Renault Duster: dusting away competition
or facing a dust storm?
Subhalaxmi Mohapatra and Subhadip Roy
Subhalaxmi Mohapatra is
a Research Associate
and Subhadip Roy is an
Assistant Professor and
both are based at the
Indian Institute of
Management, Udaipur,
India.
Disclaimer. This case is written
solely for educational
purposes and is not intended
to represent successful or
unsuccessful managerial
decision making. The author/s
may have disguised names;
financial and other
recognizable information to
protect confidentiality.
DOI 10.1108/EEMCS-04-2014-0080
India is a volatile market and all it takes are a couple of good products to change the game
completely. New age compact SUVs, such as the Duster and the EcoSport, will easily eat into
the market share of current sedans as well as create new buyers for a segment that never
existed. These, of course, will be given company by more offerings next year, thus making this
a very important segment in the Indian car industry (Choudhury, 2013a).
Umang Kumar
Founder and CEO of Gaadi.com
New entries will add to the volumes. I see the new launches working towards increasing the pie
rather than eating the market shares (Chaudhari, 2013).
Sumit Sawhney
Executive Director, Marketing and Sales, Renault India
Introduction
In August 2013, the Ford EcoSport, a compact sports utility vehicle (SUV), became the
biggest-selling compact SUV in the market only two months after its launch. The other car
companies were immediately trying to tap this newly formed segment of compact SUVs,
either through new launches (Chevrolet Enjoy) or proposed launches (Nissan Terrano).
However, this was not good news for the Renault Duster, the brand credited with creating
the segment in 2012 and dominating it during the first half of 2013. The Duster offered a
compact SUV at a price comparable to a sedan and was equipped with design features
such as modern frame, smart technology, quality interiors and had a high fuel efficiency.
Facilitated by an apt marketing strategy, the Duster was able to reach sales of over 6,300
units in March 2013 (refer to Exhibit 1 for sales figures of the Duster), much higher
compared to Mahindra Scorpio’s 4,700 units (Chaudhari, 2013b). Indeed an achievement,
as for nearly all of the previous decade, the Mahindra Scorpio had been at the top of the
table of SUV cars in India. The Duster had managed to snatch the supremacy in less than
a year after its launch in July 2012.
However, the Duster faced hurdles for future growth in 2013, as it had experienced a
steady decline in sales since May 2013. Industry experts believed the dip would continue
in the future owing to the several new competitive models, such as Ford EcoSport and
Chevrolet Enjoy, in the emerging compact SUV segment. The second drawback of the
Duster was its smaller size which accommodated only five passengers as opposed to
seven or eight which some competitors in the same category could offer. Third, the Duster
could face a hurdle owing to a rise in excise duty on petrol variants of the SUVs in the 2013
union budget. This was a major issue for Renault India. The company had seen a big
VOL. 5 NO. 2 2015, pp. 1-18, © Emerald Group Publishing Limited, ISSN 2045-0621 EMERALD EMERGING MARKETS CASE STUDIES PAGE 1
 increase in sales driven by the Duster. The other models of Renault were not selling at a rate
even close to the Duster. Thus, a decrease in demand of the Duster would imply a huge
decrease in sales for the group as a whole in India. The Renault management needed to
develop a long-term growth strategy quickly to secure its position in India.

Background of Renault
Renault was established in 1899 as a French multinational vehicle manufacturer producing
a range of cars and vans. The company manufactured trucks, tractors, tanks, buses/
coaches and autorail vehicles in its early years. The French Government nationalized
Renault in 1945 and Pierre Lefaucheux was given the charge of heading Renault. The
company faced a bankruptcy in 1985-1986 but came back to fore in 1987. In 1996, the
company was privatized and expanded globally to countries such as Brazil, Argentina and
Turkey. A strategic alliance was forged with Nissan in 1999 and, in the same year, Renault
took over car maker Dacia from Romania. Renault became the major (20 per cent)
shareholder of Volvo in 2000. Carlos Ghosn, the man behind the successful turnaround of
Nissan, became the CEO of Renault in 2005 and over the next five years helped the brand
achieve significant growth and market share. In 2011, Renault (and Nissan) became the
third-biggest European automaker by production behind the Volkswagen Group and PSA
and the ninth biggest automaker by production in the world (World Motor Vehicle
Production, 2013). In 2013 the company was headquartered in Boulogne-Billancourt in
France and owned the Romanian manufacturer Automobile Dacia and the Korean Renault
Samsung Motors. The company also owned subsidiaries RCI Banque (automotive
financing), Renault Retail Group (automotive distribution) and Motrio (automotive parts).
The chairperson and CEO of the company was still Carlos Ghosn in early 2013 and the
French Government held approximately 15 per cent share of Renault.

