The company’s automobiles are characterized with luxury under the Lincoln Marque brand, with
other brands being good for sports and off-road performances. In the past, Ford manufactured
some of the best, trucks, buses and tractors.
GDP CONTRIBUTION BY AUTOMOBILE SECTOR
The Automotive sector in India is valued at $93 billion currently and is growing at a steady pace.
The automotive industry contributes a whopping 49% of India’s manufacturing GDP. In 2018,
the Automotive Sector contributed to 7.5% of India’s total Gross Domestic Product (GDP).
While this percentage dropped to 7% in the current year, owing to COVID-19, new emission
norms and the economic downturn, experts believe that it may show an increase towards the end
of this year. From March 2020 to April 2020, all automotive manufacturers and dealers were
shut down for a period of 40 days, further contributing to the decline in GDP.
As a result, the GDP, which saw an increasing trend began to feel the pinch of an unexpected and
unforeseeable downfall.
How is India’s Automotive Landscape Changing?
17
India is expected to emerge as the world’s third-largest passenger vehicle market by 2021.The
government and the automotive sector, want to increase the contribution of the automotive sector
to approximately 12%, a 5% increase from what it is today.
India is expected to emerge as the world’s third-largest passenger vehicle market by 2021.The
government and the automotive sector, want to increase the contribution of the automotive sector to
approximately 12%, a 5% increase from what it is today.
Rapid urbanization in India is driving people towards the cities. Smaller towns are also becoming hubs of
economic activity. This means that India will have over 500 million people living in the cities by 2030.
Rising incomes and opportunities will result in over 60 million households entering the consuming class
(upper middle class and upper class). A vast majority of these households will purchase a two wheeler or
a car, and this trend will play a key role in helping the automotive sector grow.
Giving the Automotive Industry a Thrust to facilitate an increased

Share of GDP
The automotive industry will not grow, unless am impetus for growth is provided. These factors
that facilitate the growth of the automotive industry may be either internal or external. Here are
some factors that can influence the growth of the automotive industry in India.
18
1. India as a Manufacturing hub: India imports several automotive components from nations
such as Germany, South Korea and United Kingdom among others. This can be avoided if India
is transformed to be a manufacturing hub. This is result in decreased imports and will help the
growth of the automotive industry in India.
2. Electric Vehicles: Electric Vehicles are steadily penetrating the Indian market and are
becoming common in the urban areas of India. Facilitating the manufacturing and assembly f
electric vehicles and give a boost to the automotive industry.
3. Research and Development: Indian academic institutions are conducting inadequate amounts

of research on development and innovation in the automotive industry. As a result, billions of
dollars is spent on royalties. Focusing on innovation, can make the Indian Automotive industry
command a higher share of the GDP pie.
The Bottom Line
The pandemic is beginning to abate, and it is only a matter of time before the economy starts to
recover. While the emission norms seem to be giving the automotive industry a hard time, they
19
are absolutely essential, as unchecked emissions in combination with a surge in the number of
automobiles will make India unliveable.
Some fact of automobile sector in India
ETAuto analyses a few number related to auto industry that helps in differentiating notions
from truth. For example, the recent double digit growth rate of scooters and the strong
beginning it had in Indian market, tell a different story than what actually unfolded in the
last 2 decades.
1. Eight out of ten bikes sold is either from Hero, Honda

2. One in every two scooters sold is a Honda Aptiva
3. Out of ten Renault sold in India, 9 are Dusters
4. One out of every 2 three-wheeler passenger carrier is a Bajaj
5. Contrary to huge growth rate seen in the scooter segment in the last few quarters in the
long-term scooter sales grew only 4.5 times since 1995 compared to 17.3 times surge in
motorcycles sales in India.
20
GLOBAL PERSPECTIVE OF AUTOMOBILE SECTOR
In 2020, worldwide motor vehicle production fell sharply, dropping 15.4% from the previous
year, because of travel restriction measures and an overall decline in economic activity due to the
COVID-19 pandemic. Passenger cars experienced a more significant drop in production than
commercial vehicles, with decreases of 16.9% and 11.6%, respectively. This marks the third
consecutive year with negative growth in global automotive vehicle production. In contrast,
global electric vehicle (EV) sales increased 39% in 2020, to 3.2 million units, boosting the total
global EV stock to 11.3 million units.
 The latest statistics from the International Organization of Motor Vehicle Manufacturers
reveal a major decline in production across all manufacturing regions, with the most
significant decreases in Latin America (24.8%), Western Europe (24%), and North
America (20.3%).
 Vehicle sales data show a similar story, with 2020 passenger cars sales registering a year-
on-year 15.9% drop and commercial vehicle sales dropping a less devastating 8.7%. In
some world regions, passenger car sales decreased by more than 20% from 2019 levels;
these include Latin America (down 29.3%), the NAFTA region (28.9%), Africa (24.7%),
and Western Europe (21.1%).
 Export trade also suffered a blow from 2020 coronavirus restrictions aiming to slow
down the virus's spread. Motor vehicle exports came to an almost complete standstill in
Eastern Europe, Latin America, and the Middle East, where yearly vehicle export totals
were more than 97% below their 2019 levels. Other regions experienced export decreases
of 40–50%.
 Against the backdrop of an overall motor vehicle market contraction in 2020, exports and
sales in the global EV market registered lucrative growth. Global EV sales have
accelerated by 39% in comparison to 2019, while EV export trade increased by 18%.
Germany now ranks second in EV sales, after China, overtaking the United States in
2020. Norway was the top country by electric vehicle sales share, with 75% of cars sold
in the country being electric, followed by Sweden (32%), Netherlands (25%), and
Denmark (16%).
21
An Overview of the Indian Automotive Industry:
India is the fifth largest market in the world when it comes to automotive sales. In 2019 alone,
over 26 million units were produced and sold in the Indian market. India is also among the top
ten nations when it comes to commercial vehicles. Two wheelers dominate the Indian market
and have a market share of 80.8% owing to the young population in India. The rural market is
also expanding as towns and villages have better access than before. The annual growth rate of
the Indian Automotive market is over 2.3%, indicating a positive trend in the right direction.
22
Chapter-2:-company profile
1. Skoda auto slovensko s.r.o

2. Volkswagenwerk gmbh
3. Eicher motors
4. Toyota motors
1. SKODA AUTO SLOVENSKO S.R.O
Location
The main Skoda Factory remains in central Europe of Czech Republic in Mlada
Boleslav.
23
Name and location of other branches
Skoda has many authorized showrooms across India. Here is list of dealer’s
showrooms in various state.
 Andhra Pradesh
 Assam
 Bihar
 Chandigarh
 Chhattisgarh
 Delhi
 Goa
 Gujarat
 Haryana
 Himachal pradesh
 Jammu and Kashmir
 Jharkhand
 Karnataka
 Kerala
 Madhya Pradesh
 Maharashtra
 Orissa
 Punjab
 Rajasthan
 Tamil nadu
 Telengana
 Uttar Pradesh
 Uttaranchal
 West Bengal
24
Year of establishment of Skoda
The date was written in history of automobile sector in which the skoda branch has
established in 18th December 1859, Mlada Bole Slav, Czechia in central Europe.
Brief history
• Skoda works were established as arms manufacturer in 1859.
• Skoda auto is the fifth oldest car manufacturing company and unbroken history.
• As with many long established car manufacturers the company which would become Skoda
auto started in the year 1890’s
• In 1890’s the Skoda Company manufactured bicycles. Skoda factories were founded in 1896 as
a velocipede. Manufacturers
• In 1894(127year ago) 26 year old Vaclav kelment was a book seller in Mlada Bole slav
Kingdom of Bohemia (Czech republic) was unable to obtain spare part to repair his German
bicycle.
• Kelment returned his bicycle to the manufacturer,Seidel and Naumann. With a letter in Czech
asking them to carry out repair only to receive reply in German stating “If you want us to answer
you we insist that you convey your message in language we understand” not satisfied with the
25
reply and realising the business potential Kelment, despite having no technical experience
decided to start a bicycle repair shop. Which Vaclav laurin and kelment open in 1896
. • In 1898 after moving to their newly built factory the pair bought “werner motorcyclist”.
• Laurin and kelment was the first brother who started engine mounted motorcyclist. On the
handlebars driving the front wheels proved dangerous and unreliable an early accident on it cost
laurin a front tooth.
• For safer design they call Robert Bosch who was Gemanist for advice on a different
electromagnetic system.
• In 1899 they made its debut with Slavia motorcycle and the company become the first
motorcycle factory in central Europe in 1900 with the workforce of 32
. • Slavia exports began and 150machine were shipped to London for the Hewtson firm.
• Then shortly the press credited them as first motorcycle maker.
• In 1905 firms was manufacturing automobile making it the second oldest car manufacturers
after Tetra. With area of 7800 square metres 320 workforce and 170 special machine (75kw) of
steam power.
• The first model is voiturette A, was a success model.
• After World War 1st in 1924 laurin and kelment began to producing trucks after running into
problems and being affected by a fire on their premises.
• After decline caused by the economic depression SKODA introduced a new line of cars in the
1930 which significantly different from its previous product.
• While in 1933 SKODA had a 14% of shares in market and occupied third place behind
PRAGA and THEN TATRA. The new market leader by 1936 with a 39% share in 1938
• After 2nd world war the SKODA even turned themselves in producing components for military
terrains vehicles, military Planes, others weapons components and cartridge cases.
26
• Vehicle output decrease from 7052 in 1939 to 683 in 1944 of which only 35 were passenger
cars between Januarys to May 1945,316 trucks were produced.
• The UK and US air force were bombed the SKODA repeatedly between 1940 and 1945. The
final massive air raid took place on 25 April 1945resulted SKODA completely destroyed in
about to 1000 dead or injured.
• In 1948the SKODA became the part of communist planned economy which means it was
separated from the parent company Skoda works.
• In 1960 the four cylinder convertible coupe was imported into the United States.
• In 1980 SKODA was still manufacturing cars that conceptually dated back to the 1969’s.in
1987 the favourite was introduced and was one of trio of compact front-wheel drive hatchback
from the three main Eastern Blac manufacturers around that time.
• In 1990 the Skoda Felicia was the first new model after takeover by Volkswagen group. As the
privatisation were announced in 1990 all the different companies shows the interest in it.
• Firstly Renault offered to terminate favourite production and replace it with out-dated Renault
18 this offer decline by the Skoda brand.
• Volkswagen offered to continue favourite production and preserve the Skoda brand, including
retention of research and development Volkswagen offered a purchase of 30% share, gradually
increase it to 70% with total investment of 6.6 billion by 2000.
• Volkswagen was chosen by the Czech government on 9 December 1990 and as a result on 28
March 1991 a joint venture.
• In 2000 the Fabia launched in 2003 advertisement on British television a new employee on
production line.
• In 2005 Skoda was selling over 30000 car a year in the UK with market share over 1%.in 2010
the Skoda took both production and management and it becomes one of most important year for
Skoda . The Skoda set plan to double the company annual sales to at least 1.5 million by 2018.
27
• In 2011 Skoda celebrate 20th year of partnership with Volkswagen group more than 75000
visitor attended an open house event. I’m 2012 Skoda introduced two new mass production
models. The European version of the rapid premiered at the Paris motor show.
• In 2015 Skoda was voted the most dependable car brand in the UK a corporate strategy was
launched in 2015 to produce a range of all electric cars from 2019.
• In 2016 introduced 7 seat SUV Skoda kodiaq. In 2017 it began new compact of SUV Skoda
karoq which officially replace the Skoda Yeti. The automaker introduce in December 2018 a
new small family car the Skoda scale. In February 2019 the company introduced in Geneva the
new subcompact crossover Skoda kamiq
Founders of Skoda
Vaclav Laurin and Vaclav Klement
Vision statement
SKODA AUTO-simply clever company for the best mobility solutions. For families,
commuters, companies and everyone who values individual mobility. SKODA is the
smart in understated choice providing peace of mind. Clever ideas for individual for
motilities have kept us moving for 125 year .now it is time to invent the best mobility
solutions for the future.
Mission statement
Driven by inventiveness. Since 1895, we have dedicated our entrepreneurial spirit and passion to
individual mobility .and we will keep on doing it in future!
28
Organizational chart of Skoda
Sources:( https://images.app.goo.gl/cnLGjVCGAap9ZDRQ6 )
29
SWOT analysis of Skoda auto
Strength in swot analysis of Skoda
 Skoda provide various option of its brand in both petrol and diesel.
 SKODA has the high brand recall among customers of UK and EUROPE.
 SKODA has a production output more than 85000 cars per year.
 SKODA has more than 24000 employees globally.
 SKODA also involve in the international sports car racing.
Weakness in swot analysis of Skoda
 Due to the heavy competition in the market the segment of company get limited market
shares growth.
 Still trying to establish itself in emerging economies.
Opportunity in swot analysis of Skoda
 Augmenting manufacturing capabilities to provide more cares to its customers.

 Cheaper variants and hybrid cars can help Skoda increase its market reach.
 As the Skoda collaborated itself which help to sperate its company.
Threat in swot analysis of Skoda
 Rapid technological innovations implemented in upcoming cars.

 New hybrid fuelled and concepts cars.
 International market create strong competition.
30
2. VOLKSWAGENWERK GmbH
Locations:
Volkswagen is a German motor vehicle manufacturer. Headquartered in Wolfsburg, lower
Saxony, Germany. VW group has factossssries at 119 locations globally.
 Pune
 Puebla
 Amata city
 Chengdu
 Ankara
 Crewe
 Barcelona
100 production facilities across 27 countries.
Year of establishment
Volkswagen was founded in 1937 by the german labour front, known for their iconic beetle, it is
the flagship brand of the Volkswagen group, the largest car maker by worldwide, the largest car
maker by worldwide sales in 2016 and 2017.
31
Brief history
The history of the Volkswagen brand began with the beetle development work on this Nazi
prestige project began in 1934. On May 28, 1937, the Volkswagens mbH“(Company for the
Preparation of the German Volkswagen Ltd.) was formally established. The name was changed
to “Volkswagenwerk GmbH” in 1938, and the company built its main plant in what has become
Wolfsburg. However, the outbreak of war and integration in the arms industry prevented mass
production of the Volkswagen (“people’s car”) – instead, military vehicles and other armaments
were produced using forced labour.
After the war, the British instructed Volkswagen to build the Volkswagen saloon at the end of
1945. With the Type 1 (beetle) model, and the Type 2 (Transporter) model added in 1950,
Volkswagen became a symbol of Germany’s economic miracle, above all as a result of the
strong export orientation on the part of the company converted into a joint stock corporation in
1960. Innovative and flexible manufacturing systems made an appearance in the 1970s and led to
the birth of a new generation of Volkswagens with the Passat, Scirocco, Golf and Polo models.
Growth was boosted in the 1980s through advances in vehicle technology, flexible production,
and forward-looking international cooperation.
As its globalization advances, Volkswagen is emerging as one of the world’s most successful
volume car manufacturers, and today offers cutting-edge solutions for future issues such as e-
mobility and digitalization.
It ranked seventh in the 2018 fortune global 500 list of the world’s largest companies.
32
Founder and promoters
Founder: German labour front
Owners and promoters:
Porsche SE
Porsche automobile holding SE (52.2%). State of lower Saxony (20.0%), Qatar investment
authority (17.0%)
Vision statement
Volkswagen vision statement is “to make this world a mobile, sustainable place with access to all the
citizens.” The focus of this company in this statement is initiating mobility changes across the world
through its products. The statement has the following components: Global reach. Improve mobility and
sustainability.
Mission statement and values statement

Volkswagen in the mission statement environment: “For all our products and mobility
solutions we aspire to minimize environmental impacts along the entire lifecycle –from raw
material extraction until end-of-life -in order to keep ecosystems intact and to create positive
impacts on society.
The foundation of the group’s values

 Responsibility
 Honesty
 Bravery
 Diversity
 Pride
 Solidarity
 Reliability
Controlling system
33
The Volkswagen Group’s responsible approach to dealing with risks is supported by a
comprehensive Risk Management System and Internal Control System (RMS/ICS). The
organisational structure of Volkswagen Group’s RMS/ICS is based on the internationally
recognised COSO Enterprise Risk Management Framework standard (COSO: Committee of
Sponsoring Organizations of the Tread way Commission). Standardised Group-wide policies
form the basis for a transparent and adequate approach to handling risks. This includes:
 Integrity, corporate values and compliance are especially important

 Risks are to be dealt with actively and openly
 The RMS/ICS is aligned to the goalsRisk are to be taken deliberately and managed
appropriately
 RMS and ICS must be effective
 The Group’s Risk Management and the Internal Control System are based on three
pillars: In addition to the annual regular Governance, Risk & Compliance (GRC) process,
with its focus on systemic risks, and the risk quarterly process, which concentrates on
acute risks, we are introducing operative risk management in the

individual divisions.
SWOT
SWOT Analysis of Volkswagen focuses on Strength, Weaknesses, Opportunities, and Threats.

Strengths and Weaknesses are internal factors and Opportunities and Threats are external factors.
SWOT Analysis provides a well-tested management methodology that enables Volkswagen to
assess its business performance in comparison with its competitors and industry.
Strengths in the SWOT Analysis of Volkswagen

 Volkswagen is a very well-structured organization. Volkswagen produces highly
engineered luxury cars as well as passenger cars and buses. The product line of
Volkswagen includes Hatchbacks, Crossovers/SUVs, and Hybrid Vehicles. And
manufacturing units of all the products are well structured.
34
 Volkswagen has highly trained employees. Company is giving special emphasis on the
training and development of employees. Trained employees not only work efficiently but
also help in the growth of the organization.
 Volkswagen has a very efficient track record for mergers & acquisitions. Over the last
few years, it has effectively incorporated a range of technology providers to streamline its
activities and create a stable supply chain.
 Volkswagen is generating most of its income from the US. But it has very good sales
from other countries also.
 Weaknesses in the SWOT Analysis of Volkswagen

 Volkswagen has to face some allegations like US Diesel emission frauds, Canadian
emissions charges, Collaboration with dictatorship, Racist Commercial and CEO Use of
Nazi slogans. All these allegations ruin the image of Volkswagen.
 There is very tough competition between car manufacturing companies. Companies are
trying to launch new vehicles at competitive prices. Due to this price competition margins
of the companies are decreasing.
 Volkswagen is not able to create a mark by its car in India. People have many options in
India when they are planning to purchase a car. Recently KIA has entered into the Indian
market and is able to create a good brand image.
 Volkswagen is spending a lot of dollars on advertising its car brands. But in India
Volkswagen was not able to earn more even by spending a lot on advertising.
 Opportunities in the SWOT Analysis of Volkswagen

 Due to the rise in income levels, people are purchasing new cars. This can be a great
opportunity for the company to attract new buyers. Volkswagen can offer schemes like
35
loyalty programs, finance schemes, loan schemes, free service schemes, etc to its
customers.
 Demand will only increase with rising GDP and the product’s increasing need. There are
a number of developing nations. Volkswagen attempts to tap these emerging countries
and can expand worldwide. Volkswagen also needs to analyze the need and demands of
people and manufacture cars depending on these needs.
 Car Exteriors and Interiors always attract customers. Volkswagen must launch new cars
or improve the interiors and exteriors of cars. Volkswagen must improve the performance
of its cars and try to make maintenance free cars.
 Volkswagen must try to launch new Hybrid cars, Fuel-efficient cars. Due to increasing
fuel prices, there is an opportunity for Volkswagen to capture the hybrid car market or the
electric car market.
 Threats in the SWOT Analysis of Volkswagen

 Competition is constantly growing. Competition is not going to back down soon and it is
constantly growing. On this front, there’ll be no relaxation.
 Governments Rules and regulations can directly or indirectly affect the manufacturing
and sales of Volkswagen Cars.
 Brand reputation was ruined due to the emission scandals More than 5 million cars,
including Audi, Volkswagen, and several others, had to be recalled.
Other details
36
Volkswagen is one of the world’s largest car manufacturer. Volkswagen was established in the year 1937.
Audi, Bugatti, Skoda, Bentley, Lamborghini, and Porsche are subsidiaries of Volkswagen Group. Volkswagen
is trying to attract a large number of customers with its cars. The product line of Volkswagen includes
Hatchbacks, Crossovers/SUVs, and Hybrid Vehicles
3. Eicher motors
LOCATION
Headquarter New Delhi, India
NAME AND LOCATION OF OTHER BRANCHES

