PROJECT REPORT

ON

“MARKETING STRATEGY FOR

AGILE CAPITAL SERVICES”
BABASAHEB BHIMRAO AMBEDKAR UNIVERSITY,
(A CENTRAL UNIVERSITY)

SUBMITTED TO BABASAHEB BHIMRAO AMBEDKAR

UNIVERSITY FOR THE PARTIAL FULFILMENT OF THE
REQUIREMENT FOR THE AWARD OF DEGREE IN
MASTER OF BUSINESS ADMINISTRATION

Under the Supervision of: Submitted By:

Dr. Ramesh Kumar Chaturvedi PRASHANT KUMAR
Dr. Asim Hasan MBA (MM) IIIrd SEM
Assistant Professor Roll No.216413
Enrolment No: B-057/17

DEPARTMENT OF MANAGEMENT STUDIES

BABASAHEB BHIMRAO AMBEDKAR UNIVERSITY
(A CENTRAL UNIVERSITY)
(BATCH- 2021-2023)
 BABASAHEB BHIMRAO AMBEDKAR UNIVRSITY,

(A CENTRAL UNIVERSITY)

CERTIFICATE

Certified that the entitled “MARKETING STRATEGY FOR AGILE

CAPITAL SERVICES” Submitted by PRASHANT KUMAR (Roll No.216413) in
the partial of the requirements for the award of the degree of the MASTER OF
BUSINESS ADMINISTRATION of Babasaheb Bhimrao Ambedkar
University Lucknow, is a record of students own work carried under our
supervision and guidance. The project embodies result of the original work and
studies carried out by students and the contents do not forms the basis for the
award of any other degree to the candidate or to anybody else.

Dr. Ramesh Kumar Chaturvedi

Dr. Asim Hasan
Assistant Professor

Date:-

ii
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iv
v
vi
 REPORTON

“ASTUDYON MARKETING AND

STRATEGY”

Agile Capital Services Pvt. Ltd.

New Delhi

A report submitted in partial fulfillment of the requirements of

MBA (Marketing Management) Program of BBAU
LUCKNOW

Faculty Guide:
DR.RAMESH KUMARCHATURVEDI
DR.ASIM HASAN Company Guide:
Ms . Shivani Sharma

Date of Submission: 11th Oct, 2022

vii
 STUDENT’S DECLARATION

I undersigned PRASHANT KUMAR student of Babasaheb Bhimrao Ambedkar

University (A Central University), Lucknow MBA (Marketing MM), declare
that summer internship project titled “MARKETING STRATEGY FOR
AGILE CAPITAL SERVICES” is a result of my own work and my
indebtedness to other work publications, references, if any, have been duly
acknowledged. If I found guilty of copying any other report or published
information and showing as my original work, I understand that I shall be liable
and punishable by Institute or University, which may include ‘Fail’ in examination,
‘Repeat study & re -submission of the report’ or any other punishment that Institute
or University may decide.

Name of Student: PRASHANT KUMAR

ROLL NO-216413
Signature:

viii
 ACKNOWLEDGEMENT

First of all, I thank "Almighty God" for giving me strength and ability to complete

the study successfully and make this report on time.

I am especially grateful to Dr. Ramesh Kumar Chaturvedi, Dr. Asim

Hasan (Assistant Professor) for his valuable guidance given throughout this project.

I would like to express my special thanks to my parents, friends and all other well-wishers

who have helped me a lot in the preparation of this report.

PRASHANT KUMAR
MBA (MM) IIIrd SEM
Roll No.216413

ix
 PREFACE

A professional course in (MASTER OF BUSINESS ADMINISTRATION) is incomplete

unless the theoretical knowledge acquired in the classroom is backed up by practical
exposure, as theories alone do not give the perfection to any discipline. The gap between
theory & practiced bridged by the research report, which has been an integral part of the
syllabus.

This has given us an opportunity to work in a truly professional environment where team
work score over individual effort, where there is a helpful atmosphere. A well planned,
properly executed and evaluated training helps a lot in inoculating good work culture.

I was assigned a project “MARKETING STRATEGY FOR AGILE CAPITAL

SERVICES” this report is the result of the work done during the training period.

I have tried my level best to be as a systematic as possible and to avoid any sort of biases.

x
 EXECUTIVE SUMMARY

India is one of the fastest growing economies in the world. Financial industries had seen many ups and downs in
India prior to liberalization. The liberalization of Indian economy enabled India to advance itself in many sectors.
Financial is one such sector wherein India has seen tremendous improvements. To sustain this rate of growth in
Financial sector India has to introduce so many measures to have higher customer satisfaction. Tata Motors is the
leading financial company in India.

This study has been conducted to analyze the Customer Satisfaction with special reference to AGILE CAPITAL
SERVICES) in Lucknow. Customer satisfaction includes Quality, Performance, Price, Service, Brand, etc.

This study has been conducted with special reference to Customers in Lucknow district. This study has been
conducted using Stratified random sampling method with a sample size of 62 customers.

In this study Percentage analysis had been used and several statistical tests were used for analysis and
interpretation of data. Based on the analysis, it is represented with suitable charts.
It has been found that the preference and satisfaction level about the products and services of AGILE CAPITAL
SERVICES were good, And the opinion of the Dealer, Distributer, and Institutional Customer are satisfactory.
It has also been suggested to the Company to provide at most satisfaction to the customers. It is also suggested to
extend their facilities like service, Seasonal discount, etc. and complete
information provided at the delivery section. It has been suggested to the Company to enhance The Promotion
Strategy including advertisement on Television.

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 TABLE OF CONTENTS

Chapter Particular(s) Page

No.
1 Introduction 1-18
2 About the organization and history 19-27

3 Company Profile 28-47

4 Swot analysis 48-51

5 Challenges or problem encountered 52

6 Marketing strategy of AGILE 53-69

CAPITAL SERVICES
7 Research 70
problem
8 Research methodology 71-73

9 Research 74
objective
10 Findings , Recommendations 75-76

11 Limitations, Conclusions 77-79

12 Bibliography, Questionnaire 80-85

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 Chapter-1
INTRODUCTION

1.1 Marketing:
Marketing , more than any other business activities deals with customers.
Although there are a number of detailed definitions of marketing perhaps the
simplest definition of marketing is managing profitable customer
relationship. We can distinguish between a social and a managerial definition
for marketing. According to a social definition, marketing is a societal
process by which individuals and groups obtain what they need and want
through creating, offering, and exchanging products and services of value
freely with others. As a managerial definition, marketing has often been
described as ―the art of selling products.‖ But Peter Drucker, a leading
management theorist, says that ―the aim of marketing is to make selling
superfluous. The aim of marketing is to know and understand the customer
so well that the product or service fits him and sells itself. Marketing is the
management process that identifies, anticipates and satisfies customer
requirements profitably - The Chartered Institute of Marketing (CIM). The
American Marketing Association (offers this managerial definition):
Marketing (management) is the process of planning and executing the
conception, pricing, promotion, and distribution of ideas, goods, and services
to create exchanges that satisfy individual and organizational goals.

1.2 Marketing Management:

Marketing Management is the process of choosing target markets and
getting, keeping and growing customers through creating, delivering and
communicating superior customer value and satisfaction.

1
1.3 Difference between Selling and Marketing:
under take to assess needs, measure their extent and intensity, and determine
whether a profitable The old sense of making a sale is telling and selling, but
in new sense it is satisfying customer needs. Selling occurs only after a
product is produced. By contrast, marketing starts long before a company has
a product. Marketing is the homework that managers opportunity exists.
Marketing continues throughout the product‘s life, trying to find new
customers and keep current customers by improving product appeal and
performance, learning from product sales results, and managing repeat
performance. Thus selling and advertising are only part of a larger marketing
mix-a set of marketing tools that work together to affect the marketplace.
1.4 Process of Marketing:
The marketing process involves five steps: The first four steps create value
for customers and build strong customer relationships in order to capture
value from customers in return. At the primary stage, marketers must assess
and understand the marketplace and customers needs and demands. Next,
marketers design a customer driven marketing strategy with the goal of
getting, keeping and growing target customers. This stage includes market
segmentation, targeting and position. The third step involves designing a
marketing program that actually delivers the superior value. This step
includes designing products and services, pricing the product, distribution
and finally promoting the product. . The first three steps provide the basis for
the fourth step that is building profitable customer relationships and creating
customer satisfaction. And finally, the company reaps the reward of strong
customer relationship and satisfaction by capturing value from customers.
Value creation for customers
1. Understand the market place and customer needs and wants
2. Design a customer-driven marketing strategy
2
3. Construct a marketing program that delivers superior value
4. Build profitable relationships and create customer delight
5. Capture value from customers

1.5 Marketing Tasks:

According to market experts John Evans & Berry Bergmen- there are nine
functions of marketing. These are:
1. Customer analysis
2. Buying supplies
3. Selling products and services
4. Product and service planning
5. Pricing 6. Distribution
7. Marketing research
8. Opportunity analysis Social responsibility.
1.6 Scope of marketing:
Now a day, marketing offers are not confined into products and services. The
scope of marketing is now becoming larger. Marketing people are involved
in marketing several types of entities: Goods: Physical goods constitute the
bulk of most countries‘ production and marketing effort. Most of the country
produces and markets various types of physical goods, from eggs to steel to
hair dryers. In developing nations, goods—
particularly food, commodities, clothing, and housing—are the mainstay of
the economy. Services: As economies advance, a growing proportion of their
activities are focused on the production of services. The U.S. economy today

3
consists of a 70–30 services-to-goods mix. Services include airlines, hotels,
and maintenance and repair people, as well as professionals such as
accountants, lawyers, engineers, and doctors. Many market offerings consist
of a variable mix of goods and services. Experiences:By orchestrate several
services and goods, one can create, stage, and market experiences. Walt
Disney World‘s Magic Kingdom is an experience. Event: Marketers promote
time-based events, such as the Olympics, trade shows, sports events, and
artistic performances. Persons: Celebrity marketing has become a major
business. Artists, musicians, CEOs, physicians, high profile lawyers and
financiers, and other professionals draw help from celebrity marketers.
Place:Cities, states, regions, and nations compete to attract tourists, factories,
company headquarters, and new residents. Place marketers development
specialists, real estate agents, commercial banks, local business associations,
and advertising and public relations agencies.
Properties: Properties are intangible rights of ownership of either real
include economic
property (real estate) or financial property (stocks and bonds). Properties are
bought and sold, and this occasions a marketing effort by real estate agents
(for real estate) and investment companies and banks (for securities).
Organizations Organizations actively work to build a strong, favorable
image in the mind of their publics. Philips, the Dutch electronics company,
advertises with the tag line, ―Let‘s Make Things Better.‖ The Body Shop
and Ben & Jerry‘s also gain attention by promoting social causes.
Universities, museums, and performing. arts organizations boost their public
images to compete more successfully for audiences and funds. Information:
The production, packaging, and distribution of information is one of
society‘s major industries. Among the marketers of information are schools
and universities; publishers of encyclopedias, nonfiction books, and
specialized magazines; makers of CDs; and Internet Web sites. Ideas:Every
4
 market offering has a basic idea at its core. In essence, products and services
are platforms for delivering some idea or benefit to satisfy a core need.
1.7 Core Concepts of marketing:
1. Needs, Wants and Demands: The successful marketer will try to
understand the target market‘s needs, wants, and demands. Needs: The most
basic concept of marketing is the human needs. Human needs are states of
felt deprivation. Human needs can be physical needs (Hunger, thirst, shelter
etc) social needs (belongingness and affection) and individual needs
(knowledge and self-expression). There are five types of needs. These are

 Stated need (Minimum price)

 Real need (Psychological price)

 Unstated need (Service for post purchase)

 Delighted need (Supplementary-Gift)

 Secret need (Show up, gesture).

