1

ORGANISATIONAL STUDY OF MARUTI SUZUKI INDIA LIMITED

PROJECT REPORT
A Dissertation submitted to Mahatma Gandhi University in partial fulfilment of
requirement of the award of degree of Bachelor of Business Administration

Submitted by

MEERA GAYATHRI D
(Reg No. 180021091270)

Under the supervision and guidance of

MR. ROY JOSE, M. Com, MBA
DEPARTMENT OF MANAGEMENT SCIENCES
IN PARTIAL FULLFILLMENT OF THE AWARD OF THE DEGREE
BACHELOR OF BUSINESS ADMINISTRATION

KURIAKOSE GREGORIOS COLLEGE, PAMPADY

MAHATMA GANDHI UNIVERSITY
2020-2021
 KURIAKOSE GREGORIOS COLLEGE
PAMPADY, KOTTAYAM (DISTRICT) KERALA,
PIN-686502
Postgraduate institution of the orthodox church with faculties of Arts,
Science & Commerce,
Affiliated to Mahatma Gandhi University

DR. SHYLA ABRAHAM Office/Fax: 04812505212

Principal (Res): 0481-2508212
Principal

CERTIFICATE
Certified that Ms. MEERA GAYATHRI D is a bona fide student of 3rd year
Bachelor of Business Administration in the college during the academic year
2020-2021.The following project/dissertation work has been prepared by her, in
fulfilment of the requirement for the award of the BBA degree of Mahatma
Gandhi University.

Place: Pampady Dr. Shyla Abraham

Date: Principal
 KURIAKOSE GREGORIOS COLLEGE
PAMPADY, KOTTAYAM (DISTRICT) KERALA,
PIN-686502, PHONE- 04813205057

MR. ROY JOSE

HEAD OF THE DEPARTMENT
MANAGEMENT SCIENCES

CERTIFICATE
This is to certify that the project entitled “Organisational Study on Maruti
Suzuki India Limited” is a bona fide record of the project work done by
MEERA GAYATHRI D (Reg No. 180021091270) submitted in partial
fulfilment of the requirements for the award of the degree of Bachelor of
Business Administration degree of the Mahatma Gandhi University. This
dissertation represents the group work of the candidate.

Place: Pampady Mr. Roy Jose

Date: Head of the Department
 DEPARTMENT OF THE MANAGEMENT SCIENCE
KURIAKOSE GREGORIOS COLLEGE
PAMPADY P.O, KOTTAYAM- 686502, Ph- 0481320507

CERTIFICATE

This is to certify that the project entitled “Organisation Study on Maruti Suzuki
India Limited” in bona fide record of the project work done by MEERA
GAYATHRI D (Reg No. 180021091270) a 3rd year student of this department
under my guidance and supervision during the academic year 2019-2020. The
project represents the independent work of the candidate.

Place: Pampady Mr. Roy Jose, M. Com, MBA

Date: Supervising Faculty
 DECLARATION

I, MEERA GAYATHRI D, do hereby declare that the project “Organisation

Study on Maruti Suzuki India Limited” is a bona fide record of work, prepared
by me under the guidance of Mr. Roy Jose, Department of Management
Science, K. G. College, Pampady.

I further declare that this is a bona fide record of dissertation work done by me
during the course of my study and that the study has not previously formed the
basis for the award of any degree, diploma or other similar titles of any
University/Institution

Place: Pampady MEERA GAYATHRI D

Date:
 ACKNOWLEDGEMENT

First and foremost, I would like to thank God Almighty for his grace for the
successful completion of this project.

I am very much ruptured to present the dissertation on “Organisation Study of

Maruti Suzuki India Limited. With great respect, I express my sincere gratitude
towards Dr. Shyla Abraham, Principal, Kuriakose Gregorios College, Pampady
who has been my well-wisher throughout the course of my study.

I express my gratitude to Mr. Roy Jose, Head of the Department, Management

Science, K. G. College, Pampady. It is an honour to express my heartfelt thanks
to Mr. Roy Jose, Project Guide, for his timely advice, offering invaluable
suggestion, whose lively interest and cordial association have constantly been a
vital factor to enable me in shaping the body of this report.

Lastly, I would like to thank my family and friends for their constant support
throughout the completion of this project.

MEERA GAYATHRI D
 TABLE OF CONTENTS
Sl. No Chapter Title Page
No.
1 1 Introduction
2 1.1 Introduction to Organisational Study 1-2
3 1.2 Objectives 3
4 1.3 Scope of the Study 4
5 1.4 Research Methodology 5
6 1.5 Limitations of the Study 6
7 2 Profiles
8 2.1 Industry Profile 8-15
9 2.2 Company Profile 16-26
10 2.3 Product Profile 27-28
11 3 Organisational Structure
12 3.1 Organisational Structure 30
13 3.2 Hierarchy of the organisation 31
14 4 Department Analysis
15 4.1 Human Resource Division 33
16 4.2 Manufacturing 34
17 4.3 Marketing and Sales 35
18 4.4 Finance 36-37
19 4.5 Production Shops 37-42
20 5 Strategy Analysis
21 5.1 Competitive Strategy 44-45
22 5.2 Marketing Strategy 45-47
23 6 Corporate Social Responsibility (CSR)
24 6.1 CSR of MSIL 49
25 6.2 CSR Programme areas 50-51
26 6.3 CSR Budget 51-52
27 6.4 Implementation 52
28 6.5 CSR Governance Structure 53-54
29 7 SWOT Analysis
30 7.1 Strengths 56-57
31 7.2 Weakness 57
32 7.3 Opportunities 57-58
33 7.4 Threats 58
34 8 Conclusion 60
35 Bibliography 61
 LIST OF TABLES AND CHARTS

Sl. No Table Title Page

No. No.
1 2.2.1 Current Board of Directors 19

2 2.2.2 Export Figures of 2020-2021 21

3 2.3.1 Current Models of MSIL 27

4 2.3.2 Discontinued Models of MSIL 28

Sl. Figure Title Page

No No. No.
5 2.1.1 Global Automotive Market Share 11

6 2.2.1 MSIL Sales by Model 2020-2021 23

7 3.2.1 Hierarchy of MSIL 31

 CHAPTER 1

INTRODUCTION
 1

1.1 INTRODUCTION TO ORGANISATIONAL STUDY

Organizational studies deal with the analysis of how people prepare organizational
structures, practices, and processes and how all these create social relations and
institutions which have an impact on people. Organizational studies include different
fields which deal with the different spheres of the organizations. Organizational change
is the base of the study. Historical trends and theories are also included in the study to
show the relation between the traditional, present and future of the organizational
structures, practices, and processes.

Organizational studies are "the examination of how individuals construct organizational

structures, processes, and practices and how these, in turn, shape social relations and
create institutions that ultimately influence people". Organizational studies comprise
different areas that deal with the different aspects of the organizations, many of the
approaches are functionalist but critical research also provide alternative frame for
understanding in the field. Fundamental to the study of management is organizational
change. With the recent historical turn, there is growing interest in historical
organization studies, promising a closer union between organizational and historical
research whose validity derives from historical veracity and conceptual rigor,
enhancing understanding of historical, contemporary and future-directed social
realities. Organizational studies deal with the analysis of how people prepare
organizational structures, practices, and processes and how all these create social
relations and institutions which have an impact on people. Organizational studies
include different fields which deal with the different spheres of the organizations.
Organizational change is the base of the study. Historical trends and theories are also
included in the study to show the relation between the traditional, present and future of
the organizational structures, practices, and processes.

The area of organizational studies includes Organizational Behaviour, Organizational

Culture, Organizational Ecology, Organizational Psychology, Organizational Theory and
Organizational Learning.
 2

Organizational studies encompass the study of organizations from multiple

perspectives, methods, and levels of analysis. “Micro” organizational behaviour refers to
individual and group dynamics in organizations. “Macro” strategic management and
organizational theory studies whole organizations and industries, especially how they
adapt, and the strategies, structures, and contingencies that guide them. Some scholars
also include the categories of “meso”-scale structures, involving power, culture, and the
networks of individuals in organizations, and “field”-level analysis, which studies how
entire populations of organizations interact. Many factors come into play whenever
people interact in organizations. Modern organizational studies attempt to understand
and model these factors. Organizational studies seek to control, predict, and explain.
Organizational behaviour can play a major role in organizational development,
enhancing overall organizational performance, as well as also enhancing individual and
group performance, satisfaction, and commitment.

An organizational structure defines how activities such as task allocation, coordination,

and supervision are directed toward the achievement of organizational aims.
Organizational structure affects organizational action and provides the foundation on
which standard operating procedures and routines rest. It determines which individuals
get to participate in which decision-making processes, and thus to what extent their
views shape the organization's actions. Organizational structure can also be considered
as the viewing glass or perspective through which individuals see their organization
and its environment. An organization can be structured in many different ways,
depending on its objectives. The structure of an organization will determine the modes
in which it operates and performs. Organizational structure allows the expressed
allocation of responsibilities for different functions and processes to different entities
such as the branch, department, workgroup, and individual.