Eicher has 433 Eicher Truck dealers & showrooms in India. Here are some list if various state
 Mumbai
 Bangalore
 Chennai
 Hyderabad
 Kolkata
 Pune
 Ahmadabad
37
 Jaipur
 Surat
YEAR OF ESTABLISHMENT
Eicher motor was establishment in 1948
BRIEF HISTORY
1982
Eicher Motors Ltd was incorporated in the year 1982. The company in technical collaboration
agreement with Mitsubishi Motor Corporation of Japan produced the Light Commercial Vehicle
in India.
1986
The commercial production as commenced in their plant at Pithampur in Madhya Pradesh with
the launch of Canter truck in June 1986. The agreement with Mitsubishi ended in March
2003
The demerger of Tractors Two-Wheelers Engines and Gears businesses from Eicher Ltd was
transferred to the company with effect from April 1 2003.
2005
The company acquired 100% of the shares of Design Intent Engineering Inc. USA which is
engaged in the business of providing computer aided engineering & design services for a
consideration of USD 2.5 million. The company’s Tractor division at Mandideep Gears division
at Parwanoo and Engines division at Alwar had been sold to TAFE Motors and Tractors Ltd a
38
wholly owned subsidiary of Tractors and Farm Equipment Ltd for a consideration of Rs 310
crore with effect from June 1 2005
2006-07
The company acquired a transmission gear manufacturing plant at Dewas having a gear cutting
capacity of 5 lack’s gears per annum with effect from November 1 2006.During the year 2006-
07 the company acquired the 100% equity shares of Hoff and Associates (Hoff) Plymouth
Michigan (USA) along with Hoff’s two wholly owned subsidiaries in Beijing and Shanghai China
for a consideration of USD 3.5 million. In order to synergize the activities between the two
subsidiary companies in USA Hoff and Associates merged with Design Intent Engineering Inc.
with effect from January 1 2008 and the name of Design Intent Engineering Inc. was changed to
Eicher Engineering Solutions Inc.
2008
The company signed a definitive agreement with Aktiebolaget Volvo Sweden for a formation of
a joint venture company through transfer of the existing Commercial Vehicle Business along
with related Components and Design Services Business. In August 2008 they transferred the
Components and Design Services Business to VECV the joint venture company with effect from
July 01 2008.
2010
On 11 June 2010 VE Commercial Vehicles (VECV) announced an investment of Rs 288 crore in

its Pithampur Madhya Pradesh plant for the production and final assembly of the Volvo group’s
new global medium-duty engine platform.
2011
On 12 July 2011 Eicher Motors announced that it has been allotted land government at the
SIPCOT Industrial Growth Centre Oragadam by the Tamil Nadu state for building a new plant for
the manufacture of Royal Enfield motorcycles.
39
2012
In July 2012 Eicher Motors signed an equal joint venture with Polaris Industries Inc. To set up a
Greenfield project. EML’s joint venture with Polaris Industries Inc.- Eicher Polaris Private Ltd
(EPPL) launched Multix- a new 3-in-1 vehicle for the independent businessman in June 2015.In
December 2013 VECV’s Eicher Trucks and Buses division (ETB) launched the future of Indian
trucking with the introduction of its ‘Pro series’ range of trucks and buses ranging from 5-49
tons.
2015
In February 2015 Royal Enfield started retail operations in Colombia with the opening of two
exclusive stores in Bogota and Medellin. IN May 2015 Royal Enfield acquired Harris
Performance a motorcycle engineering and design firm based in UK.On 24 August 2015 Royal
Enfield announced its entry in Indonesia at GAIKINDO Indonesia International Auto Show
(GIIAS) 2015
2016
In June 2016 Royal Enfield announced its tie-up with Flip kart India’s largest e-commerce
marketplace to sell Royal Enfield gear and accessories. Royal Enfield opened its flagship store in
Milwaukee North America in September 2016. Two exclusive stores were also added in Europe
in October 2016 one each in Barcelona and Valencia in Spain.
2017-18
During 2017-2018 the company in an effort to allow easier discovery and access to pre-owned
Royal Enfield motorcycles introduced first pre-owned motorcycle store – Vintage – in Chennai.
A pioneering initiative in the two-wheeler industry Royal Enfield Vintage will deal exclusively in
pre-owned refurbished and restored motorcycles offering hassle-free sale and purchase
experience to consumers. The company also added 150 new dealerships in India taking the
40
total retail outlet strength to 825 exclusive stores in the country making the company the
strongest premium motorcycle distribution in the country by a large margin. IN June 2018 the
company introduced the limited edition Pegasus at the Imperial War Museum in Duxford U.K.
Inspired by the RE/WD motorcycle lovingly known as the Flying Flea which played a pivotal role
in World War 2 only 1000 motorcycles were available across the world.
2019-20
During the year 2019-20 the company completed the set-up of our Global Headquarters in
Chennai which also houses a world-class product development and technology centre.Following
the outbreak of COVID-19 the Government of India declared a lockdown on March 23 2020
which resulted in suspension of operations. COVID-19 has impacted the normal business
operations of the Company by way of interruption in production supply chain etc. During the
lock-down period. The Company gradually commenced operations during the month of May
2020 after obtaining necessary approvals. Pursuant to the approval of the shareholders at the
Annual General Meeting of the Company held on August 10 2020 each equity share of face
value of Rs. 10/- per share
VISION STATMENT
41
“To be recognized as the industry leader driving modernization in commercial transportation in
India and the developing world.”
MISSION STATEMENT
“Aims to continuously improve transportation efficiency in India and developing markets,

thereby reducing logistics costs for goods and people – leading to higher enablement of
specialization in manufacturing, agriculture and services, thereby increasing the nation’s
economic activity and productivity.”
SWOT ANALYSIS OF EICHER MOTOR
42
4.TOYOTA MOTORS CORPORATION.
LOCATION
Headquater in Aichi, Japan.
NAME AND LOCATION OF OTHER BRANCH
Toyota has 317 authorized showroom across in india. Here are the some list of various
states.
 Andhra pradesh
 Arunachal pradesh
 Assam
 Bihar
 Chandigarh
 Chhattisgarh
 Delhi
 Goa
 Gujarat
43
 Haryana
 Himachal pradesh
 Jammu and Kashmir
 Jharkhand
 Karnataka
 Madhya Pradesh
 Meghalaya
 Nagaland
 Orissa
 Pondicherry
 Punjab
 Rajasthan
 Sikkim
 Tamil nadu
YEAR OF ESTABLISHMENT
Toyota Motor Corporation was founded by Kiichiro Toyoda and incorporated on
August 28, 1937. Toyota is one of the largest automobile manufacturers in the world, producing
about 10 million vehicles per year.
Brief history
44
 The history of Toyota has written in Golden world in the book of Toyota automobile
company.
 The journey started in 1924 the SAKICHI. Toyota invented the Toyota model G automatic
loom. The principle of JIDOKA which means the machine stops itself when a problem
occurs.
 In 1929 the patent for the automatic loom was sold to British company.
 Finally in 1933 as the production of TOYOTA Automobile was started as division of
Toyota automatic loom works under the direction of the founder’s son KICHIRO
TOYOTA.
 First vehicles were the passenger or and the G1 truck in 1935.
 Toyota has established independently as company in 1937.
 In the world war 2nd JAPAN was heavily damaged and TOYOTA plants which were used
for the war effort were not spared .
 After the surrender of JAPAN the US- led occupying forces were banned passengers car
production in JAPAN. However the TOYOTA were allowed to begin building trucks for
civilian use in an effort to rebuild the infrastructure. The US military contract with
Toyota to repair its vehicle’s.
 In 1950 the Toyota has to face the financial crisis so it emerged with smaller company
closing factories and laying off workers. At about the same time the Korean War broke it
out during this the US army placed an order for 1000 trucks from Toyota.
 This order help's to rapid growth of company. In January 1952 the Toyota developing its
first full-fledged passenger car the Toy pet crown.
 In 1955 the first launch car called TOYOPET CROWN got great success and positive views
after the crown Toyota began aggressively expanding into the export in international
market. Toyota began shipping land cruiser knock-down kits to Burma, Philippines,
Australia, Thailand, and Brazil year after year.
 In 1960 has come with boom marked situation people become capable to purchase
vehicle which force the Toyota to grab market share and stake in HINO and DAIHATSU
and then the both company become the partners.
45
 In 1980-81 the Toyota started making investment in North America market. IN this year
only the Toyota established its plant in US proposing joint – venture with Ford motor
company.
 In this going period the Toyota receive its first JAPANESE QUALITY control award ever
participating in a wide variety of motorsports.
 In 1997 saw the introduction of the first generation Toyota Prius, the first mass –
produced exclusively for
 TMME (Toyota Europe marketing and engineering) even established in the Europe
continent due to success of Toyota team Europe racing.
 In 1995 the Toyota increase its shareholding in the company to 33.4 % by giving the
Veto shareholders resolution at the annual meeting. It remains consistent by the year
1990 by 51.3% becoming the majority shareholder.
 On September 29- 1999 the company decide to itself on the New York and London stock
exchange.
 In 2001 toys trust and banking which was part of the Toyota corporation , merged with
sanwa Bank and Tokai Bank of form UFI ( united financial of Japan Bank).
 UFJ was one of the largest shareholders of Toyota and the chairman of Toyota and a
director on the UFJ board. The bank would later be accused by government of
corruption, making bad loans to alleged Yakuza crime Syndicate and blocking financial
Syndicate inspection
 After the scandal broke three UFJ executive were indicated the bank was listed among
fortune largest money losing corporation in the world.
 Toyota ranked eight on Forbes 2000 list of the world leading companies for the year
2005.
 I’m 2006 Toyota released and update of its full sized truck the Tundra produced in two
America factories in Woodstock, Ontario, Canada and other in Blue, Mississippi, USA.
 The company was number one in global automobile sales for the first quarter of 2008.
 In 2008 the Toyota was hit by global financial crisis which is the first annual loss in 70
years.
46
 In 2009 and 2011 Toyota conducted recalls of millions of vehicle after reports that
several drivers experience unintended acceleration. The recalls were to prevent a front
driver’s side floor mat from sliding causing pedal.
 In 2011 Toyota along with large part of the Japanese automotive industry suffered from
a series of natural. In tsunami 150000 unit of 240000 unit were lost.
 In 2015 Nov the company announced that it would invest US$1 Billion over the next 5
year into artificial intelligence and robotics research.
 In 2016 Toyota invested in Uber. In on august 27-2018 Toyota announce an investment
of US$500 million in Uber autonomous cars.
 In 2020 the history glow with gloom Toyota reclaimed its position as the. Look largest
automaker in the world, surpassing Volkswagen.
 It sold 9.538 million vehicle globally despite an 11.3% drop in sales due to COVID – 19
pandemic.
 Toyota Motor Corporation produce under five brand: DAIHATSU, Hino, Lexus, Ranz and
the namesake Toyota. The company hold 20% of stake in Subaru corporation a
5.1%stake I’m mazds, a 4.9% stake in Suzuki a 4.6 stake in Isuzu, 3.8% stake in Yamaha
motor corporation and ,2.8 % stake in Panasonic as well as stakes in vehicles
manufacturing joint- venture in China , The Czech Republic , India and the United states

Name of founder and promoters
Eiji Toyoda, who as a member of Toyota motor’s founding family

and an architect of its “lean manufacturing”
Eiji Toyoda is also a promoter of the Toyota way and engineer of

its growth.
Vision statement
47
Mission statement
Value statement
The number one position of the Toyota as the “MOST ADMIRABLE CAR PART

SELLERS” according to the FORBES 2019 list even after being on the global stage for
more than a century, is an excellent testament to the values and the culture that the
company instills in every one of its employees. The core values that the company holds
very dear are stated below
48
 Professional excellence
 Customer oriented
 Teamwork
 Welcoming new challenges
 Global prospective.
Organizational structure of Toyota motor’s
SWOT analysis
49
Strengths in the SWOT analysis of Toyota
The strength of a business refers to the area which keeps it far ahead than its
competitors. The strong points of Toyota in the automotive market are as
follows-
 Strong Human Resource

 Innovative Organizational Culture
 Strong brand Image
 Strong Diversified Portfolio
 Advanced Technology
 Global Supply Chain
 High Production Capability
Weaknesses in the SWOT analysis of Toyota
Talking about the weaknesses of a business means the areas where it can
improve a lot. These are the areas where the business has much to do with
further improvement. The weak pointers of Toyota are as follows-
 Dependence on Suppliers
 Not Grabbing Markets
 Negative Publicity
 Poor Brand Recognition
Opportunities in the SWOT analysis of Toyota
Opportunities for a business refer to the areas which can be used to gain

more revenues. The vital opportunities of Toyota are as follows-
 The growth of Developing Nations

 Green Vehicle Technology
 Growing Concern for Environmental Pollution
50
Threats in the SWOT analysis of ToyotaThese are the factors that
can make a business face downturn if not taken care early. So, the
potential threats of Toyota are as follows-
 Number of Competitors
 High-priced Raw Materials and lower profits
Chapter -3: financial department
Income statement of Skoda for the year ending 2019 –

2020
Sr.n Particular Amount

o
51
1. Sales 424292
Cost of goods sold 381221
Gross profit 43071
Distribution expenses (12349)
Administrative expenses (13565)
Others operating expenses (12349)
Others operating incomes 12508
Operating profit 17316
Financial income 2842
Financial expenses 2295
Net financial result 547
Profit before tax 17863
Income tax 2688
Profit after tax 15175
52
Income statement of Volkswagen for the year ending
2019 – 2020
Sr.no Particular Amount
1. Sales 222884
Cost of goods sold (183937)
Gross profit 38947
Distribution expenses (18407)
Administrative expenses (9399)
Other operating income 12438
Other operating expenses (13904)
Operating result 9675
Share of the result of equity accounted investments 2756
Interest income 793

Interest expenses (2291)
Other financial result 733
Financial result 1991
Earning before tax 11667
Income tax (2843)
Current (3150)
Deferred 307
Earning after tax 8824
53
Income statement of Eicher for the year ending 2019 – 2020
particular Amount
Total Revenue 91,535.80
Revenue 91,535.80
Other revenue total -
Cost of revenue total 52,151.80
Gross profit 39,384
Total operating expenses 73,346.90
Administration expenses 16,067.20
Research & Development 111.20
Depreciation/Amortization 3,811.90
Interest Expense (Income) – Net Operating 3.50
Unusual Expense (Income) 4.20
Other Operating Expenses, Total 1,197.10
Operating Income 18,188.90
Interest Income (Expense), Net Non-Operating 5,200.50
Gain (Loss) on Sale of Assets 22.70
Other, Net 182.20
Net Income Before Taxes 23,548.90
Provision for Income Taxes 5,274.50
Net Income After Taxes 18,274.40
54
Income statement of Toyota for the year ending 2019 –
2020
Sr Particular Amount
no
1. Sales 2171355
Cost of goods sold (1664923)
Gross profit 506432
Selling, general and administrative expenses (381473)
Other income 18890
Other expenses (15615)
Operating profit 128233
Financial income 74864
Financial expenses (8283)
Shares of profit (loss) of investment accounted for by the 1472

equity method
Profit before income taxes 196288
Income taxes (46101)
Profit 150187
55
Comparison of income statement of Skoda, Volkswagen, Eicher
and Toyota from the above table.
Particular Skoda Volkswagen Eicher Toyota INTERPRETATION
By analysing income
Sales 424292 222884 91,535.80 2171355 statement of all company
above we interpreted that
Toyota has highest sales
By analysing income
Gross profit 43071 38947 39,384 506432 statement of all company
Toyota has highest gross
profit.
By analysing income
Operating income 17316 9675 18188.90 128233 statement of all company
Toyota has highest
operating income.
By analysing income
NET PROFIT 15175 5334 18274.40 148713 statement of all company
Toyota has highest net
profit.
56
Balance sheet of Skoda as on 1st April 2019-31st march 2020
1.Asset Amount
Intangible asset 44600

Property plants and equipment’s 85632
Investment in subsidiary 600
Investment in associates 2356
Other non- current receivable bills 10196
Deferred tax asset 1267
Non -current assets 14465
Inventories 24516
Trade receivable 31665
Other current receivable and financial 2500
assets
Current non-financial assets 5982
Cash and cash equivalent 18669
Total Current asset 83332
Total asset 227983
2.Equity and liabilities
Share capital 16709

Share premium 1578
Retained earning 71372
Other reserves 5261
Equity 94920
Non-current financial liabilities 2404
Non-current non financial liabilities 6783
Non current provisions 17242
Non-current liabilities 26429
Trade liabilities 66153
Other current financial liabilities 1376
current non- financial liabilities 12576
Current income tax liabilities 260
Current provision 26269
Current liabilities 106634
Total equity and liabilities 227983
57
Balance sheet of Volkswagen as on 1st April 2019-31st march
2020
1.Assets Amount
Noncurrent assets
Intangible assets 67968
Property, plant and equipment 63884
Lease assets 50686
Investment property 558
Equity-accounted investments 10080
Other equity investments 1865
Financial services receivables 82565
Other financial assets 7834
Other receivables 2867
Tax receivables 376
Deferred tax assets 13486
Total non-current asset 302170
Current assets
Inventories 43823
Trade receivables 16243
Financial services receivables 58006
Other receivables 7381
Tax receivables 1186
Marketable securities 21162
Cash, cash equivalents and time deposits 33909
Total current asset 194944
Total assets 497114

Equity
Subscribed capital 1283
Capital reserve 14551
Retained earnings 100772
Other reserves -5270
Equity attribute to Volkswagen AG hybrid 15713
capital investors
Equity attribute to Volkswagen AG 127049
shareholders and hybrid capital investors
Non-controlling interests 1734
128783
58
Noncurrent liabilities
Financial liabilities 114809
Other financial liabilities 4257
Other liabilities 7905
Deferred tax liabilities 4890
Provisions for pensions 45081
Provisions for taxes 3292
Other provisions 22688
202921
Current liabilities
Financial liabilities 88648
Trade payables 22677
Tax payables 340
Other liabilities 17979
Provisions for taxes 2213
Other provisions 22964
165410
59
Balance sheet of Eicher as on 1st April 2019-31st march 2020
Assets Amount
Total Current Assets 63,745.90
Cash and Short Term Investments 54,509.40
Cash 432.10
Short Term Investments 54,077.30
Total Receivables, Net 2,420.80
Accounts Receivables – Trade, Net 867.60
Total Inventory 6,422.10
Prepaid Expenses 229.60
Other Current Assets, Total 164
Total Assets 124,497.20
Property/Plant/Equipment, Total – Net 22,162.80
Property/Plant/Equipment, Total – Gross 33,107.20
Accumulated Depreciation, Total -10,944.40
Intangibles, Net 4,702.50
Long Term Investments 32,394.30
Note Receivable – Long Term 1,428.80
Other Long Term Assets, Total 62.90
Total Current Liabilities 20,185.80
Accounts Payable 10,078.20
Accrued Expenses 917.90
Notes Payable/Short Term Debt 1,444.30
Current Port. Of LT Debt/Capital Leases 268.50
Other Current liabilities, Total 7,476.90
Total Liabilities 24,687.90
Total Long Term Debt 777.20
Long Term Debt 88.80
Capital Lease Obligations 777.20
Deferred Income Tax 2,521.50
Other Liabilities, Total 1,203.40
Total Equity 99,809.30
Common Stock, Total 273
Additional Paid-In Capital 1,590
Retained Earnings (Accumulated Deficit) 97,734.40
Other Equity, Total 211.90
Total Liabilities & Shareholders’ Equity 124,497.20
60
Balance sheet of Toyota as on 1st April 2019-31st march 2020
(Millions of yen)
Assets Amount
current asset
Cash and cash equivalent 358144

Time deposits terms of over three month 175216
Trade receivables and other receivables 867088
Inventories 255738
Income tax receivables 13756
Other current assets 64664
Total current assets 1739883
Non- current assets --------
Property, plant and equipment 991195

Goodwill and intangible assets 354701
Trade receivable and other receivables 4123
Investment accounted for by the equity method 10991
Net defined benefits assets 22547
Deferred tax assets 30877
Other non-current assets 5034
Total non-current assets 3539770
Total assets 5279653
Liabilities and equity ----------

Current liabilities 519330
Trade payables and other payables 359143
Corporate bonds and loan 75382
Accrued income taxes 10300
Provisions 19721
Other current liabilities 974314
Total current liabilities 974314
Non-current liabilities ---------
Corporate bond and loans 1010627
Net defined benefit liabilities 101784
Provision 7764
61
Deferred tax liabilities 556880
Other non- current liabilities 21911
Total liabilities 2759115
Equity --------
Shares of equity attributable to owner of the parent ---------
Capital stock 80462
Capital surplus 103515
Retained earning 1267521
Treasury stock 59307
Other component of equity 1046614
Total Shares of equity attributable to owner of the parent 2438807
Non- controlling interest 81730
Total equity 2520537
Total liabilities and equity 5279653
62
Comparison of balance sheet of Skoda, Volkswagen, Eicher
and Toyota
Assets Skoda Volkswagen Eicher Toyota Interpretation
Current assets 8332 194944 63745.90 1739883 By analyzing the above

balance sheet of all four
company Toyota has the
highest current asset.
Non-current 144651 302170 60751.30 3539770 By analyzing the above
assets balance sheet of all four
highest non-current asset.
Total assets 227983 497114 124497.20 5279653 By analyzing the above
highest total asset.
Current liability 106634 165410 20185.80 974314 By analyzing the above
highest current liability
Non-current 26429 202921 104311.40 1784801 By analyzing the above
liability balance sheet of all four
highest non-current liability
Total Liability 227983 497114 124497.20 2759115 By analyzing the above
highest total liability
63
Ratio and their interpretation.
1. Gross Profit Ratio
Definition: Gross profit is the profit a company makes after deducting the costs associated with
making and selling its products, or the costs associated with providing its services.
Formula = Gross profit ÷ Sales * 100
PARTICULAR SKODA VOLKSWAGEN Eicher TOYOTA
Gross Profit RATIO

10.15 17.47 43.03 23.32
G.P Ratio
50
45
40
35
30
25
20
15
10
5
0
Skoda Volkswagen Eicher Toyota
G.P Ratio
Interpretation
GP ratio of Skoda is 10.15
GP ratio of Volkswagen is 17.47
GP ratio of Eicher is 43.03
GP ratio of Toyota is 23.32
Hence Eicher has the highest GP ratio therefore performance of Eicher is better.
64
2. Net profit ratio
Definition: It is a way to measure the financial performance or profitability of a business in

relation to the cost associated with the production and distribution of products along with other
expenses N.P ratio = Net profit after tax ÷ Net sales *100
Net Profit RATIO 3.58 3.96 19.96 6.92
N.P Ratio
25
20
15
10
0
N.P Ratio
Interpretation
NP ratio of Skoda is 3.58
NP ratio of Volkswagen is 3.96
NP ratio of Eicher is 19.96
NP ratio of Toyota is 6.92
Hence Eicher has the highest NP ratio therefore performance of Eicher is better.
65
3. Debt-equity ratio
Definition: It is used to evaluate a company’s financial leverage and is calculated by dividing a
company’s total liabilities by its shareholders.
Debt-equity ratio = long term (non-current liabilities) ÷Equity

DEBT EUITY
RATIO 0.28 1.58 1.04 0.71
Debt Equity Ratio

1.8
1.6
1.4
1.2
0.8
0.6
0.4
0.2
0
Interpretation
Debt-equity ratio of Skoda is 0.28
Debt-equity ratio of Volkswagen is 1.58
Debt-equity ratio of Eicher is 1.04
Debt-equity ratio of Toyota is 0.71
Hence Volkswagen has the highest Debt-equity ratio therefore performance of Volkswagen is
better.
66
4. Current ratio
Definition: It is a liquidity ratio that measures a company’s ability to pay short-term obligation
or those due within one year.
Current ratio = current liabilities ÷ Current assets
CURRENT RATIO 78.15 117.86 315.79 178.58
Current ratio
350
300
250
200
150
100
50
0
Current ratio
Interpretation
Current ratio of Skoda is78.15
Current ratio of Volkswagen is 117.86
Current ratio of Eicher is 315.79
Current ratio of Toyota is 178.58
Hence Eicher has the highest current ratio therefore performance of Eicher is better.
67
5. Liquidity ratio
Definition: Liquid ratio shows relation between liquid assets and current liabilities. The ratio
indicates the proportion of liquid assets against current liabilities.
Liquid ratio = Liquid assets ÷ Current liabilities
LIQUIDITY RATIO 78.15 117.86 315.79 178.58
Liquidity Ratio
350
300
250
200
150
100
50
0
Liquidity Ratio
Interpretation
Current ratio of Skoda is78.15
Current ratio of Volkswagen is 117.86
Current ratio of Eicher is 315.79
Current ratio of Toyota is 178.58
Hence Eicher has the highest current ratio therefore performance of Eicher is better.
68
Common size income statement of Skoda for year
2020
Particular Amount in %
Sales 100
Cost of goods sold 89.85
Gross profit 10.15
Distribution expenses 2.91
Administrative expenses 3.20
Others operating expenses 2.91
Others operating incomes 2.95
Operating profit 4.08
Financial income 0.67
Financial expenses 0.54
Net financial result 0.13
Profit before tax 4.21
Income tax 0.63
Profit after tax 3.58
69
Common size income statement of Volkswagen for
year 2020
Sr.no Particular Amount in%
1. Sales 100
Cost of goods sold -82.52
Gross profit 17.47
Distribution expenses -8.25
Administrative expenses -4.21
Other operating income 5.58
Other operating expenses -6.23
Operating result 4.34
Share of the result of equity accounted investments 1.23
Interest income 0.35

Interest expenses -1.02
Other financial result 0.32
Financial result 0.89
Earning before tax 5.23
Income tax -1.27
Current -1.41
Deferred 0.13
Earning after tax 3.95
70
Common size income statement of Eicher for year
2020
Total Revenue 100
Revenue 100
Cost of revenue total 56.97
Gross profit 43.02
Total operating expenses 80.13
Administration expenses 17.55
Depreciation/Amortization 4.16
Interest Expense (Income) – Net Operating -
Unusual Expense (Income) -
Other Operating Expenses, Total 1.31
Operating Income 19.87
Interest Income (Expense), Net Non-Operating 5.68
Gain (Loss) on Sale of Assets -0.02
Other, Net 0.20
Net Income Before Taxes 25.72
Provision for Income Taxes 5.76
Net Income After Taxes 19.96
71
Common size income statement of Toyota for year
2020
Sales 100
Cost of goods sold 76.67
Gross profit 23.32
Selling,general and administrative expenses 17.57
Other income 0.87
Other expenses 0.72
Operating profit 5.90
Financial income 3.45
Financial expenses 0.38
Shares of profit (loss) of investment accounted for by the 0.07

equity method
Profit before income taxes 9.04
Income taxes 2.12
Profit 6.92
72
Common size comparison of income statement of Skoda,
Volkswagen, Eicher and Toyota from the above table.
100% 100% 100% 100% -

Sales
10.15% 70.47% 43.02% 23.32% By analyzing the above table

Gross profit of all four company Eicher
has the highest gross profit.

