Title of the Project

A STUDY OF BUSINESS RELATION OF MARUTI SUZUKI WITH CUSTOMERS

A Project Submitted to

University of Mumbai for partial completion of the degree

of B. M. S (Bachelor of Management Studies)Under the

Faculty of Commerce

By
Prachi Upadhyay
153

Under the Guidance of

Mrs. Navya Premadarsh

B. K. Birla College of Arts, Science and Commerce (Empowered Autonomous), Kalyan

Academic Year 2023-2024
B. K. Birla College of Arts, Science and Commerce (Empowered Autonomous), Kalyan

Department of Management Studies

CERTIFICATE

This is to certify that Prachi Upadhyay of B. M. S (Bachelor of Management Studies)

Semester V (2023-2024) has successfully completed “A Study Of Business Relation Of

Maruti Suzuki With Customers” under the guidance of Mrs. Navya Premadarsh

PROJECT GUIDE:

COURSE INCHARGE:

INTERNAL EXAMINER:

EXTERNAL EXAMINER:

PRINCIPAL

Seal of the
College

Date of submission:
 Declaration by Student

I, the undersigned Mrs. Prachi Upadhyay hereby, declare that the work

embodied in this project “A Study Of Business Relation Of Maruti Suzuki

With Customers”. forms my own contribution to the research work carried out

under the guidance of Mrs. Navya Premadarsh is a result of my own research work

and has not been previously submitted to any other University for any other Degree/

Diploma to this or any other University.

Wherever reference has been made to previous works of others, it has been clearly

indicated as such and included in the bibliography.

I, here by further declare that all information of this document has been obtained and

presented in accordance with academic rules and ethical conduct.

Name and Signature of the learner

 Acknowledgment

To list who all have helped me is difficult because they are so numerous and the depth
is so enormous.

I would like to acknowledge the following as being idealistic channels and fresh
dimensions in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to
do this project.

I would like to thank our Director(Education) and Principal for providing the
necessary facilities required for completion of thisproject.

I take this opportunity to thank our Course Incharge, for her moral support and
guidance.

I would also like to express my sincere gratitude towards my project guide

Mrs. Navya Premadarsh whose guidance and care made the projectsuccessful.

I would like to thank my College Library, for having provided various reference
books and magazines related to my project.

Lastly, I would like to thank each and every person who directly or indirectly helped
me in the completion of the project especially my Parents and Peers who supported
me throughout my project.
 Index-I
Chapter No Content Page No

1 Introduction

 Topic

 Statement of problem and Need of the study

 Rational of study

2 Research Methodology

 Objective

 Hypothesis

 Scope of the study

 Limitations

 Research Methodology

3 Review Of Literature

4 Data Analysis, Interpretation and Presentation

5 Conclusion and Suggestions

 References

 Appendices

 Questions

 Abbreviations
 Index-II
(List of Tables)
Chapter No Name of Tables Page No
1 Introduction 1-27

2 Research Methodology 28-52

3 Review of Literature 53-54

4 Data Analysis Interpretation & Presentation 55-68

5 Suggestion & Conclusion, References 69-85

6 Annexure 86-87
 Index-III
(List of Charts and Graphs)
Chapter No Name of Charts and Graphs Page No
 INTRODUCTION
In the last few years, the Indian Maruti Suzuki car industry has seen spectacular growth. The
country stands next to the China and Japan in terms of production and sales respectively. This
distinction was achieved due to variety of reasons like restrictive policy followed by the
government of India towards the passenger car industry. Majority of Indians, especially the
youngsters prefer rather than cars.
The first car that the company produced was a four-door Maruti 800 and the second car that the
company produced was a Multi-Utility Vehicle called the Omni. Between 1994 and 1996 Maruti
released the Esteem, the Gypsy, the Omni, the Gypsy King, Zen and Esteem. It also opened a
second plant in Manesar whose capacity at the time of opening was 2,00,000 units.Business always
starts and closes with the customers and hence the customers must be treated as the king of the
market. The progress of the business is based on profit, status, images etc. and also depends upon
the customers. Hence, it is important for all the organizations to meet the customers‘ expectations.
Customer satisfaction is a broad concept and involves such factors as the quality of product, the
quality of the service provided, the atmosphere of the location where the product or service is
purchased, and the price of the product or service. Businesses often use customer satisfaction
surveys to measure customer satisfaction. These surveys are used to gather information about
customer satisfaction. Typical areas addressed in the surveys include quality of product, value of
product relative to price- a function of quality and price, time issues, such as product availability,
availability of sales assistance and delivery time, atmosphere of store, such as cleanliness,
organization, service personnel issues, such as politeness, attentiveness, and helpfulness,
convenience, such as location, and hours of operation. Customer satisfaction is essential for
business success in today‘s marketplace. Customer satisfaction measures how well the expectation
of a customer concerning a product or service provided by your company has been met. Maruti
Suzuki India Limited (Formally known as Maruti Udyog Ltd) was established in 1981, February
24th. It was organized as a legal corporation beneath the provision of the Indian Companies ACT,
1956 to converge the rising demand of personal transportation by the lack of an efficient public
transport system. It is the largest car manufacturing company in India accruing over 50% domestic
car market. Suzuki Motor Corporation is the largest manufacture of