Renault in India
Renault entered into the Indian market in October 2005 through a 51:49 joint venture with
Mahindra & Mahindra Limited[1] and was named Mahindra Renault Limited. In April 2007,
Mahindra Renault launched Logan – an entry sedan – with prices starting from INR 428,000
(base variant, petrol) and INR 547,000 (base variant, diesel). The Logan was launched to
cater to the Indian mid-sized car market. The sedan was enabled with modern features
and, at the same time, stripped of costly design features. The Logan was a great success
in the European market and had sold almost 450,000 units worldwide from 2004 to 2007.
However, the Logan could not succeed in India due to several problems such as an
ineffective branding strategy, improper pricing and poor localization. The actual sales were
found to be much lower than the projected figures. As a result, the joint venture posted a
loss of INR 4.9 billion by the end of March 2009. Some analysts suggested a poor pricing
strategy to be one of the reasons for failure. Even though the price was low compared to
competitors, it was not exactly a low-cost entry mid-sized car as the joint venture had
claimed. The higher price was a result of only 50 per cent local sourcing (much lower than
competitors) and import of the engines from France. Some experts also claimed the higher
excise duty faced by Logan to be a reason behind the high price. Several other reasons
were cited for the poor performance of the car, such as its dated appearance, which gave
it a tourist taxi image, and the lack of company-owned network of dealers and service
centers. Finally, Logan was never aggressively promoted, except for some weak discount
ads by the local dealers. Thus, the low demand could be attributed to low customer pull
effect. The failure of the Logan mainly led to the dissolution of the joint venture between
Mahindra and Renault in February 2010, with Mahindra buying out Renault’s shares.
Renault agreed to provide support to Mahindra and Mahindra, through a license agreement
to supply key components, and Renault Logan became Mahindra Verito. After its exit from
the joint venture, Renault entered the Indian market on its own (refer to Exhibit 2 for a brief
timeline of Renault in India).

PAGE 2 EMERALD EMERGING MARKETS CASE STUDIES VOL. 5 NO. 2 2015

The Indian passenger vehicle industry
The Indian car industry had emerged as a “sunrise sector” in the Indian economy and was
one of the largest markets in the world in 2012. India had emerged as one of the
fastest-growing passenger car markets globally and the export hub for SUVs. It had also
emerged as a supply hub to feed the world demand for SUVs to Europe, South Africa and
Southeast Asia due to its cost-competitive manufacturing practices. India has been a large
export base of compact cars to Europe and a prospective market for hybrid and electric
vehicles. Many renowned automobile brands, such as Hyundai, Toyota and Suzuki, ranked
their Indian production facilities at the top in terms of productivity and quality. The majority
of car manufacturing industry in India was concentrated around three clusters in the south,
west and north of India. Major companies based in the south included Ford, Hyundai,
Renault and BMW, the western cluster near Mumbai and Pune had companies like General
Motors, Volkswagen, Skoda, Mahindra and Mahindra and Tata Motors, while the northern
cluster included Gurgaon and Manesar, where the Maruti Suzuki had its plant.
The passenger vehicle industry displayed a healthy growth in the past decade until
2010-2011 (25 per cent). The Indian socioeconomic conditions favored the growth of the
passenger car industry as a whole. First, the average gross domestic product (GDP)
growth rate of the Indian economy in the period 2009-2013 was approximately 8 per cent[2]
and has led to an increase in the middle class income along with other factors such as
employment opportunities. This was backed by a reasonably high per-capita GDP of
around USD1,500 in 2012-2013[3]. Around 5 per cent of the Indian population had a car
according to the 2011 census. Given the Indian population was around 120 billion at the
time, this was not a small figure. Second, easy financing options available from banks have
reduced the upfront payment burden for the buyers and have contributed to car sales.
Third, increasing urbanization is leading to new needs such as own vehicles for commuting
and is fuelling the sales of passenger cars. The growth rate of the passenger vehicle
industry declined to 4.7 per cent in 2011-2012 and 4.1 per cent in 2012-2013. The major
reason behind this decline were demand-side factors attributed to the high inflation, rise in
fuel prices and adverse interest rates. However, since September 2012, the sales had
improved due to the festive season and new models launched by various companies.
The utility vehicle (UV) segment, had grown at 26 per cent compound annual growth rate
(sales volume) from 2009-2010 to 2012-2013, which was much higher than the overall
growth of the passenger vehicle industry (11 per cent). The UV segment’s volume growth
was 54.5 per cent in 2012-2013 compared to 4.1 per cent of the passenger vehicle
industry. The reason behind this could be attributed to new models being launched to cater
to consumer sub-segments that were non-existent earlier (refer to Exhibit 3 for a
comparison of sales figures of the UVs competing with the Duster).