Operating income of all four company Eicher
has the highest operating
income

of all four company Eicher
NET PROFIT has the highest net profit.
73
Common size balance sheet statement of Skoda for
year 2020
1.Asset Amount in %
Intangible asset 1.95

Property plants and equipment’s 37.56
Investment in subsidiary 0.26
Investment in associates 1.03
Other non-current receivable bills 4.47
Deferred tax asset 0.55
Non-current assets 63.44
Inventories 10.75
Trade receivable 13.88
Other current receivable and financial 1.09
assets
Current non-financial assets 2.62
Cash and cash equivalent 8.18
Total Current asset 36.55
Total asset 100
Share capital 7.32

Share premium 0.69
Retained earning 31.30
Other reserves 2.30
Equity 41.63
Non-current financial liabilities 1.05
Non-current non financial liabilities 2.97
Non current provisions 7.56
Non-current liabilities 11.59
Trade liabilities 29.01
Other current financial liabilities 0.60
current non- financial liabilities 5.51
Current income tax liabilities 0.11
Current provision 11.52
Current liabilities 4.66
74
Common size balance sheet of Volkswagen for year
2020
1.Assets Amount in %
Non-current assets
Intangible assets 13.67
Property, plant and equipment 12.85
Lease assets 10.19
Investment property 0.11
Equity-accounted investments 2.02
Other equity investments 0.37
Financial services receivables 16.60
Other financial assets 1.57
Other receivables 0.57
Tax receivables 0.07
Deferred tax assets 2.71
Total non- current asset 60.78
Current assets
Inventories 8.81
Trade receivables 3.26
Financial services receivables 11.66
Other receivables 1.48
Tax receivables 0.23
Marketable securities 4.25
Cash, cash equivalents and time deposits 6.82
Total current asset 39.21
Total assets 100

Equity
Subscribed capital 0.25
Capital reserve 2.92
Retained earnings 20.27
Other reserves -1.06
Equity attribute to Volkswagen AG hybrid 3.16
capital investors
Equity attribute to Volkswagen AG 25.55
shareholders and hybrid capital investors
Non-controlling interests 0.34
Total equity 25.90
Financial liabilities 23.09
75
Other financial liabilities 0.85
Other liabilities 1.59
Deferred tax liabilities 0.98
Provisions for pensions 9.06
Provisions for taxes 0.66
Other provisions 4.56
Total non-current liabilities 40.81
Current liabilities
Financial liabilities 17.83
Trade payables 4.56
Tax payables 0.06
Other liabilities 3.61
Provisions for taxes 0.44
Other provisions 4.61
Total current liabilities 33.27
76
Common size balance sheet of Eicher for year 2020
Assets Amount in %
Total Current Assets 51.20
Cash and Short Term Investments 4.37
Cash 0.35
Short Term Investments 43.44
Total Receivables, Net 1.95
Accounts Receivables – Trade, Net 0.69
Total Inventory 5.16
Prepaid Expenses 0.18
Other Current Assets, Total 0.13
Total Assets 100
Property/Plant/Equipment, Total – Net 17.80
Property/Plant/Equipment, Total – Gross 26.59
Accumulated Depreciation, Total 8.79
Intangibles, Net 3.78
Long Term Investments 26.02
Note Receivable – Long Term 1.15
Other Long Term Assets, Total 0.05
Total Current Liabilities 16.21
Accounts Payable 8.10
Accrued Expenses 0.74
Notes Payable/Short Term Debt 1.16
Current Port. Of LT Debt/Capital Leases 0.21
Other Current liabilities, Total 6.0
Total Liabilities 19.83
Total Long Term Debt 0.62
Long Term Debt 0.07
Capital Lease Obligations 0.62
Deferred Income Tax 0.07
Other Liabilities, Total 0.62
Total Equity 80.17
Common Stock, Total 0.22
Additional Paid-In Capital 1.27
Retained Earnings (Accumulated Deficit) 78.50
Other Equity, Total 0.17
Total Liabilities & Shareholders’ Equity 100
77
Common size balance sheet of Toyota for year 2020
Assets Amount in %
current asset
Cash and cash equivalent 6.8

Time deposits terms of over three month 3.32
Trade receivables and other receivables 16.42
Inventories 4.84
Income tax receivables 0.26
Other current assets 1.22
Total current assets 32.95
Non- current assets -
Property, plant and equipment 18.77

Goodwill and intangible assets 6.72
Trade receivable and other receivables 0.08
Investment accounted for by the equity method 0.21
Net defined benefits assets 0.43
Deferred tax assets 0.58
Other non-current assets 0.09
Total non-current assets 67.05
Total assets 100
Liabilities and equity

Current liabilities -
Trade payables and other payables 9.84
Corporate bonds and loan 6.80
Accrued income taxes 0.39
Provisions 0.20
Other current liabilities 0.37
Total current liabilities 18.45
Non-current liabilities -
Corporate bond and loans 19.14
Net defined benefit liabilities 1.93
Provision 0.15
Deferred tax liabilities 10.55
Other non- current liabilities 0.42
78
Total non-current liability 33.80
Total liabilities 52.56
Equity
Shares of equity attributable to owner of the parent -
Capital stock 1.52
Capital surplus 1.96
Retained earning 24.01
Treasury stock 1.12
Other component of equity 19.82
Total Shares of equity attributable to owner of the parent 46.19
Non- controlling interest 1.55
Total equity 47.74
Total liabilities and equity 100
79
Common size comparison of balance sheet of Skoda,
Assets Skoda Volkswagen Eicher Toyota Interpretation
Current assets 36.55% 39.21% 51.20% 32.95% By analyzing the above

company Eicher has the
highest current asset.
Non-current 63.44% 60.78% 48.80% 67.05% By analyzing the above
assets balance sheet of all four
highest non-current asset.
Total assets 100% 100% 100% 100% -
equity 83.75% 25.90% 80.17% 47.74% By analyzing the above

company Skoda has the
Current liability 4.66% 33.27% 16.21% 18.45% By analyzing the above
Non-current 11.59% 40.81% 3.62% 33.80% By analyzing the above
company Volkswagen has the
Total Liability 100% 100% 100% 100% -
80
Comparative income statement of Skoda for year 2019 and
2020
Particular Year 2019 Year 2020 Change %
Sales 459122 424292 34830 7.58
COGS 397086 381221 15865 3.99
Gross profit 62036 43071 18965 30.57
Distribution 14735 12349 2386 16.19

expenses
Administrative 13234 13565 -331 -2.50
expenses
Others operating 8143 12508 -4365 -53.60

income
Others operating 4990 12349 -7359 -147.47
expenses
Operating profit 37220 17316 19904 53.47
Financial income 1959 2842 -883 -45.07
Financial expenses 681 2295 -1614 -237
Financial net profit 1278 547 731 57.19
Profit before tax 38498 17863 20635 53.60
Tax 6809 2688 4121 53.60
Profit after tax 31689 15175 16514 52.11
81
Comparative income statement of Volkswagen for
year 2019 and 2020
Particular 2019 2020 Change Amount
in%
Sales 252632 222884 29748 11.77
Cost of goods sold -203490 -183937 -19553 9.60
Gross profit 49142 38947 10195 20.74
Distribution expenses -20978 -18407 -2571 12.25
Administrative -9767 -9399 -368 3.76

expenses
Other operating income 11453 12438 -985 -8.60
Other operating -12890 -13904 1014 -7.86

expenses
Operating result 16960 9675 7285 42.95
Share of the result of 3349 2756 593 17.70

equity accounted
investments
Interest income 910 793 117 12.85

Interest expenses -2524 -2291 -233 9.23
Other financial result -339 733 -1072 316.22
Financial result 1396 1991 -595 -42.62
Earning before tax 18356 11667 6689 36.44
Income tax -4326 -2843 -1483 34.28
Current -4147 -3150 -997 24.04
Deferred -180 307 -487 270.55
Earning after tax 14029 8824 5205 37.10
82
Comparative income statement of Eicher for year 2019 and
2020
Particular 2019 2020 Change Amount in
%
Total Revenue 97,970.60 91535.80 6434.8 6.57
Revenue 97,970.60 91535.80 6434.8 6.57
Other revenue total
Cost of revenue total 52,939.70 52151.80 787.9 1.49
Gross profit 45,030.90 39384 5646.9 12.54
Total operating expense 71,890.30 73346.90 1456.6 2.02

Administration expense 14,828.30 16067.20 1238.9 8.35
Research & Development 135.90 111.20 24.7 18.18
Depreciation/Amortization 2,999.30 381.90 812.6 27.10
Interest Expense (Income) – Net 3.50 3.50 0
Operating
Unusual Expense (Income) 30 4.20 25.8 86

Other Operating Expenses, Total 953.60 1197.10 243.5 25.54
Operating Income 26,080.30 18188.90 7891.4 30.26

Interest Income (Expense), Net Non- 6,679 5200.50 1478.5 22.14
Operating
Gain (Loss) on Sale of Assets -9.30 22.70 13.4
Other, Net 222.90 182.20 40.7 18.25
Net Income Before Taxes 32,972.90 23548.90 9424 10.38

Provision for Income Taxes 10,770.40 5274.50 5495.9 51.03
Net Income After Taxes 22,202.50 18274.4 3920.1 17.66
83
Comparative income statement of Toyota for year 2019 and
2020
Partic 2019 2020 Change Amount
ular in %
Sales 221494 2171355 43591 1.96

6
Cost of goods sold - -1664923 -37676 2.21
170259
9
Gross profit 512346 506432 5914 1.15
Selling, general and administrative -376866 -381473 4607 -1.22

expenses
Other income 11389 18890 -7501 -65.86
Other expenses -12184 -15615 3431 -28.15
Operating profit 134684 128233 6451 4.78
Financial income 76603 74864 1739 2.27
Financial expenses -10226 -8283 -1943 -19.00
Shares of profit (loss) of 1163 1472 -309 -26.56

investment accounted for by the
equity method
Profit before income taxes 202225 196288 5937 2.93
Income taxes -42447 -46101 3654 -8.60
Profit 159778 150187 9591 6.00
84
Comparative comparison of income statement of Skoda,
By analyzing the above

Sales 7.58% 1.77% 6.57% 1.96% table of all four company
Skoda has the highest sales

Gross profit 30.57% 20.74% 12.54% 1.15% table of all four company
Skoda has the highest gross
profit

Operating income 53.47% 42.95% 30.26% 4.78% table of all four company
Skoda has the highest
operating income

52.11% 37.10% 17.66% 6.00% table of all four company
NET PROFIT Skoda has the highest net
profit
85
Comparative Balance sheet of Skoda for the year ending 2019
and 2020
Assets Yr-2019 Yr. 2020 Change %
Intangible assets 39422 44600 -5178 -13.13
Property, plant 87316 85632 -766316 -877.63
and equipment
Investment in 594 600 -6 -1.01
subsidiaries
Investment in 2356 2356 0 0
association
Other non- 9473 10196 -723 -7.63
current
receivables and
financial assets
Deferred tax 2363 1267 1096 46.38
Non-current 141524 144651 -3127 -0.02
assets
Inventories 24863 25516 -653 -2.62
Trade receivables 21686 31665 -31447 -46.01
Other current 831 2500 -1669 -200.84
receivables and
financial assets
Current-non 6978 5982 996 14.27
financial asset’s
Cash and cash 45753 18669 27084 59.19
equivalent
Total Current 100111 83332 16779 16.79
assets
Total asset 241635 227983 13652 5.64
Equity and
liabilities
Share capital 16709 16709 0 -
Share premium 1578 1578 0 -
Retained earnings 87877 71372 16505 18.78
Other reserves 3462 5261 -1799 51.96
Equity 109626 94920 14706 13.41
Non current 2864 2404 460 16.06
financial liabilities
Non current non 6837 6783 54 0.78
Non current 15169 17242 -2073 -13.66
provision
Non-current 24870 26429 -1559 -6.26
liabilities
86
Trade liabilities 70267 66153 4114 5.85
Other current 1752 1376 376 21.46
Current non- 15212 12576 2636 17.32
Current income 260 431 -62.37
tax liabilities 691
Current provision 19217 26269 -7052 -36.69
Current liabilities 107139 166634 -59495 -55.53
Total equity and 241635 227989 13646 5.64
liabilities
87
Comparative balance sheet of Volkswagen for year
2019 and 2020
1.Assets 2019 2020 change Amount in %
Noncurrent assets
Intangible assets 66214 67968 -1754 -2.64
Property, plant and 66152 63884 2268 3.42
equipment
Lease assets 48938 50686 -1748 -3.57
Investment property 538 558 -20 -3.71
Equity-accounted 8169 10080 -1911 -23.39
investments
Other equity 1902 1865 37 1.94
investments
Financial services 86973 82565 4408 5.06
receivables
Other financial assets 5553 7834 -2281 -41.07
Other receivables 2722 2867 -145 -5.32
Tax receivables 341 376 -35 -10.26
Deferred tax assets 13106 13486 -380 -2.89
Total non-current 300608 302170 -1562 -0.51
asset
Current assets
Inventories 46742 43823 2919 6.24
Trade receivables 17941 16243 1698 9.46
Financial services 58615 58006 609 1.03
receivables
Other receivables 7272 7381 -109 -1.49
Tax receivables 1190 1186 4 0.33
Marketable securities 16769 21162 -4393 -26.19
Cash, cash 25923 33909 -7986 -30.80
equivalents and time
deposits
Total current asset 187463 194944 -7481 -3.99
Total assets 488071 497114 -9043 -1.85
2.Equity and
liabilities
Equity
Subscribed capital 1283 1283 0 0
Capital reserve 14551 14551 0 0
Retained earnings 96929 100772 -3843 -3.96
88
Other reserves -3646 -5270 1624 -44.54
Equity attribute to 12663 15713 -3050 -24.08
Volkswagen AG
hybrid capital
investors
Equity attribute to 121781 127049 -5268 -4.32
Volkswagen AG
shareholders and
hybrid capital
investors
Non-controlling 1870 1734 136 7.27
interests
Total equity 123651 128783 -5132 -4.15
Noncurrent
liabilities
Financial liabilities 113556 114809 -1253 -1.10
Other financial 4499 4257 242 5.37
liabilities
Other liabilities 7271 7905 -634 -8.71
Deferred tax liabilities 5007 4890 117 2.33
Provisions for 41389 45081 -3692 -8.92
pensions
Provisions for taxes 2991 3292 -301 -10.06
Other provisions 21783 22688 -905 -4.15
Total non-current 196497 202921 -6424 -3.26
liabilities
Current liabilities
Financial liabilities 87912 88648 -736 -0.83
Trade payables 22745 22677 68 0.29
Tax payables 408 340 68 16.66
Other financial 10858 10590 268 2.46
liabilities
Other liabilities 19320 17979 1341 6.94
Provisions for taxes 1876 2213 -337 -17.96
Other provisions 24434 22964 1470 6.01
Total current liabilities 167924 165410 2514 1.49
Total equity and 488071 497114 -9043 -1.85
liabilities
89
Comparative balance sheet of Eicher for year 2019
and 2020
Assets 2019 2020 Change Amount in %
Total Current Assets 44153.10 63745.90 -19592.8 -44.37
Cash and Short Term Investments 34329.30 54509.40 -20180.1 -58.78
Cash 6920 432.10 -82.3 23.53
Short Term Investments 27059.50 54077.30 -27017.8 -99.85
Total Receivables, Net 2609.70 2420.80 -188.9 -7.24
Accounts Receivables – Trade, Net 842.90 867.60 -24.7 -2.93
Total Inventory 6883.40 6422.10 461.3 6.70
Prepaid Expenses 207.60 229.60 -22 -10.60
Other Current Assets, Total 123.10 164 -40.9 -33.22
Total Assets 113868.30 124497.20 -10628.9 -9.33
Property/Plant/Equipment, Total – 19642.10 22162.80 2520.7 12.83
Net
Property/Plant/Equipment, Total – 27805.20 33107.20 -530.2 -19.07
Gross
Accumulated Depreciation, Total -8166.40 -10944.40 2778 34.02
Intangibles, Net 3566 4702.50 -1136.5 -31.82
Long Term Investments 44572.20 32394.30 12177.9 27.32
Note Receivable – Long Term 959 1428.80 -469.8 -48.99
Other Long Term Assets, Total 975.90 62.90 913 93.55
Total Current Liabilities 20979.60 20185.80 793.8 3.78
Accounts Payable 12340.50 10078.20 0 0
Accrued Expenses 781.70 917.90 -136.2 -17.42
Notes Payable/Short Term Debt 1867.60 1444.30 423.3 22.66
Current Port. Of LT Debt/Capital - 268.50 0 0
Leases
Other Current liabilities, Total 5989.80 7476.90 -6514.3 -87.13
Total Liabilities 24681.10 24687.90 64499.3 72.32
Total Long Term Debt - 777.20 0 0
Long Term Debt 71.60 88.80 -17.2 -24.02
Capital Lease Obligations - 777.20 0 0
Deferred Income Tax 2738.90 2521.50 2174 7.94
Other Liabilities, Total 962.60 1203.40 -240.8 -25.01
Total Equity 89187.20 99809.30 -10622.1 -11.91
Common Stock, Total 272.80 273 -0.2 -0.07
Additional Paid-In Capital 1151.10 1590 -438.9 -38.13
Retained Earnings (Accumulated 87684.10 97734.40 -10050.3 -11.46
Deficit)
90
Other Equity, Total 79.20 211.90 -132.7 -167.55
Total Liabilities & Shareholders’ 113868.30 124497.20 -10628.9 -9.33
Comparative balance sheet of Toyota for year 2019

and 2020
Assets 2019 2020 Change Amount in
%
current asset
Cash and cash equivalent 239140 358144 -119004 -49.76

Time deposits terms of over 223219 175216 48003 21.50
three month
Trade receivables and other 845255 867088 -21833 -2.58
receivables
Inventories 245182 255738 -10556 -4.30
Income tax receivables 13713 13756 -43 -0.31
Other current assets 53282 64664 -11382 -21.36
Total current assets 162378 1739883 -116099 -0.07
4
Non- current assets
Property, plant and equipment 938030 991195 -53165 -5.66