An understanding of the interdependencies of these business elements and the need for
them to adapt to change quickly and strategically are essential for success in the high-
performance organization. When these four elements are in sync, outstanding
performance is more likely. This project is all about the organizational study of the
company proctor and gamble which is an American multinational company,
manufacturing consumer goods whose headquarters is at Cincinnati, Ohio. The study
focuses on the FMCG sector, organizational structure and design.
 3

1.2 OBJECTIVES OF THE STUDY

1. To understand the different departments at Maruti Suzuki and their functioning.

2. To find out the significance of Maruti Suzuki in the Indian Automobile Industry.
3. To have detailed knowledge about the organisational structure and hierarchy at
Maruti Suzuki.
4. To analyse the Strategies of Maruti Suzuki.
5. To conduct SWOT Analysis.
 4

1.3 SCOPE OF THE STUDY

This study is being conducted on Maruti Suzuki India Limited (MSIL), a subsidiary of
Suzuki Motor Corporation of Japan. This study is concerned with understanding the
Organisational Structure of MSIL. From this study we will be able to know about the
different departments and their functions. It also focuses on finding the Strength,
Weakness, Opportunities and Threats of the organisation.
 5

1.4 RESEARCH METHODOLOGY

Research methodology is the specific procedures or techniques used to identify, select,
process, and analyse information about a topic. In a research paper, the methodology
section allows the reader to critically evaluate a study's overall validity and reliability. It
shows the path through which these researchers formulate their problem and objective
and present their result from the data obtained during the study period. It comprises
the theoretical analysis of the body of methods and principles associated with a branch
of knowledge such that the methodologies employed from differing disciplines vary
depending on their historical development. This creates a continuum of methodologies
that stretch across competing understandings of how knowledge and reality are best
understood. This situates methodologies within overarching philosophies and
approaches.

RESEARCH DESIGN

Research design refers to the overall strategy utilized to carry out research that defines
a succinct and logical plan to tackle established research question(s) through the
collection, interpretation, analysis, and discussion of data. The methodologies and
methods incorporated in the design of a research study will depend on the standpoint of
the researcher over their beliefs in the nature of knowledge and reality often shaped by
the disciplinary areas the researcher belongs to. The design of a study defines the study
type research problem, hypotheses, independent and dependent
variables, experimental design, and, if applicable, data collection methods and a
statistical analysis plan. A research design is a framework that has been created to find
answers to research questions.

SOURCE OF DATA

Secondary Data

Secondary data refer to the data that are gathered by a secondary party other than the
user himself. The common sources of the secondary data for social science include
statements, the data collected by government agencies, organisational documents, and
the data that are basically collected for other research objectives. However, primary
data, by difference, are gathered by the investigator conducting the research.
 6

1.5 LIMITATIONS OF THE STUDY

1. Unable to collect primary data and interact with resource persons due to the
Covid pandemic.
2. The secondary data available is limited as well as outdated.
3. Lack of prior experience in research.
 7

CHAPTER 2

PROFILES
 8

2.1 INDUSTRY PROFILE

Automotive industry, all those companies and activities involved in the manufacture of
motor vehicles, including most components, such as engines and bodies, but excluding
tires, batteries, and fuel. The industry’s principal products are passenger automobiles
and light trucks, including pickups, vans, and sport utility vehicles. Commercial vehicles
(i.e., delivery trucks and large transport trucks, often called semis), though important to
the industry, are secondary.

HISTORY OF AUTOMOBILE INDUSTRY

The history of the automobile industry, though brief compared with that of many other
industries, has exceptional interest because of its effects on history from the 20th
century. Although the automobile originated in Europe in the late 19th century, the
United States completely dominated the world industry for the first half of the 20th
century through the invention of mass production techniques. In the second half of the
century the situation altered sharply as western European countries and Japan became
major producers and exporters.

Most early automobile companies were small shops, hundreds of which each produced
a few handmade cars, and nearly all of which abandoned the business soon after going
into it. The handful that survived into the era of large-scale production had certain
characteristics in common. First, they fell into one of three well-defined categories: they
were makers of bicycles, such as Opel in Germany and Morris in Great Britain; builders
of horse-drawn vehicles, such as Durant and Studebaker in the United States; or, most
frequently, machinery manufacturers. The kinds of machinery included stationary gas
engines (Daimler of Germany, Lanchester of Britain, Olds of the United States), marine
engines (Vauxhall of Britain), machine tools (Leland of the United States), sheep-
shearing machinery (Wolseley of Britain), washing machines (Peerless of the United
States), sewing machines (White of the United States), and woodworking and milling
machinery (Panhard and Levassor of France). One American company, Pierce, made
birdcages, and another, Buick, made plumbing fixtures, including the first enamelled
cast-iron bathtub. Two notable exceptions to the general pattern were Rolls-Royce in
 9

Britain and Ford in the United States, both of which were founded as carmakers by
partners who combined engineering talent and business skill.

In the United States almost all the producers were assemblers who put together
components and parts that were manufactured by separate firms. The assembly
technique also lent itself to an advantageous method of financing. It was possible to
begin building motor vehicles with a minimal investment of capital by buying parts on
credit and selling the finished cars for cash; the cash sale from manufacturer to dealer
has been integral in the marketing of motor vehicles in the United States ever since.
European automotive firms of this period tended to be more self-sufficient.

The pioneer automobile manufacturer not only had to solve the technical and financial
problems of getting into production but also had to make a basic decision about what to
produce. After the first success of the gasoline engine, there was widespread
experimentation with steam and electricity. For a brief period, the electric automobile
enjoyed the greatest acceptance because it was quiet and easy to operate, but the
limitations imposed by battery capacity proved competitively fatal. Especially popular
with women, electric cars remained in limited production well into the 1920s. One of
the longest-surviving makers, Detroit Electric Car Company, operated on a regular basis
through 1929.

Steam power, a more serious rival, was aided by the general adoption, after 1900, of the
so-called flash boiler, in which steam could be raised rapidly. The steam car was easy to
operate because it did not require an elaborate transmission. On the other hand, high
steam pressures were needed to make the engine light enough for use in a road vehicle;
suitable engines required expensive construction and were difficult to maintain. By
1910 most manufacturers of steam vehicles had turned to gasoline power. The Stanley
brothers in the United States, however, continued to manufacture steam automobiles
until the early 1920s.

As often happens with a new technology, the automotive industry experienced patent
controversies in its early years. Most notable were two long, drawn-out court cases in
Britain and the United States, in each of which a promoter sought to gain control of the
new industry by filing comprehensive patents. In Britain the claim was rejected by the
courts in 1901, five years after the patent application. In the United States there was a
 10

legal battle between Ford and the Association of Licensed Automobile Manufacturers
over the Selden patent, which the association claimed as a basic patent on the gasoline-
powered car. In 1911 the courts held the patent “valid but not infringed” by Ford. The
main consequence of the decision was the formation of the predecessor of the Alliance
of Automobile Manufacturers to supervise an agreement for cross-licensing patents,
which was ratified in 1915.

MASS PRODUCTION

The outstanding contribution of the automotive industry to technological advance was

the introduction of full-scale mass production, a process combining precision,
standardization, interchangeability, synchronization, and continuity. Mass production
was an American innovation. The United States, with its large population, high standard
of living, and long distances, was the natural birthplace of the technique, which had
been partly explored in the 19th century. Although Europe had shared in the
experimentation, the American role was emphasized in the popular description of
standardization and interchangeability as “the American system of manufacture.” The
fundamental techniques were known, but they had not previously been applied to the
manufacture of a mechanism as complex as a motor vehicle.

The kind of interchangeability achieved by the “American system” was dramatically

demonstrated in 1908 at the British Royal Automobile Club in London: three Cadillac
cars were disassembled, the parts were mixed together, 89 parts were removed at
random and replaced from dealer’s stock, and the cars were reassembled and driven
800 km (500 miles) without trouble. Henry M. Leland, founder of the Cadillac Motor Car
Company and the man responsible for this feat of showmanship, later enlisted the aid of
a noted electrical engineer, Charles F. Kettering, in developing the electric starter, a
significant innovation in promoting the acceptability of the gasoline-powered
automobile.

GLOBAL AUTOMOBILE INDUSTRY

Automotive industry is one of the pillars of world economy. The turnover of industry is
greater than USD 4 Trillion with approximately 4% contribution to world’s GDP. Asia is
the largest vehicle manufacturing continent. In 2019, almost 92 million motor vehicles
were produced worldwide. Global automotive industry will grow to $ 9 Trillion by 2030.
 11

The average annual turnover of automotive industry in USD 2.80 TRN. Automobile
Industry is Capital Intensive & Knowledge Intensive Industry which plays an important
role in the country’s socio-economic development. Automobile Industry helps in
development of modern economy. The number of vehicles manufactured and exported
defines the infrastructure capabilities of the nation. Asia is the largest manufacturer of
Vehicles.

Automotive Industry has considerable growth from last decade. Living standard and
new inventions in vehicles has opened many new untapped markets like Middle east,
Africa & Latin America. The large production volume created many jobs and
opportunities for small OEMs and Auto Component suppliers. Automotive industry
recently affected by corona situations in second half of 2019.

Global Automotive Market Share (in%)

Market Share

10.24

7.56

5.59 5.46
5.15 5.05
4.52

3.35
2.94
2.62

(Figure 2.1.1)
 12

AUTOMOBILE INDUSTRY IN INDIA

The Indian automobile industry is one of the driving forces of the economy, contributing
about 49% to the country’s manufacturing GDP (gross domestic product) and 7.5% to
its overall GDP. The sector’s value chain employs about 32 million people. In 2018, the
Indian automobile market pipped Germany to become the fourth largest in the world. In
the last decade, while the production of two-wheelers in India has nearly trebled, the
production of passenger vehicles and commercial vehicles in the country has doubled.
The USD 100-billion Indian automobile industry has also seen a massive qualitative
jump as products have become safer and more environment- friendly, driven by a mix of
policy changes and buyers’ demands. However, the high-octane growth of the last
decade seems to have come to a screeching halt, with demand and sales hitting historic
lows every passing month.