Launch of the Duster

The Dacia Duster was officially revealed on 8 December 2009 and made available in
Europe from 18 March 2010 and was a compact SUV developed by Dacia. Given the price
and novel attractive design, it became one of the most affordable compact SUVs in the
global market. After its initial success in Europe and South America, it entered the Indian
market on 4 July 2012 under the brand Renault. The initial price range was INR 0.719 million
to INR 1.13 million, which was lower than most competitors in the compact SUV category.
The Duster in India was produced at the Chennai plant and was adapted to satisfy the
Indian consumers’ perceived “value for money” and technological content. The car was
also developed to suit Indian terrains and offered variants with innovative features such as
chrome grill, twin barrel headlamps, 16-inch alloy wheels, steering-mounted audio and
phone controls, cargo space of 475 liters and four-speaker music system. The Duster was
also equipped with safety features such as front fog lamps, dual front air bags, anti-lock
braking system and electronic brakeforce distribution. due to its competitive pricing, Duster
attracted both premium hatchback and sedan buyers in India.

VOL. 5 NO. 2 2015 EMERALD EMERGING MARKETS CASE STUDIES PAGE 3

 Duster zooms ahead
Even though Renault had entered the Indian market in 2005, it made its presence felt only
after the launch of Renault Duster, as the Duster was one of the first car brands to apply
buzz marketing in India. The car was first displayed at the Delhi Auto Expo in 2012, which
created publicity in the media. The company next launched a “Guess the Price” contest on
electronic social media (refer to www.fforfree.net/2012/06/whats-your-guess-contest-by-
renault.html for an image from the contest). At the same time, a viral video teaser was
launched online (refer to www.youtube.com/watch?v⫽nGjXE5Ueaso&list⫽TL0KO8xs9EjeA
for the ad) which banked on the deprivation or “opportunity lost” appeal. Both the moves
were well-received by the target audience who were Internet-savvy. The hype generated
about the car could be adjudged by the 6,000 units that were booked within a week of its
launch. The brand also capitalized on the association with India’s most popular sport. The
Duster was reserved as the Man of The Series award for the Micromax Cup 2012, which
was won by the Indian cricketer Virat Kohli (refer to http://media.ind.sh/data/auto/image/4/
20394/89eb12852b1b43bb019c536ac6c029df_555X416_1.jpg for a snapshot of the
same). Renault achieved 20,000 deliveries within the first six months of the launch and they
deferred the proposed advertising campaign that was expected to be aired at national level
during September 2012. As a company official explained, “There is no point in creating
further demand through advertising till we meet the first lot of bookings. Once we are more
at level with the supplies, we will launch the ads. They will likely come around Diwali
(Bhattacharya, 2012)”. However, the company had adopted a social media-based
campaign on Facebook that invited customers to share their experience with others in
electronic social media (refer to http://lighthouseinsights.in/wp-content/uploads/2012/07/
renault-india-facebook-content.png for a snapshot of the contest). The sales kept growing
and in April 2013, the company saw its sales for the month increasing by tenfold, with 6,314
units delivered to customers against 615 units in the same period in 2012. However, at the
same time, the Duster contributed to more than 80 per cent of the total sales of the
company in India (Exhibit 1), which could raise concern.
A host of awards and accolades were received by the Duster in 2013. Foremost among
them was the prestigious TNS Voice of Customer award for the greatest customer
satisfaction. This award had been given based on the TNS Automotive Four-Wheeler Total
Customer Satisfaction in 2012. Along with this award, the Duster received 23 awards[4] in
India (refer to Exhibit 4) since its launch in July 2012, including the “Car of the Year 2013”
by most Indian media houses. This was a huge achievement for Renault, as it had received
more awards than any other car makers in the country in 2012.