Goodwill and intangible assets 361078 354701 6377 1.76
Trade receivable and other 5803 4123 1680 28.95
receivables
Investment accounted for by the 10253 10991 -738 -7.90
equity method
Other financial assets 225278 2120298 138490 6.13
8
Net defined benefits assets 28603 22547 6056 21.17
Deferred tax assets 30590 30877 -287 -0.93
Other non-current assets 4241 5034 -793 -18.69
Total non-current assets 363739 3539770 97620 2.68
0
Total assets 526117 5279653 -18479 -0.35
4
Current liabilities - - - -
91
Trade payables and other 506547 519330 -12783 -2.52
payables
Corporate bonds and loan 342232 329143 13089 3.82
Other financial liabilities 67030 75382 -8352 -12.46
Accrued income taxes 15993 20435 -4442 -27.77
Provisions 8807 10300 -1493 16.95
Other current liabilities 16754 19721 -2967 -17.70
Total current liabilities 957265 974314 -16949 -1.77
Non-current liabilities - - -
Corporate bond and loans 955183 1010627 -55444 -5.80
Other financial liabilities 57813 85833 -28020 -38.46
Net defined benefit liabilities 101347 101784 -437 -0.43
Provision 7525 7764 -239 -3.17
Deferred tax liabilities 598083 556880 41203 6.88
Other non- current liabilities 21918 91911 7 0.03
Total non-current liabilities 174187 1784801 -42929 -2.46
2
Total liabilities 269923 2759115 -59878 -2.21
7
Equity
Shares of equity attributable to - - - -
owner of the parent
Capital stock 80462 80462 0 0
Capital surplus 103507 103515 -8 -0.008
Retained earning 117877 1267521 -88748 -7.52
3
Treasury stock -59297 -59307 10 0.01
Other component of equity 117627 1046614 129658 11.02
2
Total Shares of equity 247971 2438807 40911 1.64
attributable to owner of the 8
parent
Non- controlling interest 82218 81730 488 0.59
Total equity 256193 2520537 41399 1.61
6
Total liabilities and equity 526117 5279653 -18479 -0.35
4
92
Comparative comparison of balance sheet of Skoda,
Assets Skoda Volkswage Eicher Toyota Interpretation

n
Current assets 16.79% -3.99% -44.37% -0.07% By analyzing the above table
of all four company Toyota
has the highest current
asset.
Non-current -0.02% -0.51% - 2.68% By analyzing the above table

assets of all four company Skoda
has the highest non-current
asset.
Total assets 5.64% -1.85% -9.33% -0.35% By analyzing the above table
has the highest total assets
equity 13.41% -4.15% -11.91% 1.61% By analyzing the above table

has the highest equity
Current liability -55.53% 1.49% 3.78% -1.77% By analyzing the above table
of all four company
Volkswagen has the highest
current liability.
Non-current -6.26% -3.26% - -2.46% By analyzing the above
highest non-current liability.
Total Liability 5.64% -1.85 -9.33% -0.35 By analyzing the above

highest total liability.
-
93
Trend method income statement of Skoda for year
2019 and2020
Particular Base yr. Current yr.(2020) Amount in %
(2019)
Sales 459122 424292 108.20
COGS 397086 381221 104.16
Gross profit 62036 43071 144.03
Distribution expense 14735 12349 119.32
Administrative 13234 13565 97.55

expenses
Other operating 8143 12508 65.10

income

expenses
Operating profit 37220 17316 214.94
Financial income 1959 2842 68.93
Financial expenses 681 2295 29.67
Net profit 1278 547 233.63
Profit before tax 38498 17863 215.51
Tax 6809 2688 253.31
Profit after tax 31689 15175 208.82
94
Trend method income statement of Volkswagen for year 2019
and 2020
Particular Base year(2019) Current Percentage%
year(2020)
Sales revenue 252632 222884 113.34

Cost of sales -203490 -183937 110.63
Gross result 49142 38947 126.17
Distribution expenses -20978 -18407 113.96
Administrative -9767 -9399 103.91
expenses

income
Other operating -12890 -13904 92.70

expenses
Operating result 16960 9675 175.29

Share of the result of 3349 2756 121.51
equity-accounted
investments
Interest income 910 793 114.75

Interest expenses -2524 -2291 110.17
Other financial result -339 733 -46.24
Financial result 1396 1991 70.11
Earnings before tax 18356 11667 157.33
Income tax -4326 -2843 152.16
income/expense
Current -4147 -3150 131.65

Deferred -180 307 -58.63
Earnings after tax 14029 8824 158.98
95
Trend method income statement of Eicher for year
2019 and 2020
Particular Current year Base year Amount
2019-20 2018-19 in %
Total Revenue 91,535.80 25,000.80 27.31
Revenue 91,535.80 25,000.80 27.31
Cost of revenue total 52,151.80 13,351.50 25.60
Gross profit 39,384 11,649.30 29.58
Total operating expense 73,346.90 18,965.20 25.86
Administration expense 16,067.20 1,706.60 10.62
Depreciation/Amortization 3,811.90 811.30 21.28
Interest Expense (Income) – Net 3.50 - -

Operating
Unusual Expense (Income) 4.20 - -
Other Operating Expenses, Total 1,197.10 3,095.80 258.61

Operating Income 18,188.90 6,035.60 33.18
Interest Income (Expense), Net 5,200.50 733.30 14.10

Non-Operating
Gain (Loss) on Sale of Assets 22.70
Other, Net 182.20 1,427 783.20
Net Income Before Taxes 23,548.90 8,195.90 34.80
Provision for Income Taxes 5,274.50 2,747.50 52.10
Net Income After Taxes 18,274.40 5,448.40 29.82
96
Trend method income statement of Toyota for year
2019 and 2020
Particu Base Current Amount in
lar year year 2020 %
2019
Sales 2214946 2171355 102.00
Cost of goods sold -1702599 -1664923 -102.26
Gross profit 512346 506432 101.16
Selling, general and administrative -376866 -381473 -98.79

expenses
Other income 11389 18890 60.29
Other expenses -12184 -15615 -78.02
Operating profit 134684 128233 105.03
Financial income 76603 74864 102.32
Financial expenses -10226 -8283 -123.45
Shares of profit (loss) of investment 1163 1472 79.00

accounted for by the equity method
Profit before income taxes 202225 196288 103.02
Income taxes -42447 -46101 -92.07
Profit 159778 150187 106.38
97
Trend comparison of income statement of Skoda,
113.34% 27.31% 102.00% By analyzing the above

Sales 108.20% balance sheet of all four
highest non-current asset
144.03% 126.17% 29.58% 101.16% By analyzing the above

Gross profit balance sheet of all four

Operating income balance sheet of all four

NET PROFIT company Toyota has the
98
Trend method balance sheet of Skoda for year ending
2019-2020
Assets Base yr. Current yr. Amount in %
Intangible assets 39422 44600 88.39

Property, plant and 87316 85632 101.96
equipment
Investment in 594 600 99
subsidiaries
Investment in association 2356 2356 100
Other non-current 9473 10196 92.90

receivables and financial
assets
Deferred tax 2363 1267 186.50
Non-current assets 141524 144651 97.83
Inventories 24863 25516 101.41
Trade receivables 21686 31665 68.48
Other current receivables 831 2500 33.24
and financial assets
Current non-financial 6978 5982 116.64

asset’s
Cash and cash equivalent 45753 18669 245.07
Total current assets 100111 83332 120.13
Total asset’s 241635 227983 105.98
Equity and liabilities
Share capital 16709 16709 100

Share premium 1578 1578 100
Retained earnings 87877 71372 123.12
Other reserves 3462 5261 65.80
Equity 109626 94920 115.48
Non current financial 2864 2404 119.13
liabilities
Non current non-financial 6837 6783 100.79
liabilities
99
Non current provision 15169 17242 87.97
Non-current liabilities 24870 26429 94.10
Trade liabilities 70267 66153 106.22

Other current financial 1752 1376 127.32
liabilities
Current non-financial 15212 12576 120.96
liabilities
Current income tax 260 265.76
liabilities 691
Current provision 19217 26269 73.15
Current liabilities 107139 166634 100.47
Total equity and 241635 227989 105.98
liabilities
Trend method balance sheet of Volkswagen for the

year ending 2019-2020
100
1.Assets 2019 2020 Amount in %
Noncurrent assets
Intangible assets 66214 67968 97.41
Property, plant and 66152 63884 103.55
equipment
Lease assets 48938 50686 96.55
Investment property 538 558 96.41
Equity-accounted 8169 10080 81.04
investments
Other equity investments 1902 1865 101.98
Financial services 86973 82565 105.33

receivables
Other financial assets 5553 7834 70.88
Other receivables 2722 2867 94.94

Tax receivables 341 376 90.69
Deferred tax assets 13106 13486 97.18
Total non-current asset 300608 302170 99.48
Current assets
Inventories 46742 43823 106.66
Trade receivables 17941 16243 110.45
Financial services 58615 58006 101.04
receivables
Other receivables 7272 7381 98.52

Tax receivables 1190 1186 100.33
Marketable securities 16769 21162 79.24
Cash, cash equivalents and 25923 33909 76.44

time deposits
Total current asset 187463 194944 96.16

Total assets 488071 497114 98.18
Equity
Subscribed capital 1283 1283 100
Capital reserve 14551 14551 100
Retained earnings 96929 100772 96.18
101
Other reserves -3646 -5270 69.18
Equity attribute to 12663 15713 80.58
Volkswagen AG hybrid
capital investors
Equity attribute to 121781 127049 95.85

Volkswagen AG
shareholders and hybrid
capital investors
Non-controlling interests 1870 1734 107.84
Total equity 123651 128783 96.01

Financial liabilities 113556 114809 98.90

Other financial liabilities 4499 4257 105.68
Other liabilities 7271 7905 91.97

Deferred tax liabilities 5007 4890 102.39
Provisions for pensions 41389 45081 91.81
Provisions for taxes 2991 3292 90.85

Other provisions 21783 22688 96.01
Total non-current liabilities 196497 202921 96.83
Current liabilities
Financial liabilities 87912 88648 99.16
Trade payables 22745 22677 100.29
Tax payables 408 340 120
Other liabilities 19320 17979 107.45

Provisions for taxes 1876 2213 84.77
Other provisions 24434 22964 106.40
Total current liabilities 167924 165410 101.51
Total equity and liabilities 488071 497114 98.18
102
Trend method balance sheet of Eicher for the year
ending 2019-2020
Assets 2019 2020 Amount in %
Total Current Assets 44153.10 63745.90 69.26
Cash and Short Term Investments 34329.30 54509.40 62.98
Cash 6920 432.10 0.80
Short Term Investments 27059.50 54077.30 50.03
Total Receivables, Net 2609.70 2420.80 107.80
Accounts Receivables – Trade, Net 842.90 867.60 97.15
Total Inventory 6883.40 6422.10 107.18
Prepaid Expenses 207.60 229.60 90.42
Other Current Assets, Total 123.10 164 75.06
Total Assets 113868.30 124497.20 91.46
Property/Plant/Equipment, Total – Net 19642.10 22162.80 88.63
Property/Plant/Equipment, Total – Gross 27805.20 33107.20 83.99
Accumulated Depreciation, Total -8166.40 -10944.40 74.61

Intangibles, Net 3566 4702.50 75.83
Long Term Investments 44572.20 32394.30 137.59
Note Receivable – Long Term 959 1428.80 67.11
Other Long Term Assets, Total 975.90 62.90 1551.5
Total Current Liabilities 20979.60 20185.80 103.93
Accounts Payable 12340.50 10078.20 122.45
Accrued Expenses 781.70 917.90 85.16
Notes Payable/Short Term Debt 1867.60 1444.30 129.30
Current Port. Of LT Debt/Capital Leases - 268.50 0
Other Current liabilities, Total 5989.80 7476.90 80.11

Total Liabilities 24681.10 24687.90 99.97
Total Long Term Debt - 777.20 0
Long Term Debt 71.60 88.80 80.63
Capital Lease Obligations - 777.20 0
Deferred Income Tax 2738.90 2521.50 108.62
Other Liabilities, Total 962.60 1203.40 80.00
Total Equity 89187.20 99809.30 89.36
Common Stock, Total 272.80 273 99.93
Additional Paid-In Capital 1151.10 1590 73.39
Retained Earnings (Accumulated Deficit) 87684.10 97734.40 89.72
Other Equity, Total 79.20 211.90 37.38
Total Liabilities & Shareholders’ 113868.30 124497.20 91.46
103
Trend method balance sheet of Toyota for year ending
2019-2020
Assets Base Current Amount in
year year %
2019 2020
current asset
Cash and cash equivalent 239140 358144 66.77

Time deposits terms of over 223219 175216 127.39
three month
Trade receivables and other 845255 867088 97.48
receivables
Inventories 245182 255738 95.87
Income tax receivables 13713 13756 99.69
Other current assets 53282 64664 82.39
Total current assets 1623784 1739883 93.33
Non- current assets
Property, plant and equipment 938030 991195 94.64

Goodwill and intangible assets 361078 354701 101.79
Trade receivable and other 5803 4123 140.75
receivables
Investment accounted for by the 10253 10991 93.29
equity method
Net defined benefits assets 28603 22547 126.86
Deferred tax assets 30590 30877 99.07
Other non-current assets 4241 5034 84.25
Total non-current assets 3637390 3539770 102.76
Total assets 5261174 5279653 99.65

Current liabilities - - -
Trade payables and other 506547 519330 97.54
payables
Corporate bonds and loan 342232 329143 103.98
Accrued income taxes 15993 20435 78.26
Provisions 8807 10300 85.50
Other current liabilities 16754 19721 84.96
104
Total current liabilities 957265 974314 98.26
Non-current liabilities - - -
Corporate bond and loans 955183 1010627 94.51
Net defined benefit liabilities 101347 101784 99.57
Provision 7525 7764 96.92
Deferred tax liabilities 598083 556880 107.39
Other non- current liabilities 21918 91911 100.03
Total non-current liabilities 1741872 1784801 97.59
Total liabilities 2699237 2759115 97.83
Equity
Shares of equity attributable to - - -
owner of the parent
Capital stock 80462 80462 0
Capital surplus 103507 103515 99.99
Retained earning 1178773 1267521 92.99
Treasury stock -59297 -59307 -99.98
Other component of equity 1176272 1046614 112.39
Total Shares of equity 2479718 2438807 101.68
attributable to owner of the
parent
Non- controlling interest 82218 81730 100.59
Total equity 2561936 2520537 101.64
Total liabilities and equity 5261174 5279653 99.65
105
Trend comparison of balance sheet of Skoda, Volkswagen,
Eicher and Toyota from the above table
Assets Skoda Volkswage Eicher Toyota Interpretation

n
Current assets 120.13% 96.16% 69.96% 93.33% By analyzing the above table
of all four company Skoda
asset.
Non-current 97.83% 99.48% - 102.76% By analyzing the above table

assets of all four company TOYOTA
has the highest non-current
asset.
Total assets 105.98% 98.18% 91.46% 99.65% By analyzing the above table
has the highest total assets
equity 115.48% 96.01% 89.36% 101.64% By analyzing the above table

has the highest equity
Current liability 100.47% 101.51% 103.93% 98.26% By analyzing the above table
of all four company Eicher
liability.
Non-current 94.10% 96.83% - 97.59% By analyzing the above
highest non-current liability.
Total Liability 105.98% 98.18% 91.46% 99.65% By analyzing the above

highest total liability.
-
106
Accounting procedure.
1. Accounting procedure of Skoda is not available.
2. Accounting Procedure of Volkswagen
MEASUREMENT PRINCIPLES
With certain exceptions, such as financial instruments measured at fair value and provisions
for pensions and other post-employment benefits, items in the Volkswagen Group are
accounted for under the historical cost convention. The methods used to measure the
individual items are explained in more detail below.
INTANGIBLE ASSETS
Purchased intangible assets are recognized at cost and amortized over their useful life using the
straight-line method. This relates in particular to software, which is normally amortized over
three years. In accordance with IAS 38, research costs are recognized as expenses when incurred.
PROPERTY, PLANT AND EQUIPMENT

Property, plant and equipment is carried at cost less depreciation and – where necessary – write-
downs for impairment. Investment grants are generally deducted from cost. Cost is determined
on the basis of the direct and indirect costs that are directly attributable. Special operational
equipment is reported under other equipment, operating and office equipment. Property, plant
and equipment is depreciated using the straight-line method over its estimated useful life. The
useful lives of items of property, plant and equipment are reviewed on a regular basis and
adjusted if required.
LEASES
107
Until December 31, 2018, the Volkswagen Group accounted for leases in accordance with IAS
17. A lease was defined as a contract under which the lessor transfers to the lessee the
Right to use an asset for an agreed period of time in return for a series of payments. The
accounting treatment of the lease at the lessee and lessor depended on the distribution of the risks
and rewards associated with the leased asset.
RIGHT-OF-USE ASSETS/LEASE LIABILITIES

If the Volkswagen Group is the lessee, it generally recognizes in its balance sheet a right-of-use
asset and a lease liability for all leases. During the lease term, the right-of-use asset is always
depreciated on a straight-line basis over the term of the lease. The lease liability is adjusted using
the effective interest method and taking the lease payments into account.
LEASE ASSETS
The accounting treatment of leases of lease assets is based on the classification into operating
leases and finance leases. The classification is made on the basis of the distribution of risks and
rewards incidental to ownership of the lease asset.
INVESTMENT PROPERTY
Real estate and buildings held in order to obtain rental income (investment property) are carried
at amortized cost; the useful lives applied to depreciation generally correspond to those of the
property, plant and equipment used by the Company itself. Fair value is generally estimated
using an investment method based on internal calculations. This involves determining the
income value for a specific building on the basis of gross income, taking into account additional
factors such as land value, remaining useful life and a multiplier specific to property.
EQUITY-ACCOUNTED INVESTMENTS
The cost of equity-accounted investments is adjusted to reflect the share of increases or
reductions in equity at the associates and joint ventures after the acquisition that is attributable to
the Volkswagen Group, as well as any effects from purchase price allocation. Additionally, the
investment is tested for impairment if there are indications of impairment and written down to
108
the lower recoverable amount if necessary. The recoverable amount is determined using the
principles described for indefinite-lived intangible assets.
FINANCIAL INSTRUMENTS
Financial instruments are contracts that give rise to a financial asset of one company and a
financial liability or an equity instrument of another. Regular way purchases or sales of financial
instruments are accounted for at the settlement date – that is, at the date on which the asset is
delivered
109
3. Accounting procedure of Eicher Motors
CORPORATE INFORMATION
Eicher Motors Limited (“the Company”) is a public company domiciled and incorporated in
India under the provisions of the Companies Act, 1956. The Company is engaged in the
manufacturing and selling of motorcycles, spare parts and related services. The Company has its
registered office at New Delhi, India and its corporate office at Guru Gram, Haryana, India. The
Company has its equity shares listed on the BSE Limited and National Stock Exchange of India
Limited. The standalone financial statements were authorized for issue in accordance with a
resolution of the Board of Directors on May 27, 2021.
BASIS OF PREPARATION AND PRESENTATION

The financial statements have been prepared in accordance with Indian Accounting Standards
(Ind AS) notified under section 133 of the Companies Act, 2013 read with Companies (Indian
Accounting Standards) Rules, 2015 (as amended from time to time) and the presentation
requirements of Division II of Schedule III to the Companies Act, 2013, (Ind AS compliant
Schedule III), as applicable to the financial statement
 Accounting convention
 Operating cycle
SIGNIFICANT ACCOUNTING POLICIE

The Company presents assets and liabilities in the balance sheet on current / non-current
classification. An asset is treated as current when it is Expected to be realized or intended to be
sold or consumed in normal operating cycle Held primarily for the purpose of trading Expected
to be realized within twelve months after the reporting period, or Cash or cash equivalent unless
restricted from being exchanged or used to settle a liability for at least twelve months after the
reporting period
110
111
Accounting procedure of Toyota motors company
 An activity-based costing (ABC) system is “a cost accounting system that uses both unit
and non-unit-based cost drivers to assign costs to cost objects by first tracing costs to
activities and then tracing costs from activities to products”
 Objective of ABC method is to reduce wrong decisions by providing accurate cost

information. In this method, planned, controlled and economic general production cost
allocation data is acquired with reference to the assumption that the products consume
activities.
 This cost accounting system had adopted by the TOYOTA MOTOR’S to reduce its cost
and make itself too efficient to meet the need of every buyers.
 There are two major objective of ABC: a) Determining and providing elaborate
information related to the activity consumption, cost and interest in production business
as a whole. b) Providing accurate cost information that is going to be used in managerial
decisions.
 In ABC method, linking the products with the costs is based on two basic stages. At the
very first stage, resources such as energy, placing, unit stock keeping are divided in
specific parts and every activity is assigned to the cost pool of its part. And in the second
stage, consumed resources are measured and these are charged to the products from the
related cost pools.
 With the help of this two stages of ABC method the TOYOTA Company use its
resources in the sufficient and effective way so they can maintain their cost of
manufacture.
112
 Designing of the ABC method usually consist 5 steps even though it varies from business
to business. These steps are : 1 identifying activities 2- Classifying activities 3- Costing
activities 4- Selecting accurate cost factors for allocating costs to the products 5-
Charging activity costs to products .
 As in case of Toyota it targets every segment of the customers, therefore it has a vast
range of product lines. The company's main product lines are SUV's, Hybrid, Camry,
Corolla, Land Cruiser and 4wheel trucks.
 These product lines are further sub divided according to the customer range. Although,
the costing system that Toyota is adopting, is activity based costing and but there main
focus is on target coasting but Target costing is related to the activity-based costing on
three point.
 The first one is determining the estimated cost activities that are used on the indirect
areas depending on the product, can be analyzed by original activity costs. The second,
activity-based costing can determine the cost drive of the product planning and the design
offer. The third, activity-based costing can be used as a tool for achieving target cost.
Activity-based costing which identifies the activities required to realize specific product
functions and related to this, determines the cost allocation keys, assists to determine the
optimal value area by transferring activity costs to product functions, so in both ways
Toyota is adopting ABC for their costing system.
 For years Toyota in the United States has been offering seminars open to the public,
including competitors. In these seminars, the Toyota Production System (TPS) is
introduced in detail. Toyota’s approach is three-fold: techniques, systems and philosophy.
113
 Even though Toyota’s techniques and systems are explained in great detail and can be
copied by competitors, none of them have been able to reach the same degree of
efficiency as Toyota.
 However, Toyota is still lacking in effective cost allocation, as they are allocating their
cost according to their product line but in that product line they are not allocating their
cost properly.
 Toyota’s budgeting system is not purely based on target costing, but instead on cost
control, target costing, and kaizen. In Toyota senior management has ultimate
responsibility for making a profit and for administering the budget. The goals set for
employees are in terms of kaizen and tend to motivate employees because kaizen is
simple and understandable by all.
 Toyota’s budgeting system is totally separate from its financial accounting system and is
very different from most budgeting systems. Some of these differences include: 1)
Emphasis is on variable costs. 2) Budget goals are in terms of variable costs to be
reduced via continuous improvement. 3) There are many cost centers. (4) Indirect costs
are not allocated to products. (5) The budgeting system supports a matrix organization.
 From the years the success of Toyota has remained a mystery for their competitor even
though they have given the clarification and talk on their system of costing but still the
rivals are failed to follow the way of Toyota once of the reason could be that It has
successfully understood the use and benefits of ABC and with their cultural coasting
which is Kaizen they have implemented ABC with target budget which has made Toyota
become no 1 in globe.
 From the online videos and research it was found that manufacturing process of Toyota is
mostly done through machine operated. Toyota should allocate their cost according to the
machine hours or labour hours, which required in the manufacturing of one unit.
Secondly, there should be a proper check on the variable costs, which is some time
differs from one unit to another. There should be a proper cost allocation for the fixed
cost of machinery, which is used for a specific product line which will make their system
more efficient as well as cost cutting and less complex.
114
CSR activities (Corporate Social Responsibility)
Corporate social responsibility of Skoda.
ROAD SAFETY
SKODA AUTO realized the importance of road safety and as such, we consider road safety to be
one of company main priorities. As a part of our CSR strategy we support several project that
encourages public from children to adult to responsible traffic behaviour. At the same time we
are actively involved in road safety research. Our research team analyses causes and
circumstances of various road accidents. That helps us to understand car behaviour in the traffic
accidents and discover areas for future improvement.
CHILDREN CARE
Children care is an indispensable priority of SKODA AUTO. The aim is mainly to support
disadvantaged children who have difficult condition to promote their skill and develop skills in
society. We recognize how important this young generation is to our society and how essential it
is to support then in their self- development. So we try to help by supporting great ideas and
115
project. We are proud partner of the educational project of the GET STARTED! And educational
fund in cooperation with Teresa. Maxova children foundation as well as of charity run
TERIBEAR MOVES Prague and Mlada Boleslav.
TECHNICAL EDUCATION
One of Skoda main priorities is the support of technical education across all level of education,
from kindergartens to motivation of teachers who are often a great inspiration for their students.
SKODA AUTO contribute to technical education through its own educational institutions, as
well as by individual projects. We should mention project young designer a fun creative in age 6-
12 and also our cooperation with program science has future, which supports teacher’s education
and motivation.
BARRIER FREE MOBILITY