The industry has been shrouded in gloom and muddled by inconsistent views and U-
turns of the industry leaders and stakeholders. While many see green shoots appearing
soon, some still seem to be mostly sceptical. On the future trends too, the cloud of
confusion continues to pose challenges to the scale of introducing electric vehicles (EVs)
and the impact of BS-VI enforcement.

India became the fourth largest auto market in 2019 displacing Germany with about
3.99 million units sold in the passenger and commercial vehicles categories. India is
expected to displace Japan as the third largest auto market by 2021.

The two-wheeler segment dominates the market in terms of volume owing to a growing
middle class and a young population. Moreover, the growing interest of the companies
in exploring the rural markets further aided the growth of the sector.

India is also a prominent auto exporter and has strong export growth expectations for
the near future. In addition, several initiatives by the Government of India and major
automobile players in the Indian market are expected to make India a leader in the two-
wheeler and four-wheeler market in the world by 2020.

Domestic automobiles production increased at 2.36% CAGR between FY16-20 with

26.36 million vehicles being manufactured in the country in FY20. Overall, domestic
automobiles sales increased at 1.29% CAGR between FY16-FY20 with 21.55 million
vehicles being sold in FY20.
 13

Two wheelers and passenger vehicles dominate the domestic Indian auto market.
Passenger car sales are dominated by small and mid-sized cars. Two wheelers and
passenger cars accounted for 80.8% and 12.9% market share, respectively, accounting
for a combined sale of over 20.1 million vehicles in FY20.

Passenger vehicle (PV) sales stood at 3,10,294 units in October 2020, compared with
2,71,737 units in October 2019, registering a 14.19% growth. As per the Federation of
Automobile Dealers Associations (FADA), PV sales in November 2020 stood at 2,91,001
units, compared with 2,79,365 units in November 2019, registering a 4.17% growth.

Overall, automobile export reached 4.77 million vehicles in FY20, growing at a CAGR of
6.94% during FY16-FY20. Two wheelers made up 73.9% of the vehicles exported,
followed by passenger vehicles at 14.2%, three wheelers at 10.5% and commercial
vehicles at 1.3%.

EV sales, excluding E-rickshaws, in India witnessed a growth of 20% and reached 1.56
lakh units in FY20 driven by two wheelers.

Premium motorbike sales in India recorded seven-fold jump in domestic sales, reaching
13,982 units during April-September 2019. The sale of luxury cars stood between
15,000 to 17,000 in the first six months of 2019.

CHALLENGES FACED BY THE AUTOMOBILE INDUSTRY IN INDIA

Demand for new cars declined sharply in 2019, forcing automakers to cut production
across the year. Sales were expected to revive during the annual festive season from
October 2019 but failed to do so. In fact, there was an encouraging spike in sales in Q3 –
stimulated by promotional offers, aggressive discounts, new model launches, and the
increasing availability of models offering Bharat Stage-VI (BS-VI) emission standard.
However, volumes dipped soon after the season was over. Counterpoint Research
expects the negative month-on-month sales trend will continue in Q1 2020. Despite
continued difficulties, we expect the overall YoY decline to moderate over the rest of the
year, with anticipation of economic interventions and industry stability. Political,
economic and consumer-led factors will carryover from 2019 to impact sales in 2020.
These include stringent environmental and safety regulations, a moderating economy,
 14

the increasing popularity of shared mobility, political uncertainty, increasing insurance

norms and cautious lending.

Stringent Environmental and Safety Regulations

• Over 2019, automotive OEMs scrambled to comply with additional

mandated safety equipment requirements including anti-lock/combined braking
systems, driver side airbag, speed warning alarm, rear parking sensors, front
seatbelt reminders, and crash test standards. All adding to investment
costs and increased pricing to customers across all models.

• The impact of mandates introduced in 2018, e.g. five-year third-party insurance

premium for two-wheelers to be collected in advance, had its full-year effect in
2019 on overall vehicle sales, and on two-wheeler sales in particular. These
continue to bite.

• By April 2020, all vehicle types, two- and three-wheelers, cars and commercial
vehicles – are mandated to conform to BS-VI emission standards, with cost
increases estimated to be between 5-10%. Having increased prices already at the
beginning of January 2020 by 2-3% to offset economic cost increases, OEMs are
faced with the dilemma of potentially absorbing some of the extra costs or lost
volumes.

Moderating Economic Growth

• The global economic slowdown has impacted the Indian automotive sector (and
Europe and China). India’s GDP growth in Q3 2019 fell to 4.5% from 5% in Q2,
and from 7.1% a year ago, resulting from lowered consumer spending and
reduced private investment. A depressed rural economy with the lower annual
rainfall continues to have a significant impact on two-wheeler demand.

• Growing unemployment and a moderating economy led people to postpone

vehicle buying decisions. According to the Centre for Monitoring Indian Economy
(CMIE), the unemployment rate was at 8.5% in October 2019, the highest since
August 2016. Inflation rose to 3.99% in September 2019 from 3.18% in June.
 15

• The International Monetary Fund has cut its growth forecast for the Indian
economy from 7% to 6.1% in 2020

Cautious Lending by NBFCs

Non-banking financial companies (NBFCs) finance most vehicle purchases, particularly

in rural India. Dealers depend on NBFCs to fund their wholesale purchasing of vehicles
from OEMs. The recent solvency issues surrounding India’s NBFCs led to cautious
lending that has adversely affected automotive sales in 2019 and shows no signs of
abating. OEMs and dealers have approached India’s Finance Industry Development
Council, seeking government intervention to improve the financial health of leading
NBFCs.

Impact of COVID-19 on the Indian PV Industry

With the current situation of the global pandemic, the biggest challenge these car
makers will face is the changing customer preferences. Due to the Work from Home
concept, the demand of the Passenger Vehicles has seen a sharp fall in the six months so
far as compared to the last year.

The industry experts estimate that the customers’ preference during this time has gone
back to the original small and compact cars for which Maruti Suzuki is leading the
market as always. However, for SUVs and MPVs the market may not be as good as for
the small and affordable cars.

The luxury cars will to see a downfall. The predictions are also against the promotion of
EV sales as they need advanced technology and are quite costly. Many start-ups are
under a red zone meaning they are already falling short of cash and liquidity making it
difficult for them to survive. Interestingly, the used car business will gain as the
customers may face liquidity crunch to some extent.
 16

2.2 COMPANY PROFILE

MARUTI SUZUKI

HISTORY OF THE ORGANISATION

Maruti Udyog Limited was founded by the government of India on 24 February 1981,
only to merge with the Japanese automobile company Suzuki in October 1982. The first
manufacturing factory of Maruti was established in Gurugram, Haryana, in the same
year. The company was formed as a government company with Suzuki as a minor
partner to make a people's car for middle class India. Over the years the company's
product range has widened ownership has changed hands and the customer has
evolved.

On October 2, 1982 the company signed the licence and joint venture agreement with
Suzuki Motor Corporation Japan. In the year 1983 the company started their
productions and launched Maruti 800. In the year 1984 they introduced Maruti Omni
and during the next year they launched Maruti Gypsy in the market. In the year 1987
the company forayed into the foreign market by exporting first lot of 500 cars to
Hungary. In the year 1990 the company launched India's first three-box car Sedan. In
the year 1992 Suzuki Motor Corporation Japan increased their stake in the company to
 17

50%. In the year 1993 they introduced the Maruti Zen and in the next year they
launched Maruti Esteem in the market. In the year 1995 the company commenced their
second plant. In the year 1997 they started Maruti Service Master as a model workshop
in India to look after sales services.

In the year 1999 the third plant with new press paint and assembly shops became
operational. In the year 2000 the company launched Maruti Alto in the market. In the
year 2002 Suzuki Motor Corporation increased their stake in the company to 54.2%.

Maruti Suzuki India on 13 May 2020, said its board took a slew of decisions, including
acquisition of Delhi-based JJ Impex, and supply of Vitara Brezza to Toyota Kirloskar
Motor (TKM). The car major on said its board has approved acquiring 39.13% equity
stake held by Sumitomo Corporation, Japan and 10% held by Sumitomo Corporation
India in JJ Impex (Delhi), a company engaged in automobile service and repair business.
The cost of acquisition or the price at which the shares are to be acquired is fixed at Rs
21.73 crore, the company said. After the acquisition, the company shall become the
wholly owned subsidiary of MSIL. MSIL shall have the right to nominate/ appoint all the
directors on the board of the company. The nominee Directors of Sumitomo Group shall
resign from the board of the company, Maruti Suzuki India (MSIL) said. The acquisition
does not require any government approvals, it added.

Maruti Suzuki India Limited is a holding company. The Company is engaged in

the manufacture, purchase and sale of motor vehicles, components and spare parts
(automobiles). The other activities of the Company comprise facilitation of pre-owned
car sales, fleet management and car financing.

Its geographical segments include the domestic segment, which includes sales to
customers located in India, and the overseas segment, which includes sales to
customers located outside India. The Company's product portfolio includes Alto 800,
Alto K10, Wagon R, Celerio, Ritz, Swift, DZire, Ertiga, Omni, Eeco, Gypsy, Ciaz, etc.

Its service offerings include Maruti Finance, True Value, Maruti Genuine Parts, Maruti
Genuine Accessories, Maruti Suzuki Auto Card and Maruti Driving School. It has
approximately five plants, located in Palam Gurgaon Road, Gurgaon, Haryana, and at
Manesar Industrial Town, Gurgaon, Haryana, with an installed capacity of over 1.5
million vehicles per year.
 18

MARUTI SUZUKI – MISSION

Maruti Suzuki's mission statement says, "To be The Leader in the Indian Automobile
Industry, Creating Customer Delight and Shareholder's Wealth; A pride of India."