The future of Duster

During June 2013, Renault had reported a sales figure of 6,007, out of which Duster sales
accounted for 4,523. The same figure in July 2013 was 3,768 and 3,089, respectively. Not only was
this a sharp decline, but it also exposed the over-dependence of Renault on the Duster. Even
though the Duster had become the bestselling SUV in India, dethroning the Mahindra Scorpio, it
was having difficulty in maintain the position. The brand had a lot of merits in the product features
such as a modern frame, smart technology, quality interiors and fuel efficiency, but there were
negative demerits, such as limited market penetration, due to the fewer number of dealers and poor
image because of the Duster’s smaller size, accommodating only five passengers in contrast to the
seven/eight that the other SUVs could offer. The major challenge was from the competition since the
launch of several new competing models, such as Ford EcoSport and Chevrolet Enjoy, which lead
to more choices for the buyer. This could lead to a continued decline in sales for the Duster if it failed
to differentiate and establish its superiority over the competitors. Moreover, the Duster deferred its
mass advertising campaign and focused more on online communications. This might have led to
the loss of the non-tech-savvy consumers. Contrastingly, brands such as Ford EcoSport and
Chevrolet Enjoy used mass media advertising to launch their product. According to industry
reports, the Ford EcoSport had received 30,000 bookings since its launch on June 26, 2013

PAGE 4 EMERALD EMERGING MARKETS CASE STUDIES VOL. 5 NO. 2 2015

 (www.autocarindia.com/News/350368,ford-ecosport-gathers-30000-bookings.aspx). This was
definitely not good news for the Duster.
The parent company, Renault, faced several challenges in mid-2013. First, the declining sales
of the Duster would mean a huge loss of revenue for the company, as the Duster had turned
their fortune around in India. Second, the total sales of Renault in the passenger car market had
been declining (refer to Exhibit 1). Interestingly, a larger percentage of the total sales of Renault
was attributed to the Duster (refer to Exhibit 1). This over-dependence could hurt the
company’s overall sales. Third, a careful observation of the sales figures of the other brands of
Renault India indicated that the sales trend for brands such as Koleos was not very promising
(refer to Exhibit 5). Finally, even though Renault was in the third position in the compact SUV
segment (Exhibit 6), its sales were much less compared to those of the top two players.
To top it, all the other brands of Renault India were erratic or declining. Duster was a
success story for Renault and enabled the company to gain a foothold in the Indian
passenger car market. However, the same could not be said for the other brands of the
company. Moreover, the Duster was already facing competition within its own segment.
Thus, the major issue for the company was how to ward off competition for Duster while at
the same time reduce dependency on the Duster. The first mover and the creator of the
compact SUV segment in India had many concerns to address.

Notes
1. Mahindra & Mahindra Limited was founded in 1945 as a steel trading company. The company was
a diversified conglomerate in 2013 with businesses spread over 18 industries and a global
presence in more than 100 nations.