Another part of our social responsibility priorities is barriers-free mobility. In this area we aim
not just to help but mainly to make life easier. Mobility is for the majority of us an essential part
of our everyday life and that’s why we should simplify it to these who move freely. Through our
project SKODA HANDY we try to help disabled people to live comfortable life. We also
cooperate with the Czech Paraplegic Association.
EMPLOYEE CARE
SKODA AUTO'S employees, like the company itself are keen to look after the world around
them and help others. Interesting project include staff collection to raise money for selected
through its own educational institutions, as well as by individual projects. We should mention
project young designer a fun creative in age 6-12 and also our cooperation with program science
has future, which supports teacher’s education and motivation.
BARRIER FREE MOBILITY

Another part of our social responsibility priorities is barriers-free mobility. In this area we aim
not just to help but mainly to make life easier. Mobility is for the majority of us an essential part
116
of our everyday life and that’s why we should simplify it to these who move freely. Through our
project SKODA HANDY we try to help disabled people to live comfortable life. We also
cooperate with the Czech Paraplegic Association.
EMPLOYEE CARE
SKODA AUTO'S employees, like the company itself are keen to look after the world around
them and help others. Interesting project include staff collection to raise money for selected
organization or voluntary clean-up events to spruce up the area in the krkonose national park and
in the vicinity of SKODA PLANTS.
GOOD NEIGHBOUR
SKODA AUTO cares about citizens and regions as they contribute significantly to company
success. We try to improve the environment we grew up in and we are proud to be able to help
so much. Improving the quality of life is the priority that gives us a sense of belonging.
Corporate Social Responsibility of Volkswagen
117
As part of its Corporate Social Responsibility (CSR) programme, Volkswagen is involved in a number of
environmental and social projects beyond the factory gates. At present, 100 current CSR projects are
highlighted by the Sustainability Report of the Volkswagen Group and featured on an interactive world
map
This commitment to sustainability in a variety of areas, according to the German carmaker, is intended to
contribute actively to realising the global development targets laid down in the UN Sustainable
Development Goals (SDGs) and Agenda 2030.
Fighting water shortage in India

In India, where Volkswagen makes and markets five models, has a full-fledged manufacturing plant in
Pune along with a workforce of about 3,500 and 122 dealerships, the CSR initiative is spread across
different parameters. According to Dr Andreas Lauermann, president and MD, VW India, “Our vision is
not only to provide mobility made in India. It is also about promoting public and individual wellbeing.
This includes clear targets for environmentally compatible car production as well as a focus on helping
local communities thrive.”
The company joined the fight against water shortages in the state of Maharashtra. It participates in
helping drought-affected villages identified by the state government for focused interventions aiming to
make them drought-free by 2019.
118
The village of Naiphad, located in Pune district and home to 500 residents, has suffered serious water
shortages in the past. Volkswagen India has now built a series of embankments (bunds) for water storage.
The bunds will increase water storage capacity by 7.5 million liters. Besides building two new reservoirs,
an old reservoir was repaired and the existing waterway cleaned up.
Doctors on wheels
In 2015, Volkswagen India started running a mobile health clinic in Kahnewadi Tarfe Chakan and
Sangurdi, two villages near the Pune site. The mobile clinic visits these locations five days a week,
spending three hours a day in each village. This enables around 2,200 people to receive basic medical
care. Previously, the medical provision was very poor as the villages had neither a primary healthcare
center nor a resident doctor – the nearest health center is some five kilometers away. Among the staff ‘on
board’ the clinic are two doctors and a nurse. Examinations and medications for minor health problems
are provided to patients free of charge. The service is also available to guests and others who visit the two
villages.
Since it was launched, Volkswagen India’s Mobile Health Clinic has provided medical consultations and
medicines to over 15,300 people, both adults and children. The team has also referred patients to nearby
hospitals for further medical consultation and/or hospital admission based on their condition.
Skilling young India for better jobs

Over two-thirds of India’s 1.2 billion population is under the age of 35 years. A significant percentage of
these young people are not job-ready. Skill development is therefore a national priority.
In 2011, Volkswagen India Academy introduced a 3.5-year dual education Mechatronics Apprenticeship
Program. Based on the German dual vocational education and training system, the program imparts
119
theoretical and practical knowledge across fields such as mechanical, electrical and electronic
engineering, as well as IT.
A unique feature of this program is its focus on recruiting academically bright students from local towns
and villages who are deserving of financial support. The students are provided with stipends for the
duration of the program. Volkswagen says it also endeavours to ensure that each new intake comprises at
least 25 percent female students. Three graduate year groups of students have successfully completed the
program and are now employed at Volkswagen. The sixth class cohort was enrolled in 2016.
Promoting safety on India roads
As part of its road safety initiative, Volkswagen India is supporting the setting up a Centralized Traffic
Control Centre in the police headquarters of Pune city. The Centralized Traffic Control will aim
minimizing response time in cases of accidents and emergency situations and provide flexibility in
management of traffic signals depending on traffic density at various times of the day.
120
Corporate Social Responsibility of Eicher
The company says, “We have made an initial CSR commitment of Rs 50 crores towards relief
and support measures to fight the pandemic in India and are committed to increasing spends to
deploy additional support and for long term rehabilitation in the aftermath of the pandemic.”
The company has a CSR Committee and a CSR Policy in place. It has identified healthcare,
children’s education, road safety, environmental sustainability, local area development and
livelihood development including vocational training for underprivileged as some of its key
areas.
It claims that the prospective CSR programmes are presented to the CSR Committee for
evaluation. The proposal includes proposed budget, social need for the programme and benefits
expected. The CSR Committee recommends desirable programmes with all necessary details to
the Board for approval.
All CSR programmes are closely monitored through field visits, comprehensive documentation
and regular interaction with beneficiary communities.
The three-member CSR committee here includes S. Sandilya Chairman, Siddhartha Lal and
Inder Mohan Singh. The company implements its CSR programmes on its own or through Eicher
Group Foundation (EGF), a section 8 Company incorporated by the Company and its unlisted
subsidiary VE Commercial Vehicles Limited (VECV).
How the company has spent its CSR budget
121
Promoting health care, eradicating, hunger, poverty and malnutrition,
sanitation and making available safe drinking water
The company spent Rs 2.273 crores on disaster relief in Maharashtra, Karnataka, Kerala and
Odisha
The company spent Rs Rs 3.05 crore on Road Safety and Community Development Programme
Leh, Jammu and Kashmir, Lahaul and Spiti, Himachal Pradesh
The company spent Rs 4.83 crore on eradication of blindness and deafness in different part of the
country
The company spent Rs .82 crore on Holistic maternal and child well-being in the local area of
Chennai and surrounding areas.
The company spent Rs .40 crore on improving traffic compliance and management, reducing
fatal accidents & road safety using behavioural insights in Chennai
The company spent Rs 2.08 crore on Covid-19 medical, healthcare management and other
related activities
Ensuring environmental sustainability, ecological balance, maintaining

quality of soil, air and water
The company spent Rs .33 lakh on greening of highways in Chennai and surrounding areas
The company spent Rs Rs .64 crore on solid waste management in Leh Ladakh region
The company spent Rs 1.3 crore on mitigating farm stubble burning in Punjab.The company
spent Rs 24.44 crore on Eicher Group Foundation on above projects or programmes, it says
122
123
Corporate social responsibility of Toyota
CSR Management
In line with our basic philosophy, Toyota Industries Corporation and our subsidiaries are
engaged in diverse business activities in countries and regions around the world to contribute to
sustainable development in harmony with the Earth.
Environmental Initiatives
124
Through our wide range of business activities, including automobiles, industrial vehicles and textile
machinery, the Toyota Industries Group contributes to both environmental protection and economic
growth.
Social Contribution Activities
In our social contribution activities, the Toyota Industries Group recognizes our important responsibilities
as a corporate citizen, and actively promotes activities while taking the opportunity for various exchanges
with everyone in the society and the community.
Employee Support
125
The Heartful Club is a Toyota Industries’ volunteer organization that was founded
in 1997 with the aim of building a more compassionate society.
The club is comprised of some 230 current and former employees of Toyota
Industries Corporation and its Group companies in Japan, all of whom have a
strong desire to be involved in volunteer efforts.
The Social Contribution Group promotes the club within the company to recruit
more members and helps run club activities.
Social Welfare
126
We want to be a part of making our communities healthy and vibrant for all
people. Our social welfare events are designed to increase supportive interaction
among people and between people and the natural environment.
Youth Development
It is our wish that the youth of today enrich their minds and hearts so that they may
become effective leaders in the next generation. We hold events such as
monozukuri (manufacturing) events in conjunction with a local volunteer

organization, mini concert visits, and more.
127
Environmental Conservation
We encourage the use of domestically thinned lumber, have our employees

participate in forest conservation activities and more to help contribute to a more
sustainable society.
Traffic activity
As an automotive-related manufacturer, Toyota Industries is aiming to achieve the goal of "zero

traffic accidents". Based on the concept of "promoting traffic safety activities as a positive
example to society", we actively put effort into providing traffic safety-related educational
programs and cooperating with community in traffic safety activities. During national traffic
safety campaigns, our executives and employees work with the community, local government
agencies, and other members of the Toyota Group to promote traffic safety-including
participating in roadside traffic safety patrols.
As a part of crime prevention activities in close cooperation with the local community, we have
designated all dates that contain the numeral five as a "patrol day" when our employees volunteer for
crime
128
Prevention patrol activities as one of many of the company's long-standing community-based
activities. Toyota Industries Corporation employees also participate in year-end patrols in
cooperation with the local police force and community crime prevention patrol groups with the
aim of working together with residents to keep our towns safe.
Donate school supplies to elementary school
Poverty is severe in rural India, and high dropout rates are a problem in primary schools.
TIEI has been donating learning supplies since 2017 in collaboration with the Karnataka State
Government.
We will continue this activity with the goal of reducing the dropout rate of elementary schools and
creating a society with a higher literacy rate.
Chapter -4 marketing department
Skoda marketing department
List of product of SKODA AUTO
129
SKODA CITIGO iv : SKODA CITIGO iv is the new Era for the carmakers . This four seater
city car is the first production model from SKODA in 2019.
SKODA FABIA: SKODA FABIA is one of the key models in brand portfolio. Its range was
expanded in 2020.
SKODA RAPID : SKODA RAPID series produced for local markets in CHINA, INDIA and RUSSIA
offers excellent value for money.
130
SKODA SCALA : Skoda Scala has set a high standard for active and passive safely in the compact class
and offers full LED.
SKODA OCTAVIA: The new generation of the brand internationally best – selling OCTAVIA series
was launched in 2020.
131
SKODA KAMIQ : SKODA expanded it’s successful European line up sport utility vehicle with a third
series, the SKODA KAMIQ.
SKODA KAMIQ GT: it is the second brand SUV couple and follows in the footsteps of larger
KODIAQ GT. Exclusively in Chinese market.
SKODA KAROQ : The SKODA KARAQ is a compact 4.38- meter long SUV.
132
SKODA KODIAQ : At a length of 4.70 metres first large SUV from SKODA seats up to seven people
and features one of the largest boots in its class.
SKODA KODIAQ GT : KODIAQ GT is the combine of robust exterior and venality of an SUV with the
elegance of couple was exclusively developed for the Chinese market.
133
SKODA ENYAQ iv : The new SKODA ENYAQ iv whose premiere took place in Prague on 1
September implementing it’s electric mobility strategy.
Number of customers of SKODA.

Due to its hard and continuous effort the Skoda Company able to create it customers worldwide.
Skoda delivered 1.24 million vehicles to its customers around the world in 2019. And in 2020 the
total delivered cars is 1004816 to worldwide.
These are the happy and satisfied number of customers of SKODA AUTO. This is the sixth time
that SKODA serves more than 1 million of customer’s.
Product life cycle (PLC) of SKODA AUTO.

As SKODA AUTO has completed its 125 years of journey. As per this we can say that the
company reached on its maturity period.
134
Skoda's Promotional Strategy
1. Skoda knows that 98% of its drivers would recommend Skoda to a friend.
2. Customers are able to book test drives and order brochures online. The result is that potential
customers will feel a Skoda is not only a reliable and sensible car to own, it is also 'lovely' to own.
3. SKODA promotional are heavy on television and print.
4. Various models like SKODA RAPID, SKODA OCTAVIA ect have their own marketed individually.
5. SKODA give huge importance to various features inside the car highlighting the luxuries and the
technological forwardness of every machine.
Pricing strategy of SKODA AUTO.
 SKODA cars are priced on the basis of model and design.

 Within a single model line as well there are different variants that come with different
specifications.
 Today business class customers prefer SKODA over many competition brand.
 As competition is extremely high in this medium to high price range category, the brand
has to ensure that is products are economical at the same time, they offer great value for
money.
List of products export in worldwide.
Name of countries Name of Skoda brand export
Skoda Rapid
135
Skoda Octavia
India Skoda kodiaq
Skoda Superb
Skoda kushaq
Skoda Citigo/ Skoda Citigo iv

Slovakia Skoda karoq
Skoda karoq
Germany
Skoda Rapid
Skoda Octavia
Russia Skoda karoq
Skoda kodiaq
Skoda Rapid
Skoda Octavia
Skoda Superb
China Skoda kamiq
Skoda kamiq Gt
Skoda karoq
Skoda kadiaq
Skoda kadiaq Gt
Marketing strategies of SKODA BRAND.
 Cars that arise from inventive thinking: looking for better solution will always been an
endless source of motivation for SKODA BRAND. As its history remains full of
invention and experiment so as on its curiosity and traditions the Skoda get motivate to
create and invent something new for customers.
136
 Customer always come first : Skoda auto understand that all customers are different,
they are individual with different needs and interests for this reason the company design
and sells it’s products to fulfil its wishes and priorities to almost.
 The motive world of the SKODA Brand: Skoda auto carries out a while range of
activities aimed at emotionalizing the SKODA Brand and capturing the hearts of its
customer . This is why the brand has ties to culture and alone all sport – cycling, ice
hockey and motorsport. A shared passion for continual improvement is what SKODA
and sportsmen and women have in common and what drives us forward.
 Entering the electric Era : A new strategy entitled “ Recharge life” was created to
convey the message of electro mobility and electric model the mission of this strategy is
clear to refocus on the important things in the life of people and the moment that make
life worth living .one aim of the strategy is to raise awareness among existing and
potential customer of SKODA .
 Charging for every conceivable situation: Drivers of purely electric and electrified
SKODA IV models will be able to enjoy all the benefits of the ecosystem of same name.
Simply free charging is brought to them by the power pass service which user can use at
more than 143000 charging points throughout Europe all with one card.
Here above all are the points of marketing strategies which Skoda Company used in their
firm to sustain in market and give a hard competition to its competitors.
137
Volkswagen marketing department
 List of products
Audi
Audi AG is a German automotive manufacturer of luxury vehicles headquartered in Ingolstadt,

Bavaria, Germany.
Seat
Seat is a Spanish car manufacturer, which sells its vehicles under the SEAT and Cupra brands.
138
Skoda
Skoda Auto is a Czech automobile manufacturer. In 1991, it became a subsidiary of the

Volkswagen Group (VAG).
Bugatti
Bugatti founded in 1909 by Ettore Bugatti is a maker of high end limited edition super fast car
139
Lamborghini
Automobile Lamborghini is an Italian brand and manufacturer of luxury sports cars and SUVs
based in Sant’Agata Bolognese.
Man
MAN SE is based in Munich, Germany. Its primary output is commercial vehicles and diesel engines through
its MAN Truck & Bus and MAN Latin America divisions, and participation in the manufacturer Sinotruk.
140
Services of Volkswagen
Volkswagen Financial Services comprises dealer and customer financing, leasing, direct banking
and insurance activities, fleet management and mobility services in 48 countries.
Numbers of customer’s
In 2020, the Covid-19 pandemic had a strong impact on business at the Volkswagen Group and
its brands; this led to lower figures in terms of unit sales, sales revenue and profit throughout the
Group. The Volkswagen Group delivered 9.3 million vehicles to customers worldwide in fiscal
year 2020 (2019: 11.0 million)
Distribution channel of Volkswagen
Product Life Cycle of Volkswagen
Volkswagen operates on a five-year product life cycle.
141
Market segmentation
Volkswagen applies segmented marketing and has its market partitioned based on a mix of
psychographic, demographic, geographic, and behavioral factors to meet the specific needs of
different groups of customers.
Positioning Stragies
The majority of its brands are in the premium segment and therefore the group use value based
positioning strategy to create emotional and inspirational connect with the customers.
Promotion tools used
Volkswagen attempt to out-do competitors in advertising with an aggressive, promotional

image campaign. Creating a sense of customer value by accommodating customer needs. This
is, in large part, achieved by image-based advertising.
Pricing methods
Volkswagen banks on its higher quality as a measure for its slightly expensive prices.
Psychological pricing is one of the tactics used by Volkswagen to further its pricing objectives.
CRM (Customer relationship management) Practice of Volkswagen
Volkswagen uses my SAP CRM to enrich the dialogue with customers making inbound
communication with Volkswagen. It is only a small step to use the same integrated information
systems for proactive customer care activities.
List of products exported and in which countries
The Volkswagen Group exports its vehicles in 153 countries. Skoda Auto Volkswagen India
exports to 61 countries across South America, Central America, Africa, and India – Sub
Continent, Southeast Asia, Gulf Cooperation Council (GCC) countries & Caribbean region. The
company commenced exports from the India in 2010.
Eicher marketing department
142
List of products
Eicher pro 3019 BS6 truck
Eicher pro 2110 truck
143
Royal Enfield classic 350
144
Thunderbird X 350
Eicher star line staff bus
Eicher VE commercial
145
Service of Eicher Motor
 Partnering the customer right through the life cycle of the vehicle is extremely important
and therefore, Eicher has developed an extensive after-sales network that provides
comprehensive support services

Eicher Distribution Channel

 A distribution channel is a chain of businesses or interpelises tough which a good or
service panes Until it reaches the final taryer or the end consumer
PLC stage:
146
The terms product life cycle refers to the length of time a product is introduced to consumers into
the market until it’s removed from the shelves the life cycle of a product is broken into four
stages introduction, growth, maturity and decline
Eicher Motor
Eicher motors have been in market for more than 73 years. So we can say that Eicher Motors is
in maturity stage.
Market Segmentation Of Eicher
• Market Segmentation can be defined as similar needs, demands and characteristics

regarding a particular type of product. Selecting any particular type of customers having
• Hence to identify a specific group of people having similar characteristics. Needs and
demands at any particular geographical region, market segmentation is important. It
seems much effective technique rather than working randomly for the identification of
the target market.
During this process we identified the market where we can proceed to survey and can get
valuable information from the target market, so that the facts and figures can be collected and
farther can be used for the marketing purpose.
Positioning Strategy Of Eicher Motor
 Eicher positioning strategy helps the brand/company to position itself competitively in

the market and achieve its business goals & objectives.
147
Promotion Tools Used By Eicher Motor
 The promotional and advertising strategy in the Eicher marketing strategy is as follows:
 Eicher has a strong promotional campaign and has built a strong brand loyalty among its
customers. Which promotes people to ride their bike on a particular day, organizing trip
of different countries like Nepal, Bhutan etc.
 The company is also active of social networking sites like Facebook, YouTube etc. and
shares trip stories of its members. Hence, this covers the Eicher marketing mix
Pricing Method
 The company has got its own individual website from where you can request brochure for
getting price details and can also place orders to buy products.
List of products exported and in which countries

Eicher Motors, is revving up export from India and exploring new global markets, aiming up to
15 per cent of total sales to come from overseas within five years’. Eicher had exported 3,300
trucks and buses which constituted 8.1 per cent of its total sales. Sri Lanka, Bangladesh,
African countries like Ghana, Tanzania, Ivory Coast and Kenya to increase exports.
148
TOYOTA Marketing department
List of product of TOTOTA Industry

Toyota Industries Corporation engages in a wide variety of businesses including
automobile (vehicles, engines, car air-conditioning compressors, and car electronics),
materials handling equipment, and textile machinery.
Here are some of the products and services Toyota Industries offers.
 The VEHICLE’S produce by the TOYOTA
Toyota Industries develops and manufactures the RAV4 and the RAV4 PHEV. The cumulative number of
vehicles produced by Toyota Industries exceeded a milestone of 11 million in February 2020.
The Engine for passenger cars and sports utility vehicle (SUV
Engines for automobile. Foundry parts
149
Automotive engines are manufactured on consignment from Toyota Motor
Corporation and are all used in TOYOTA-brand automobiles. The automotive diesel
engines we produce are developed in collaboration with Toyota Motor Corporation.
We are going all out to develop environmentally friendly engines that offer high
power, low noise, low vibration, and reduced weight.
Car air conditioning compressor
Aluminium die cast product. Electric compressor
Car air conditioners use the heat from evaporation of refrigerants to cool the inside of
cars. The heart of a car air conditioner is the compressor. Toyota Industries has led the
world with its development of innovative new products ahead of other companies and
the proprietary technological skills that make those products possible. Car air
compressor like (aluminium die cast product, elective compressor, continue variable
displacement type compressor)
Car’s electronic
150
Charger and discharging system. Real inverter
Toyota Industries' car electronics business is engaged in the development and

manufacture of automobile-related electronic components and devices such charger
and discharging system as we convert our self with hybrid techno. And in 2015 it
brings Real inverter and other product too like (Dc-Dc converter, charger and
discharging system real inverter, Dc ac inverter)
 Stamping Die
Automotive stamping die
Life truck stamping die
151
Toyota Industries is involved in the design and manufacture of automotive stamping dies for Toyota
Motor Corporation and lift truck stamping dies for Toyota Industries’ industrial equipment business.
These stamping dies are highly rated by our customers for the high quality and precision of the products
they produce
Toyota Industries manufactures numerous types of stamping dies for aluminum parts. Parts manufactured
with Toyota Industries' stamping dies are used in the bodies of automobiles and lift trucks.
 Material handling equipment
Internal combination lift trucks. Electric lift trucks
152
Conveying equipment. Storage equipment
Toyota material handling equipment is the globally number 1 product with its durability and heavy
capacity.
Distribution channel of TOYOTA MOTOR’S