MARUTI SUZUKI – TAGLINE

The tagline of Maruti Suzuki is “Way of Life”. The company has changed
their tagline from 'Count on Us' to 'Way of Life'. The earlier tag line was based on
reliability and affordability, but with Way of Life, the brand positioning of being
straightforward and value-driven has been joined by attributes of sporty and spirit to
create more excitement.

MARUTI SUZUKI- LOGO AND ITS MEANING

The present variant of Suzuki logo is designed in red and blue colours. The red colour
(the letter S of Suzuki) represents passion, integrity and tradition, while the blue (the
letter M of Maruti) stands for excellence and grandeur.

GOALS

➢ Building a continuously improving organization adaptable to quick changes

➢ Providing value and satisfaction to the customer
➢ Aligning and fully involving all our employees, suppliers and dealers to face
competition
➢ Maximizing Shareholder's value
➢ Being a responsible corporate citizen.

MISSION

Mission is the statement of an organization’s purpose, what it wants to accomplish in

the larger environment and its goals which are specific, realistic and motivating.
Missions are described over visions and visions demand certain objectives. The
missions of MSIL are,

➢ Modernization of the Indian Automobile Industry.

➢ Developing cars faster and selling them for less.
 19

➢ Production of fuel-efficient vehicles to conserve scarce resources.

➢ Production of large number of motor vehicles which was necessary for economic
growth.
➢ Market Penetration, Market Development Similarly Product Development and
Diversification.

Partner relationship management, Value chain, Value delivery network.

CURRENT BOARD OF DIRECTORS

Chairman R C Bhargava

Managing Director Kenichi Ayukawa

Company Secretary Sanjeev Grover

Executive Director Takahiko Hashimoto

Kenichiro Toyofuku

Non-Executive Director O Suzuki

Toshihiro Suzuki
Kinji Saito
Hisashi Takeuchi

Non-Executive Independent Davinder Singh Brar

Director R P Singh
Lira Goswami
Maheswar Sahu

(Table 2.2.1)
 20

TARGET MARKET

Maruti Suzuki has made it clear that they would try to bring in models with different
styles that would cater to every segment of lifestyle in India. Maruti-Suzuki use
differentiated marketing to attract all segments. Differentiated Marketing also called as
multisegmented marketing is wherein a company attempts to appeal to two or more
clearly defined market segments with a specific product and unique marketing strategy
tailored to each separate segment.

Maruti Suzuki operates three dealership brands – Nexa for premium cars, Arena for
mass market vehicles and True Value for used cars – with the target audience for each
having very different profiles in terms of income and what they need from a sales outlet.
It is evident from these operations that Maruti Suzuki aim to capture the market by
introducing cars which appeal to the customers across different segments. But it is to be
noted that most of the customers belong to the middle-income sectors of the country.
Models like Alto 800 come in between the price range of 2.4 – 4.5 lakh which is really
popular among the families of lower middle-class sector as it provides all the necessary
updates and safety within the limited price range.

FOREIGN MARKET

Maruti Suzuki began exporting cars from India to other countries back in 1986.It had
exported one million cars by 2012. The second million took all of eight years. Maruti is
presently exporting a total of 14 models in 150 variants to around 100 countries. In
February of 2020 Maruti Suzuki has announced that it has now exported more than two
million cars from its facilities in India to foreign markets. It took the country's largest
car maker around 34 years to reach this significant milestone with the first large batch
of cars being sent to Hungary back in 1986.

The two-millionth mark was recently reached when Maruti Suzuki sent a batch of S-
Presso, Swift and Vitara Brezza models to South Africa from the Mundra Port in Gujarat.
And while the company took 26 years to hit the first million-mark in exports, the next
million has come up a whole lot quicker.

A large chunk of exports that made up Maruti's first million units were cars dispatched
to markets in Europe. Since 2012, the company informs that it began focusing on
 21

emerging markets in Latin America, Africa and Asia regions. Maruti Suzuki has been
exporting vehicles for past 34 years much before India became a prominent player in
the global automobile business. This early global exposure helped the Company
enhance its quality and attain global benchmarks. Maruti Suzuki has managed to gain a
firm foothold in countries like Chile, Indonesia, South Africa and Chile where models
like Alto, Baleno, Dzire and Swift have emerged as popular choices.

Maruti is presently exporting a total of 14 models in 150 variants to around 100

countries. Vehicles manufactured at facilities in India have found high acceptance owing
to global standards of quality, safety, design and technology.

Maruti also has plans of quickening the pace of product launches and is eyeing new
segments to garner more attention. The Jimny may be a point of focus and is already
being manufactured in India for foreign markets. And while the company hasn't
confirmed if the car will also be launched here, it has indeed managed to generate a fair
bit of interest among enthusiasts and the vehicle-buying audience.

SALES FIGURES FOR THE YEAR 2020-2021 (DOMESTIC AND EXPORT)

• EXPORT
Maruti Suzuki has exported 96139 units to foreign markets ass of the year 2020-
2021. It is a decline by 5.9% compared to the export sales of the year 2019-2020.
The Covid19 situation affected the export market negatively.

YEAR 2019-20 2020-2021 CHANGE

TOTAL
EXPORT
SALES 102,171 96139 5.9%

(Table 2.2.2)
 22

• DOMESTIC

Maruti Suzuki India Limited (MSIL) endured an auspicious March 2021 as 1,46,203
units were sold against 76,240 units during the same period last year with a Year-
on-Year volume increase of 92 per cent. This when compared to the previous month
of February 2021 with 1,44,761 units, a mere 1 per cent MoM sales growth was
seen. The top ten monthly sales charts for most sold passenger vehicles saw Maruti
Suzuki grabbing seven positions leaving the rest to Hyundai. The Swift compact
hatchback emerged as the best-seller in the country as 21,714 units were recorded
as against 8,575 units during the same period in 2020 with 153 per cent YoY sales
growth. The Baleno competing against Hyundai i20, Tata Altroz, Toyota Glanza and
Honda Jazz recorded 21,217 units last month as against 11,406 units during the
corresponding month in 2020 with 86 per cent volume increase. The Wagon R tall
riding hatch was responsible for garnering 18,757 units as against 9,151 units in
March 2020 with 105 per cent growth. The Alto could only manage fourth last
month as 17,401 units were recorded against 10,829 units during the same period in
2020 with 61 per cent YoY surge. The Eeco finished in the fifth position with 11,547
units as against 5,966 units during the same period twelve months ago with 94 per
cent surge in volumes as it outsold Dzire, Vitara Brezza and Ertiga. All three of them
lead their respective segments in monthly sales charts. The Dzire compact sedan
ended up as the sixth most sold MSIL model in India as 11,434 units were sold
against 5,476 units during the same period in 2020 with 109 per cent growth. The
Vitara Brezza registered 11,274 units as against 5,513 units with 104 per cent sales
jump. The Ertiga slotted in at eighth as 9,303 units were sold against 3,969 units
during the corresponding month last year with 134 per cent volume surge. The S-
Presso saw a total dispatch of 7,252 units as it finished ahead of Celerio, Ignis, XL6,
S-Cross and Ciaz in the month of March 2021.
 23

SALES BY MODEL MARCH 2020-21

1863
CIAZ
1628

0
S-CROSS
2535

2221
XL6
3062

1901
IGNIS
4359

4010
CELERIO
4720

5159
S-PRESSO
7252

3969
ERTIGA
9303

5513
VITARA BREZZA
11274

5476
DZIRE
11434

5966
EECO
11547

10829
ALTO
17401

9151
WAGON-R
18757

11406
BALENO
21217

8575
SWIFT
21714

0 5000 10000 15000 20000 25000

SALES IN UNITS

MARCH 2020 SALES MARCH 2021 SALES

(Figure 2.2.1)
 24

COMPETITORS OF MARUTI SUZUKI

Maruti Suzuki is the bestselling manufacturer among all the car brands in India. But it
doesn’t mean that it is without competition. Hyundai and Tata Motors are the main
competitors of Maruti Suzuki aiming to cater the needs of the same demographic as MSIL.

Here is the list of competitors of Maruti Suzuki in India:

1. Hyundai Motors

Hyundai Motors is a South Korean company that was introduced in India on 6th May
1996 as Hyundai Motors India. After the Maruti Suzuki the Hyundai has the maximum
shares of 16.2% as in February 2019.

2. Tata Motors

Tata Motors is the Indian multinational automotive manufacturing company. It is

founded in 1945 and entered passenger vehicle in 1988. Tata is not manufacturing only
cars. They also manufacturing Trucks, Vans, Coaches, Buses, Sports cars, Construction
instrument and Military vehicles as well. Tata Motors is popular in India because of the
build quality and safety features of Tata Motors and right now. In 2020 the Tata leads
from the front and produced the safest cars in India. In which the cars are Tata Altroz,
Tata Nexon, Tata Harrier, Tata Tiago.