Keywords: 2. Source: World Bank data, available at: http://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZG

India, 3. Source: World Bank data, available at: http://data.worldbank.org/indicator/NY.GDP.PCAP.CD
Positioning, 4. As per a press release by the company.
Marketing strategy,
5. HT Correspondent. Renault eyes 5 per cent market share, launches AWD Duster at INR 11.9L.
Compact SUV, Hindustan Times Renault eyes 5 per cent market share, launches AWD Duster at Rs. 11.9 LL,
Passenger car industry, www.hindustantimes.com/autos/htauto-topstories/renault-eyes-5-market-share-launches-awd-
Renault Duster duster-at-rs-11-9-l/article1-1267817.aspx (accessed 5 November 2014).

References
Bhattacharya, R. (2012), “Renault delays Duster ad campaign as bookings cross 18,000”,
Businessline, 27 September, available at: www.thehindubusinessline.com/companies/renault-delays-
duster-ad-campaign-as-bookings-cross-18000/article3942633.ece (accessed 12 July 2013).

Chaudhari, Y. (2013), “Duster now No. 2 in UVs”, DNA, 15 May, available at: www.dnaindia.com/
money/1834823/report-duster-now-no-2-in-uvs (accessed 8 August 2013).

Chaudhari, Y. (2013), “Nissan ups bet on compact SUVs with Terrano”, DNA, available at: www.dnaindia.com/
money/1877547/report-nissan-ups-bet-on-compact-suvs-with-terrano (accessed 7 July 2013).

Choudhury, K. (2013), “Renault on comeback trail with Duster”, The Telegraph, 3 June, available at: www.
telegraphindia.com/1130603/jsp/business/story_16965057.jsp#.Uh9Ay_n-Fsl (accessed 7 July 2013).

World Motor Vehicle Production (2013), “OICA correspondents survey”, available at: http://oica.net/
wp-content/uploads/ranking.pdf (accessed 8 August 2013).

Further reading
CarToq (Ed.) (2012), “Renault releases Duster teaser ad and price contest”, Cartoq.com, available at:
www.cartoq.com/renault-releases-duster-teaser-ad-and-price-contest/ (accessed 7 July 2013).

Greeshma, M. (2013), “Ford EcoSport becomes highest selling SUV in India, overtakes Renault
Duster”, ibtimes.co.in, 5 August, available at: www.ibtimes.co.in/articles/496876/20130805/ford-
ecosport-india-sales-renault-duster-price.htm (accessed 15 August 2013).

Oncars.in. (2012), “Virat Kohli takes home Renault Duster SUV after winning ‘Man of the Series’ title in
Sri Lanka”, Oncars.in, 7 August, available at: www.oncars.in/Car-News-Detail/virat-kohli-takes-home-
renault-duster-suv-after-winning-man-of-the-series-in-sri-lanka/2824 (accessed 7 July 2013).

VOL. 5 NO. 2 2015 EMERALD EMERGING MARKETS CASE STUDIES PAGE 5

 Exhibit 1

Table EI Sales trend of Duster and comparative figures of Renault India

Duster sales Renault sales Total car Market share Duster sales as % of total
Month (units) (units) sales (units) of renault sales of renault

April 2012 615 217,113 0.28

May 2012 482 210,859 0.23
June 2012 787 196,884 0.40
July 2012 1,194 1,776 191,642 0.93 67.23
August 2012 3,184 4,036 171,051 2.36 78.89
September 2012 4,211 5,577 214,068 2.61 75.51
October 2012 5,406 6,790 231,113 2.94 79.62
November 2012 5,251 6,607 212,598 3.11 79.48
December 2012 4,485 5,924 191,394 3.10 75.71
January 2013 3,554 4,914 230,087 2.14 72.32
February 2013 5,590 6,723 214,093 3.14 83.15
March 2013 6,313 8,232 243,844 3.38 76.69
April 2013 5,362 6,314 199,496 3.17 84.92
May 2013 5,146 6,300 193,338 3.26 81.68
June 2013 4,523 6,007 187,462 3.20 75.30
July 2013 3,089 3,768 176,949 2.13 81.98
Source: www.team-bhp.com/ with permission (accessed 22 August 2013)