There are 4 types of distribution channels for Toyota Company
 Distribution channel : producer

 Distribution Chanel : Wholesaler
 Distribution channel : dealer
 Distribution channel : customer
Producer: Producer acquires raw material from metal company to produce a product that
can be used for consumers. For example, producer will receive the raw materials such
as metal, glass, rubber, fabric to invent a complete vehicle
Wholesaler: Wholesaler provide variety of services to customers who buying

products for resale. Wholesaler will keep all the stock to supply to dealers. Wholesalers also
provide delivery and product information for dealer.
Dealer: Dealer can be classified in various ways such as pricing strategies, location,
and range of services to attract their consumers. They will only receive small amount of
products to sell in their company.
Customer: Customer Buyers that wanted to buy something from a company. Peanut king
Automobile Sdn. Bhd is using method 3 of distribution channel by becoming the dealer of the
Toyota Motor Corporation. Promotion Advertising Peanut.
153
Production life cycle of TOYOTA MOTOR’S
Among all the world class automobile firm the Toyota has completed it’s 75 th year and with this
completion of year the company has grab the market so well and earn profit with its Goodwill so
as per this we can say that the TOYOTA MOTOR’S is on its maturity stage and giving stiff
competition to its competitors.
Market segmentation of TOYOTA MOTOR’S
Geographic segmentation
World regions or countries Japan, North America, Europe, Asia ,others
Density Urban, Suburban
Climate Dry and hot , cold
Demographic segmentation
Age 18-50+
Single, 2member, 2-4member, 4+member

Family size
154
Income Under 25005,25000-350005-350005+
Occupation Businessman, Employer, Farmer, official,

transporter
Generation Third generation, Next generation.
Psychographic segmentation
Social Higher, upper middle, middle
Life style Adventurer, luxurious, Formal
Behavioural segmentation
Benefits Durability, power, fuel efficiency
Loyalty status None, medium, strong, absolute.
Positioning strategies of Toyota

Toyota works strategically to establish a firm position on the mind of their
155
Consumer. Their main motto is “moving forward” and “Pursuit of
Perfection”. With these mottos on their mind Toyota tries to develop their
Product up the quality of the consumer’s choice.
Toyota positions its fuel efficient hybrid car- Prius as high tech solution to
The energy shortage. “How far will you go to save the planet?” it asks to the
Consumers to make a great position on their mind and to think about the
Environment as Toyota believes their product is eco-friendly.
One of the stronger sides of Toyota is that they offers better car in affordable
Price comparing to the other car industries. On this basis they produce
Highly affordable cars for the people of higher middle and middle class
Creating a better positioning on their mind.
BMW:
• Price higher than General Motors, Toyota, and Tata.
• Performance higher than General Motors, Toyota, Tata.
General Motors:
• Price lower than BMW but higher than Toyota and Tata.
• Performance lowers than BMW but higher than Toyota and Tata.
Toyota:
• Price higher than Tata but lower than BMW and General Motors.
• Performance higher than Tata but lower than General motors
And BMW
Tata:
156
• Price lower than BMW, General Motors and Toyota.
• Performance lower than BMW, General Motors and Toyota.
This positioning map revels the position of the Toyota Car on the
Consumer mind on the basis of price and performance comparing to the
Other Competitors
Promotional strategies of TOYOTA MOTOR’S

 Toyota uses many different promotional strategies to increase the sales volume.
 It advertises through Billboard, radio, newspaper’s, flyers, television, the internet, yellow
pages, word of mouth and brochures.
 Catchy slogans are often used to draw attention to the brand.
 Since 2004 the slogan has been “moving forward”. However a new tagline used in the US
market as “let’s go places”.
 Toyota uses personal selling for dealership to personally to promote TOYOTA product to
potential customers.
157
 The good public relation and dedication to environmentally friendly solution to build a
positive brand image for TOYOTA.
 On the other hand special deals are offered to customers with infrequent sales promotions
 Also it sometimes uses direct selling through a flexible promotional strategies. Toyota
has compressive way to promote the brand and its products.
Pricing strategies of Toyota motor’s
 Toyota could become the second largest automotive manufacturer in the world due to
innovation design and heavy instruments I’m promotional activities to entice consumers
on the many continent. It build high -quality vehicle with moderate prices
 The selling prices of product is often determined by the cost and the profit taken together.
 Any slight increase in the production cost will directly affect the customers in terms of
selling price.
 However, Toyota has a different approach to this. The formula is still the same, but it
slightly altered to make a huge difference.
 Instead the calculating the selling price , Toyota calculate profit first .so it can sell wih
the formula of price – cost price = profit
 The company believes that the marker mechanism and consumer determine the selling
price.
158
 The TOYOTA also give importance to eliminating waste. Thus leads to an increase in the
profit over time due to good pricing, high quality, and low cost vehicle.
 According to 2017 report, Toyota unit sales were 10386000 range from $18990 and go
up to $ 80000 based on the model, additional parts and marking cost.
 The company uses low cost differentiation to gain a competitive advantage in the
automobile industry.
CRM practices of TOYOTA MOTOR’S

Toyota’s success is a strategy that manages to straddle both manufacturing and non-manufacturing
environments. It’s one called Lean CRM, which was developed by Toyota in Europe, in response to
the growing volume of customer information collected at the many touch-points during the customer
lifecycle.
It has enabled Toyota to sell significantly more vehicles, with a shorter trade cycle and higher
repurchase rate, at significantly lower costs.
Customerpull
A typical European customer will own a new vehicle for three to eight years before replacing it.
Toyota’s process guides how different touch-points over the customer lifecycle are delivered and
how to employees should respond to customer-initiated touch-points and deliver Toyota-initiated
ones. This process starts when the customer is just thinking about buying a new vehicle, with
Toyota’s marketing. The marketing guides prospective buyers to the Toyota web site, where they can
learn more and request further information. Requesting information is an example of "customer pull,"
where Toyota responds directly to the customer. It is the first point at which the customer becomes
159
known to Toyota, and it triggers a check to see if Toyota already knows the customer. What the
company already knows about the customer guides how future touch-points to that customer are
delivered.
Toyota push
As Toyota guides the customer through the purchase process, the auto company uses what it knows
about the customer to provide just the right information that Toyota leadership thinks will help him
or her make the right choice. This is an example of "smart Toyota push." In addition to more vehicle
information, Toyota might send out a customized offer, maybe even a pre-approved credit offer if the
customer’s credit record with Toyota is good. Statistical models are widely used to help identify
which customers should have which information pushed to them. Where models are not available or
not appropriate, simple data analyses or Toyota best practices are used, instead.
It is this combination of pull and push that guides each customer step by step during the customer
lifecycle and toward the customer’s next purchase. It is the backbone of the lifetime conversation
between the customer and Toyota.
Customer DNA
The heart of Toyota’s Lean CRM is "Customer DNA." Just as real DNA influences how each
individual develops, looks and responds to his or her environment, Customer DNA controls
Worldwide number of vehicle produce by Toyota from FY

2007-2021
Toyota Motor’s vehicle production contracted by 14.4% to reach around 7.6 million units in the
fiscal year ended March 31, 2021. This figure included commercial vehicles and vehicles sold
under the DAIHATSU and Hino brands.
160
Statistical graph of vehicle produce by Toyota 2007 -21
Sources: (https://images.app.goo.gl/TejxRAuVQpaMeYjR8 )
161
Comparison of marketing department of Skoda,
Volkswagen, Eicher and Toyota
Particular Skoda Volkswagen Eicher Toyota

List of product Passenger Passenger car Truck and Passenger car,
and services car ,mountain ,commercial vehicles buses, Engines
bike, racing or heavy commercial engineering ,foundry parts,
bike, e-bike, vehicles and component, electric
military financial services Volvo truck ,Ve compressor ,
vehicles etc. powertrain aluminum die
car electronic
items etc.
Plc stage Maturity stage Maturity stage Maturity stage Maturity stage
Market - Demographic, Demographic Demographic,

segment geographic, and geographic geographic,
psychographic. psychographic,
behavioural.
Promotion tool Advertisement , Aggressive Social media, Radio,
used social media, promotional image advertising billboard, flyers,
banner and campaign, customer banner etc. TV, internet,
brochures etc. value image based brochures ,word
advertisement of mouth etc.
Pricing method Prices decided Psychological Value based On the bases of
on the basis of pricing innovation, cost
design and and models.
models of
product.
Ch-5 HRM (Human Resource management) Department.
162
HRM Department of Skoda
Selection and Recruitment procedure of SKODA AUTO

The selection and Recruitment procedure of SKODA AUTO is based on which position you are
applying for however the entry level position Recruitment selection process there are mainly
three steps are as follow :
 Aptitude written test online

 Group discussion(optional)
 Technical interview
 HR interview
Aptitude Group
Written Discussion
Test (optional)
Technical. Human
Interview resources
Interview
Number of employees at SKODA AUTO
163
The total of employees at SKODA in 2017 was equal to 31626, out of this 30690 were
permanent staff and 936 were apprentice. The number of employees working by 9000 only in
last eighteen year.
And in 2018 the Skoda auto reported 33696 employees in 2018. Which is less than other auto
mobile company. Now currently the SKODA AUTO has 38699 employees and is ranked 17 th
among its top 10 competitors.
Training approach of Skoda Auto.
164
 SKODA practical student’s car projects which take place each year has been testimony to
the high standard of training at the SKODA Academy since 2014.
 SKODA has invested more than 260 million Czech koruna in expanding the training
programmes and modernizing the training facilities.
 SKODA also provide an vocational school and SKODA Academy to impress with their
high level of quality and practical relevance.
 SKODA currently offers 14 courses which stand out thanks to high level of quality.
 The company therefore place great importance in outstanding vocational training with a
particular focus on future -oriented technologies.
 On successful completion all graduates of the SKODA vocational school are given the
opportunity to work for the Czech car manufacturers.

Here above all the training methodology/approach which the Skoda Auto used in all their
way.
Employee safety measures in SKODA AUTO

As employee act as an live assets of every organization the one who take care of their assets will
always get the good result in terms of profit and social image as well.
Here are some rules and regulations which are prepare by the company for SKODA AUTO for
their live assets (employees)
165
 The business partner cannot commence their activities until all their employees have been
made familiar with the general OHS. The business partner is also responsible for a safe
condition of the tools or facilities used, including borrowed.
 They are responsible for a disciplined behaviour of their employees especially upon
fulfilment the principle of OHS.
 The business partner is obligated to process so as not to threaten the lives or health of the
company employees or other personal by their activity, Damage Company properly or
threaten the EN with their activity. work places or company spaces where the business
partners shall supply their services based on the contract concluded are to be labelled
accordingly and completely with safety sign where necessary.
 The business partner shall submit written information on the risks involving their work duties
and work place and measures accepted to prevent then to the responsible company
employees in accordance with section 101(3) act no: 262 /2006 call as amended.
 The business partner shall co-operate so that their employee and their sub-supplier’s
employees undergo breath tests for alcohol or other addictive substances conducted by
delegated company employee.
 Responsible company employee is entitled to banish from the company premises any of the
business partner’s employee who committed any crime, offence or their conduct is breaches
good manner.
In order to give more protection and to show more softness toward employee the company
use some sign and symbols for proper guidance where do go or not , do’s and don’ts etc. So
let’s just see what types of sign & symbols SKODA uses for employee safety measures.
166
SIGN AND SYMBOL'S USED FOR SAFETY MEASURES
Corporate Governance and compliance at SKODA AUTO

Corporate governance is a system to manage and supervise the company. It defines how right
and duties are distributed among company shareholders, including shareholders, executive
management, governing bodies, employees, and customers. The corporate governance system is
a set legal and executive methods and procedures committing us to maintain a balanced
relationship between company and its workforce.
 INTEGRITY: we believe that only with lasting dependable integrity and complaint
behaviour will our company gain and strengthen the trust of its staff, customer,
shareholders, business and the general public. Our aim is to become a role model when it
comes to integrity and compliance. This we want to strengthen trust and to maintain of
our company in future.
INTEGIRITY is the core element of professional conduct for us and this is the only thing
we aim for to do the right things in a given situation. The integrity affect all levels of the
167
running business. The means integrity is an obligatory criterion for all Board of
management’s decision.
 COMPLIANCE: SKODA AUTO as a company and the Skoda Auto group as a whole
are rigorous in their duty of adherence to legislation, internal regulation, and ethical
principles and outside the group. This is the Skoda Auto group way of signaling loudly
and clearly that its conduct will echi the requirements of legal and ethical rules on
competition, finance and taxes, environmental protection and employee relations,
including the safeguard of equal opportunities.
Skoda Auto has governance rusk and compliance department to oversee the pursuit of
these value. Thus departments work includes the provisions of consulting on all
compliance related issues and implementation of appropriate measures to raise await the
intrinsic value of compliance among the workforce and 3rd parties.
 CODE OF CONDUCT: The code of conduct sums up fundamental of SKODA AUTO
GROUP employees and is instrumental in responding to legal and ethical challenges. The
SKODA group reputation is a core value relying on the resolve shown by employees
around the world to act in keeping with our code of conduct and all laws. The “Code of
Conduct at SKODA AUTO GROUP” has become part and parcel of our corporate
culture.
168
HRM Department of Volkswagen
 Recruitment and selection process
169
 Number of employees
665000 employees worldwide produce vehicles, and work in vehicle-related services or other
fields of business.
 Training methodology/ approach
Training at Volkswagen is organized systematically and according to the so called vocational

groups. In this process, they are also able to learn from more experienced colleagues, who pass
on their knowledge as experts in the vocational group academies.
 Employee safety mechanism
During COVID-19
 Back in action under the holistic Wellness program: All sales and service facilities across
the network are regularly sanitized and equipped with mask and gloves with clear
guidelines on social distancing practices; More than 90% sales and service facilities are
now operational
 EMI Holiday for #Real Heroes: Saluting the brave heroes fighting the pandemic,
Volkswagen is offering 3-month EMI holiday on the purchase of BS6 Polo or Vento by
healthcare professionals
 Supporting after sales and services: 103 Volkswagen workshops are functioning and
providing free 10-point check, including free pickup and drop of vehicles. During
lockdown, 63 VW Assistance attended to over 400 customers including emergencies to
keep their vehicles safe, sanitized and running
170
 Peace of mind for customers: Volkswagen introduces Anti-Microbial Treatment and
Ozone Vehicle Disinfectant System to keep car interiors 99.9% germ free
 Online retail: Online sales and service is attracting customers who are increasingly
preferring a contactless experience.
 Human Resource policy
For Volkswagen, family-friendly human resources policies are a key aspect of being an attractive
employer and go a long way to achieving greater equality between the genders. We therefore
work continuously on further increasing the proportion of women in leadership positions.
Targets have been set for every division in the company to encourage women with high potential
in their decision to aim for a career in management in the Company.
In the reporting period, Volkswagen AG reached the target quotas it had set for the proportion of
women in management in accordance with the German law regarding the equal participation of
women and men in leadership positions in the private and public sectors: by the end of the year,
the proportion of women was 9.8% (target: 9.8%) in the first management level and 13.5%
(target: 13.3%) in the second management level. For the new period up to the end of 2021,
Volkswagen AG is aiming to have 13.0% women in the first management level and 16.9%
women in the second management level.
 Performance Appraisal process
A job with us not only means getting to shape the mobility of the future, it also offers many
personal benefits. Several of these speak for themselves, but others we would like to briefly
present for you. All of them enable you to reconcile work and private life as well as possible.
 35 hours per week

 30 + 2 days paid holiday leave
 Mobile working
171
 Flexible working hours
 Attractive remuneration
Some important things included in performance Appraisal are:
 Support programmes & Specialist scholarship

 Company pension scheme
 Childcare
 See the world with Global Assignments
 Wages and salary administration
The average Volkswagen Group of America salary ranges from approximately $63,782 per year
for a Graduate Analyst to $223,848 per year for a Director. The average Volkswagen Group of
America hourly pay ranges from approximately $26 per hour for a Production Team Member to
$32 per hour for a Maintenance Technician.
 Grievance handling procedure
Your feedback is valuable to us
1. Toll Free Number. 18001020909.
2. Write to us. Customer.care@volkswagen.co.in.
3. Message us on What’sApp. + 91 8433950909.
4. Call Center Hours 10:00 AM to 6:00 PM, IST
172
 Strategic H.R.M.(Human Resource Management)
The Volkswagen brand employs some 200,000 people worldwide, with some 120,000 of
them located in Germany. The brand stands for diversity, fairness, tolerance and equal
opportunity, because that is the foundation for innovative strength, creativity and
performance. With some 5,000 vocational trainees, Volkswagen is also very active in
supporting young talent. The company offers its employees excellent career prospects in
Germany and abroad and is deeply committed to its social responsibility as a good and
reliable employer all over the world.
 Employee feedback mechanism

The questions asked in the opinion barometer are addressed to managers and employees
of all Group brands and about 150 Group companies in more than 40 countries.
Participation is voluntary and respondents’ anonymity is ensured. Following the
completion of evaluation, managers discuss team results with their respective teams and
decide on improvements where these are required. This is followed by the
implementation stage. Measures that have been agreed must be documented
transparently, which facilitates subsequent improvements
173
HRM Department of Eicher
Recruiting process
Recruitment in Eicher motor
 Campus recruitment
 Selected empanelled campus
 Lateral recruitment
 Consultant
 Job site
 Employees referral
Selection process
Selection process in Eicher motor
 Eligibility criteria of Eicher
Sub stream Designation Eligibility Salary

Package
B.Tech: Mechanical Graduate Engineer 60% throughout (10th, Fixed Rs
Automobile Eng. Trainee 12th, B.Tech), without 3,55,000
any reappear or Lacks PA and
Backlog Variable
Incentive of
Rs 66.000
Number of Employees of Eicher Motor
174
Eicher motor have 3700 total strength Executive 444 staff 1567 workman 1695
 Hierarchy
GM-DGM – Senior Manager – Manager – Deputy Manager – Asst. Manager –
Supervisor.
Grades – 1 to 7
Training Methodology of Eicher Motor

There are 8 step are follow:
Step 1
Conduct Gap Analysis
Step 2
Formulate the training program
Step 3
Jointly explore the effectiveness and completeness
Step 4
Incorporate company specific exercises, role-plays etc.
Step 5
Conduct the training
Step 6
Conduct a post-test to assess the level of learning
Step 7
Follow-up with another test, one month later, to test the level of retention and application of the
concepts taught
175
Step 8
Conduct refresher training sessions on the concepts that haven’t been effectively applied to the
workplace
Performance Appraisal of Eicher Motor
Introduced in 1977 and Reviewed in 1979, 1981, 1984, 1986 & 1991
Executives:
 Reviewed by Career Development Groups (CDG)

 Under Annual Development Review (ADR) Process
Features of Present Appraisal System for Executives:
Customer Orientation
 Expectations of internal & external Customers

 Review will be based on the job and off the job development requirement.
Emphasis on Potential development
 Acceptances of more responsibilities

 Individual Potentiality
Non Executives:
6 Points Rating Factors:
 Sincerity and Willing to work

 Intelligence and Grasping power
 Knowledge
 Presentation & Clarity of expression
 Dynamism, Association, Attendance & Initiative
176
 Discipline
Assessment Centre
 Started in 1984 to undertake promoting staff to executive positions.
Employees Safety Mechanism
 As the Company prioritized the safety Of employees by restricting in-person Operations

and enabling remote Working,
 It became necessary to adopt unique measures to manage teams and ensure work
success.
 Several Activities and programmes were initiated to engage employees, ensure

Continuity and keep their morale high.
 Learning, skill enhancement and holistic Well-being of employees and their Families
was at the core. Key initiatives Undertaken included:
177
HRM Department of Toyota
Recruitment and selection procedure of TOYOTA
There are mainly include five steps of TOYOTA recruitment and selection procedure are :
1. Apply online, including completing a questionnaire and uploading your CV and cover
letter.
2. You’ll be shortlisted if your application reflects what we’re looking for. You may also
be invited to a phone interview. We’re looking at things like background, experience
relevant to the position, qualifications, interests outside of work and team fit.
3. If we’re keen to find out more, you’ll be invited to a face to face interview. We’ll talk
about why you’re interested in the position, why you want to work for Toyota and what
you can contribute to the role, team and organisation.
4. Depending on the role and your ability, Microsoft Office and psychometric testing may
be required. The testing is designed to help us understand more about you and where
you’d fit in at Toyota.
5. To complete the process we’ll conduct referee and background checks. One of your
referees will need to be related to your current position. If everything checks out you’ll
get a formal job offer and written agreement, then it’s into our induction programme.
Welcome to the team!
178
Number of employees in TOYOTA
As being a giant Automobile company the total number of employees in FY2021 is 366283.
Training methodology/approach OF TOYOTA MOTOR’S

1. Train the trainer : create the Kean leadership organization
 Selected people go through intensive TPS training at consulting division and
become TPS trainer or mentor.
 Then, the TPS trainer train the managers and supervisors the lean principles and
tools and also their jobs and responsibilities.
2. Develop the managers and the leaders: They are not only responsible for the safety,
quality, delivery, and cost but also for ensuring TPS training and developing their
employees and for the integrity of TPS in the workplace. Over time, they are trained
in the following: the role of a supervisors, job instructions, standardized work,
principles of JIT, problem solving techniques, kaizen.
3. Orientation: The new employees go through an orientation period (a week) where they
learn in detail about TPS. The TPS training is done in a classroom environment. They
learn about: production system, kanban, team work, kaizen, safety, attendance,
housekeeping, quality principles, competition in the auto industry, etc. Then, every topic
is followed by a practical exercise on the shop floor or office environment, depending on
the position of the new employee.
This is done to demonstrate that the participants learned what they were supposed to
learn.
4. Apprenticeship: Managers and supervisors train the new employee on the job, following
the orientation. Every employee works on the job he/she was hired for alongside the
trainer or the group leader.
179
For a period of up to two months, the new employee has this trainer assigned to ensure that the
job is
performed exactly as intended, while gaining the deep knowledge, of the basic TPS
principles (team building, takt time, one-piece flow, kanban and pull, cost drivers, jidoka,
problem solving methodologies, seven types of waste, kaizen, the three rules of Just-In-
time (produce what the customer needs, in the right quantity, at the right time). So, you
see the huge importance placed upon training at all levels, on coaching and mentoring
and on discipline at all levels
Employee safety mechanism in TOYOTA.