Wants: It is the form of human needs shaped by culture and individual

personality. Needs become wants when they are directed to specific objects
that might satisfy
the need. For example, An American needs food but wants hamburger,
French fries and soft drink but a British wants fish, chicken, chips and soft
drinks. So, it differs. Demands : Wants become demand when backed by
purchasing power. Consumers view products as bundles of benefits and
choose product that add up to the most satisfaction. Demand comprises of
three steps first, desire to acquire something, second, willingness to pay for
it, and third, ability to pay for it. Many people want a Mercedes; only a few
are able and willing to buy one. Companies must measure not only how
many people want their product, but also how many would actually be

5
willing and able to buy it. However, marketers do not create needs; needs
preexist marketers. Marketers, along with other societal influences, influence
wants. Marketers might promote the idea that a Mercedes would satisfy a
person‘s need for social status. They do not, however, create the need for
social status.
2. Product or Offering and Value Proposition:
People satisfy their needs and wants with products. A product is any offering
that can satisfy a need or want, such as one of the 10 basic offerings of
goods, services, experiences, events, persons, places, properties,
organizations, information, and ideas. By an offering customer get the value
proposition to use or consume the deliver product or services. So Value
proposition is the set of benefits or values it promises to deliver to customers
to satisfy their needs. It is actually the answer of customer‘s question: ‗Why
should I buy your product?
3. Value and satisfaction:
Value can be defined as a ratio between what the customers get and what
they give in return. The customers get benefit and assume costs. Value =
Benefits / Costs. Marketers concern should be to raise the value in the minds
of the customers.
When value of the products or services is high, customers are willing to pay
more for the products. Thus;

Value= functional Benefit+Emotional Benefit

Monetary costs +Time costs + Energy costs +Psychic costs
Customer satisfaction is the extent to which a product‘s perceived
performance matches a buyer‘s expectation. If performance matches
expectation level, the customer becomes satisfied but if the product‘s
performance falls short of expectations, the customer will be dissatisfied. If
6
performance exceeds expectation, the customer will be highly satisfied or
delighted.

4. Exchanges and Transactions:

Exchange: Marketing occurs when people decide to satisfy needs and wants
through exchange. Exchange is defined as the act of obtaining a desired
object from someone by offering something in return. For exchange potential
to exist, five conditions must be satisfied:

 There are at least two parties

 Each party has something that might be of value to the other party
 Each party is capable of communication and delivery
 Each party is free to accept or reject the exchange offer
 Each party believes it is appropriate or desirable to deal with the other
party.
Transaction: If exchange is the core concept of marketing, transaction is the
marketing‘s unit of measurement. Two parties are engaged in exchange if
they are negotiating- trying to arrive at mutually agreeable terms. When an
agreement is reached, we say the transaction takes place. Thus, a transaction
is a trade of values between two or more parties. When the exchange is
made, it results into transaction. A transaction involves several dimensions:

 at least two things of value

 agreed-upon conditions

 a time of agreement and

 a place of agreement.
5. Relationships and Networks:
Transaction marketing is part of a larger idea called relationship marketing.
7
Relationship marketing aims to build long-term mutually satisfying relations
with key parties —customers, suppliers, distributors—in order to earn and
retain their long-term preference and business. Effective marketers
accomplish this by promising and delivering high-quality products and
services at fair prices to the other parties over time. Relationship marketing
builds strong economic, technical, and social ties among the parties. It cuts
down on transaction costs and time. The ultimate outcome of relationship
marketing is the building of a unique company asset called a marketing
network. A marketing network consists of the company and its supporting
stakeholders (customers, employees, suppliers, distributors, university
scientists, and others) with whom it has built mutually profitable business
relationships.
6. Market:
From the view point of modern marketing, market doesn‘t stand for a place
where buyers and sellers gathered to buy or sell goods. A market is the set of
actual and potential buyers. More specifically, a market is an arrangement of
all customers who have needs that may be fulfilled by an organization‘s
offerings. The size of a market depends of the number of people who exhibit
the need, have resources to engage in exchange and are willing to offer these
resources in exchange for what they want. The key customer markets can be:
Consumer market, Business Market, Global Market and Non-profit and
Government market. Now marketers view the sellers as the industry and the
buyers as the market. The sellers send goods and services and
communications (ads, direct mail, e-mail messages) to the market; in return
they receive money and information (attitudes, sales data). Today we can
distinguish between a marketplace, a market space and metamarket. The
marketplace is physical, as when one goes shopping in a store; market space
is digital, as when one goes shopping on the Internet. E commerce—business
transactions conducted on-line—has many advantages for both consumers
8
 and businesses, including convenience, savings, selection, personalization,
and information. For example, on-line shopping is so convenient that 30
percent of the orders generated by the Web site of REI, a recreational
equipment retailer, is logged from 10 P.M. to 7 A.M., sparing REI the
expense of keeping its stores open late or hiring customer service
representatives. However, the e-commerce market space is also bringing
pressure from consumers for lower prices and is threatening intermediaries
such as travel agents, stockbrokers, insurance agents, and traditional retailers.
The meta market concept describes a cluster of complementary products and
services that are closely related in the minds of consumers but are spread
across a diverse set of industries. The automobile meta market consists of
automobile manufacturers, new and used car dealers, financing companies,
insurance companies, mechanics, spare parts dealers, service shops, auto
magazines, classified auto ads in newspapers, and auto sites on the Internet.
Car buyers can get involved in many parts of this meta market. This has
created an opportunity for meta media ries to assist buyers to move
seamlessly through these groups.

7. Marketing Channels:
Marketing channels means the parties that help the company to promote, sell
and distribute its goods to final buyers. To reach a target market, the
marketer uses three kinds of marketing channels:
A. Communication channels: deliver and receive messages form target buyers

and include newspapers, magazines, radio, television, mail, telephone and

the internet.
B. Distribution channels: The marketers use this channel to display, sell or
deliver the physical products or services to the buyer or user. They include
9
 distributors, wholesalers, retailers and agents.
C. Service channels: The marketer also uses service channels to carry out
transaction with potential buyers. Service channels include warehouses,
transportation companies, banks and insurance companies that facilitate
transaction.
8. Segmentation, Target market and Positioning:
Market Segmentation means dividing a market into smaller groups of buyers
on the basis of different needs, characteristics or behavior. Market segments
can be identified by examining geographic, demographic, psychographic and
behavioral differences. The marketer then decides which segments present
the greatest opportunity which is its target market. For each chosen target
market, the firm develops a market offering. The offering is positioned in the
minds of the target buyers as delivering some central benefits. Thus, product
positioning is the way a product occupies a place in the minds of the
customers relative to competing products. Like, Volvo, positions its car as
the safest a customer can buy, where Ford positioned on economy and
Mercedes and Cadillac positioned on Luxury.
9. Supply Chain:
It is the channel stretching from raw materials to components to final
products that are carried to final buyers. The supply chain of women‘s‘ purse
starts with hides and moves through tanning, cutting, manufacturing, and the
marketing channels to bring to bring products to final customers. This supply
chain represents a value delivery system. Each company captures only a
certain percentage of the total value generated by the supply chain. When a
company acquires competitors or moves upstream or downstream, its aim is
to capture a higher percentage of supply chain value.

10. Competition: Competition includes all the actual and potential rival

10
offerings and substitutes a buyer might consider. There are several possible
level of competition:
Brand competition: A company sees its competitors as other companies that
offer similar products and services to the same customers at similar prices.
Volkswagen might see its major competitor as Toyota, Honda and other
manufacturers of medium period automobiles. It would not see itself to
compete with Mercedes or Hyundai.
Industry competition: A company sees its competitors as all companies that
make the same product or class of products. Volkswagen would see itself
competing against all other automobile manufacturers. Form competition: A
company sees its competitors as all companies that manufacture products
that supply the same service. Volkswagen might see itself as competing
against not only other auto mobile but also against manufacturers of motor
cycle, bicycles and trucks. Generic competition: A company sees its
competitors as all companies that compete for the same consumer dollars.
Volkswagen might see itself competing with companies that sell major
consumer durables, foreign vacations and new homes as substitutes of
spending on a Volkswagen.
11. Marketing Environment:
Competition represents only one force in the environment in which all
marketers operate. The overall marketing environment consists of the task
environment and the broad environment. The task environment includes the
immediate actors involved in producing, distributing, and promoting the
offering, including the company, suppliers, distributors, dealers, and the
target customers. Material suppliers and service suppliers such as marketing
research agencies, advertising agencies, Web site designers, banking and
insurance companies, and transportation and telecommunications companies
are included in the supplier group. Agents, brokers, manufacturer

11
 representatives, and others who facilitate finding and selling to customers are
included with distributors and dealers. The broad environment consists of six
components: demographic environment, economic environment, natural
environment, technological environment, political-legal environment, and
social-cultural environment. These environments contain forces that can have
a major impact on the actors in the task environment, which is why smart
marketers track environmental trends and changes closely.

12. The marketing program and marketing mix:

A marketing program consists of numerous decisions on the mix of
marketing tools to use for their target market. The marketing mix is the set of
marketing tools the firm uses to pursue its marketing objectives in the target
market. McCarthy classified these tools into four broad groups that he called
the four P‘s of marketing: product, price, place and promotion.
a. Product: Product means the combination of goods and services that the

company offers to the target market

b. Price: Price is the amount of money customers have to pay to obtain the
product.
c. Place: Place includes company activities that make the product available to
target consumers.
d. Promotion: Promotion means the activities that communicate the merits of
the product and persuade target customers to buy it. Four P‘s represent the
sellers view of the marketing tools available for influencing buyers. From a
buyer‘s point of view, each marketing tool is designed to deliver a customer
benefit. Robert Lauter bom suggested that the seller‘s four P‘s corresponded
to the customer‘s four C‘s.
that the seller‘s four P‘s corresponded to the customer‘s four C‘s.

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 Four P‘s Four C‘s
Product -------------- Customer solution
Price -------------- Customer cost
Place -------------- Convenience
Promotion ---------- Communication
The latest way to view four P‘s from buyers‘ perspective is SIVA which
stands for Solution: How can I get a solution of my problem? (Represents the
product) Information: Where can I learn more about it? (Represents
promotion) Value: What is m total sacrifice to get this solution? (Represents
Price) Access: Where can I find it? (Represents place). Extended Marketing
Mix (3 Ps)
Now a day’s three more Ps have been added to the marketing mix namely
People, Process and Physical Evidence. This marketing mix is known as
extended marketing mix. People: All people involved with consumption of a
service are important. For example workers, management, consumers etc.
Process: Procedure, mechanism and flow of activities by which services are
used. Physical Evidence:- The environment in which the service or product is
delivered, tangible are the one which helps to communicate and intangible is
the knowledge of the people around us.
1.7 Demand Management in Marketing:
Marketers face different market conditions which are related to different
states of demand. Especially the pricing strategy largely depends on the
variability of demand. According to Kotler, the eight major states of demand
are:

1. Negative Demand: A market is in a state of negative demand if a major part

of the market dislikes the product and may even pay a price to avoid it. The
marketing task is to analyze why the market dislikes the product and whether
13
a marketing program consisting of product redesign, lower prices and more
positive promotion can change the market beliefs and attitudes. For example:
vegetarians have a negative demand for meat, people in general have
negative demands for vaccinations, dental work or surgery.
2. No Demand: Target customers may be unaware of or uninterested in the

product. The marketing task is to find ways to connect the benefits of the
product with the person‘s natural needs and interests. For example: the
products that have usually no value to people, like a newspaper published
in last week. Or, any products that have value but not in a particular
market, like snowmobiles in areas of warm climate.
3. Latent Demand: Many consumers may share a strong need that cannot be
satisfied by any existing product. The marketing task is to measure the size
of the potential market and develop effective goods and services that would
satisfy the demand. Like vaccinations of HIV or harmless cigarettes.
4. Decline Demand: Every organization, sooner or later, faces declining
demand for one or more of its products. The marketing task is to reverse the
declining demand through creative remarketing of the product. Like: the
demands for compact disks (CD) are declining now a day.
5. Irregular Demand: Many organizations face demand that varies on a
seasonal, daily or even hourly basis, causing problems of idle or overworked
capacity. The marketing task, called synchro-marketing, is to find ways to
alter the same pattern of demand through flexible pricing, promotion and
other incentives.