Exhibit 2

Table EII Renault milestones in India

Dates Events

October 2005 Renault enters the Indian market through a joint venture between Renault and Mahindra and Mahindra
Limited and was named Mahindra Renault Limited
April 2007 Launch of Logan
June 2008 Establishment of Integrated Logistics Network to facilitate export of automobile components to Renault plants
globally
January 2010 Renault displays range of cars in the AUTOEXPO 2010 exhibition, New Delhi and announced to introduce
them in India
February 2010 Dissolution of the joint venture between Mahindra and Renault announces to open a nation-wide network of
dealership in Renault Brand and the launch of a range of cars from mid-2011
March 2010 Opening of Renault-Nissan Alliance manufacturing facility in Chennai (with initial investment of Rs. 4,500
crores with a capacity to produce 400,000 cars annually)
May 2011 Launched its first car (sedan) in India, the Fluence
September 2011 Launches Koleos SUV, globally in India on 8 Sept. In the launch month only, Koleos registers 120⫹ bookings
(the only SUV in the segment to do so)
January 2012 Renault displays 11 cars in New Delhi Auto Expo and Pulse is launched and unveils the Duster
June 2012 At Munnar, successfully conducted a Media Test Drive for Renault Duster
July 2012 Launch of Renault Duster across nine cities in India and receives a phenomenal response from the Indian
market
August 2012 Renault India records highest sales to date, selling 4,036 cars
September 2012 Renault Scala launched in New Delhi on 7 September
October 2012 Renault India records highest cumulative sales to date, selling 6,790 cars
Increased Duster Price by up to INR 40,000
November 2012 Renault India commences first shipment of Duster from Chennai to the UK
March 2013 Renault Duster sells 6,313 units in March 2013 - the highest ever sales
April 2013 Automobile style guru Dilip Chhabria redesigns Duster into a luxury SUV The customization pack to convert
the duster into luxury SUV is priced at INR 3.5 lakhs
Duster sales (6,300 units) and overtakes Mahindra’s Scorpio (4,700 units)
Source: www.facebook.com/permalink.php?story_fbid⫽572057836143284&id⫽228117457203992

PAGE 6 EMERALD EMERGING MARKETS CASE STUDIES VOL. 5 NO. 2 2015

 Table EIII Sales comparison between competitors of Duster
Base price
Exhibit 3

(April 2013) April May June July August September October November December January February March April May June July
Make Model Body (ex-showroom New Delhi) 2012 2012 2012 2012 2012 2012 2012 2012 2012 2013 2013 2013 2013 2013 2013 2013

Chevrolet Enjoy MUV 5.49-8.05 691 2,173 2,578 2,235

Chevrolet Tavera MUV 7.24-10.94 1,944 945 740 1,615 2,215 2,133 2,131 1,405 1,733 1,709 2,030 1,853 1,571 1,475 ⫺26 93
Force Force One SUV 8.99-12.06
Ford Ecosport SUV 5.59-9.0 4,002 4,715
Mahindra Bolero MUV 5.87-7.53 8,205 9,584 9,514 9,312 8,717 9,499 11,071 10,098 9,278 10,659 10,053 11,675 9,766 9,780 7,983 6,955
Mahindra Quanto SUV 5.99-7.83 1,782 2,497 2,297 2,948 2,954 2,099 1,857 1,338 1,279 891 347
Mahindra Scorpio SUV 7.99-12.62 4,340 4,269 3,621 4,378 4,204 4,064 4,681 4,277 3,308 4,462 3,906 4,658 4,437 5,165 3,628 3,256
Mahindra XUV500 SUV 11.8-14.4 3,403 3,471 3,452 4,007 3,979 4,603 4,320 4,237 3,566 3,721 3,472 3,187 2,253 2,144 1,377 2,045
Mahindra Xylo MUV 7.49-10.41 2,557 2,370 2,228 2,401 2,214 1,658 2,044 1,756 1,751 2,100 1,871 2,117 1,547 1,719 1,212 1,070
Maruti Ertiga MUV 5.99-8.71 5,464 6,802 5,400 7,091 6,643 7,116 7,289 7,337 5,208 5,983 5,842 6,200 5,168 4,306 4,950 4,562
Nissan Evalia MUV 8.7-10.24 195 262 187 257 147 346 18 117 36 22
Premier Rio SUV 4.71-6.70
Renault Duster SUV 7.99-12.18 1,194 3,184 4,211 5,406 5,251 4,485 3,554 5,590 6,313 5,362 5,146 4,523 3,089
Skoda Yeti SUV 14.7-18.37 75 82 168 85 77 284 6 51 52 87 112 47 44 36 35 41
Tata Aria MUV 10.2-14.95 63 67 17 65 39 25 147 341 5 52 4 13 8 3 2 26
Tata Safari ⫹ Safari SUV 8.6-13.55, 10.29-14.1 947 552 970 865 1,167 864 1,005 1,052 1,374 2,045 1,082 1,078 762 910 814 598
Storme