3. Toyota Motors

Toyota Motors is a Japanese company; Headquarters is in Japan. Toyota is the Largest

auto manufacturer company in Japan and the second largest in the world whereas the
first place takes by Volkswagen. Toyota is the global market leader in sales of hybrid
electric vehicles, and one of the largest companies to encourage the mass-market
adoption of hybrid vehicles across the globe. Toyota is also a market leader in hydrogen
fuel-cell vehicles. Cumulative global sales of Toyota and Lexus hybrid passenger car
models achieved the 15 million milestones in January 2020. Its Prius family is the
world's top-selling hybrid nameplate with over 6 million units sold worldwide as of
January 2017.
 25

4. Kia Motors
Kia Motors is the South Korean company Headquarters in Seoul. Kia Motors enters India
in July 2019. Kia Motors enters with its first SUV Kia Seltos which is a game-changer
move by Kia Motors in Indian Market. Kia Motors India Private Limited is
a subsidiary of Kia Motors for its operations in India. The company was founded on 19
May 2017 following an announcement of the construction of a new 536-acre
manufacturing facility in Anantapur District, Andhra Pradesh. The plant started its trial
production in January 2019 and the mass production of its first product, the Kia
Seltos started on 31 July 2019. The US$ 2 billion manufacturing plant can produce
300,000 vehicles annually.

5. Skoda
ŠKODA AUTO Volkswagen India Private Limited is the wholly owned Indian subsidiary
of German automotive manufacturing company Volkswagen Group. On 7 October 2019,
Volkswagen Group India announced the merger of their three Indian subsidiaries -
Volkswagen India Pvt Ltd (VWIPL), Volkswagen Group Sales India Pvt Ltd (NSC) and
ŠKODA Auto India Pvt Ltd (SAIPL) - into a single entity named ŠKODA Auto Volkswagen
India Pvt Ltd with headquarters at Pune. Gur Pratap Boparai was appointed as the first
Managing Director of ŠKODA Auto Volkswagen India. They focus on manufacture and
sales of Volkswagen, Audi and ŠKODA vehicles in India. Volkswagen Group brands
Porsche and Lamborghini also sell their cars in India through them.

6. MG Motors
MG Motor UK Limited (MG Motor) is a British automotive company headquartered in
London, United Kingdom, and a subsidiary of SAIC Motor UK, which in turn is owned by
the Shanghai-based Chinese state-owned automotive SAIC Motor. MG Motor designs,
develops and markets cars sold under the MG marque while vehicle manufacturing
takes place at its factories in China and Thailand.

MG Motor is the largest importer of Chinese made cars into the United Kingdom. MG
Motor India, often stylized as Morris Garages, is the Indian subsidiary of Chinese
automotive manufacturer SAIC Motor. The subsidiary was setup in the year 2017 and
began its sales and manufacturing operations in 2019. MG Motor India currently has a
network of over 65 showrooms across 50 cities in the country.
 26

7. Volkswagen
Volkswagen is a German motor vehicle manufacturer founded in 1937 by the German
Labour Front, known for the iconic Beetle and headquartered in Wolfsburg. It is the
flagship brand of the Volkswagen Group, the largest car maker by worldwide sales in
2016 and 2017. The group's biggest market is in China, which delivers 40% of its sales
and profits. Popular models of Volkswagen include Golf, Jetta, Passat, Atlas, and Tiguan.
The German term Volk translates to "people”; thus, Volkswagen translates to "people's
car".

8. Honda
Honda is a Japanese Automaker Company known for its manufacturing of Automobiles,
Motorcycles, and Power equipment. It was founded in October 1946 and Incorporated
on 24 September 1948. The headquarters of Honda is in Minato, Tokyo, Japan.Honda
Cars India Ltd. (HCIL) is an automobile manufacturer in India owned by Honda Motor
Company. The company was established in 1995 with a commitment to provide Honda’s
latest passenger car models and technologies to the Indian customers. The company is a
subsidiary of Honda Motor Co. Ltd., Japan. HCIL has 371 dealership outlets across 121
cities in 20 states and 3 Union Territories of India.

9. Renault
The Renault was Founded 121 years ago on 25 February 1899. It was founded by Louis
Renault, Marcel Renault, and Fernand Renault. It is a French auto Manufacturer
company headquarters in Boulogne Billancourt, in France. Renault India Private Limited is
a wholly owned subsidiary of Renault S.A., France and currently offers four models in the Indian
market: the SUV Duster, the compact MPV Triber, the compact SUV Kiger and budget
car Kwid. Renault India also exports the Duster to a growing number of right-hand drive
markets. Renault cars are manufactured at the manufacturing facility located in
Oragadam, Chennai, with a capacity of 480,000 units pa with 3 shifts per day.
 27

2.3PRODUCT PROFILE

CURRENT MODELS

MODEL PRODUCTION OUTLET

Wagon R 1999–present Arena

Alto 2000–present Arena

Swift 2005–present Arena

Ertiga 2012–present Arena

Celerio 2014–present Arena

Ciaz 2014–present NEXA

Baleno 2015–present NEXA

S-Cross 2015–present NEXA

Vitara Brezza 2016–present Arena

Dzire 2017–present Arena

Ignis 2017–present NEXA

XL6 2019–present NEXA

S-Presso 2019–present Arena

(Table 2.3.1)
 28

DISCONTINUED MODELS

MODEL RELEASED DISCONTINUED

800 1983 2014

Omni 1984 2019

Gypsy E 1985 2000

Gypsy King 1985 2017

1000 1990 2000

Zen 1993 2003

Esteem 1994 2010

Baleno 1999 2007

Baleno Altura 2000 2003

Alto 2000 2012

Versa 2001 2010

Grand Vitara XL7 2003 2007

Grand Vitara 2007 2015

Zen Estilo 2007 2013

SX4 2007 2014

A-star 2008 2014

Swift Dzire 2008 2017

Ritz 2008 2016

Alto K10 2010 2020

Kizashi 2011 2014

(Table 2.3.2)
 29

CHAPTER 3

ORGANISATIONAL STRUCTURE
 30

3.1 ORGANISATIONAL STRUCTURE

Maruti has an operating organizational structure with horizontal linkages. The activities
are divided predicated on the following functions finance, marketing, engineering and
sales, spares, production, material, parts inspection, quality assurance, human resource
development, it, new business and administration, The centralization is surprisingly low
in Maruti as the decision-making authority is quiet decentralized and disturbed across
all levels. it is a very big organization and further split into smaller divisions. You will
find 29 divisions in Maruti and are headed by one divisional head which is a functional
post. These divisions are divided into 132 departments and which can be headed by one
departmental head which is again a functional post. In Maruti the formalization is very
high all the techniques, procedures, standards are on paper formally. All the
departments have department procedures which describe the role of work of the
department as well as their tasks and workflow. The procedures are approved by
divisional head and are also available for the concerned departments. In production
shops the standard operating procedures are displayed on the workstations and are
known as Maruti Operations standards.

The structure of Maruti is flat. Usually, the employees are divided into six functional
heads namely employees and technicians, supervisors, executives, section manager,
department manager and division manager.

As the Maruti is following presently functional structure which includes various

conflicts in it so Maruti has to change its structure according to their requirements so
that there is no conflicts in future therefore that they will able to achieve organizational
objectives successfully and effectively. One major point is that there is a need of
horizontal integration between your various departments at departmental level is
necessary. The hierarchical level is usually to be reduced because the level of employees
is quite diversified which created a complicated hierarchy.
 31

3.2 HIERARCHY OF THE ORGANISATION

(Figure 3.2.1)
 32

CHAPTER 4

DEPARTMENT ANALYSIS
 33

DIVISIONS AND DEPARTMENTS

4.1 HUMAN RESOURCE DIVISION

• People
The human resource department recruits and selects staff for the business organization.
They are also responsible for staff training and welfare. This function is concerned with
insuring that processes are documented, employee records are accurately maintained
and safeguarded, employee get paid, employment adds are placed along with many
others daily activities that are essential to the smooth operation of a business. These are
very important functions that must be performed accurately, efficiently and in a timely
fashion.

• Policies
When the HR function is viewed as a strategic partner, the HR head is an integral part of
the strategic decision-making process. Questions such as the potential availability of
talent, the ability to change employee behaviour and an analysis of current skills are all
considered in making these important strategic decisions.

• Systems and procedures

Business firms all have a strategic planning process. Some are more formal while in
other companies’ strategies emerge through a set of high-level strategic decisions.
Whichever the approach, the top management teams (TMT) look to functional experts
for advice. The TMT would not consider taking on a new product, altering the
competitive strategy, or any other large scale strategic level change with consulting with
its finance and marketing experts, but in many firms it is only after a strategic plan is
developed or and strategic change is announced does the TMT turn to its HR head and
says, make it so.
 34

4.2 MANUFACTURING

• People
People who work in manufacturing and production don't just create products; they
create them as quickly as possible, as inexpensively as possible, and in the necessary
quantities. Those working in manufacturing and production know that time is money:
The faster and better that they and the machines around them work, the better their
companies perform.

• Policies

Systems and controls engineers need to be expert computer programmers, able to

design and maintain the equipment that technicians use to interface with the
manufacturing equipment-the human-machine interface, the process engineer is the
link between product design and production. Process engineers work with
manufacturing engineers and design engineers during the product development process
to make sure that the product being designed can be manufactured effectively from
both a technical and a financial standpoint

• Systems and procedures

A test engineer is the stickler of the manufacturing group. Here your job is to create and
run simulations to find problems in a manufacturing process. Senior positions in this
area offer opportunities to explore new ways of doing things: for example, rerouting
conveyor belts or switching or resequencing various production steps to enhance the
process.
 35

4.3 MARKETING & SALES

This department creates awareness for the firm products and motivates consumers to
buy. They also carry out market research to identify customer’s needs.

• People

Market research provides managers with current, relevant, accurate and reliable
information concerning competitors, advertising, distribution and potential and loyal
customers. This information assists managers in making decisions about packaging,
product design, pricing, distribution and advertising.