6. Full Demand: Organizations face full demand when they are pleased
with their volume of business. The marketing task is to maintain the current
level of demand in the face of changing customer preferences and increasing

14
competition. The organization must maintain or improve its quality and
continually measure consumer satisfaction to make sure it is doing a good
job. 7. Overfull Demand: Some organizations face a demand level that is
higher than they can or want to handle. The marketing task, called
demarketing, requires finding ways to reduce the demand temporarily or
permanently. General demarketing seeks to discourage overall demand and
consists of such steps as raising prices and reducing promotion and service.
Selective de marketing consists of trying to reduce the demand coming from
those parts of the market that are less profitable or less in need of the
product. De marketing aims not to destroy demand but only to reduce its
level temporarily or permanently. For example: The campaign in our country
that insist people to take potatoes as replacement of rice
8. Unwholesome Demand: Unwholesome products will attract organized
efforts to discourage their consumption. The marketing task is to get people
who like something to give it up, using such tools as fear messages, price
hikes, and reduced availability. Like books and film piracy, inhaling drugs
and so on.

1.8 Marketing Management Philosophies:

Marketing management is the carrying out the task to achieve desired
exchanges with target markets. Marketing activities should be carried out
under a well thought out philosophy of efficiency, effectiveness and social
responsibility. The philosophies are the guidance for marketing efforts. It
emphasizes on the weight that should be given to the interests of the
organizations, customers and society. There are some concepts under which
organizations conduct their marketing activities. These are:
1. Production Concept

15
 2. Product Concept
3. Selling Concept
4. Marketing Concept
5. Societal Marketing Concept
6. Holistic Concept.

2 Production Concept: It holds that consumers will favor products that are

available and highly affordable. Therefore, management should focus on

improving production and distribution efficiency that means high production
efficiency, low costs and mass distribution. This concept is still useful in two
types of situations, when the demand exceeds the supply and when the
product‘s cost is too high and improved productivity is needed to bring it
down. It is used when a company wants to expand the market.
 Managers assume that consumers are primarily interested in product
availability and low cost.
Managers assume that consumers are primarily interested in product
availability and low cost.
 Focuses on making superior product and improving them.
 Buyers admire well-made products and can evaluate quality and
performance.
 Product concept can lead to marketing myopia (that means lack of for
esight or long-term view regarding the product decision).
3. Selling Concept: It holds the idea that consumers will not buy enough of the

organization‘s products unless the organization undertakes a large-scale

selling and promotion effort. This concept is typically practiced with
unsought goods, those that buyers do not normally think of buying, such as

16
 encyclopedias or insurance. Most firms practice the selling concept when
they have over capacity. This concept takes an inside-out perspective. It
starts with the factory, focuses on the company‘s existing products and calls
for heavy selling and promotion to obtain profitable sales.

 Consumer typically show buying inertia/resistance & must be coaxed

into buying.
 To sell what they make rather than make what market wants.
4. Marketing Concept: It holds the idea that achieving organizational goals

depend on determining the needs and wants of target markets and delivering
the desired satisfactions more effectively and efficiently than competitors do.
The main task for marketers not to find the right customers for the product,
but the right products for the customers.
It can be expressed in many ways: Marketer balance creating more value for
customers against making more profits.
 Marketing concept rest on four pillars: a) Target market b) Customer needs

c) Integrated marketing d) Profitability.

 Love the customer not the product

 Putting people first.

1.9 Societal Marketing Concept :

17
 It holds the idea that the organization should determine the needs, wants and
interests of target markets and deliver the desired satisfactions more
effectively and efficiently than do competitors in a way that maintains or
improves the consumer‘s and society‘s wellbeing. This concept calls on
marketers to balance three considerations in setting their marketing policies:
company profits, consumer wants and society‘s interests. It emphasizes on
both the short run wants and long run welfare of consumers.
6. Holistic Concept: this is the most recent concept of marketing which is based
on the development, design and implementation of marketing programs
processes and activities from a broad integrated perspective. It is the
integration of internal marketing, integrated marketing, relationship
marketing and performance marketing concept.
(a)Internal Marketing Concept: This concept holds the idea to satisfy the
internal people or employees within the organization, so that they work for
the satisfaction of the customers. The first step to satisfy the customers is to
satisfy the internal people first or to motivate them first.
(b)Integrated Marketing Concept: It refers to an approach where all the
departments of the organization work in a coordinated manner to support and

18
serve the customers. Any single section cannot serve the customers without
the help of other sections. The customer‘s satisfaction is achieved when all
the departments have the common goals and intention to serve the customers.
(c)Relationship Marketing Concept: It refers the long-term relationship
with the customers. It emphasizes on creating, maintaining and developing a
long term value laden or value based relationship with the target customers
benefits and costs.
(d)Performance marketing: Holistic marketing incorporates performance
marketing and understanding the returns to the business from marketing
activities and programs as well as their legal, ethical, social, and
environmental effects. Performance marketing thus includes: Financial
accountability and Social responsible marketing.

19
 Chapter-2
ABOUT THE ORGANIZATION AND ITS HISTORY

ESTABLISHMENT OF AGILE CAPITAL SERVICES UDYOG LIMITED

1 Incorporated on February 24 , 1981.
2 Mou signed on april 4 , 1982.
3 License and j.v agreement signed on octuber 2 , 1982.
4 Plants located at Gurgaon , Haryana.
5 Head office located at New Delhi.
6 Ownership – GOI 49.74% , SMC 50% , MEMBF 0.26%
AGILE CAPITAL SERVICES was established in February 1981 by Sanjay
Gandhi on Background of Government of India though the actual production
commenced only in 1983. It started with the AGILE CAPITAL SERVICES
800, based on the Suzuki Alto kei car which at the time was the only modern
car available in India. Its only competitors Originally, 74% of the company
was owned by the Indian government, and 26% by Suzuki of Japan. As of May
2007, the government of India sold its complete share to Indian financial
institutions and no longer has any stake in AGILE CAPITAL SERVICES
Udyog.

In 2015 AGILE CAPITAL SERVICESlaunched NEXA, a new dealership

format for its premium cars. AGILE CAPITAL SERVICES currently sells
the Baleno, Baleno RS, S-Cross, Ciaz and Ignis through NEXA outlets. S-
Cross was the first car to be sold through NEXA outlets.
To build something endurable, one has to invest considerable amount of time,
thought and money. A similar story went into the making of AGILE CAPITAL
SERVICESNexa.

Maruti Suzuki is the most loved car brand of India for its great value, fuel
20
efficiency and huge service network. As per reports, the brand controls over
45% of the Indian car market with its small cars. Some of its popular products
involve AGILE CAPITAL SERVICES 800,Zen,SwiftDzire, Alto
andVan(Omni).

However, over the years, the brand has not been able to foray into the premium car
segment despite repeated attempts with products such as Kizashi and Vitara.

Some of the reasons for this failure are attributed to reasons like AGILE
CAPITAL SERVICESbeing known as affordable, fuel efficient and great
value providing car brand. Secondly, it has not been positioned as high-end
brand, and hence so people ask - Why should I pay such a high price for a
AGILE CAPITAL SERVICES Car?

However, lately, Maruti Suzuki has returned with a fresh attempt to enter the
high-end car segment with the launch of first of its kind premium retail
network - Nexa. In recent times, Nexa is one of the biggest bets from the
AGILE CAPITAL SERVICESin the Indian market.

AGILE CAPITAL SERVICESNEXA

Nexa is a retail network from AGILE CAPITAL SERVICESthat caters the

high-end consumers who have gone beyond their first cars and are now
looking for an experience. It offers a high level of sophistication and is based
on the principles of exclusivity, pampering and listening to the consumer. But
creating Nexa was a mammoth task for both the brand and Hakuhodo India
team, the agency entrusted with the responsibility of creating Nexa. On to the
drawing board, the agency had to revisit the entire journey of customer's
experience while buying a AGILE CAPITAL SERVICES .
21
 Designed on 'monochromatic' theme, Nexa dealerships are developed to lure
customers looking to buy premium cars, as these would offer them a plusher
buying experience. The Nexa outlets will have a black & white monochrome
colour scheme so that the spotlight is on the displayed products. The company
also informed that just like the S-Cross, all the vehicles to be sold through
Nexa will just feature a Suzuki logo and won't carry a AGILE CAPITAL
SERVICESnameplate.
The aim of Nexa dealerships is to maintain a premium feel and offer the
customers a more
per Exclusive dealerships that retail only the premium offerings from AGILE
CAPITAL SERVICESsuch as the SCross and Baleno. Future products could
include the Ignis and Ciaz facelift.

• Fully trained ‘relationship managers’ that cater all the needs of the customers.

• The showrooms are equipped with iPads and Apple TVs in order to visualise
every aspect of the cars on sale.

• Smartphone app to track service history, book servicing appointments,

emergency support, accessory purchase, etc.

• Black and White monochromatic colour theme for NEXA dealerships

• Dedicated delivery area inside the showroom. The customer drives his/her
new car right out of the showroom. Dealerships will also play your favourite
music at the time of delivery.

22
 VISION

We have chosen a road and that drives us extra miles to achieve every
endeavour. Here is what we at AGILE CAPITAL SERVICESbelieve in:
• Customer Obsession
• Fast, Flexible & First Mover
• Innovation & Creativity
• Networking & Partnership
• Openness & Learning

VALUES
• CUSTOMER OBSESSION
• FAST , FLEXIBLE AND FAST MOVER
• INNOVATION AND CREATIVITY
• NETWORKING AND PARTNERSHIP

AGILE CAPITAL SERVICES -MARKETING GENIUS

Here came the most important aspect of the launch – the marketing strategy.
This was a factor that could make or mar the success of the Santro. Hyundai
tied up with the advertising agency Saatchi and Saatchi, who hit upon a novel
strategy. Bollywood star Shah Rukh Khan was roped in to be the brand
ambassador. A three-pronged strategy was designed to attract the consumer:
Educate Indian Consumers about Hyundai

• Create hype and expectations about the Santro

23
• Explain the virtues of the Santro

The TV & Press Campaign broke in June 1998. The initial TV spots and the
press campaign showed Shah Rukh Khan being approached by a Hyundai
official to advertise the Santro. Shah Rukh was not convinced about Hyundai
and he was shown to ask all questions a normal Indian consumer is expected to
ask. What is Hyundai? Why should I advertise for the Santro? Will it match
customer service expectations? What about dealer networks? How can an
international car meet the requirements of Indian roads? As the campaign went
through all of these questions, the Hyundai official answered Shah Rukh Khan.
By the time the car was actually launched, Shah Rukh Khan proclaims, “he is
convinced”. He declares that he is now ready to advertise the Santro since he is
certain that the Santro is the car for India. This high profile campaign backed
by some very innovative media buying, which went for maximum coverage
with the minimum budget, broke all grounds in terms of creating consumer
expectations and hype in the market.

Along with the Advertising Campaign, the Sales Team worked burning
midnight oil in creating the dealer network across the length and breadth of the
country. The wide dealer network would prove to be invaluable in ensuring
that the Santro would be available to anyone who wants to buy it. An
important pre-requisite for the dealer network was a fully functional workshop
area with imported international standard equipment and engineers trained in
Hyundai’s parent training centre in South Korea and localised training
provided in the Chennai Plant.

ARRIVAL OF SMALL CARS IN INDIAN MARKET WAS THE BEST

THING TO HAVE HAPPENED TO AGILE CAPITAL SERVICES

24
The race for India's small-car market has begun. But only those among the big
four who get all their strategies right will win this unforgiving contest. The
prize: not just the largest automobile segment, but also survival in this market.
They're lined up for the last lap. With Market India becoming a minefield for
the world's largest auto-makers, the Formula I has become brighter than the red
lights that have stopped them in their tracks so far--only the small car will
enable endurance. Bumper- tobumper, therefore, the combatants are
accelerating towards the small-car segment. Amounting to 60 per cent of the
Rs 14,500-crore automobiles market, and hitherto monopolised by the Rs
8,454- crore AGILE CAPITAL SERVICES Udyog with its AGILE CAPITAL
SERVICES 800 and Zen, it's the final frontier between survival and
extinction. So far, accustomed as they are to the priorities of the customer in
the developed markets, the global automakers have taken many wrong turns in
India. Only now, after many knocks, crashes, and repair jobs, are they back on
track, heading towards their destination.