VOL. 5 NO. 2 2015

Tata Sumo MUV 5.84-7.42 2,513 2,125 2,367 3,898 3,129 3,335 3,318 2,959 1,451 1,783 1,563 2,159 1,749 1,133 1,105 1,047
Toyota Innova MUV 9.51-14.47 6,582 6,710 6,785 6,678 6,439 5,858 5,889 4,682 6,458 6,063 6,496 8,422 3,192 4,216 4,964 4,677

Source: www.team-bhp.com/ with permission (accessed 22 August 2013)

EMERALD EMERGING MARKETS CASE STUDIES

PAGE 7
 Exhibit 4

Table EIV Major accolades received by Renault Duster in India

Serial no. Organization Award

1 TNS Car of the Year

2 Autocar and Bloomberg TV Car of the Year, Viewers’ Choice, and SUV of
the Year
3 NDTV Car of the Year and Compact SUV of the Year
4 Top Gear Compact SUV of the Year
5 BBC and Times of India Readers’ Choice Car
6 Car India SUV of the Year
7 Overdrive and CNBC-TV 18 Compact SUV of the Year
8 Vicky.in, Motor Vikatan Car of the Year
(Chennai) and Team BHP
9 Zigwheels and Economic Car of the Year, Readers’ Choice and entry-
Times level SUV of the Year
10 AutoJunction.in Car of the Year and Utility Vehicle of the Year
Source: http://media.renault.com/global/en-gb/renault/media/pressrelease.aspx?mediaid⫽43376

Exhibit 5

Table EV Sales trend of brands of Renault (other than Duster) in India

Month Fluence sales Koleos sales Pulse sales Scala sales

April 2012 177 26 412 –

May 2012 156 17 309 –
June 2012 208 43 536 –
July 2012 102 43 437 –
August 2012 131 29 572 120
September 2012 128 26 524 688
October 2012 107 57 483 737
November 2012 82 31 436 807
December 2012 68 36 515 820
January 2013 108 37 403 812
February 2013 65 28 420 620
March 2013 337 15 541 1,026
April 2013 39 10 358 545
May 2013 71 3 410 670
June 2013 215 0 497 772
July 2013 10 1 292 371
Source: www.team-bhp.com/ with permission (accessed 22 August 2013)

PAGE 8 EMERALD EMERGING MARKETS CASE STUDIES VOL. 5 NO. 2 2015

Exhibit 6

Table EVI Sales trend of major compact UVs in India

Segment: utility vehicles (UVs)/sub-segment
UV1: length ⬍ 4,400 mm, price range up to
15 lakh Domestic sales (units)
Manufacturer 2011-2012 2012-2013 % Growth

Mahindra & Mahindra Ltd 92,267 123,162 33.48

Maruti Suzuki India Ltd 6,498 79,179 1,118.51
Renault India Pvt Ltd – 39,188 –
Tata Motors Ltd 25,570 29,982 17.25
Nissan Motor India Pvt Ltd – 1,394 –
Force Motors Ltd 333 281 ⫺15.62
Total 124,668 273,186 119.13
Source: Compiled from Society of Indian Automobile Manufacturers (SIAM) database

Corresponding author
Subhadip Roy can be contacted at: subhadip.roy@iimu.ac.in

VOL. 5 NO. 2 2015 EMERALD EMERGING MARKETS CASE STUDIES PAGE 9