• Policies

Market research provides managers with current, relevant, accurate and reliable
information concerning competitors, advertising, distribution and potential and loyal
customers. This information assists managers in making decisions about packaging,
product design, pricing, distribution and advertising.

• Systems and procedures

Customers are entitled to these services once they have made a purchase. They include
delivery, installation and warranty. These services are free and therefore usually
encouraging consumers to buy. This is the use of salespersons to present and sell goods
and services of a firm. Salespersons promote a firm’s goods directly to a specific
consumer. They locate new customers, provide display services, demonstrate the use of
products, deliver goods, collect payments and provide the firm with feedback.
 36

4.4 FINANCE DIVISION

• People

People are the assets and have been instrumental in driving the Company's
performance year on year. Their passion, commitment, sense of ownership and
teamwork has enabled the Company to sustain its leadership position in the challenging
market scenario of 2013–14. The Company has always striven to offer a positive,
supportive, open and high-performance work culture where innovation and risk taking
is encouraged, performance is recognized, and employees are motivated to realize their
true potential. The Company hired and integrated 904 people into its workforce in the
201314. The Company has 12,547 regular employees out of which 366 are women. The
Company is an equal opportunity employer and believes in recognizing merit and
potential in the selection process. There has been a continuous effort to increase the
number of women employees in the organization to bring diversity in terms of
population mix, versatility and value addition.

• Policies

The Company constituted a CSR committee with Mr. R.C. Bhargava as its Chairman and
Mr. Kenichi Ayukawa and Mr. R.P. Singh as its members. Mr. R.C. Bhargava is Non–
Executive Chairman and Mr. R.P. Singh is an Independent Director. The Company has
complied with the corporate governance requirements, as stipulated under clause 49 of
the listing agreement and the stipulated certificate of compliance is contained in this
annual report.

In accordance with the Accounting Standard – 21 on Consolidated Financial Statements

read with Accounting Standard – 23 on Accounting for Investments in Associates in and
Accounting Standard – 27 on Financial Reporting of Interest in Joint Ventures, the
audited consolidated financial statements are provided in the annual report.
 37

• Systems and procedures

They have selected such accounting policies and applied them consistently and made
judgments and estimates that are reasonable and prudent so as to give a true and fair
view of the state of affairs of the Company at the end of the financial year and of the
profit of the Company for that period. The total project costs, priority, completion time
and personnel required were estimated. Initial plans were drawn up as to how the
project would proceed to its final implementation, while running the existing system so
that company’s information needs were not affected. In conformity with the directives
of the Central Government, the Company has appointed M/s R. J. Goel & Co., Cost
Accountants, as the Cost Auditors under Section 148 of the Companies Act, 2013 read
with the rule 14 of the Companies (Audit and Auditors) Rules, 2014 for the audit of the
cost accounts for the motor vehicles business for the year ending on 31st March 2015.
The cost audit report for the financial year 2012–13 was filed with the Ministry of
Corporate Affairs on 30th September 2013.

4.5 PRODUCTION SHOPS

Production Division in Maruti Suzuki India Limited has been renamed as Production
Business Vertical (PBV) after inclusion of Projects, Production Engineering, Vehicle
Inspection & Supplier Quality Assurance divisions in it.

The manufacturing of each unit is done at different shops. They are:

1. PRESS SHOP
The press shop can be regarded as the starting point of the car manufacturing process.
Centrally located between weld 1, weld 2 and weld 3 supplies components to all the
three plants. The press shop has a batch production system whereas the plants have a
line production system. The press shop maintains an inventory of at least two days. The
weld shop as per the requirements picks the finished body parts from the press shop.
These may be divided as A, B and C. ‘A’ component are large outer components as for
example roof, door panels etc. These components are manufactured in the press shop at
Maruti due to design secrecy and huge investment requirements. ‘B’ and ‘C’ components
are manufactured by joint ventures or bought from vendors.
 38

2. WELD SHOP
The body panels produced in the press shop and the other small components are joined
here to give the “white body” or “shell”. In a typical car body 1400 different components
are welded together. The weld shops have the following facilities.

➢ Welding jigs
➢ Spot welding guns
➢ Kawasaki welding robots
➢ Hemming machines
➢ Punching machines
PROCESS OUTLINE

The shop has different lines for different models, each of, which is further divided into
three parts:

UNDER BODY: Here different underbody panels are welded together. These comprise of
rear underbody, central underbody, and front engine room panel. These underbodies
are put on the conveyor and welded together to give the underbody.

MAIN BODY: As the body moves on, the conveyor roof and side body panels (prepared
on the sub lines) are welded to it to give the main body. The chassis number is punched
on the cowl top and it is welded to the front engine room panel.

WHITE BODY: The doors, hood and back door are attached on the main body with the
help of bolts and screws to make it a “white body”. The body is checked for dent, burr
and spatter and these defects are repaired. After inspection and repairs the body is
called WBOK. It is sent to the paint shop thereafter.

3. PAINT SHOP

There are five plants/units that provide a uniform painting over the white body coming
from the weld shop. In paint shop all the models are painted on the same line. The five
units are: -
 39

• Pre-treatment (PT): The body is thoroughly washed to remove the dirt and oil scales.
Then the body is treated with ZnPO4 (phosphating) to prevent corroding of the body.

• ED coat: This is done by electric deposition method, at 240V-DC supply. After applying
the ED coat the body is baked in oven.

• Sol-sealer and under coat: Here the left in the body (due to welding) are filled with
sol sealer to provide water proofing. Under coat is done on the surface above wheels to
prevent damage of body in that portion.

• Intermediate coat: This is done by spray-painting method using 10 Kawasaki Robots.

After applying the coat, the body is dried in the oven. Painting done is basically an
intermediate coating to provide base for the final coat.

• Topcoat: This is done by spray-painting method using 20 Kawasaki Robots. For

metallic coating, double coats are applied and aluminium flakes are provided to shine
the metallic paints. After inspection and touch up, the PBOK, i.e. the paint body ok is
sent to the assembly shop. Inside portion of vehicle is painted manually and outside is
by Robots.

ULTRA FILTRATION: Ultra filtration is the process in which all the rinse pipes and dip
tanks will be filtered and cleaned, by this way water is recycled. Here Osmosis process is
used to filter water.

IC PAINTING: IC is intermediate coating in which 3 colours are used. They are white,
blue and red. Outside portion of vehicle is painted by robots and inside is done
manually. Paint thickness is taken care, after that vehicle is sent to IC oven. Oven
temperature is 198+/-5’C.

TOPCOAT PAINTING: Top coating is done after checking in Dry sanding II. There are 2
sub coatings Base coat and Clear coat. Here 11 colours are used: 8 metallic and 3 solid.
Only metallic colours are coated with clear coating. Here also outside portion of vehicle
is painted by robots and inside is done manually. Next vehicle will move to final
inspection and will be sent to assembly.
 40

4. ASSEMBLY SHOP

In the assembly shop the body is loaded on an overhead conveyor. As the conveyor
moves the body, fitments are made at various stations. There are three Assembly Shops
named ASSY-1, ASSY-2 and ASSY-3. Plant 2 and Plant 3 have similar setup but in Plant-1
there are separate assembly lines for separate models. The assembly shop has a
continuous production system. The assembly line can be subdivided into the followings:

(a) Trim line: The vehicle proceeds through a series of Trim workstations where team
members begin by installing weather stripping, mouldings and pads. Then they put in
wiring, vents and lights. After an instrument panel, windows, steering column and
bumper supports are added, it starts to look less like a shell and more like a car.

(b) Chassis Line: This is where many safety-related items are installed. Things like
brake lines, torque, gas tanks and power steering are double-checked. The engine is
installed, along with the starter and alternator. Then come suspension and exhaust
systems. Then wheel is mounted with the help of wheel nut fastening machine.

(c) Final Line: From there the vehicle enters Final 1, which covers many interior items
such as the console, seats, carpet, glove box and steering wheel. This is also where
bumpers, tires and the battery are added, as well as finishing touches like covers and
vents. Then, Coolant, Brake oil, Power steering oil are filled and the A/C gas are charged.

FEATURES

Different assembly shop layouts are followed to reduce material handling operations &
to facilitate material flow between workstations.

a) Straight-line layout – Car &Omni line (Assy shop-1): Simplest layout in which
material enters at 1 end & leaves at the other end.

b) U shape layout – Assy shop 2 & 3: Receiving & shipping ends of line are at same end
of plant, due to material handling considerations (same forklift for both needs) or
external needs.

c) S shape layout – Esteem line (AS-1): Serpentine layout to fit longer assembly line in
square shop.
 41

d)Separate door Assy line: - Doors are taken out from the vehicle at the first station of
the trim line. Doors fitted in the final line make working easier.

5. MACHINE SHOP

The machine shop is the source of all major components for the engine assembly shop.
The un-machined crankshaft and camshaft forgings, transmission case cylinder head
and cylinder block castings are brought in the form of raw materials from the vendors.
The cylinder heads and transmission case are aluminium castings while crankshaft and
camshaft are steel forgings. It has the following lines:

1. Transmission case line

2. Cylinder headline
3. Cylinder block line
4. Crankshaft line
5. Camshaft line.

6. ENGINE SHOP

Car engines are designed around sealed, resilient metal cylinders. Most modern vehicles
have between four and eight cylinders, though some vehicles can have as many as
sixteen. The cylinders are made to open and close at precisely the correct time to bring
in fuel to combine with the spark for burning internally, and to release the exhaust
gases produced.