But neither the road nor the end-point of their journey is wide enough for all of
them. At a projected 6-lakh units by 2000, demand for cars is still 25 per cent
less than the number of F-150 pick-up trucks sold by the $153.62-billion Ford
Motor Co. in 1997. But the importance of India on the world auto map is
strategic. With an estimated total capacity of 58 million units a year, the global
auto industry is racing far a head of the demand of 45 million units. Markets in
North America, Europe, and Japan- which account for 74 per cent of the
demand--have become saturated. Global car-manufacturers will need to plant
their feet in a low-cost, young, stable market to sell their products to create a
global supply-base for cars and components. The first wave of manufacturers
simply failed to make a splash in India. They were revving up for a growth that
never happened. Their entry reasoning: since India had been a small-car market
for years, it was only a matter of time before it enlarged to accommodate
25
bigger, luxury cars. That the logic was flawed has now become evident. India
is still a small-car market for anyone who wants both revenues and profits.

Not surprisingly, Ford (which launched the 1,300-cc petrol and the 1,800-cc
diesel Escort in 1996), the $178.17-billion General Motors (which entered
with the 1,600-cc Opel Astra in 1996), and the
$72-billion Daewoo Group's Rs 963.37-crore Daewoo Motors (which launched
the 1,498-cc Cielo in 1995) are limping at the starting-block. None of the 3 has
managed to chalk up sales of more than 18,000 units a year. Even AGILE
CAPITAL SERVICES Udyog--a joint venture between the $12.12-billion
Suzuki Motor Corporation of Japan and the Government of India--has been
unable to grow the luxury segment. At 18,000 units in 1997-98, its 1,300-cc
Esteem luxury car's sales fell by 28 per cent. Explains B.V.R. Subbu, 43,
Director (Sales & Marketing), Hyundai Motor India: "Traditional mid-car
buyers are
turning to small cars; they are waiting for new technologies." Within 8 months
of the 1,468-cc City's launch in January, 1998, the $48.87-billion Honda Motor
has sold 4,180 cars in the Indian market, which is more than the combined
sales (3,317 units) of the Astra and the Escort. But despite Honda's initial
success, the luxury-car segment has plateaued, and there seems to be room for
just one player. In the past 3 years, the segment has shrunk in value, dashing
car-makers' hopes of rebuilding their futures in India. Naturally, the only safe
haven that remains is the small-car segment, which is 2.45 lakh units in size.
And the only segment expected to grow at 15 per cent a year for the next 5
years. The new millennium cannot but belong to the small car. However,
economics of upstream manufacture will only ensure survival. Sophisticated
downstream skills are essential to make inroads into the tough AGILE
CAPITAL SERVICES Udyog territory.

26
BUILDING COMPETITIVE STRATEGIES
But strategies, like cars, must feed on volumes. And how much is the sub-
compact segment likely to yield in 1998-99? AGILE CAPITAL SERVICES
Udyog expects the sales of the Zen to cross the 1-lakh-unit mark. Assuming
that at least a third of the small-car owning population--which includes
customers who have been using the AGILE CAPITAL SERVICES 800, say,
for at least 3 years--graduates to a sub-compact, that means a market for at
least another 1 lakh cars. Even if the 2-lakh mark is not breached in the next 5
months, 1999-2000 will be the Year Of The Upgrade, the economy permitting.
Which is why the second wave is focused on the small segment--from the mini
to the sub-compact to the small car. On that relatively stable bandwagon is
perched the goliath, AGILE CAPITAL SERVICES Udyog, 2 newcomers--the
$28-billion Hyundai Motor of South Korea and the Rs 7,450.34-crore telco--
and one revitalised company, Daewoo Motors. By drawing on their intrinsic
strengths, each is evolving a unique strategy to overtake competition. BT test-
drives the strategic responses of the second wave and assesses their chances of
survival.
In less than two decades, India has ascended the ladder of global
competitiveness and improved its business environment for investors through a
consistent focus on economic reforms. Even more creditable is the fact that
this growth comes on the back of an ever-strengthening social infrastructure
supported by vibrant democracy. India today is the hotbed of entrepreneurial
activity. Wealth creators and world-beaters are visible in sectors after sector.
India’s economy has more than doubled in real terms since reform began in
1991. Consumer demand, increasing three to five times faster than the
economy, reflects the aspirations of a vibrant, growing and young middle
27
class; India is home to 20 per cent of the world’s population under the age of
24. With more than 200 television channels offering a window to the world,
Indians are perhaps the most rapidly evolving consumers across the globe.
Successful economic reforms, favourable media disposition and an overall
positive economic scenario have placed a spotlight on the country. Indian
companies are making overseas acquisitions, capital markets are booming, FIIs
are pumping money in, FOREX reserves are a record high and the political
economy has gained credibility in the global investor community and world
media. Innovative products, innovative processes, innovative manufacturing
methods are enticing foreign investors and multinationals to India. What is
`India' for the world? It is a millennia-old civilisation. It is also the world's
premier IT services provider. The world's back office A global R & D hub.
Emerging small-car hub. Repository, arguably, of the world's largest number
of engineers, doctors, accountants, and so on. To bring it all down to a single
idea – India is ready with various touch points: from nation branding to product
branding. Car manufacturers everywhere are struck by India’s engineering and
design capabilities. Toyota is planning to set up a research centre in India.
Daimler Chrysler and General Motors have done that already and Honda Siel,
Ford India, Ashok Leyland and AGILE CAPITAL SERVICESspend millions
of dollars on research and development activities and it plans to make India a
hub for Suzuki’s small cars.

28
COMPANY
PROFILE

29
 Chapter-3
COMPANY PROFILE'

Agile Capital Services is the choice of many reputed Multinational

Organizations and businesses because of its commitment to deliver best

results. ACS pride itself with the reputation of being the trusted and reliable

talent acquisition partner as well as providing expert guidance towards

achieving financial independence to its clients.

We are having experts who are providing consultancy services regarding

financial and investment sector to individual so that they can secure financial

future of themselves and their family. Providing the professional and expert

advice in wealth maximization, career planning and bridging the gap between

the job seeker and talent seeker. Our experts provide financial advice in the

simplest way possible because we believe in managing wealth in

less complicated way Agile Capital Services Is One Of India's

Emerging Consulting Firm. At Agile Capital, We Provide Wealth

Management Services To High And Ultra High- Net-Worth Individuals

(Hnis & Uhnis).

Our highly trained and specialized team engage with clients from across the

country as well as those based abroad. in addition to our custom-designed

solutions, we focus on 'un complicating' the entire process of investment for

each client. our focus on building long-term relationships defines our

business. our advisory backed by a strong product and research team,

30
underscores the unmatched value of the ACS proposition.

At AGILE CAPITAL, we cater to financial needs of individual and

corporate clients.

Our Vision is to significantly increase the Wealth of our Clients by providing them
the best Financial Services as well as the most valuable recruitment services.

Our Mission We thrive to provide the best and the simplest Wealth Management
advice through Honest Financial Solutions as well as inspire the candidates to
explore job opportunities across various Industrial Sector.

31
Our Identity

Our professionals and experts working round the clock to provide best HR

and financial solutions to our clients and organizations in order to give them

edge over their competitor. We are committed to provide best opportunities

for the job seekers.

Agile Capital Services Pvt. Ltd. is a conglomerate company in the

contemporary human capital/staffing arena, Vocational Training and SAP IT

Support with an aim to lead the way endowing with comprehensive solutions

for growing organizations. We, at Agile Capital Services Pvt. Ltd. seek to

venture a trustworthy drive providing the most reliable professional custom

key in the areas such as recruitment, Manpower Outsourcing, Vocational

Training and SAP IT Support. Agile Capital Services Pvt. Ltd. solely focuses

on the enhancement of client organizations by providing quality services on

various aspects of their human resources, Training and IT Support and by

letting the organization focus on its core issues.'

On the recruitment’s side we follow a three pronged approach during the

search process which is customized for every client:

 Understanding our client’s need and customizing our search process

and resources deployed accordingly

32
  A two layer vetting process (Telephonic and face-to-face) before short

listing profiles for the client’s requirement

 Providing a detailed tracker to the client with our assessment and

flagged information

During entire process of recruitment’s, from search to joining, our clients

have full access to the entire management team and recruitment’s team

deployed to trouble shoot and re-calibrate their specific solution.

Executive Search and Selection

 Recruitment mandates across levels, across Industry

 Volume / bulk hiring

 Recruitments for contract/temporary hiring

 Support staff hiring

33
  Advertizing / job posting

 Candidate screening
 Resume short-listing and analysis

 Interview scheduling

 Interview candidates

 Negotiations and offer management

 Offer letter generation

Agile Capital Services Pvt. Ltd. Value Proposition

 Outsourced HR services (e.g. recruitment process outsourcing, employee

benefits)

34
  Manpower Outsourcing on contract

 Outsourced Finance & Accounting (e.g. payroll, Time reporting,

payables, expense claims)

 General Administration Services (e.g. office administration, procurement)

 Workforce management

 Managed employee lifecycle services

o New hire/existing network on-boarding and induction

o Time and attendance management

o Payroll processing

o Benefits administration

o Compliances

o Settlements

o Insurance

 HR Helpdesk/Contact center

 Claims administration

India is one of the youngest nations in the world with more than 62% of its

population in the working age group (15-59 years), and more than 54% of its

35
total population below 25 years of age. This presents a formidable

opportunity as well as a huge challenge. Every year, out of 15 million youth

entering the job-market, over 75% are not job-ready. This stark difference is

due to lack of technical and soft skills. Paucity of highly trained workforce,

as well as non-employ-ability of large sections of the conventionally educated

youth, who possess limited job skills are the dual challenges to be addressed

to reap the demographic dividend.

Agile Capital Services Pvt. Ltd. is supporting to enhance the skills of

millions of youth across the country and empower them with livelihood

linked skilling programs. It aims to build an inclusive, enabled and skilled

society by skilling youth and providing employment in identified core sectors

including Education, Retail, Automobile, Hospitality, Health Care, Building

and Construction, Telecom and Beauty & Wellness to name a few.

Agile Capital Services Pvt. Ltd. offers employability programmes to

unemployed rural youth, poor urban youth, Persons with Disabilities (PwDs),

youth with below poverty line demographics, women including adolescent

girls and youth from socially disadvantaged groups and creates corporate

ready workforce. It bridges the gap between millions of jobs opportunities

across multiple sectors and the skills of the available workforce.

Various type of training’s conducted are:

 Vocational Skills Training

36
 Digital Literacy

 Up-skilling Programmes

 Soft Skills Training

 Behavioral Training

 Customized Training

Programmes Key Sectors

37
38
Our Approach

Community Mobilization

Agile Capital Services Pvt. Ltd. reaches out to youth to sensitize and convince

them, answer their queries and successfully enroll them in relevant

programmes. Appropriate communication tools are used to showcase the

success stories pertaining to region specific skilling programs and information

on the exact job roles is disseminated with an objective to create a demand for

the skilling initiatives.

Training & Certification

The candidates are then screened, batches are formed and training is

conducted by Certified Vocational Skill Instructors on approved Qualification

Packs (QPs). The training is a blend of both classroom and practical exposure.

Industrial visit are an integral part of the training and helps the candidates in

gaining an exposure of the actual work environment Candidates are assessed

39
and certified on successful completion of training.

40
Quality is paramount for Agile Capital Services Pvt. Ltd.. The same is

ascertained through training the candidates using the best in class training

methodology as well as through conducting rigorous training for the skill

instructors. From mandatory boot camps to periodic refresher workshops to

functional training & specialized training like Instructional Design boot

camps, the skill instructors at Agile Capital Services Pvt. Ltd. are nurtured

with continuous learning & development opportunities. Instructional Design

Workshops are also organized for the skill instructors at regular intervals for

their skill up gradation.

Placement Support & Settlement

Agile Capital Services Pvt. Ltd. works on a backward integration approach.

Once the schemes are announced by the government, Agile Capital Services

Pvt. Ltd. reaches out to corporate across different geographical locations of

India. Basis the geographical spread of candidates, Agile Capital Services Pvt.