As part of mental health support activities, we have in place a system to offer early consultation through a
health related hotline. Other activities include upgrading our self-care/line-care education to prevent new
cases of mental health problems and operation of a return-to-work support program for persons on long-
term leave for prevention of relapses. We have successfully achieved positive results through these
activities.
Under the stress check system introduced in fiscal 2017, we again conducted a check on all associates in
fiscal 2020. As in the previous fiscal year, we fed back the check results to all participants and
workplaces with suggestions for improvement. We also set up an individual interview with a doctor for
those wishing to do so and provided improvement support as necessary to individual workplaces
As a means to feed back the results to workplaces, we operate an IT-based workplace check results
viewing system that allows the users to perform a precise search of results and tips for improvement. In
fiscal 2020, we started providing the results of associate awareness surveys and related improvement
examples on the same system, allowing individual workplaces to analyze their respective conditions from
a multifaceted viewpoint and voluntarily engage in improvement activities.
Human resources policy of TOYOTA

In order for an organization to truly develop a culture similar to Toyota’s, the organization should
consider implementing the following important HR practices
180
1. Define the competencies (behaviours/traits) employees must have, (e.g., teamwork, attention to
quality, work pace, work ethic, continuous improvement, problem solving ability, job fit
motivation, communication, integrity)
2. Hire only people who have those competencies
3. Provide lean systems and training for all employees. Encourage high performance by
communicating the value and including it in your performance management system.
4. Coach and then remove those individuals who refuse to embrace your high performance culture.
Performance appraisals of TOYOTA

At Toyota, an employee up to and including plant manager is measured on twenty different aspects.
Actually, the evaluation is done three times. The employee evaluates himself independently of the
evaluation of his supervisor. When discussing the evaluations, both have to agree on a joint
evaluation, and only this joint evaluation is then used for the promotion of the employee.
181
1. Physical Skills on the Shop Floor: Can the employee handle the work with respect to takt time
and quality? This also includes if the worker calls for help without delay if he needs help. Again,
please note that this is used even for plant managers, hence plant managers are also evaluated on
how well they work with their hands. Although it may very well be that for higher-ups, past
evaluations were recycled without verifying if the plant manager still can assemble cars.
However, since every person at Toyota starts out with a few months of assembling cars, the plant
manager at Toyota probably knows the work better than most comparable plant managers in
Europe and the USA.
2. Quality on the Shop Floor: Can the employee maintain quality? Does he see if the quality differs?
Is his hand movement suitable for quality? Again, even the plant manager is evaluated on this.
3. Kaizen: Is the employee actively involved in the continuous improvement process (kaizen)? Does
he generate ideas and are these useful?
4. Documentation: Is the employee good at documentation? Does he know the documentation

sheets, and does he fill them out properly? Toyota uses many sheets to track quality, productivity,
safety, kaizen, and other things, and almost all of these sheets are filled out by the employees by
hand to be verified and commented on by the managers, also by hand.
5. Big Picture View: Does the employee know how the targets for his work are derived from the
higher level targets? How do his targets contribute to the higher-level targets?
6. Leadership: Can the employee make the most out of the different skills of his team?
1. Can he help his subordinates and his team to grow? Can he help to foster the generation of
improvement ideas?
2. Problem Solving: Is the employee good at problem solving? Does he contribute to quality
circles, etc.?
3. Cooperation with Support: Does the employee work together well with support functions
that help him in his work?
4. Cooperation with Management: Does the employee work together well with
management?
5. Outside-the-Box Thinking: Does the employee look beyond the scope of his own
assignments? Does he get ideas from outside of his own workplace? Is he interested in or
182
aware of benchmarks? Does he read news or articles (e.g., on IT, robotics, or other
topics)?
Wages and salaries of TOYOTA MOTOR’S

Toyota employees rate the overall salary and benefits packa4.1/5 stars. The highest-paying
job at Toyota is a manager with salary of ₹9.3 lakhs per year. The top 10% employees earn
more than ₹11 lakhs per year. The top 1% earn more than a whopping ₹30.23 lakhs per year.
Grievance handling of TOYOTA MOTOR’S

Financial Services worldwide is always committed to providing a high standard of service.
However if you have an unresolved problem with TFSIN or any of our outsourced vendor and
you wish to register it with us, we would be happy to help you.
You can share your complaint to the nearest dealership in person or reach us through our call
center, write to us or send us an email.
Phone banking:
Call us on our TOLL FREE number 1800 419 1801
2. In case of unsatisfactory response send e mail or write to: Customer Service Department
Toyota Financial Services India
E-mail: customerfirst@tfsin.co.in
OR, Write to: Toyota Financial Services India Ltd
Please provide us with your full name, LAN details (if you are a TFSIN customer), contact
information (address, day-time telephone number and e-mail address), copies of any relevant
documents and a clear description of your requirement's).
You will receive a response within 2 working days and we shall do our best to resolve your
complaint within this period. Some complex complaints may take a longer time to resolve.
However, even in such cases, you will be informed about the status of your complaint within this
period.
183
Comparison of HRM Department of Skoda, Volkswagen, Eicher
and Toyota
Recruitment and Aptitude Apply, review, screen, Consultant , Apply online,

selection process test, group assess, background job site, shortlisting,
discussion, checks, offer, employee face interview,
technical onboarding referral testing, and
interview, written
HR agreement.
interview
Number of employee 38699 665000 3700 for yr. 366283
2020
Training and Skoda Training is organized Conduct gap Training the
methodology/approach academy, systematically and analysis , trainer, develop
vocational vocational groups. refresher the leader,
school training, orientation,
post-test, apprenticeship.
incorporate
company
exercise,
Employee safety Sign and EMI holidays for Remote Health support,
mechanism symbol #real Heroes, working, raising
supporting after sales learning, awareness,
and services, peace of skill industrial health
mind for customers. enhancemen staff.
t, unique
measures.
184
Chapter-6 production department
Production department of Skoda
Raw material used in SKODA AUTO Vehicle.

 SKODA AUTO uses eco- Material invite in its vehicle and is researching
biological Raw material.
 Innovation eco – material for potential use in the interior patent pending.
 Residual material and natural products come from local sources whenever
possible.
 SKODA AUTO technical development is collaborating with the technical
university of Liberec on the research and development of sustainable materials.
 SKODA AUTO will be making even greater use of natural and rejection material
in the production futures mode.
 SKODA AUTO also focusing on researching and using ecologically sourced

material and investigating for eg : materials such as coconut fiber or rice husks
can be used in the future.
185
 The car manufacturers obtains the material directly from the town of Dobrovice,
not far from its headquarters in Mlada Boleslav. This avoids long supply chains
and optimises the Co2 footprint.
 SKODA AUTO has obtained another sustainable materials from the Reed
miscanthus .the fibers can processed and used for the door trim.
 For eg: organic residues from production make excellent ecological Raw
materials as they can be processed further without the need for additional
resources.
Turnover of SKODA AUTO

 SKODA realized total revenue of US$ 27.2 billion amounted to US $ 2.2 trillion
in 2019. The largest passenger segment, medium cars, accounted for 36% of
SKODA revenue in 2019.
 Plant location of SKODA AUTO
186
This are the various place where the plant of SKODA AUTO is located
where the different models of Skoda are made.
 Sources : ( https://images.app.goo.gl/VRA7gqNyzL2KfRa2A )
Layout (Design) used by SKODA

Creating something is much more than just putting parts together. Design ensures there is a value, a meaning.
This is why our cars’ appearance encapsulates more than you might realise at first glance. Spurred on by more
than 125 years’ experience and the yearning to innovate, we are able to deliver an emotionally charged yet
impeccably functional design, articulated by a unique crystalline look. Find out more about it, explore the
entire process of crafting a new vehicle, and we guarantee that you won’t look at ŠKODAs in the same way
ever again.
CRYSTALLINE DESIGN
In automotive design, ideas become matter. In ŠKODA design, matter and material are sources of inspiration.
Bohemian crystal is what inspired the looks of new models the most. Keeping the design true to the brand
legacy and its Czech roots makes ŠKODA models a perfect combination of function and style.
TURNING IDEAS INTO REALITY
Design studies involve the materialization of our designers’ ideas concerning the future forms and functions of
ŠKODA automobiles. They show the direction which the ŠKODA brand’s design language will take and also
how its typical visual elements will look in their future generations.
MEET THE ŠKODA VISIONS
The latest ŠKODA concepts indicate the form our vehicles will take in the near future and present the new
design language, which places an emphasis on simple, sharply cut lines and elegant shapes.
187
NOW IT’S YOUR TURN
The time has come to take another step forward with ŠKODA design. Genuine accessories and special models
will make your ŠKODA unique. This is an opportunity to convey your true personality. Design your own
ŠKODA.
Product produce by SKODA AUTO

The automobile firm called SKODA AUTO not only produce the cars and the different modes of
cars. As the SKODA has completed it’s 125th year with this SKODA even jump into
manufacturing of bicycle .mountain bicycle, racing bikes electric bicycle. Here are some of the
pictures to which define the product produce by the SKODA AUTO.
188
Military vehicle of SKODA AUTO
Machinery/Equipment used in SKODA AUTO

 Pick and place robot handles forged transmission shafts for further processing.
 Sophisticated algorithms evaluate 3D camera images and determine the robots gripping
movement.
 Skoda Auto developed the smart handling system to accelerate expansion of its
production automation expertise.
 Here are some pictures with help of which the thought will clear regarding which type of
machinery us used.
189
 Being a giant part of giant industry it is very crucial to use electric and well equipped
robotic machinery instead workforce.
 The whole work part is handle by the robots lifting the cars and fitting the spare parts of
cars. Painting of body of cars.
Production department of Volkswagen
 Raw materials used
Volkswagen focuses on the use of sustainable resources such as renewable raw materials. The
objective is to reduce CO2 emissions over the entire vehicle life cycle, and the materials used
include flax, hemp, cellulose, cotton and kenaf.
 Turnover
252.6 billion euro
The Volkswagen Group’s 2019 results indicates that it has registered 252.6 billion euro (Rs
2,058,277 crore) in sales revenue. The Group reports that its revenue after tax has come to 14
billion euro (Rs 114,531 crore) as against 12.2 billion euro (Rs 99,337 crore) in 2018.17-Mar-
2020
 Plant location
Volkswagen Company includes 119 production plant some of them are:
190
 Chattanooga
 Puebla
 Queretaro
 Silao
 Amata city
 Anting
 Aurangabad
 Changchu
 Chengdu
 Shanghai
 Nanjing
 Pithampur
 Pune
 Angers
 Ankara
 Barcelona
 Bratislav
 Crewe
 Emden
 Kaluga
 Pinetown
 Cordoba
 Wolfsburg
 Inventory policies
The inventory management of these companies involves recording raw materials ordered and
delivered, units of vehicles produced and units sold at a given period in a region. These
companies also sell their products through dealers who act as the link between the company and
191
its customers. Accordingly, inventory management of these companies aim to ensure that their
dealers are well stocked with all their products in order to meet their customers demand.
For efficient inventory management, the companies choose the inventory management system
that dealers should use to control their stocks. These companies have automated and centralized
their systems to enable their manager’s to know the number of units that move in and out of the
system daily. This has enabled these companies to reduced their inventory costs at the same time
increase their inventory turnover
 Layouts used
Design: the interface between humans and technology
Cars are emotional products – they are an expression of our personality, our mobile
comfort zone and our means of exploration. Although they are machines with highly
complex mechanics and electronics, we can operate and steer them intuitively using our
senses.
This is because their design embodies the interface between our senses and the vehicle’s
technology.
Volkswagen design is human
Design by Volkswagen is based on diverse mobility needs and characterized by clarity,

simplicity and sustainability. Sophisticated, universal function ensures that our customers
have the freedom to focus entirely on their own experience.
Vehicle design in a new era of mobility
Nowadays, vehicle design goes far beyond exterior design and interior design.
192
In today’s networked era, user experience design and interface design are becoming
increasingly important – individual mobility is intuitively and seamlessly integrated into
our daily routine.
 Products Produced
The Volkswagen Group sells passengers car under the:
 Audi
 Bentley
 Bugatti
 Lamborghini
 Porsche
 Seat
 Skoda
 RUF
Volkswagen commercial vehicles ( Motorcycles)
 Ducati
Heavy commercial vehicles
 Man
 Scania
 Navistar
193
 Machines / Equipment used
Here the robot installs the cockpit, fully automatically.
The whole thing is screwed together with the so-called X-Gun, a device for screws, which itself is loaded
fully automatically.
Automated processes also play a decisive role in the installation of the front axle. Here the robot
automatically places the heavy components on the chassis frame.
194
Source: https://www.volkswagen-newsroom.com/en/stories/high-tech-in-production-5540
 Process used
There are 9 production process stages of the Volkswagen are:
 Production Stage I – Body shell Frame

 Production Stage II – Door Assembly
 Production Stage III – Body Assembly
 Production Stage IV – Painting
 Production Stage V – Front Car Section
 Production Stage VI – Rear Section and Interior
 Production Stage VII – Windscreen, Doors and Wheels
 Production Stage VIII – Final Assembly of the Doors
 Production Stage IX – Startup
 Quality Maintenance
The strategy of Group Quality Management developed in this context

comprises the following four goals:
 We will impress our customers with our outstanding quality by

understanding what exactly they perceive as quality and
implementing this in our products.
195
 We will contribute to competitive products with optimal quality
costs by ensuring robust processes, thereby reducing the expense
involved in testing each vehicle.
 In critical business processes, we will reinforce the principle of
multiple-party verification and monitor achievement of milestones
even more closely.
 We will become an excellent employer by promoting the personal
development of every single employee even more intensively.
All parts required for vehicle production must meet the required standard of quality at
Volkswagen. Group Quality Assurance Purchased Parts makes sure of this. It qualifies
contractors, develops uniform standards, methods and IT systems globally – and ensures that
these are implemented in the purchased parts organizations of the Volkswagen Group.
 Specific operations policies
VW have introduced a new strategy that facing ever challenging industry, strategy 2025 focused
on many important aspect of any car makers challenges such as:
 Flatter hierarchies or horizontal organization to establish a communication channel

between staff and executives.
 A fundamental change, which means a change on the basic level of Volkswagen.
 Lower cost cars, to compete against the Japanese and Korean car makers.
196
 Lower costs and higher profits, lowering the cost of operation to generate more profit.
 Electrification, more electric car to produce, and to develop the technology needed to
support the expansion of Hybrid and Full Electrical Cars.
 Digitalization and connectivity, by eliminating the old fashion way of paper

documentation, and to improve the communication by using latest technology in this
field.
 Volkswagen as a mobility company.
 Services provided
 1 Year:
1 year maintenance service
Free Pick & Drop Once
50% discount on Wheel Alignment & Balancing Labor
One Complimentary car wash
25% off on any 2 Services from 3M
Insurance renewal benefit Worth INR 1 000
INR 1 000 off on Essential (1 year) Service Value Package
 2 Year
 2 year maintenance service
 Free Pick & Drop Twice
197
 100% discount on Wheel Alignment & Balancing Labor twice
 Complimentary car wash twice
 25% off on any 4 Services from 3M
 Insurance renewal benefit Worth INR 1 000 Twice
 INR 3 500 off on Essential (2 years) Service Value Package.
Financial services
Volkswagen Financial Services comprises dealer and customer financing, leasing, direct
banking and insurance activities, fleet management and mobility services in 48
countries.5 days ago
198
Production Department of Eicher
Raw Material Used By Eicher Motor

 RAW MATERIALS CONSUMED
 PURCHASE OF
 FINISHED GOODS
 ALUMINIUM
 SPARE PARTS PURCHASES
 IRON & STEEL
 INDIGENEOUS RAW MATER & COMPON
 IMPORTED COMPONENTS
 GENERATORS PURCHASED
 COMPONENTS
Turnover of Eicher Motor

Eicher motor yearly turnover is 8619.04 crores rupees
Plant Location of Eicher Motor

Eicher Trucks & Buses commences production at 7 plants across India and the list are:
 Madhya Pradesh
 Tamil nadu
 Maharashtra
 Haryana
 New Delhi
199
Inventory Police of Eicher Motor
 Inventories are valued at the lower of cost and moving weighted average Price and
the net realisable value after providing for obsolescence and Other losses, where
considered necessary.
 Cost includes all charges in bringing the goods to the point of sale, including octroi
and other levies, Transit insurance and receiving charges.
 Work-in-progress and finished Goods include appropriate proportion of overheads
and, where applicable, Excise duty.
Layout of Production Department Of Eicher
1. Store:
Store Department & Storage of all types of Parts, accessories and tools is stored here in bins.
Departments Arranged in numbered racks for easy and fast access.
200
2. ADDC Line Assembly:
Hydraulics System is assembled here & tested for its performance
3. Transmission Line Assembly:
Transmission System (Gear Box & axle shaft system) is asseperformanc
4. Quality Control Department:
This section works for the Total Quality Management and inspection for maintaining the quality
5. Metallurgy Control Department :
a. Of Pre-Fabricated Components:
Pre-Fabricated Components (Metal Sheets. Body Covers. Mudguards, etc.) Are

collected from here and Primarily Inspected for any damage. And prepared and
Cleaned for further processing.
b. Dip Pre-Painting:
Fabricated components are prepared for painting by dipping them in Treatment Tanks Of various
chemicals. Components Painting Zone: Treated components are painted with primer and
subsequent coatings of Paint and then baked for drying off paint.
c. Engines Procurement: Collection
Pre-assembled Engine Blocks are procured here according to assembly schedule of various
models.
d. Engine Testing:
201
Procured Engines are joined with transmission system & tested for their performance and Proper
working. Combined engine and transmission forms a chassis on which further assemblies are
done.
e. Chassis Painting Zone:
Chassis painted with primer coating and topcoats of paint & heating the chassis dries off Paint in
this zone.
f. Assembly of Other Parts & Accessories:
Assembly of Parts (i.e. Steering, Air filter. Wheels, Seat, Electrical instrumentation, etc.) & other
accessories (Lamps, Stickers, etc.)
g. Final Inspection:
Final Inspection of Tractor is done against various attributes and defects & test run i taken here.
h. Proto Assembly Area:
This area is used for assembling and testing of proto of new tractor.
Machine/equipment used by Eicher motor
202
VECV, one of the India’s leading manufacturers of trucks and buses, has always spearheaded the
Future of Indian Trucking with the next-gen vehicles and innovative support solutions. Through
every vehicle that we produce we help achieve people their dreams, ambitions and ensure they or
their products reach their destination safely and on time. We understand the importance of trucks
and buses, and how integral they are to keep the country running. Every day with relentless
pursuit of perfection and exceptional quality, these vehicles are brought to life in state of the art
VECV’s facilities.
PITHAMPUR PLANT
ETB completed 34 years of operations in India in the month of June 2020. The first Eicher truck
was rolled out from its manufacturing plant in Pithampur, Madhya Pradesh in 1986 and over the
past years, the products have got endorsement from hundreds of thousands happy customers. The
plant is spread over 87 acres of land with current installed capacity of 90,000 vehicles per
annum, producing over 1000 vehicles per acres.
To capitalize on the opportunity of improved road infrastructure and growth of smart cities, an
ultra-modern bus body manufacturing facility was set up at Bagged (Madhya Pradesh) in
September 2013. The plant is spread over a huge expanse 43 acres has a current installed
capacity of 15,600 per annum, expandable to 19,200 per annum.
BHOPAL PLANT
203
To expand further and cater to dynamic market requirements and evolving customer needs, the
Bhopal facility was initiated in November 2019. In less than a year, the assembly of first engine
was rolled out in November 2019 from the new plant. The new facility will be utilized to
manufacture VECV’s Pro2000 light duty BSVI range. Manufacturing plant in Bhopal spread
over 147.8 acres of land and has an initial capacity of 40,000 trucks per annum, which would be
scalable up to 100,000 per annum to align to future business plan volume requirements.
EICHER ENGINEERING COMPONENTS (EEC)
Eicher Engineering Components (EEC) is one leading Transmission, Aggregate and Component
Business of VE Commercial Vehicles Limited. EEC came into existence in 1992 in a take-over
of a Unit in Mumbai which was the first commercial gear manufacturing facility in India in the
auto-ancillary sector. In the ensuing years, EEC has grown from strength to strength and is one
of the leading Transmission, Engine and Axle components and aggregates manufacturers in
India. EEC has customers across the globe and is strategic supplier to large OEMs like Volvo,
Caterpillar, John Deere, Mahindra etc. Besides meeting the captive requirements of Eicher
Trucks and Royal Enfield.
Source: https://www.eichertrucksandbuses.com/our-story/world-class-manufacturing
Products Produced Department
This Department is responsible for carrying out all the assembly operations. This
department is further sub Divided into some of the parts as per different assembly lines
such as Hydraulics Assembly line, Transmission line, Pre-painting line. Paint kitchen,
Post painting line, PDI etc.
 Maintenance department
For regular & preventive maintenance of machines & any other equipment used for assembly
this Department provides its services.
 Purchase Department
This department is responsible for all the incoming material brought in that is used in regular
production.
204
Quality Maintenance Department
This department is responsible for overall Quality Control of the incoming components
and Assurance about the Quality of the Tractor to the customer. This department is
further divided into Sub-Departments, which is discussed separately later on. Quality can
be defined as ‘fitness for use when we talk of quality it means that product should be fit
for Use and it is the user who judges and decides what qualities he wants in the product.
The quality characteristics can be grouped into 4 categories:
1. Quality of design
2. Quality of conformance
3. Availability
4. Customer service
1. Quality of design
The design must meet all the requirements of the customer. If he wants a motor of say 5 HP. you
can't design your motor for 4.5 HP. The designer should aim at a design which fulfills all the
qualities, or almost all the qualities desired by the customer. He should also make a product,
which would become more competitive.
2. Quality of conformance
The degree or extent to which a product actually conforms to in accordance with the
specification and Drawing is called the Quality of Conformance.
3. Availability
205
This includes such characteristics as reliability, maintainability and length of life. All these
indicate as to what extent the product will be available for use.
4. Customer Service
This includes the extent to which customer can get assistance from the manufacturer or to keep
the product in continuous use.
The quality policy of Eicher tractor is to design, develop, manufacture and service products
of such quality which ensure the customer satisfaction, this is achieved through.
 Continuously identifying customers’ needs communicating the same within the

organization.
 Focus on design for reliability, case of manufacture and cost effectiveness.
 Production and delivery of zero defect products of competitive prices in the model mix
required by the Customers.
 Timely and responsive service after sales.
206
Production department of Toyota
Turnover of TOYOTA MOTOR’S used