There are four types of engines which are assembled in the Engine Plant:

1. FC Engine – Engine with cast iron block

a. M-800

b. Omni
 42

c. Alto

d. Wagon-R

e. Zen Estillo

2. Aluminium Engine – Engine with aluminium block

a. Gypsy

b. SX4

c. Swift (Petrol)

d. Dzire (Petrol)

3. KB Engine (New series of engines with aluminum block)

a. A-Star

b. Ritz

4. Diesel Engine

a. Swift (Diesel)

b. Dzire (Diesel)

c. Ritz (Diesel).
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CHAPTER 5

STRATEGY ANALYSIS
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STRATEGIES OF MARUTI SUZUKI

5.1 COMPETITIVE STRATEGY

Upgrading Manufacturing Facilities

• To maintain its market leadership, Maruti focused on continuous expansion of

capacity and upgrading of manufacturing facilities

• The company set a target of improving productivity by 50 per cent and reducing
cost per vehicle by 30 per cent.

• By efficiently utilizing production capacities, Maruti was able to decrease

production cost per unit, and thereby increase profit.

• Maruti increased its manufacturing capacity in its Gurgaon and Manesar plants.

Large Product Portfolio

• With increasing competition, Maruti decided to cater to all the segments of the
Indian car market

• Maruti launched Alto in 2000. In 2001, it launched a new model Maruti Versa. In
2003, new Zen was launched followed by new Esteem in 2004

• In January 2005, Maruti launched the BS III variant of Zen, WagonR and Baleno.
On May 25, 2005, Maruti launched its hatchback model Swift followed
by Zen Estillo in November 2006.

• In the fiscal 2006-07, Maruti entered the diesel and LPG car market. It launched
the new WagonR, WagonR Duo, Zen Estilo and Swift Diesel. In 2007, Maruti
launched two new cars – luxury sedan SX4 and Grand Vitara.

• Seven of the top 10 best-selling cars are manufactured by Maruti Suzuki in the
year 2021.

• Launched Arena and Nexa outlets for distribution of a wide range of models to all
demographics.
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Expanding Business Portfolio

Expanded its business portfolio by starting new but related business

• Maruti Driving School,

• Maruti True Value,

• Maruti Finance and

• Maruti Insurance.

Promotional Strategies

Maruti Suzuki carries out its promotional strategy in 2 ways:

Above the line (ATL)

• TV, Radio

• Newspaper prints ads (advertisements in newspapers by local dealers)

• Advertisements in magazines

Below the line (BTL) Promotions includes:

• Corporate display activities

• Exchange fair or Melas

• Loan and Rural Fair,

• Rural fair

5.2 MARKETING STRATEGY

Marketing Mix of Maruti Suzuki analyses the brand/company which covers 4Ps
(Product, Price, Place, Promotion) and explains the Maruti Suzuki marketing strategy.
There are several marketing strategies like product/service innovation, marketing
investment, customer experience etc. which have helped the brand grow.
 46

Marketing strategy helps companies achieve business goals & objectives, and marketing
mix (4Ps) is the widely used framework to define the strategies. This article elaborates
the product, pricing, advertising & distribution strategies used by Maruti Suzuki.

• MARUTI SUZUKI PRODUCT STRATEGY

Maruti Suzuki India has a diverse product portfolio and is present in such categories of
cars as hatchback, supermini, SUV, sedan and van. The entire product portfolio of
automobiles is a part of the products in the marketing mix of Maruti Suzuki. Its products
are Maruti Alto, Celerio, Wagon R, Maruti Swift, Baleno, Maruti Gypsy, Eeco, Maruti Ciaz,
Ertiga, Dzire, S Cross, and Ignis. In most categories its cars are segment leaders and
priced competitively.

Maruti Suzuki manufactures 1.5 million cars each year with 15 car models and a total of
150 variants. In January 2016, Maruti Suzuki India had a total market share of 47%
amongst all passenger cars sold.

Maruti also offers services such as Maruti finance, Maruti Insurance, Maruti True Value
(used cars), Maruti Accessories and Maruti Driving School to promote the growth of its
bottom line.

• MARUTI SUZUKI PRICE/PRICING STRATEGY

One of the key drivers of volumes of sale for Maruti Suzuki has been its ‘value for
money’ strategy. This comes from its low-cost learning from years of engineering in
India. By providing light weight yet safe cars, Maruti can cut down on costs and price its
cars competitively, in some cases undercutting the competition by 7-10 percent.
Maruti’s low cost of ownership, affordable spares, long service intervals ensure that the
pricing strategy of Maruti is implemented not just at the time of sale but also after the
car has been bought. This gives Maruti an edge and makes it such a popular car
company. Thus, the pricing strategy in the marketing mix of Maruti Suzuki is dependent
upon the competitors, market dynamics and the segment catered to.

Maruti Suzuki Marketing Strategy comprises of not only its Marketing Mix, but also
segmentation, targeting, positioning, competition and analysis like SWOT.
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• MARUTI SUZUKI PLACE & DISTRIBUTION STRATEGY

Maruti ‘s service network spans most states of India and is spread across 1400+ cities
manufactured at 2 factories, Manesar and Gurgaon with an annual capacity exceeding
15 lakh cars per annum. Maruti plans to set up another plant in Gujarat for which it has
acquired 600 acres of land. Maruti has around 1800+ sales outlets in all the cities
combined and has a dealership which is wider than such competitors as Hyundai, Tata
and Mahindra, even in the rural landscape.

The place strategy in the marketing mix of Maruti covers not only its presence of dealers
but also service centres, Service is a major revenue generator for the company, thanks
to its wide network.

• MARUTI SUZUKI PROMOTION & ADVERTISING STRATEGY

Having decades of presence in India enables Maruti to leverage its brand value and
brand perception well. It also helps Maruti cut down on promotional costs. Maruti uses
unique advertising methods to promote its cars and often ropes in stars and celebrities
as brand ambassadors for various cars models. Maruti has utilized heavily the online
promotion space for the launch of its Brezza, Ignis and S Cross. Maruti also uses
traditional advertising spaces such as newspapers, television, radio, ATL etc. Maruti
Suzuki also used pint of sale and mobile promotions and the message across all the
above platforms is focussed on fuel efficiency, looks, comfort and space for its cars.
Hence, a 360-branding approach is followed in the promotional strategy of marketing
mix of Maruti. The ad campaigns often highlight the huge service network of the brand.
Thus, this summarizes the marketing mix of Maruti Suzuki.
 48

CHAPTER 6

CORPORATE SOCIAL RESPONSIBILITY

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6.1 CORPORATE SOCIAL RESPONSIBILITY (CSR) OF MARUTI SUZUKI

Maruti Suzuki India Limited has developed its Corporate Social Responsibility Policy in
accordance with section 135 of the Companies Law 2013 and the rules made there
under. The Policy shall apply to all CSR programmes of the Company.

CSR Approach and Priorities CSR activities will primarily be in the areas of village
development, road safety and skill development. To create a visible and lasting impact,
the Company will focus on a few CSR programmes rather than spread resources thin
over several projects. The Company will undertake relevant and effective social projects
to have a positive and meaningful impact on the lives of communities around it.

In the area of road safety, while the Company has set up several driving schools in
collaboration with its dealers, their number is far from enough considering the needs of
society and the low level of consciousness about road safety in India. The Company will
scale up the number of driving training schools and take other initiatives to expand
quality driving training in the country. The Company will make efforts to involve State
Governments in its road safety efforts for a bigger impact. In line with this, the Company
will identify a Tier 2 city for a comprehensive road safety programme in partnership
with the State Government and municipality. The programme will cover all key areas of
road safety, including effective enforcement of the law. Efforts will be made to persuade
State Governments to treat certificates given by Maruti Driving Schools as enough and
necessary for driving licenses.

The Company will enhance employability of underprivileged youth by improving the

quality of skill training in Industrial Training Institutes (ITIs) and designing innovative
business models that create livelihood for them. The Company will encourage and
recognise its employees for volunteering in the community by serving and sharing their
expertise and skill. The Company’s CSR projects will be implemented like any other
business activity, in a time-bound manner with clear objectives, plan, targets and robust
monitoring and evaluation parameters. Stakeholder engagement and shared value
creation will be the cornerstones of the CSR programmes of the Company.
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6.2 CSR PROGRAMME AREAS

The Company will focus primarily on the following programmes:

• Community Development

The Company is committed to improving the well-being of the local community by

implementing social projects in designated villages and local communities.

a) Water and Sanitation: Depending on local needs and in consultation with the
community, the Company will undertake projects to improve availability of clean
drinking water, upgrade solid and liquid waste management facilities, create useful
rural assets, and support economically weaker households in construction of domestic
toilets to minimise open defecation. The Company will supplement these efforts with
awareness campaigns and community-led initiatives to manage these assets and sustain
the benefits.

b) Education: In partnership with the local community and the government education
department, the Company will upgrade infrastructure of Government schools and focus
on improving the learning level and all-round development of students and youth in the
communities. The Company will offer scholarships to the meritorious students from
underprivileged and economically weaker communities to help them pursue higher
education and job oriented technical and vocational training. The Company will also
offer scholarships to children orphaned as a result of road accidents to support their
education and training.

c) Health: The Company will assess the health care needs of the local community and
undertake projects to provide health care facilities.

• Skill Development

a) Upgradation of Government Vocational and Technical Training Institutes: The

Company will improve quality of training by upgrading infrastructure, facilitate overall
development of students and staff, provide industry exposure to students and staff and
offer industry-oriented add-on courses in Government Industrial Training Institutes
(ITIs) to make students industry ready. The Company will also upgrade ITI Teacher’s
Training Institute and Government Polytechnics to provide better skill training for
youth.
 51

b) Skill enhancement in automobile trade: The Company will enhance skills of youth
studying automobile trade at Industrial Training Institutes (ITIs) and Polytechnic
(government and private) to enhance their employment opportunities in automobile
service workshops. The project will include upgradation of training facilities, training of
trainers, provision of study material and practical training.