41
Ltd. sets up centrally located centers and starts the process from mobilization

to certification. Once the candidates are certified, job fairs are organized

which are attended by leading companies from nearby locations. Post their

placements, candidates are tracked and mentored/counseled throughout the

initial working days.

 Apparel Made-Ups Home Furnishing Sector Skill Council

 Healthcare Sector Skill Council

 Life Sciences Sector Skill Development Council

 Retailers Association’s Skill Council of India

 Telecom Sector Skill Council

 Tourism & Hospitality Skill Council

 Automotive Skills Development Council

 Electronics Sector Skills Council of India

 Construction Skill Development Council Of India.

 Banking Financial Services & Insurance Sector Skills Council

Skills for Schools and Colleges

A business sees success when its foundation is strong. The same goes for a

nation. A nation becomes strong only when its foundation, i.e., its youth is

empowered. Empowerment is achieved when the right set of skills are

42
disseminated among the students at the right time.

We, at Agile Capital Services Pvt. Ltd. Learning, believe that the journey of a

candidate from a potential to an apt talent begins with skills training at the

grassroots level, i.e., schools and colleges. With the implementation of Skills

Skill Development Framework (SDF) from class IX onwards, the awareness

as well as demand for vocational training is going to soar across all levels.

We not only train the students in schools but also deliver capacity building

training to schools. In addition, we provide Effective School Management and

Leadership training to Principals, Vice Principals and Heads of institutions.

We also provide comprehensive end-to- end solutions in the skills assessment

domain.

Agile Capital Services Pvt. Ltd. is playing a pivotal role in Introduction of

vocational education from class 9 onwards by following the Skill

Development Framework (SDF) .The SDF enables a person to acquire the

desired competency levels, transit to the job market and up-skill their

competencies when required.

43
SDF Training Methodology

Focused on holistic learning and development of students, this novel training

intervention includes face- to-face classes by professional trainers, practical

classes, field visits/ industry visits, guest lectures, preparation of models/

charts/ projects, preparation of student portfolios and role plays.

Skills Assessment

AV Profess ional Learning provides comprehensive end-to- end solutions in

the skills assessment domain. The range of services include:

44
  Setting up of exam centers

 Deployment of exam center staff

 Exam centre operations

 Managing the candidate flow

 Security and quality of exams

 Project Management

 Training

 Audits and Supervision of Exam Delivery

Agile Capital Services Pvt. Ltd. manages and provides these skills

assessment solutions for one of the world’s leading organization which

promotes cultural relations, educational opportunities as well as testing and

assessment services.

45
SAP FUNCTIONAL & TECHNICAL

Agile Capital Services Pvt. Ltd. provides the following models for flexible

engagements with clients from its offshore software development center.

These models are designed to address diverse requirements and build close

relationships with clients, from project based engagements to outsourced

software development SaaS support. These models are proven to improve

operational efficiencies and reduce costs through mature systems and

processes built over a decade of serving customers.

Working with teams from different countries and cultures has helped Agile

Capital Services Pvt. Ltd. develop a process that is flexible and can be

adapted to the specific needs of the engagement. Agile Capital Services Pvt.

Ltd. understands that the same solution may have to be rendered differently

when delivering to a different target audience in a different country. This

understanding helps in ensuring that the requirements are well understood for

the specific audience(s) and in reducing the time and effort required in sharing

this understanding.

Agile Capital Services Pvt. Ltd. has developed an offshore model that has

matured over the years, applying the learning from the experiences in various

engagements and working with different partners – both service and product

companies.

Agile Capital Services Pvt. Ltd. uses processes and tools that address the

critical success factors for engagements utilizing the onshore-offshore model.

46
Largely, two modes of offshore development can be identified – one, in which

all of the development is typically handled by a single offshore team and the

other, in which development is by distributed teams, usually one onsite and

another offshore.

SAP ABAP DEVELOPMENT

Agile Capital Services Pvt. Ltd. ABAP developers acquire well-built

technical and analytical skills in development. Our development encounter

ranges from the core SAP modules to claim to fame regions, for example,

SAP HR, SD, HCM, FICO, MM, SD, PP & PM. Our SAP ABAP developers

create inventive solutions for help your SAP infrastructure. We have been

giving Onsite and Remote development services at a cost effective price. Our

remote development arrangement enables clients to spend IT budgets on

value-added development instead of paying consultant expenses.

Our group of the SAP ABAP specialists can possibly create custom reports

and interfaces with ABAP programming that exceeds expectations in the

market for its remarkable execution. The application created in the SAP

ABAP does not rely upon a specific server or database stage; henceforth it

can be moved starting with one stage then onto the next easily. By

considering the same, we as a SAP ABAP developement have built up the

protest which has the best execution in view of our conveyance procedure.

SAP PERFORMANCE OPTIMIZATION

Although companies invest in their SAP ERP Software, a proper professional

47
and expert guidance and support are mandatory to make the most of their

investment in such program.

We are the widely known SAP consulting company in Pune who comprehend

both our client’s functional business necessities as well as the technical design

of the program. Numerous domestic and offshore companies trust on our

services because we assist our clients to profit from a range of new

development possibilities, the prospect of skilled resources and enhanced

cost flexibility. We boost our client’s business by delivering development

specific to clients right on time.

We do it by means of our up-to-date know-hows and our well trained,

dexterous team of application specialists and programmers. This team is

directly in connection with the client’s offices and companies by means of

dedicated links thus work in the similar setting as the client’s company.

SAP S/4 HANA SOLUTIONS

SAP S/4 HANA is a new generation of ERP solutions running in real time,

integrating predictive analytics, big data and mobile access. These solutions

will support organisations in transforming workplaces, engaging with

customers in new ways and providing new opportunities to collaborate. By

unifying data in real time, SAP S/4 HANA provides instant insights enabling

better decisions. SAP S/4 HANA will eventually replace all SAP systems.

SAP S/4 HANA is more than just a new technology. It is designed to drive

instant value across lines of business and industries with the ultimate
48
sophistication. It provides:

 Real time: Eliminate batch processing and data reconciliation.

 Responsiveness: Improve user satisfaction by reducing waiting time.

 Simulation: Explore the impact of business decisions on the outcome.

 Predictions: Discover and respond to future opportunities and challenges.

 Drilldowns: Analyze at any level without exporting data.

 Recommendations: Built-in data driven decision support systems

49
 POST – IMPLEMENTATION SUPPORT

In several cases, after a new system has been implemented, SAP inclusive, it has

been observed that organizations are often challenged by the use of the technology.

And this we have found to be hindered by factors such as:

1. Culture,

2. Lack of willingness to change,

3. Training gap,

4. But most especially, insufficient skillful personnel to use the system

Our observation of this occurrence in both local and International organizations, led

us into putting together, a strong Post Implementation Support Team, Comprising of

individuals, who are highly skilled in various modules of SAP, with wealth of

several years of experience in various Industries.

Our support Team works with your organization leading you through the transition

periods and beyond, training the process owners, instilling in them enough

knowledge to enable them perform their day-to-day processes efficiently and also, to

be able to handle a first and second level trouble shooting of the system without

supervision.

50
 Chapter-4

SWOT ANALYSIS STRENGTHS

 Brand Name: AGILE CAPITAL SERVICES has emerged as a strong brand

name in recent times. Backed with the parent company AGILE CAPITAL
SERVICESthis is recognized as a strong player in worldwide automotive
market, Swift has definitely a value associated with it any individual will like
associatd with.

 Large Distribution Network: With a strong dealer network of around 3000

dealers al around the country, AGILE CAPITAL SERVICES has made its
presence felt in each and every corner of India.

 Wide Product offerings at different price points: AGILE CAPITAL

SERVICEShas launched various models in various segments and hence has a

very good product mix of offerings as different price points.

 Cheapest cars in respective segments: AGILE CAPITAL SERVICES has

always followed an aggressive pricing policy. As a result it has its cars priced
at lowest possible rates in respective segments.

 Encouraging Exports: Backed by a strong production and a global setup at

Gurgaon, AGILE CAPITAL SERVICES is exporting a lot. An export of worth

Rs. 1,325 crores has been achieved in last six months.

 Awarded Many Awards: AGILE CAPITAL SERVICES has been awarded

with many awards and recognitions like “The Star Company” amongst unlisted

51
 companies by Business Standard this year. Its various models like Swift has
achieved many awards, thereby increasing the brand value of the company.

 Economy with technology: AGILE CAPITAL SERVICES Suzuki’s cars have

always seen as a company producing cars blending economy with technology.

Swift’s initiative of putting a 16-bit microprocessor on board has proved as one
of the major reasons for its success and that too for the lowest price in its
segment.

Weaknesses

 Lack of in house R & D: AGILE CAPITAL SERVICES do not have a

Comprehensive R & D department.

 New model introduction to only cosmetic changes: There is no major design

changes incorporated in AGILE CAPITAL SERVICES products. Only some

cosmetic changes have been made.

 Dominance mainly at lower level: AGILE CAPITAL SERVICES dominance

in Indian market is only at its lower level segments like Swift in B-Segment
and Accent n C-Segment. It has to focus on its upper segment models to
strengthen its position in Indian car industry.

52
 OPPORTUNITIES

Rise of Indian middle class and small cities: As a phenomenon growth is seen
in recent times in Indian middle class and the purchasing power of working
class individuals. Also a rise in small cities across the country has given a great
opportunity to AGILE CAPITAL SERVICES for achieving a higher growth
rate in coming times.

A Booming Economy: Indian economy is growing at a rate of on an average of

7% every year thereby giving an opportunity of larger sales in each and every
segment.
Rising exports: With a export of Rs. 1,325 crores in last six months, AGILE
CAPITAL SERVICES has a great opportunity of achieving a export target of
Rs. 2,700 crores in this fiscal year.

53
 THREATS

 Many players fighting for the same cake: There a many major players in the B-

Segment and since the size of market is not expanding rapidly, AGILE
CAPITAL SERVICES has a major threat in form of tough competition.

 Entry of new players: with coming of Tata India and other players planning to

come out with much more models in B-Segment, the competition is just
getting hotter.

 Cannibalism: to some extent the Zen is affecting Swift because of its price.

Thus AGILE CAPITAL SERVICES has to focus more on its positioning

strategy of Zen and Swift.

54
 Chapter-5

CHALLENGES OR PROBLEM ENCOUNTERED

The MD & CEO of AGILE CAPITAL SERVICES is quick to admit though

that it is not easy to develop a product as it takes time along with technology
and experience which are not easily transferable skills. Indian engineers have,
of course, been sent to Japan R&D over the last decade to try and understand
what it takes.

“Gradually, their capability has increased but there is still a gap between
Japanese engineers and their Indian counterparts. It is becoming narrower
though and we need to develop people’s capabilities to the desired level,”

This kind of work is more about creativity than skills alone. While enhancing
or upgrading skills is important, creative capabilities play a bigger role in
development. “Creativity is not easy to learn and needs to be captured earlier.
It is not the same for all people and takes time,”.

Developing this talent becomes especially important as India is already the

biggest market for Suzuki and tipped to play a bigger role in the coming years.
“The Indian market is evolving with diverse customer patterns and preferences
right from entry to luxury cars. There are many categories of customers and we
also need to keep changing keeping in line with demand,”

55
 Chapter-6

MARKETING STRATEGY OF AGILE CAPITAL SERVICES(PVT.)