Toyota motor’s corporation report FY 2020 net income at 2.07 trillion yen, up 10.2% Japanese
car major TOYOTA MOTOR’S corporation has announced its financial results for FY 2019-20.
Which saw the company consolidated vehicle sales totals 8958423 decrease of 18372 unit
compared to the previous fiscal year.
Plant location of TOYOTA MOTOR’S
Sources:https://www.toyotaglobal.com/company/history_of_toyota/75years/data/automotiv
e_business/sales/dealerships/overseas/latin_america.
Above picture is the worldwide location of TOYOTA plant.
207
Inventory management of TOYOTA MOTOR’S
 Just -in- time (JIT) inventory management, also known as lean manufacturing
and sometimes referred to as the TOYOTA production system (TBS)
 IT is an inventory strategy that manufacturers use to increase efficiency. The
process involves ordering and receiving inventory for production and customer
sales as it needed to produce good and not before.
 This types of inventory management provide many benefits but not without its
downsides and relies heavily on factors such as strong, fast and efficient network
of suppliers.
 Ordering inventory on an as-needed basis means that the company does not hold
any safety stock, and it operates with continuously low inventory levels.
 This strategy helps companies lower their inventory carrying costs, increase efficiency, and
decrease waste.
 JIT requires manufacturers to be very accurate in forecasts for the demand for their products.
 Toyota and JIT manufacturing will succeed as long as the company maintains a steady production
rate, with high-quality workmanship and no machine breakdowns at the plant that could stall
production.
 Additionally, it needs reliable suppliers that can always deliver parts quickly, and the ability to
efficiently assemble machines that put together its vehicles.
208
 Toyota started using JIT inventory controls in the 1970s and took more than 15 years to perfect
its process.
 Toyota sends off orders to purchase production parts only when it receives new orders from
customers.
Here all above points is related to inventory management of TOYOTA due to which we
can get the clear and perfect picture In mind that how the Toyota take care of their
inventory and manage efficiently.
Layout used by TOYOTA MOTOR’S

 Process and Capacity Design OPERATION DESIGN PROCESS ANALYSIS Toyota uses segmented
assembly lines with one piece flow production workstations and as a result delivery times have been
shortened.
 LAYOUT DESIGN Work cell layout is used by Toyota for production efficiency. They focus on
assembling of parts so that the layout assembles fabricated parts together suing many different
machines that are arranged around the production.
 LAYOUT DESIGNB AND STRATAGIES OLD STANDARD LAYOUT FOR TOYOTA PLANTS.
Traditionally, Toyota assembly lines consisted of three to four sub- lines, each about 300 meters in
length. The trim line is for the installation of electrical parts
 The trim line is for the installation of electrical parts. In the chassis line, the drive train, motor,
exhaust, etc., are added. During the final line, bumpers, window glass, wheels, etc., are attached.
Product produces by TOYOTA MOTOR’S
209
Machinery/Equipment used in TOYOTA MOTOR’S
 The world largest carmakers TOYOTA MOTOR’S using am heavy and well equipped
machinery when it’s come on its manufacturing of cars.
 It used well balanced and computerized Robot to fix this lose parts in cars
210
 Toyota which makes more than 10 million cars per year had secured “one of four month
of stock as necessary”.
 Toyota with using 3D camera and robotic which create easy for workforce to do work.
 The research and development department of TOYOTA company put more effort behind
the high level of technical use in firm.
Production system in TOYOTA MOTOR’S
211
Sources: ( https://images.app.goo.gl/31kciQ69AE89NUSc6 )
Diagram of production system in TOYOTA MOTOR’S
 TPS (Toyota production system) is widely-used and successful production system in manufacturing
that focuses on reducing and eliminating waste, while producing quality products for consumers.
 The TPS model was developed by the Toyota Motor Corporation for their vehicle production system,
but the principles and activities it encompasses can be applied to nearly any industry.
 When discussing the TPS and its many features, it can be helpful to think of the system like a house.
The “house” of the Toyota Production system is built upon a strong and stable foundation, has two
main pillars, with the overarching goal of TPS as the tip of the house.
 The pillars of the house are also considered the basis of Lean manufacturing. Turning concepts into
practice.
The pillars of TPS
 The first main pillar is the idea of just-in-time manufacturing. This emphasizes three main practices:
continuous flow, Tact time, and a pull system.
 The idea of JIT manufacturing is to implement a production method that emphasizes the minimization
of waste and workers being able to operate efficiently. Instead of producing items as you have the
materials, certain steps of the production phase shouldn’t start until an order trigger it.
 A pull system, usually a Kanban method, is designed to signal when an action is supposed to happen.
 Implementing a Kanban system works to keep the factory from overproduction. Certain processes and
steps in the manufacturing process will only begin when a worker receives a specific signal. By doing
so, unnecessary inventory will not be created, and bottlenecks will be reduced.
 Tact time, another strategy used in just-in-time manufacturing, ensures the rate of manufacturing
between stations is.
 The equation used to calculate Takt time is T = Ta ÷ D. The T represents Takt time, Ta represents the
total available production time, and D represents the rate of customer demand. By finding the Takt
time, you will know how much time it should take to produce each product in order to meet customer
demand
212
 The second pillar is Jidoka, often referred to as autonomation, meaning automation with human touch
or human intelligence.
 This process essentially refers to the use of machines or equipment to alert workers of a problem with
a process before more resources are wasted.
 TPS focuses largely on building a culture that emphasizes stopping to fix problems as they arise in
order to get quality from the start.
 A main principle of this is the idea that in the case of abnormalities, machines should stop, and
workers should be notified of what went wrong.
 The pillars of the Toyota Production System are built upon a stable foundation of standardized work
and continuous improvement.
 The goal of using the strategies of Toyota and Lean manufacturing, like Kanban, Takt time, and
Andon lights, is to create high quality products at the lowest cost to the manufacturer with the shortest
lead time.
 Eliminating wastes and ensuring the product will meet customers’ expectations are the name of the
Lean manufacturing game.
Here above all points related to production system used in TOYOTA MOTOR’S
Quality assurance of TOYOTA MOTOR’S
213
We invest in people, training and ways of working to ensure every vehicle we make is of the
highest quality, meeting the high standards we set and striving to go beyond.
We are committed to building vehicles of the highest quality using precision production processes and a
skilled and dedicated workforce. Every vehicle we make undergoes thousands of checks to ensure that
safety, performance and build quality are outstanding, meeting our demanding standards.
TOYOTA SUPERIOR QUALITY
Toyota has achieved a reputation for the production of very high quality vehicles in all countries around
the world. This has been achieved by an approach to quality control and quality assurance, which is
unique to Toyota and has been developed over many years. From the early stages of the design process up
until our vehicles come off the line, quality is key at Toyota.
The people who build our vehicles take a personal pride in the quality of their work. Every vehicle will
undergo thousands of quality checks in the course of the manufacturing process.
214
Comparison of production department of Skoda,
Volkswagen, Eicher and Toyota
Turnover 27.2 billion 252.6 billion 8619.04 crores 2.07 trillion

euro
Plant and India, Slovakia, Chattanooga, Madhya North

location Russia, Czech puebla, silao, Pradesh, America,
republic, china. amata city, anting, tamilnadu, Europe,
pune, angers, Haryana ,new Asia, china.
Ankara, Delhi
Barcelona,
Cordoba.
Layout used Crystalline Volkswagen Store, ADDC line Process and

design, turning design is human, assembly, capacity
idea into reality, era of mobility, transmission, line design,
meet the Skoda’s the interface assembly, quality layout
vision. between humans control design and
and technology. department, strategies.
metallurgy
control
department.
Product Mountain bike, Commercial Cars and buses. Passengers

produced racing bike, E- vehicles, heavy cars,
bicycle, military commercial engines,
vehicles. vehicles, electronic
passenger’s cars. compressor,
electronic
items of
cars
215
Machine and 3D cameras, Robot, X-Gun, Handling robotic 3D camera,
equipment transmission, automated robot. machine, robotic,
material material handling
handling, robotic handling. robotic.
machine.
Conclusion.
Conclusion of Skoda
Conclusion: in today’s modern motor industry a cars brand is vitally important. Skoda made its
journey very adventurous from bicycle to car manufacturing it’s seems hard work with “simply
clever” as its tag line represents. Skoda has seized a unique opportunity emphasizing its values
and creating a strong identify which has become the brand
Skoda with its various version of model Skoda shows that how they take care of customers
various choice n preference. From the above study of the Skoda brand .we can say that the not
only in the car Skoda put effort but also Skoda take initiative toward environment which
differentiate the Skoda from others. With the completion of 125 year of Skoda the Skoda made
its journey lean and adventure keeping the customers first choice . Skoda with high level of
production capacity using well equipped and robotics machinery and we’ll trained workforce to
do the work to maintain the quality service’s with this we can conclude that with its flourishing
strategies and plan the Skoda will has the great success not only now but also it continued even
in future .
216
Conclusion of Volkswagen
 About Volkswagen company I studied the various sectors and department of the
Volkswagen company in which it includes industrial sector, GDP, Challenges faced by
that sector in India, Major players in the sector,.
 I studied about the Volkswagen profile, vision and mission of the company, location,
where it is established, history of the company, Founders of the company, controlling
system of the company.
 Financial department of the company includes, working of financial department , CSR
and the expense of the company, Came to know about its Assets and debts , Ratios and
analysis is done in financial department, Profit and loss of the company is known.
 Marketing department of the Volkswagen group also plays a vital role for the company
in which it includes List of products, PLC stage , Which promotion tools used, Number
of customer company have.
 Human department is very important for the company to run it efficiently in which I
studied about recruitment and selection process, HR policies, Wages and salary of the
employee, Grievance handling procedure, Employee Safety, for the growth and
development of the company Employees feedback is also considered.
 Production department of the company includes Raw materials used by the company,
Plant location, Machines and equipment used, Product produced , Inventory policies,
Automatic robots were used by the company, heavy machines were used, and research
program for the continuous growth of the Volkswagen Company done by the
Volkswagen Group.
 Volkswagen Company started for the common people of Germany, from that they started
working on the concept of “The People’s Car” and till now it takes its customers in a
very well manner. And Volkswagen Company also provide benefits and safety to its
customers and employees.
217
Conclusion of Eicher
 After all the research work and SWOT analysis of Eicher motor came to the conclusion
that Eicher motors is an overall strong company that has found it’s strength and
expansion through it’s parent company
 Eicher motor and its numerous acquisitions and mergers. Eicher motors is a market leader
in the Automobile Industry with high market share. Manufacturing low price car with low
fuel consumption gives it the advantage of entering into the third world countries.
 It’s management is strengthened by the collective experience of its partners and acquired
companies – this includes general management, marketing, sales and operations.
 Eicher motor should come with new strategies in the domestic market. It should focus on
increasing the proportion of market share ehicles in India. Developing new products and
covering new market will always be their main purpose.
 Eicher has good skilled labor force and well-equipped latest facilities and technologies.
 Company also has adopted excellent quality policies and all modern-safety and security.
Measures at all the levels
 Uses highly sophisticated machine and equipment’s to give good service to its customers.
218
Conclusion of Toyota
Toyota is a big and giant automotive firm in the world around. Toyota stand world largest car
manufactures. Toyota give a stiff competition to its competitors by using its high and well strong
technology. Toyota puts its customers as their prior manufactures the cars model according to the
physiological, demographic, behavioural segments. Toyota put its cost margin as per the higher
class, middle class average. Toyota emphasizing on its brand with cost of production with
affordability of customers. With the glory of 75th year of completion of Toyota has done an
remarkable job even in the drastic and worst situation, even after the attract of nuclear bomb.
Toyota shown and prove themselves that nothing can be hard too much to succeed when you
have a clear goal and vision.
From the above study we reached on the conclusion that the Toyota used well and heavy
equipment machinery in its process. Toyota not only involved themselves in car manufacturing
they even produce different number of other product rather than cars. Toyota with its proper and
Japanese strageties it reach on top of the market and grab the opportunity to get into the mind of
customers and become the talk of tongue. Toyota done a tremendous job throughout its journey
with that we can see high value even in future.
219
BIBLIOGRAPHY.
Bibliography of Skoda
https://www.carwale.com/dealer-showrooms/skoda/
https://www.skoda-auto.co.in/company/social-responsibility
https://www.mbaskool.com/marketing-mix/products/17493-skoda.html
https://cdn.skoda-storyboard.com/2021/03/210324-10-00_Annual_Report_2020.pdf
https://www.skoda-auto.com/company/sustainability-social-responsibility
https://www.mbaskool.com/brandguide/automobiles/1929-skoda-auto.html
https://shareiitr.weebly.com/blog/skodas-promotion-strategy
https://www.skoda-storyboard.com/en/press-releases/skoda-delivers-1-24-million-vehicles-in-
2019/#:~:text=Mlad%C3%A1%20Boleslav%2C%2013%20January%202020,around%20the%20world
%20in%202019
https://www.freshersbee.com/skoda-recruitment/#Skoda_Recruitment_2021_Details
https://notesmatic.com/number-of-employees-at-skoda/
https://www.skoda-storyboard.com/en/press-releases/skoda-auto-vocational-school-offers-
exemplary-training-programmes-for-up-and-coming-young-talent/
https://www.skoda-auto.com/company/sustainability-company-governance
https://www.skoda-storyboard.com/en/press-releases/skoda-auto-uses-eco-materials-in-its-vehicles-
and-is-researching-biological-raw-materials/#:~:text=The%20innovative%20raw%20material%20is,on
%20the%20reed%20plant%20miscanthus
https://www.statista.com/study/60894/skoda-report/#:~:text=Skoda%20realized%20a%20total
%20revenue,of%20Skoda's%20revenue%20in%202019
https://images.app.goo.gl/VRA7gqNyzL2KfRa2A https://www.skoda-auto.com/world/design
https://www.skoda-storyboard.com/en/press-releases/skoda-auto-creates-smart-handling-robot-at-its-
vrchlabi-plant/ https://en.m.wikipedia.org/wiki/%C5%A0koda_Auto
220
Bibliography of Volkswagen
https://www.volkswagen-newsroom.com/en/human-resources-and-organization-3694
https://www.volkswagen-newsroom.com/en/stories/high-tech-in-production-5540
https://images.app.goo.gl/HYRG3kHbDu6kf4Jt6
https://www.volkswagen.co.in/en/brand-and-experiences/news-and-updates/volkswagen-safety-
protocols-vwellness-program.html
https://www.prnewswire.com/news-releases/volkswagen-group-of-america-deploys-appian-workforce-
safety-solution-to-support-the-phased-return-of-its-workforce-during-covid-19-301149160.html
https://www.volkswagen-karriere.de/en/working-at-volkswagen/corporate-divisions/human-
resources.html
https://www.volkswagen-newsroom.com/en/human-resources-and-organization-3694
https://www.volkswagen.co.in/en/owners/maintenance/service-value-package.html
https://www.volkswagen-karriere.de/en/working-at-volkswagen/your-benefits.html
https://www.volkswagenag.com/en/sustainability/environment/supply-chain.html
https://www.autocarpro.in/news-international/volkswagen-group-reports-2526-billion-euro-revenue-
in-2019--up-71-55888
https://www.vwpartsvortex.com/blog/factory-map
https://www.wowessays.com/free-samples/inventory-management-in-general-motors-and-
volkswagen-group-research-paper-example/
https://en.m.wikipedia.org/wiki/Volkswagen_Group
http://compositesmanufacturingmagazine.com/2014/03/9-production-stages-volkswagen-xl1/
https://annualreport2018.volkswagenag.com/group-management-report/sustainable-value-
enhancement/group-quality-management.html
https://www.ukessays.com/essays/management/volkswagen-operations-strategy-4076.php
https://www.volkswagen-newsroom.com/en/design-4377
https://annualreport2015.volkswagenag.com/group-management-report/sustainable-value-
enhancement/csr-and-sustainability.html
https://www.volkswagen.co.in/en/brand-and-experiences/csr-projects.html#:~:text=Volkswagen
%20India%20strengthens%20its%20commitment,in%20Pune%20and%20Pimpri%20Chinchwad
221
Bibliography of Eicher
https://www.eicher.in/
https://corporate.ford.com/about/history.html
https://www.moneycontrol.com/company-facts/eichermotors/locations/EM
https://thesisleader.com/essays/organizational-analysis-of-eicher-motors-limited/
https://www.scribd.com/presentation/250613611/Assignment-EICHER
http://www.slideshare.net/DeepanjanDas1/hr-policy-of-eicher-motors?from_m_app=android
http://www.slideshare.net/VinayJeengar/con-project-on-eicher-motors-by-vinay-khatridoc-
main-main?from_m_app=android
222
Bibliography of Toyota
https://www.carwale.com/dealer-showrooms/toyota/
https://en.m.wikipedia.org/wiki/Toyota
https://bstrategyhub.com/toyota-vision-mission-values-philosophy/
https://images.app.goo.gl/wn1bpAuUycfsRfRe9
https://www.marketing91.com/swot-analysis-toyota/
https://www.toyota-industries.com/investors/library/reports/
https://www.toyota-industries.com/products/automobile/#:~:text=Toyota%20Industries%20develops
%20and%20manufactures,and%20devices%2C%20and%20stamping%20dies
https://www.coursehero.com/file/p524lhp/There-are-4-types-of-distribution-channels-for-Toyota-
Company-Producer-to/
https://avada.io/resources/toyota-marketing-strategy.html#toyotas-promotion-strategy
https://customerthink.com/193/
https://www.statista.com/statistics/267272/worldwide-vehicle-production-of-toyota/
https://www.careers.toyota.co.nz/recruitment-process/
https://strategyassociates.cc/tps-toyota-production-system-training/#:~:text=The%20employees%20get
%20their%20TPS,to%20using%20external%20help%2Fconsultants
https://www.toyota-industries.com/csr/management/employees/
https://blog.psionline.com/talent/bid/112229/4-hr-practices-of-toyota-culture
https://www.allaboutlean.com/toyota-employee-evaluation/#:~:text=At%20Toyota%2C%20an
%20employee%20up,the%20evaluation%20of%20his%20supervisor.&text=Additional%20points%20can
%20be%20given,training%20during%20the%20previous%20year
https://www.toyotafinance.co.in/grievance/
https://www.ukessays.com/essays/management/toyota-hr-department-and-achievement-of-
organizational-goals-management-essay.php#:~:text=The%20inclusion%20of%20employees%20in,are
%20subordinate%20to%20organizational%20objectives
https://toyota-club.net/files/2004/04-01-10_rem_japan-2.htm
https://www.thebalancesmb.com/just-in-time-jit-inventory-management-393301
http://docshare01.docshare.tips/files/6187/61876294.pdf
https://images.app.goo.gl/31kciQ69AE89NUSc6
223
224

Online Summer Training Repor

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Online Summer Training Repor

Uploaded by

Copyright:

Available Formats

Online summer training report (501)

GIDC Rajju Shroff Rofel Institute of management

A PROJECT REPORT Semester -V

1. Sarkar Rima Dhiren

Bachlore of business administration (B.B.A)

Prof. Anjali Patel Name Dr. Priyakant ved

Signature _____________________ Rima Sarkar

______________________ Anjali Singh

______________________ Rohit salunke

______________________ Viki Singh

 Chapter-1 ( industrial scenario) -------- History of Automobile sector, overall working

 Chapter-3 (financial department) ------- Income statement of company, Balance Sheet of

 Chapter-5(Human resources department) -------- Recruitment and selection procedures,

 Chapter-6 (production / operation department) -------- Raw material used , turnover,

 Chapter-7 Conclusion from the study.

 1930 India was an importer of automobile.

Challenges faced by automobile sector in India

With an unpredictable demand-supply graph at work, in conjunction with changes in the

2. The Self-driving Evolution

3. Connected Technologies and Their Implications

5. The shift from ownership to access

7. Retention of talented workforce

SWOT analysis of automobile industry

Strengths in the SWOT analysis of Automobile industry

Weaknesses in the SWOT analysis of Automobile industry

 Introducing fuel-efficient vehicles

Threats in the SWOT analysis of Automobile industry

Major Player in automobile sector

Here we have listed the top 10 largest automobile

GDP CONTRIBUTION BY AUTOMOBILE SECTOR

How is India’s Automotive Landscape Changing?

Giving the Automotive Industry a Thrust to facilitate an increased

3. Research and Development: Indian academic institutions are conducting inadequate amounts

The Bottom Line

Some fact of automobile sector in India

1. Eight out of ten bikes sold is either from Hero, Honda

1. Skoda auto slovensko s.r.o

1. SKODA AUTO SLOVENSKO S.R.O

• Then shortly the press credited them as first motorcycle maker.

• The first model is voiturette A, was a success model.

individual mobility .and we will keep on doing it in future!

Strength in swot analysis of Skoda

Weakness in swot analysis of Skoda

 Still trying to establish itself in emerging economies.

Opportunity in swot analysis of Skoda

 Augmenting manufacturing capabilities to provide more cares to its customers.

Threat in swot analysis of Skoda

 Rapid technological innovations implemented in upcoming cars.

100 production facilities across 27 countries.

Founder: German labour front

Owners and promoters:

Mission statement and values statement

The foundation of the group’s values

 Integrity, corporate values and compliance are especially important

acute risks, we are introducing operative risk management in the

SWOT Analysis of Volkswagen focuses on Strength, Weaknesses, Opportunities, and Threats.

Strengths in the SWOT Analysis of Volkswagen

 Weaknesses in the SWOT Analysis of Volkswagen

 Opportunities in the SWOT Analysis of Volkswagen

 Threats in the SWOT Analysis of Volkswagen

NAME AND LOCATION OF OTHER BRANCHES

Eicher motor was establishment in 1948

On 11 June 2010 VE Commercial Vehicles (VECV) announced an investment of Rs 288 crore in