1
 mini passenger vehicles in Japan. According to Automotive Intelligence, Suzuki is eleventh largest
vehicle manufacturing company in the world and fourth in Japan in terms of worldwide sales. The
company offered different range of cars from passenger cars to sports cars. From 1982, Maruti
Udyog was a subsidiary of Suzuki Motor Corporation of Japan. They licensed and joint venture
agreement had been made between two companies on October, 2 1982. The Government of India
established Maruti Udyog Limited in February 1981 as a joint venture with Suzuki Motor Corporation as a
small partner. The Government of India partially departed the business in 2003 andthen sold all of its
remaining shares to Suzuki Motor Corporation in 2007. In 1982, Maruti opened its first production facility in
Gurugram, Haryana, India. Affiliation with Suzuki
In 1982, Suzuki of Japan and Maruti Udyog Ltd. signed a license and joint venture agreement (JVA).
Initially, Maruti Suzuki was primarily an automobile importer. Maruti was granted permission to
import two Suzuki vehicles that were completely assembled in the first two years of India's closed
market, with an initial target of using just 33% domestic components. This greatly displeased the
nearby manufacturers. There were some worries that the Indian market wouldn't support Maruti
Suzuki's relatively high production levels, and the government even considered changing the petrol
tariff and decreasing the excise fee to increase sales.[13] Local production commenced in December
1983 with the introduction of the SS30/SS40 Suzuki Fronte/Alto-based Maruti 800.[14] In 1984, the
Maruti Van with the samethree-cylinder engine as the 800 was released and the installed capacity of
the plant
in Gurgaon reached 40,000 units.
The Suzuki SJ410-based Gypsy, a 970 cc 4-wheel drive off-road vehicle, was introduced in 1985. The
100,000th car manufactured by the firm was the 796 cc hatchback Suzuki Alto (SS80), which succeeded the
original 800 in 1986.[15] In 1987, the company started exporting to western markets,when a lot of 500 cars
were sent to Hungary. By 1988, the capacity of the Gurgaon plant was increased to 100,000 units per annum.
Market liberalisation
In 1989, the Maruti 1000 was introduced and the 970 cc, three-box was India's first contemporary
sedan. By 1991, 65 percent of the components, for all vehicles produced, wereindigenized. After the
liberalization of the Indian economy in 1991, Suzuki increased its stakein Maruti to 50 percent,
making the company a 50-50 joint venture with the government of India as the other stakeholder.
In 1993, the Zen, a 993 cc engine hatchback was launched, and in 1994 the 1,298 cc
Esteem sedan was introduced. Maruti produced its 1 millionth vehicle since the
commencement of production in 1994. Maruti's second plant was opened with an annual capacity
reaching 200,000 units. Maruti launched a 24-hour emergency on-road vehicle service. In 1998, the
new Maruti 800 was released, being the first change in design since 1986.Zen D, a 1,527 cc diesel
hatchback, Maruti's first diesel vehicle, and a redesigned Omni were introduced. In 1999, the 1.6-litre
Maruti Baleno three-box sedan and Wagon R were also launched.
In 2000, Maruti became the first car company in India to launch a call center for internal and
customer services. The new Alto model was released. In 2001, Maruti True Value, selling and
buying used cars was launched. In October of the same year, the Maruti Versa was launched.