LIMITED

The marketing strategy of the AGILE CAPITAL SERVICES Pvt. Ltd. can be
measured from the following story:

EFFICIENT PRODUCTION AND DISTRIBUTION CAPABILITIES

Just three months after it launched Swift, AGILE CAPITAL SERVICES

Udyog Limited has already sold over 8,000 units of the car and added another
5,000 next month. There's a four-month waiting period for the 1,298-cc
hatchback -- the company claims more than 9,000 bookings before the car was
launched. And that's even while competitors -- Corsa Sail, Hyundai Getz and
Fiat Palio -- are available off the shelf. Not surprisingly, MUL now has a lot
riding on the car: there's over Rs 440 crore (Rs 4.40 billion) invested in the
project (Rs 250 crore-odd is MUL's share). Not only is the company hoping
that the Swift will help expand the market for the B-plus segment (premium
hatchbacks), it's also counting on Swift to make a style statement -- that Suzuki
can deliver good-looking cars on Indian roads. For a company that has been
known more for its value-for-money proposition -- from the 800 to the Esteem
-- that's important. "It's not as if our cars weren't style statements. It's just that
with Swift, we have made a break from the past," reveals a company official.
The buzz around Swift began in December 2004 -- five months before its
launch. All new Wagon Rs and AGILE CAPITAL SERVICES Omnis came
with stickers and sunshields that proclaimed "My next car is a Swift." Unlike
most car launches, where the look of the vehicle is kept under wraps until the
last possible moment, photos and specs were made available at showrooms
56
several months earlier. Models of the car were placed on high platforms at busy
intersections in Delhi; while cars were on display in malls. "It works well for
those who don't have the inclination to really go to a dealer and check out the
car," says a company official. The launch was staggered over three to four
days in 15 cities across the country, coinciding with the worldwide launch of
the car. MUL also made good use of its Rs 20 crore (Rs 200 million) marketing
budget. For the first time, it opted for an in-film placement -- Swift appeared
in the Bollywood hit Bunty Aur Babli, which was released on the same day as
the car launch, May 27. And it trained 1,000 salespeople -- called "energisers"
-- to exclusively sell the Swift. Perhaps the Swift's biggest plus is its price.
Introduced at Rs 387,000 for the base model, it was close to about Rs 50,000
less than its competitors. Even the top-end version was Rs 70,000 cheaper than
the Hyundai Getz GLS. MUL does not want to give this pricing advantage
away. Although it hiked prices by Rs 10,000 in early June, advance bookings
were honoured at the introductory price. And since the car is priced at just
under Rs 400,000, Delhi residents pay only 2 per cent road tax, compared to 4
per cent for a car that costs more than Rs 400,000.
Suzuki Motor Corporation's expansion plans, which set the Japanese company
on a collision course with the government, could turn out to be a big push for
the automobile components industry. The 250,000 cars per annum assembly
unit announced by Suzuki could result in an investment of up to Rs 7,500
crore (Rs 75 billion) by the components industry. The entire sourcing for the
venture is proposed to be done locally. Though AGILE CAPITAL SERVICES
Udyog, which will own 70 per cent of the venture, is yet to announce its
investment in the project, the automobile components industry expects it to be
around Rs 2,500 crore (Rs 25 billion). As every rupee spent in a car project
needs to be backed by a downstream investment of Rs 3 in components,
vendors say the industry could see an investment of Rs 7,500 crore. "We are
very bullish on this development, though we are yet to do our calculations
57
on what the Suzuki Motor investment means to us exactly," Surinder Kapur,
chairman of the Sona Group, one of the largest vendors of AGILE CAPITAL
SERVICES Udyog, told Business Standard. Any new demand can be met only
by adding fresh capacity. "The automobile components industry has to make
substantial investments in increasing capacity to meet the additional demand,"
said Dilip Chenoy, directorgeneral, Society of Indian Automobile
Manufacturers. McKinsey & Co had in a recent study said the Indian
automobile component industry had the potential to become a $33-40 billion
industry by 2015. Suzuki's expansion plans could turn out to be a big push in
that direction.

Having successfully completed the supply of fuel neck and real axle for
AGILE CAPITAL SERVICES Udyog Ltd (MUL) vehicles during last fiscal,
Jay Bharat AGILE CAPITAL SERVICES Ltd (JBML), the Rs 422-crore
manufacturer of components for automotive applications, is now working on
another expansion programme. The company is also planning to set up a
coating facility and additional welding lines. Further, it has also decided to
expand its existing capacity to meet the increased demand of MUL. "At
present, the company is working on a major expansion plan for new model of
AGILE CAPITAL SERVICES YN4 and will be setting up facilities for
manufacturing of the rear axle in technical collaboration with Yorozu
Corporation, Japan," a JBML official told the researcher. However, declining
to divulge the details on investments involved in the expansion project and the
implementation schedule, he said, "the details for the finalisation of technical
collaboration and expansion project are still being worked out in constant
consultations with AGILE CAPITAL SERVICES Udyog. We will announce
them as and when they were finalised." The official said that AGILE
CAPITAL SERVICES Udyog has recorded first ever sales of 4,72,122
vehicles in its 20 years of operations with 30 per cent growth over the previous
58
 year. "Our performance is mainly attributable to performance of MUL, our
main customer. During last fiscal, we have recorded an increase of 35.39 per
cent in sales over the previous year." Stating that the company has already
started commercial supplies of fuel neck to MUL

during last fiscal, the JBML official said the test trials have been conducted for
rear axle and the commercial supplies would start during the first half of
current fiscal. Expressing concern over the unprecedented hike in steel prices,
the official said the steel prices during last fiscal increased by almost 40 per
cent. According to him, reduction in import duty on components, strengthening
of rupee against dollar, thus making import cheaper, and signing of free trade
agreement with other countries would further add to the concerns.

THOROUGH PROFESSIONAL MANAGEMENT PHILOSOPHY

Japanese Management Philosophy of Team Spirit

 Common uniform

 Open office

 Common Canteen

 Open office – Easy accessibility , Speedy Communication and decision making.

 Morning Meetings

 Morning Exercises

The unit sales of the company during 2005-06 grew faster than the rest of
the domestic car industry, and was the highest ever in AGILE CAPITAL
SERVICES ’s history. Gross Sales Revenue grew by 11 per cent over the
previous year. Net Profit increased by 39 per cent compared to 2004-05. The
ratio of Net Profit to Net Sales was 9.9 per cent compared to 7.8 per cent in
2004-05. During the year, work on the
59
company’s new ventures proceeded as per plan.

LATEST FACULITIES

This state-of-the-art facility, located in Manesar in Haryana, begins with an

initial capacity of 100,000 units per year. This will be over and above the
capability of over 600,000 units a year in our existing facility in Gurgaon,
Haryana. The new car plant at Manesar, together with Suzuki Motor
Corporation’s new plant in Sagara, Japan, has been designed to meet the
Suzuki group’s global aspirations in the future. As such, the Manesar plant
comes equipped with many sophisticated systems and processes to ensure high
quality and productivity on the shop floor.

The company is also committed to upgrading facilities at the existing

plant in Gurgaon. The total investment by AGILE CAPITAL SERVICES and
Suzuki in the new car plant, the diesel engine and transmission facility,
upgradation of the existing plant and in launching new models will be close to
Rs 6000 crore. The other major venture – the diesel engine plant --- is also on
course to begin operations in this calendar year. The plant will manufacture
state-of-the-art, 1.3 litre diesel engines for cars. It will start with an initial
capacity of 100,000 diesel engines per year. This will enable AGILE
CAPITAL SERVICES ’s entry into the significant diesel car segment of the
domestic passenger car market. These new facilities will strengthen the
company’s leadership position in the domestic passenger car market. At the
same time, they symbolize Suzuki Motor Corporation’s continued
commitment to India.

IMPRESSIVE GLOBAL HOLD

60
The company will launch a new export model during 2008-09. This compact
car model, while serving the Indian market, would be for export mainly to
Europe. The company will target to export 100,000 units of this model
annually. A few months ago, Suzuki Motor Corporation and Nissan Motor
Company decided to widen the scope of their global strategic alliance. As a
first step, they agreed to collaborate in manufacturing by utilizing the facilities
of the company. In the new scenario, India and AGILE CAPITAL SERVICES
have acquired a very important role in this alliance. The increased scale of
operations on account of the Nissan contract is likely to further improve cost
and quality competitiveness at the AGILE CAPITAL SERVICES facilities,
which in turn will benefit customers in the domestic market. The company
shares the Government of India’s vision of making India a global hub for
compact cars. With AGILE CAPITAL SERVICES emerging as a contract
manufacturer for Nissan, India takes one step forward in realizing that vision.

MOST EFFICIENT RESEARCH AND DEVELOPMENT

While Suzuki and AGILE CAPITAL SERVICES remain committed to

excellence in manufacturing, both companies are also increasing collaboration
in R & D. Suzuki Motor Corporation sees a major role for AGILE CAPITAL
SERVICES in the area of R & D for cars in Asia. Building on the success of
the Swift experience, where AGILE CAPITAL SERVICES engineers trained
in Japan worked closely with their Suzuki counterparts to design and develop a
new model, the effort will be empower AGILE CAPITAL SERVICES to
independently develop cars to suit preferences of Indian customers. The focus
will be on tapping the vast talent pool available in India and develop people

through extended training at Suzuki Motor Corporation, Japan. This, combined

with augmentation of R & D facilities, will help AGILE CAPITAL
61
SERVICES acquire a preeminent position in Suzuki’s global R & D set-up.
AGILE CAPITAL SERVICES ’S STARATEGY TO COME UP WITH NEW
MODELS & SURPRISE MARKETERS

The company is aiming at sales of one million cars per year in 2010.
Investment in new facilities and in R & D, as outlined above, are both part of
the strategy to achieve the ambitious sales goal. In addition, the company will
launch a series of new models to be able to attain the one million sale target. It
plans to launch five new models in the next five years to meet the needs of
Indian customers. This will be over and above face-lifts of any existing models
and launch of new variants. To sell one million cars in a year, the company
will have to expand the network of sales outlets as well as service workshops
across the country. This process, which gathered pace in recent years, is likely
to accelerate in the next few years. Besides increasing the number of outlets,
the company will also revamp the quality of infrastructure and service at these
outlets.

GRABBING COMPACT CAR OPPORTUNITY

The company believes that the low penetration rate of cars in India and the
relatively lower percentage of first time buyers present a tremendous
opportunity for growth. Therefore, the company’s optimism stems from
positive macro economic factors, including significant GDP growth, bias
towards lower taxes, a young population, focus on roads and rural
infrastructure and growing consumerist aspirations. Like China before it, the
Indian car market may be on the threshold of explosive growth. This growth is
likely to be driven by the entry-level segment. Over 25 million Indians have
bought two wheelers in the past five years, and will boost demand once they
62
upgrade to four wheels. The company, with a range of models in the entry
level and compact segments, is best placed to tap this opportunity. Suzuki
Motor Corporation has been the leader of the minicar market in Japan for over
three decades. It has the right technology and the right products to tap the
compact car opportunity in India.
The expansion of their sales and service network, innovative and focused
marketing initiatives, aggressive cost reduction and productivity improvement
programmes, their tie-ups with regional finance companies and banks to
expand the reach of organised finance, are all efforts to reach out to entry level
customers.

SHOWED GREAT SOCIAL RESPONSIBILITY

The company is conscious of its responsibility as a corporate citizen. During

the year, the company has expanded the number and reach of AGILE
CAPITAL SERVICES Driving Schools across the country. Equipped with
driving simulators and specially trained instructors, these schools provide a
comprehensive theorycum-practical curriculum modeled on the best
international driving schools. They have been very well received, especially
among women learners.

The recent decision of Suzuki to set up a separate joint venture for the
manufacture of diesel engines and a new plant had raised concerns that MUL
may not be able to benefit substantially from any future expansion plans.
However, government intervention before the crucial board meeting to decide
on the joint venture assured MUL a substantial 70% stake in the joint
venture for the new vehicle manufacturing plant. MUL has been enjoying
good growth in sales this fiscal with overall sales in the Apr-Oct period
growing by 20.6% YoY to 302871. Going forward too, we expect MUL to
63
enjoy good sales growth given its wide distribution network, high customer
recall and attractive pricing. We maintain our Out Performer rating on the
stock with a target of Rs444.

AGILE CAPITAL SERVICES Udyog Limited has led India’s car market
for more than a quarter of a century. First established in 1981, the company is
now a fully-fledged subsidiary of the Suzuki Motor Corporation. Its principal
activities include the manufacture and sale of motor vehicles and spare parts
via a 300strong dealer network scattered across India. The year 2002 saw
AGILE CAPITAL SERVICES add finance, leasing, insurance, and pre-owned
car businesses to its portfolio, increasing the scale of its operations and
prompting a review of its processes and systems. Oracle Consulting was
engaged to install a number of Oracle E-Business Suite modules and integrate
them with AGILE CAPITAL SERVICES ’s existing systems. The eightmonth
project involved managing up to 50 people, including AGILE CAPITAL
SERVICES staff, Oracle consultants, and employees of third-party
organizations. Oracle also assisted AGILE CAPITAL SERVICES with
change management, a critical part of the process to ensure quick user
acceptance.