• Road Safety

a) Driving Training: The Company will scale up the number of Maruti Driving Schools
The focus will also be on training the trainers to achieve higher impact in imparting
quality driving training. The Company will develop a low cost and scalable driving
training and entrepreneur development model in order to create a large pool of
professionally trained drivers. The Company will sponsor driving training of existing
and new drivers from underprivileged and economically weaker sections of society to
enhance their employable skills. The Company will provide refresher training course to
commercial vehicle drivers (autorickshaw, truck, bus drivers etc.) to enhance their
driving skills, knowledge of traffic rules and to improve their health and safety. The
Company will especially focus on women and youth in improving their driving skills.
The Company will invest in content development, new methods of driving training,
construction and development of new training facilities, improvement in existing
facilities and introduction of new technologies with an objective of improve the quality
of training and reduce training cost.

b) Road Safety Education: The Company will promote road safety among people
through print, audio and visual media. The Company will design and initiate specific
road safety awareness programmes for the school children, women and youth.

6.3 CSR BUDGET

The Board of Company shall ensure that in each financial year, the Company spends at
least 2% of the average net profit made during the immediate three preceding financial
years. The unutilized CSR budget from the 2% of the average net profit will be parked in
a CSR Fund (Corpus) created by the Company. This Fund would also include any income
arising there from and any surplus arising out of CSR activities. In case of any surplus
arising out of CSR projects the same shall not form part of business profits of the
 52

Company. The Company may collaborate or pool resources with other companies (its
subsidiary companies) to undertake CSR activities.

6.4 IMPLEMENTATION

The Company’s ongoing CSR projects will be aligned to the Policy. This Policy builds on
the learnings and good practices of the CSR projects initiated by the Company. The
Company will enter partnerships with the Government, business partners and
communities to create multiplier effect of its social projects.

The Company has set up dedicated teams for implementation of CSR projects. The mode
of implementation will include a combination of direct implementation and
implementation through trust/foundation/society/section 8 companies etc. set up by
the Company and partners such as NGOs, business partners, registered societies etc. The
Company will select its partners after appropriate due diligence. The Company will use
services of expert agencies, consultancy firms etc. wherever required for carrying out
base line surveys, guidance on project design and implementation, impact assessment
surveys etc.

The teams responsible for implementing the various CSR projects are mentioned in the
section on the Governance Structure of the Policy. The heads of the respective teams
managing CSR projects will be authorised to sign Memorandums of Understanding
(MOUs)/Agreements with the implementing partners after taking approvals.
 53

6.5 CSR GOVERNANCE STRUCTURE

(Figure 6.5.1)

CSR Coordinating Team

1. Composition of the CSR Coordinating Team: The Company’s existing CSR &
Sustainability Department under Corporate Planning Division will be the CSR
Coordinating Team.

2. Responsibility of the CSR Coordinating Team:

• Act as central coordinating point for the CSR implementing departments.

Coordinate with the implementing departments for project designing in
compliance with the section 135 of the Companies Act and the CSR Rules.
• Plan annual budgets for CSR projects in coordination with the implementing
departments and make a proposal to the CSR Committee.
• Interface with various implementing departments within the Company to ensure
effective implementation of CSR projects. Report to the CSR Committee the
progress on CSR projects and status of CSR expenditure half yearly.
• Documentation and reporting of all CSR activities of the Company in pursuit of
the Companies Act and the CSR Rules.
 54

Monitoring and Reporting Framework

• Project monitoring

The Company will institute a well-defined monitoring and evaluation mechanism to

ensure that each social project has:

1. Clear objectives developed out of the societal needs that are determined through
baselines studies and research.

2. Clear targets, timelines and measurable parameters wherever possible.

3. A progress monitoring and reporting framework that is aligned with the

requirements of the section 135 of the Companies Act and the CSR Rules.

• Budget monitoring
1. The Company will establish an accounting system to ensure project wise
accounting of CSR spend.

• Reporting framework

1. The Company will monitor progress on CSR projects and CSR spend and report to
the top management quarterly and the CSR Committee half yearly.

2. The Company will report CSR performance in its annual report as per the
structure and format prescribed in the notified CSR Rules.

3. The Company will share its CSR performance with its various stakeholders
through its annual Sustainability Report, media, conferences, brochures, short films
etc.
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CHAPTER 7

SWOT ANALYSIS
 56

SWOT ANALYSIS

SWOT (Strengths, Weaknesses, Opportunities, And Threats) analysis is a framework

used to evaluate a company's competitive position and to develop strategic planning.
SWOT analysis assesses internal and external factors, as well as current and future
potential.

A SWOT analysis is designed to facilitate a realistic, fact-based, data-driven look at the

strengths and weaknesses of an organization, initiatives, or within its industry. The
organization needs to keep the analysis accurate by avoiding pre-conceived beliefs or
grey areas and instead focusing on real-life contexts.

SWOT ANALYSIS OF MARUTI SUZUKI

7.1 STRENGTHS

• Maruti Udyog limited (MUL) is in a leadership position in the market with a

market share of 48.74

• Major strength of MUL is having largest network of dealers and after sales
service centres in the country.

• Good promotional strategy is adopted by MUL to transfer its thoughts to the

people about its products.

• Maruti Suzuki recorded highest number of domestic sales with 9,66,447 units
from 7,65,533 units in the previous fiscal. It recently attained the 10million
domestic sales mark.

• Strong Brand Value and Loyal Customer Base are big strengths for MUL

• There are around 15 vehicles in Maruti Product portfolio. Has good product lines
with good fuel efficiency like Maruti Swift, Diesel, Alto etc

• Alto still beats the small car segment with highest number of sales
 57

• MUL is the first automobile company to start second hand vehicle sales through
its True-value entity.

• MUL has good market share and hence it’s after sales service is a major revenue
contributor.

7.2 WEAKNESS

• Low interior quality inside the cars when compared to quality players like
Hyundai and other new foreign players like Volkswagen, Nissan etc.

• Government intervention due to having share in MUL.

• Younger generations started getting a great affinity towards new foreign brands

• The management and the company’s labour unions are not in good terms. The
recent strikes of the employees have slowed down production and in turn
affecting sales.

• Maruti hasn’t proved itself in SUV segment like other players.

• Inability to penetrate into the international market

• Employee management, strikes, worker wage problems have affected Maruti's

brand image in the past

7.3 OPPORTUNITIES

• MUL has launched its LPG version of Wagon R and it was a good move
simultaneously

• MUL can start R&D on electric cars for a much better substitute of the fuel.

• Maruti’s Cervo 600 has a huge potential in tapping the middle-class segment and
act as a strong threat to Nano
 58

• New DZire from Maruti will capture the market share and expected to create the
same magic as Maruti Esteem (currently not available)

• Export capacity of the company is giving new hopes in American and UK markets

• Economic growth of the country is constantly increasing and the government is

working hard to increase the GDP to double digit.

• Developing hybrid cars and fuel-efficient cars for the future can be an
opportunity for Maruti Suzuki

• Maruti can target tapping emerging markets across the world and building a
global brand

• Fast growing automobile market and increased purchasing power.

7.4 THREATS

• Major players like Maruti Suzuki, Hyundai, Tata has lost its market share due to
many small players like Volkswagen- polo. Ford has shown a considerable
increase in market share due to its Figo.

• Tata Motors recent launches like Nano 2012, Indigo e-cs are imposing major
threats to its respective competitor’s segment

• China may give a good competition as they are also planning to enter into Indian
car segment

• Launch of Hyundai’s H800 may result in the decline of Alto sales.

• Government policies for the automobile sector across the world

• Ever increasing fuel prices

• Intense competition from global automobile brands and cheaper brands can hurt
Maruti Suzuki's business

• Substitute modes of public transport like buses, metro trains etc

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CHAPTER 8

CONCLUSION
 60

CONCLUSION

An analysis of the Maruti Suzuki India Ltd. shows three core competencies:

1. Strong Customer Base & Brand image – The MSIL has a market share of about 55% in
the Indian passenger car segment and is the largest manufacturer of small cars in India.
The company has been voted as first by Indian customers for level of customer service
and customer satisfaction. The company manufactures affordable small cars which
serve the needs of an average Indian customer faithfully and hence have a strong brand
image as the common man’s car in India, which an average Indian customer identifies
with. Such a strong brand image and huge customer base can sustain the position of the
company as the market leader in the Indian small car segment.

2. Well-developed sales and service network throughout India – The Maruti Suzuki
India has a strong dealership network comprising more than 450 cities across India and
a huge service network of more 2750 franchises of service outlets spreading about 1300
cities throughout India. Such a widely distributed sales and service network can help
the company to relate with its customers across India and also facilitates bargaining
power with suppliers and increase profitability.

3. Very Strong knowledge of Indian market – The Maruti Suzuki India has a strong
knowledge of the Indian market which has helped them to grow their sales and market
share in India. Maruti Suzuki is one of India’s leading automobile manufacturer and the
market leader in the car segment, both in terms of volume of vehicles sold and revenue
earned. The Company has long run opportunity for growth and profitability. They have
high relative market share and high growth rate.
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BIBLIOGRAPHY

o https://www.marutisuzuki.com/
o https://en.wikipedia.org
o https://www.marketing91.com