GREAT MANAGEMENT CONTROL

Prior to employing Oracle, AGILE CAPITAL SERVICES used a number of

home-grown systems to manage its various lines of business. Many of these
disparate systems could not talk to each other, requiring staff to enter data
multiple times and consolidate information to generate management reports.
The addition of four new business sectors in 2002 created further pressures,
requiring constant monitoring and human intervention to keep the system
64
operating across the hundreds of locations AGILE CAPITAL SERVICES
serves within India. To support this growth and improve efficiency, the
company decided to revamp its information technology systems to provide
end-to-end visibility into the organization. “We were looking for a flexible,
expandable system that was easy to manage,” said Rajesh Uppal, chief general
manager, information technology, AGILE CAPITAL SERVICES Udyog.
“This would reduce the complexity of the IT environment and our reliance on
certain people to maintain the systems. And because our business is
undergoing a period of rapid expansion, it was important to have a standard
system that could scale easily.” To minimize the impact of the system change
on its business, AGILE CAPITAL SERVICES decided on a phased migration
to Oracle E-Business Suite. As a first step, the company decided to replace its
financial, purchasing, and human resources systems with Oracle Financials,
Oracle Procurement, and a range of Oracle Human Resources applications.
Oracle Consulting was selected to supervise the implementation, including
determining AGILE CAPITAL SERVICES ’s requirements and developing a
project plan, designing the system, deploying the software, managing the
various parties involved, and providing post-implementation support.

TIGHT PROJECT MANAGEMENT

As with all Oracle Consulting-led deployments, consultants sat down with

AGILE CAPITAL SERVICES managers and key business users to scope out
their requirements. A steering committee was set up to guide the
implementation and ensure consultants had recourse to senior executives for
advice. The project plan delineated the responsibilities of each party and
incorporated monthly milestones and testing deadlines. Oracle Consulting
ensured a fast, problem-free installation by employing Oracle’s Business Flow
Accelerators—an implementation approach that leverages predefined business

65
flow templates to reduce the time and cost associated with application
deployments. A key project challenge was interfacing the Oracle modules
with AGILE CAPITAL SERVICES ’s legacy systems, including direct item
procurement, dispatch systems, the time card system for attendance, and the
Hyperion business intelligence platform. The integration had to be completed
without any impact on the company’s business, which frequently deals in large
volumes. For example, AGILE CAPITAL SERVICES generates more than
2,000 invoices each day and any lengthy interruptions could have disastrous
impacts on cash flow further down the line.

GREAT FUTURE PLANS

After the success of the financials, procurement, and human resources

deployment, AGILE CAPITAL SERVICES is considering expanding its
Oracle footprint. The company is evaluating Oracle Advanced Supply Chain
Management and Oracle Enterprise Asset Management. “We would like to
automate supply chain management and integrate this process with the Oracle
ERP system,” said Uppal. “We are also looking at linking more systems with
Oracle, so we can access real-time information across all our businesses. I
expect Oracle Consulting to play a role in future projects.”

A CRITICAL ANALYSIS OF MARKETING STRATEGY OF AGILE

CAPITAL SERVICES SUZUKI

Strategy and timing are the Himalayas of marketing. Everything else is the
Catskills. - Al Ries AGILE CAPITAL SERVICES has been successful in
capturing the car market because of the excellent product it has produced. The
market research conducted by AGILE CAPITAL SERVICESshowed that
Indian cars were overcrowded, with turbans and sarees to be accommodated.
66
 The idea was to create a voluminous compact car. The “tall boy’ model was
taken from the Atoz and it was redesigned to meet Indian conditions. The car
also gives high mileage. The engine delivers adequate torque i.e. the ability to
pull loads even at very low speeds---this proves to be very essential for slow
and traffic-heavy Indian conditions. The most important is the seating, which
is, high and gives “road command”.

AGILE CAPITAL SERVICES was competing with AGILE CAPITAL

SERVICESin the small car segment and it offered technology that other car
makers thought was too advanced for the slow growing Indian market. AGILE
CAPITAL SERVICES has now built up a reputation such that it is the first
preference of anybody who has driven or ridden in it.

The marketing strategy employed by AGILE CAPITAL SERVICEScan be

studied with insights into their STP analysis and Marketing Mix.

PEST ANALYSIS

In order to understand the conditions under which the AGILE CAPITAL

SERVICES products were launched in the Indian market, it’s necessary to
analyze the factors that influenced its effectiveness.

Political Conditions

 AGILE CAPITAL SERVICESentered India when liberalization was at its

peak. As a result, everyone was very open to the idea of foreign companies
collaboration (AGILE CAPITAL SERVICES India + Suzuki Japan) setting
up base in India.

67
 The government insisted on the Companies using 70% local content in the

manufacture of the cars as they would have generated tremendous revenue for
India. AGILE CAPITAL SERVICESachieved this in a very short time.

 A positive EXIM policy also has helped AGILE CAPITAL SERVICESto

boost its top line with Exports of AGILE CAPITAL SERVICESproducts to

other countries.

Economic Conditions

 The economic conditions during the launch of AGILE CAPITAL SERVICES

were very relaxed and liberal. AGILE CAPITAL SERVICES was launched
when the country had just opened its doors to liberalization. So there were no
strict norms or bylaws that the company had to adhere by.

 The resources available in India were utilized by the multinationals (Suzuki),

which generated considerable revenue for the government.

 A booming banking sector and a phenomenal growth in Auto Loans market

has made AGILE CAPITAL SERVICES more affordable.

Social Conditions

 A rise in Middle class and concept of small nuclear families has propelled a

demand of BSegment cars. AGILE CAPITAL SERVICES provides an exact

choice for this demand leading to its high growth.
68
 Technological Conditions

 Since AGILE CAPITAL SERVICES manufacturers everything from the

smallest of screws to the biggest of machines in its factory it is able to

maintain the efficiency of the machines. AGILE CAPITAL SERVICES
therefore manufactures cars under best of conditions with the best of
machinery. As a result, the cars manufactured are of top quality.

STP – SEGMENTATION, TARGETING, POSITIONING

Marketing is not an event, but a process . . . It has a beginning, a middle, but never an
end, for it is a process. You improve it, perfect it, change it, even pause it. But you
never stop it completely.

- Jay Conrad Levinson

Segmentation

Segmentation is based upon considerable evidence that a single marketing

approach or formula will not work for all members of the community to be
served.

Geographic
The region of interest of AGILE CAPITAL SERVICES is whole India with
special focus on Type A and fast growing Type B cities across India.

Demographic
Age – Anybody of age between 20 – 40 yrs.
69
Income – Anybody with an income of over 4 lakh p.a.
Occupation – Millennials employed as professionals, managers and those want
to buy their first car. Social Class – Middle class, Upper middle, Lower Upper
and Upper uppers.

Psychographic
Personality – Dreamers, those who want to achieve big, ambitious, price
conscious, took their first step towards success and value driven.

Behavioral
Benefits – Quality, Style, Price
(economical) User status –
Potential users and first time users
Buyer – Readiness Stage – Those who are aware, informed, interested and intend to buy

Targeting

In evaluating the market segments AGILE CAPITAL SERVICEShas looked at

two factors - The segments overall attractiveness and the companies resources.
As is very clearly seen AGILE CAPITAL SERVICEShas opted for a selective
specialization kind of targeting. AGILE CAPITAL SERVICEShas selected a
number of segments each objectively attractive and appropriate. There is
minimal synergy among the segments but each is a cash cow. This multi
segment strategy has had the effect of diversifying the firm’s risk.

Having Bollywood celebrities to endorse its cars paid off for AGILE
CAPITAL SERVICES Suzuki. Bollywood celebrities like Sunny Deol as a

70
brand ambassador targets two sections of the society. Firstly, his glamorous
and sophisticated image appealed to the elite effecting their purchase
decisions. Secondly, his adorable persona appealed to the middle class buyers
who wanted a good car for the ‘big’ investment they were making and for
people who were graduating from the second hand car.
The low price tag of AGILE CAPITAL SERVICESinitiated a price war among
all companies and forced Tata Indica to pre-pone its launch. The initial low
price tag and strengthened by a solid marketing initiatives in form of print
advertisements provided a solid foundation for AGILE CAPITAL
SERVICESin India which showed in its sales of 17000 units in just 5 months.

AGILE CAPITAL SERVICEShas identified its target market based on its

pricing strategy. Swift aims to be the price leader in B-Segment cars. It has
always priced its base model lower than Zen or Indica giving all the features
which they give in their higher models. With a constant change in its
positioning strategy, AGILE CAPITAL SERVICESSwift has succeeded in
identifying its target market every time and emerging as the fastest selling car
in its own segment. With the invent of Swift, AGILE CAPITAL SERVICESis
looking towards entire new segment of consumers and all set to target it to
emerge as the market leader in B- Segment cars.

Positioning

Since its inception, Swift has undergone a lot of changes in terms of its
positioning. First it was Swift, then Swift VXI, and then came finally Swift
VDI.

When Swift was initially launched it was positioned as “The Complete Family
Car”. Since Swift was launched in B-Segment, it had Santro and Tata Indica as
71
its biggest competitors in that segment. The stylish ‘Tall Boy’ Design of Swift
together with its slogan helped it to position itself as one of the cars to look
upon. With a constant change in its positioning, AGILE CAPITAL
SERVICESalways tried to keep alive the buzz associated with Swift.
AGILE CAPITAL SERVICESrepositioned Swift as “Sunshine Car (smart car
for young people)” from earlier “complete family car”. This was done because
the competitors were coming out with similar products and then AGILE
CAPITAL SERVICESstarted what they call as ‘Emotional Positioning’. This
repositioning of Swift also helped it to target the segment of first time car
buyers. Even the print ads at this time were designed in a way to project Swift
as the first car for the fastest growing consumer segment of India at that time,
The Young Professionals, of the service industry that combined with various
loan facilities were too eager to buy their first car. This led to a phenomenonal
growth in its sales and further strengthening its position as a brand in consumer
mind. Thus the repositioning of Swift gave it an edge over its competitors and
also to emerge as a tough rival to AGILE CAPITAL SERVICES 800 as ‘The
First Car’.

72
 Chapter-7
RESEARCH ON MARKETING STRATEGY RESEARCH
PROBLEM OR LIMITATIONS OF RESEARCH

Due to the following unavoidable and uncontrollable factors the results might
not be accurate. Some of the problems might face while conducting the survey
are as follows:

• Certain open-ended questions have been put in the questionnaire to give

respondents freedom to express their perception.

• Time and cost constraints were also there

• Chances of some biasness couldn’t be eliminated.

• A sample size of 100 has been used due to time limitations.

• The data has been collected from Delhi(North) and there the perception of the
people from the smaller towns could not be judged

• Al the data has been collected at random but it is always liable fro biasness.

• The primary data has been collected from the middle and upper section of the society.

73
 Chapter-8
RESEARCH METHODOLOGY

The purpose of methodology section in the report making is to describe the

research process that is followed while doing the main part. This would
however include the research design, the sampling procedure, and the data
collection method. This section is perhaps difficult to write as it would also
involve some technical terms and may be much of the audience will nor be
able to understand the terminology used. The methodology followed by the
researcher, during the preparation of the report was:

Research Design
A research design is purely and simply the framework or plan for a study that
guides the collection and analysis of data. The survey research was used in this
project, because consumer’s feedback was necessary for obtaining the data.

Research Instrument
For doing the survey research, structured questionnaire with both open-ended
and closed-ended questions was used.

Mode of Survey
The mode of survey was personal interview with the respondents during the
filling up of the questionnaires.

Personal Visits
As a part of the analysis, it was necessary to visit the students of different
school, as it would always help me knowing the nature of students. We visited
different schools and asked the student different questions which are formatted
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in the questionnaire.

Data Sources

Primary Data
Primary data is that kind of data which is collected directly by the investigator
himself for the purpose of the specific study. Primary Data is collected by the
investigator through interviews of company employees, vendors, distributor
etc. Data such collected is original in character. The advantage of this method
of collection is the authentic. A questionnaire of about 50 questions was made
and it was given to the dealers to fill it up for our research. The research was a
kind of conclusive research as it helps in the testing of hypothesis. The method
of sampling was the Random method as it is unbiased.

Secondary Data

When an investigator uses the data that has been already collected by others, is
called secondary data. The secondary data could be collected from Journals,
Reports, libraries, magazines, fair & conference and other publications. The
advantages of the secondary data can be –It is economical, both in terms of
money and time spent .The researcher of the report also did the same and
collected secondary data from various internet sites like www.google.com,
www.airtel.com, www.hutch.co.in and many more. The researcher of the
report also visited various libraries for collection of the introduction part.

QUESTIONNAIRE DESIGN

We make questionnaire to know which category of people opts for which kind
of plans. In this category the factors included are such as income, background,
age, etc. This includes 2 types of questions

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• open ended
• closed ended

1 open ended : In this respondents are not bounded to answer within a set of
choices and can give their own views
2 Close-ended: in this respondents are bounded to answer within a set of choices.

I have designed my questionnaire on the basis of close-ended questions as it is

more feasible to calculate data from it.

SAMPLE DESIGN:

While developing a sample design, following points should be kept in mind:

• Sampling unit: A decision has to be taken concerning a sampling unit before

selecting sample. Sampling unit may be a geographical one such as state,
district, village etc or a construction unit such as house, flat etc. or it ,may be
as social unit such as family, club, school etc or it may be an individual . the
researcher will have to decide one or more of such units that he has to select
for his study

• Size of the sample: This refers to the number of items to be selected from the
universe to constitute a sample. This is a major problem before a researcher.
The size of the sample should be neither is excessively large, nor too small. it
should be optimum

• An optimum sample is one which fulfills the requirements of efficiency,

76
representatives, reliability and flexibility

77
 Chapter-9

OBJECTIVES OF THE STUDY

The present study of the marketing strategy of the AGILE CAPITAL

SERVICES(Pvt.) Limited revolves around the following broad objectives:

(i) To study the evolution and growth of the AGILE CAPITAL

SERVICES(Pvt.) Limited in the context of the automobile revolution in
India;
(ii) To study the growth strategy of the AGILE CAPITAL
SERVICES(Pvt.) Limited and the marketing methods followed by it in this
regard.
(iii) To study the small car revolution in India and the contribution of the
AGILE CAPITAL SERVICES(Pvt.) Limited to it.
market boom feel that this is a temporary situation which is likely to recede. Rest
of the respondents could not attribute any concrete causal relationship for the market
boom.

(iv) What method do you follow for marketing of your products?

a Only Direct sales Method--------------28

percent b Only Indirect Dealership Method---------18
percent
(v) Do you think Advertisement is an effective method of
selling your automobile

(vi)

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 Chapter-10

FINDINGS

1. Most of the students prefer to do internship from renowned MNC due to their

brandvalue.

2. Majority of the students join these internship programs because they offer a
good stipendfor the same. Plus they have a catchy job description and related
activities attached to the internship offer. This grabs candidate’s will to learn.
3. Shortlisting process and requirements differ from company to company.

4. Majority of students are adapting the changes made due to the pandemic
but they still arein favor of the offline internship programs.

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 RECOMMENDATIONS

Key attribute components:

• Operational attributes.

• Globalization is yet another opportunity, if followed effectively & promptly.

• Brand Image.

• Customer Specific Details.

• An excellent service & support infrastructure.

• Ability to provide the cutting edge technology at best-value-for-money

• Strong customer relationships

• World Class Quality standards maintained for PPP

(People, Processes & Performance). Alliance with global
technology leaders.

• The message should to the customers be sent in these components

only to have the maximum benefit from the advertisement.

• With the fast growing economy the pricing strategy needs to be

tackled with care as it can decide upon long term decisions of the
company.

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 Chapter-11
LIMITATIONS

As we know, there are flaws even in the finest creations around us, so does
these processes aswell as organizations.

1. Limitations of the project report:

a. In this fast changing world, the process of recruitment and selection still takesa

lot of time to finish up.

b. One of the major limitation is that the project analysis has been made to the

restricted sample of 55 students. Thus interpretation may vary if the samplesize

increases.
c. The response from sample population may not be much revealing about someof

the information because usually people do not like to disclose information.

2. Limitations during the internship

a. Due to the pandemic, internship conducted over online mode using Google

Meet, Zoom and Microsoft Members, which result in constant headaches

andeye issues.
b. While workingat the company, we aren’t unable to access the basic software

like CRM etc.which didn’t give full exposure to the company environment.
c. Language become a major barrier since most of the students belong Tamil

Nadu, Kerala, and Maharashtra and they are fluent in their native language.
Even the English is not so fluent with them. So explaining about their roles and
responsibilities is a big challenge for us.

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 CONCLUSION

AGILE CAPITAL SERVICES Udyog Ltd., a joint venture between the

Government of India and the Suzuki Motor Corporation of Japan was India’s
largest automobile company in 2005. It operated in the passenger vehicle
market and manufactured affordable and fuel efficient cars for the Indian
masses. AGILE CAPITAL SERVICES 800 was its flagship small sized car
and was the best selling car in India since decades. In 2005, Suzuki launched
their global car ‘Swift’ in international markets and later in India. Swift was
the first stylish compact car from the stable of AGILE CAPITAL SERVICES
and was a differentiator from its earlier products. The launch of Swift had
brought AGILE CAPITAL SERVICES in lime-light and various global
international automobile manufacturers announced their plans to boost their
investments in India and launch competing cars. The competition was expected
to intensify to grab the burgeoning customer base and again in 2015 AGILE
CAPITAL SERVICES launches retail market name as NEXA for premium
cars which boast the marketing sector of AGILE CAPITAL SERVICESpvt ltd.

The Indian car market currently appears to be at a crossroads, where car

marketers are attempting to change customer perceptions of their brands and
where specific buying motivations appear to be replacing generalities.

This meanwhile, is quite unlike the west where buyers consider aesthetics,
comfort and safety, not necessarily in that order, before finalising a purchase.
“It’s smarter to think about emotions and attitudes, if marketers are to do a
better job of marrying what a car offers to the consumer’s image of the
offerings.

The mindset of the Indian consumer is such that he is delighted if he buys a

82
pen a little cheaper than his neighbour. Things are, however, slowly changing
and customers at the upper end of the market are now ready to pay more for
more. I hope that this approach will soon enter the small car segment, maybe
not with the same intensity .

“Success will largely be determined to the extent a company can differentiate

itself in terms of intangibles that go with a car”. Thus, success could well
hinge on the best of bundle of services that a carmaker can provide. AGILE
CAPITAL SERVICESgrew from zero to the 500,000 mark and the number
One sales spot in India in just five years. Looking at the present scenario it can
be said that though there is lot of competition in the auto world AGILE
CAPITAL SERVICESis picking up well.

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 Chapter-12
BIBLIOGRAPHY

Books & Journals

• Marketing Management by Phillip Kotler

• Brand positioning by Subroto sengupta

• Positioning: The Battle for your mind by Al Ries & Jack Trout

• Ahluwalia, I.J. (1988). "Industrial Policy and Performance in India" in Lucas,

R.E.B. and G.F.

Papanek (eds.) (1988). The Indian Economy: Recent Development and Future
Prospects. Delhi: Oxford University Press, pp. 151-162
• Ahluwalia, I.J. (1996). "India's Opening up to Trade and Investment" in I.J.
Ahluwalia, Rakesh Mohan and Omkar Goswami, Policy Reform in India . Edited by
Charles Oman. Paris: OECD, pp. 17-41
• AIAM (1999). Recommendations for Developing Indian Automotive Policy.
Association of Indian Automobile Manufacturers, New Delhi

Newspapers, Journals & Magazines

• Business World

• The Economist

• Economic Times

• Autocar Indias

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 QUESTIONNAIRE

(1) Are you aware about the present boom in Market?

• Yes

• No

2. What method do you follow for marketing of your products?

• Only Direct sales Method----------------------28 percent

• Only Indirect Dealership Method-----------------18 percent

• Both 54 percent

Do you think Advertisement is an effective method of selling your

automobile products?

• Yes 45 percent

• No 18 percent

• Do not know/ Cannot say------------------------27 percent

What type of advertising will be helpful in increasing salability of your

auto products?

• Product Specific------------------------------------34 percent

• Company Specific---------------------------------22 percent

• Personality oriented-------------------------------17 percent

• Do not know / Cannot say------------------------27 percent

Do you think that branding helps in the marketing of your

automobile products?
85
 • Yes 34 percent

• No 27 percent • Do not know/ Cannot say-

39 percent
6. Do you think that auto fairs are effective methods of sale promotion?

• Yes 55 percent

• No 12 percent

• Do not know/ Cannot say------------------------33 percent

Do you think that Foreign Direct Investment (FDI ) should be allowed

in the auto mobile sector in India?

• Yes 34 percent

• No 32 percent

• Do not know/ Cannot say------------------------34 percent

Interviews as per open ended format

8. Being a leading automobile business group could

you please elaborate on production systems vis-à-vis
Vendor Management?
A lean manufacturing system is the order of the day. State-of-the-art systems to
monitor and
ensure best of breed processes are the key within their business
systems. Also important is an efficient supply chain system fully
supportive to the lean manufacturing system.

9. Where does Indian automobile industry stand on the global

86
 map of Auto mobile industries in the world?
The Indian Auto Industry has just started getting a foothold on the global map.
Presently the
business is around US$ 8.7 billion of which approximately $1 billion
is the export market. As per the latest McKinsey report, the auto
component business has a potential to grow by 30% and touch US$
35 to 40 billion by 2015 of which 20 to 25 billions US could be
export focused.

10. Do you have a dealer network? Do you sell directly or through dealers?

As regards their marketing strategy, it could be derived from their

responses that they have a large dealer network. A customer may
also contact their branch office in his/her area to get the names and
addresses. They can also supply sections directly. For smaller lots,
the traders/ dealers may be contacted.

11. Does branding of products helps to improve the

marketing potential of your products?

• Yes 68 percent

• No 12 percent

• Do not know/ Can not say--------------------20 percent

12. Future of the automobile industry in India.

• The boom will continue------------------------------------------75 percent

87
• The boom is a temporary economic situation--------------12 percent

• Do not know/ Can not say----------------------------------------13 percent

13. Major Weakness of AGILE CAPITAL SERVICES Suzuki’s Marketing strategy.

• Branding 14 per cent

• Publicity 09 percent

• Infrastructure assessment and Development----------------------------77 percent

15. How do the Foreign Automobile Companies affect the

prospects of the domestic players in the Indian market?

• 32 percent ------------------------------ have reduced the profit margin of the

domestic players
• 53 percent ---------------------------------- have made the automobile industry
more competitive.
• 07 percent ------------------------------- do not have significant effects on the
domestic players operating in the automobile industry
• 08 percent-------------------------------do not know / can not say

16. AGILE CAPITAL SERVICEShas a future growth. You opinion

• 75 percent -------------------- AGILE CAPITAL SERVICESis gradually

spreding its wings and being a very big company has the capacity to absorb
short term losses, hence has a very good prospect for the future market in
India.
• 20 percent-----------------------Its future is like any other private automobile companies in

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 India
• 5 percent----------------------do not know/ can not say
17. Which is the major factor to increase the sale of your products?

• Only Brand----------------------17percent

• Demand-Supply factors-------35 percent

• Only Quality-----------------------23 percent

• Other factors-----------25 percent

18. Do you think brand extension is necessary for the company? If yes, why?

• 78 percent----------------------------------------------Yes

• 04 percent No

• 18 percent -------------------------------- Do not know / Can not say

19. Which are the products of the company that are favourite
among the customers? Please give the reasons as you think.

• 55 percent----------------------Quality based

• 30 percent----------------------Economical/ Cheap

• 06 percent-----------------------Branded

• 09 percent-------------------------Do not know /Can not say

20. Do you see the probability of a separation between AGILE

CAPITAL SERVICES and Suzuki in future?

• Yes 18 percent

• No 74 percent

• Do not know/ Can not say-------------------------------------08 percent

89