2
In 2002, Esteem Diesel was introduced. Two new subsidiaries were also started: Maruti
Insurance Distributor Services and Maruti Insurance Brokers Limited. Suzuki Motor
Corporation increased its stake in Maruti to 54.2 percent.
In 2003, the new Suzuki Grand Vitara XL-7 was introduced while the Zen and the Wagon R were
upgraded and redesigned. The four millionth Maruti vehicle was built and they entered into a
partnership with the State Bank of India. Maruti Udyog Ltd. was listed on BSE and NSE after a
public issue, which was oversubscribed tenfold. In 2004, the Alto became India's best- selling car
overtaking the Maruti 800 after nearly two decades. The five-seater Versa 5-seater,a new variant, was
created while the Esteem was re-launched. Maruti Udyog closed the financial year 2003–04 with an
annual sale of 472,122 units, the highest ever since the company began operations, and the fiftieth
lakh (5 millionth) car rolled out in April 2005. The1.3-litre Suzuki Swift five-door hatchback was
introduced in 2005.[16]
In 2006 Suzuki and Maruti set up another joint venture, "Maruti Suzuki Automobiles India", to
build two new manufacturing plants, one for vehicles and one for engines.[16] Cleaner cars were also
introduced, with several new models meeting the new Bharat Stage III emission standards. In February
2012, Maruti Suzuki sold its ten millionth vehicle in India.[14] In July2014 it had a market share of
more than 45%. In May 2015, the company produced its fifteen millionth vehicle in India, a Swift
Dzire.
On 25 April 2019, Maruti Suzuki announced that it would phase out production of diesel cars by 1
April 2020, when the Bharat Stage VI emission standards come into effect. The newstandards would
require a significant investment from the company to upgrade its existing diesel engines to comply
with the more stringent emission standards. Chairman R.C.
Bhargava stated, "We have taken this decision so that in 2022 we are able to meet the corporate
average fuel efficiency (CAFE) norms and a higher share of CNG vehicles will help uscomply with
the norms. I hope the union government's policies will help grow the market for CNG vehicles."
Diesel cars accounted for about 23 percent of Maruti Suzuki's annual sales. The company plans to
launch its first electric car in the second half of 2021, the Maruti SuzukiWagonR Electric, and a test
mule of the same has been spotted several times recently.
Relationship between the Government of India, under the United Front (India) coalition and
Suzuki Motor Corporation over the joint venture was a point of heated debate in theIndian media
until Suzuki Motor Corporation gained the controlling stake. This highly profitable joint venture
that had a near monopolistic trade in the Indian automobile
market and the nature of the partnership built up till then was the underlying reason for mostissues.
The success of the joint venture led Suzuki to increase its equity from 26% to 40% in 1987, and to
50% in 1992, and further to 56.21% as of 2013.[21] In 1982, both the venture partners entered into an
agreement to nominate their candidate for the post of managing director and every managing director
would have a tenure of five years. Maruti Suzuki has two manufacturing facilities in Haryana
(Gurugram and Manesar), and one manufacturing complex in Gujarat wholly owned by parent
company Suzuki which supplies its entire production to Maruti Suzuki. All manufacturing facilities
have a combined production capacity
3
of 2,250,000 vehicles annually (1.5 million from Maruti Suzuki’s two plants and 750,000 fromSuzuki
Motor Gujarat).

The Gurugram manufacturing facility has three fully integrated manufacturing plants and is spread
over 300 acres (1.2 km2).[24] The Gurgaon facilities also manufacture 240,000 K-Seriesengines
annually. The Gurugram facility manufactures the Alto 800, WagonR, Ertiga, XL6, S- Cross, Vitara
Brezza, Ignis, and Eeco. The Gurugram facility also assembles the Jimny starting from January 2021
solely for export markets. It was reported the Indian-assembled Jimny will be exported to African
markets and countries in the Middle East.

The Manesar manufacturing plant was inaugurated in February 2007 and is spread over 600 acres (2.4
km2).[24] Initially, it had a production capacity of 100,000 vehicles annually but this was increased to
300,000 vehicles annually in October 2008. The production capacity was further increased by 250,000
vehicles taking the total production capacity to 800,000 vehicles annually.[26] The Manesar plant
produces the Alto, Swift, Ciaz, Baleno and Celerio. On 25 June2012, Haryana State Industries and
Infrastructure Development Corporation demanded Maruti Suzuki pay an additional ₹235 crore for
enhanced land acquisition for its Haryana plant expansion. The agency reminded Maruti that failure to
pay the amount would lead to further proceedings and vacating the enhanced land acquisition.

In 2012, the company decided to merge Suzuki Powertrain India Limited (SPIL) with itself.[28]SPIL
was started as a JV by Suzuki Motor Corp. along with Maruti Suzuki. It has the facilities available for
manufacturing diesel engines and transmissions. The demand for transmissions for all Maruti Suzuki
cars is met by the production from SPIL.

In 2017, the new Suzuki Motor Gujarat facility was opened. This third facility is not owned by Maruti
Suzuki, but instead wholly owned by Suzuki Motor Corporation. Despite that, the plantsupplied
vehicles to Maruti without any additional cost. Located in Hansalpur, Ahmedabad, the plant has a total
annual capacity of 750,000 units.

In November 2021 Maruti Suzuki announce to set up of a big plant in IMT Kharkhoda inSonipat
district across 900 acres with an investment of ₹18,000 crores.

Haryana State Industrial and Infrastructure Development Corporation gives 900 acres of landto Maruti
Suzuki for setting up a new plant in Industrial Model Township at Kharkhoda, Haryana.

In August 2022 Prime Minister of India Narendra Modi virtually laid the foundation stone ofMaruti
Suzuki’s new manufacturing plant in Kharkhoda. It will be one of the largest

4
automobile manufacturing plant in the world with the capacity of making a million cars peryear.

The Maruti Suzuki's Gurugram manufacturing facility will shift to new manufacturing facility in
Kharkhoda, Haryana will have four manufacturing plants in which a million cars will be produced
annually and the Kharkhoda, Haryana plant will be third largest car producing facility in world.
Industrial relations
Edit
Since its founding in 1983, Maruti Udyog Limited has experienced problems with its labour force.
The Indian labour it hired readily accepted Japanese work culture and the modern manufacturing
process. In 1997, there was a change in ownership, and Maruti became predominantly government
controlled. Shortly thereafter, conflict between the United Front Government and Suzuki started. In
2000, a major industrial relations issue began and employees of Maruti went on an indefinite strike,
demanding among other things, major revisions to their wages, incentives and pensions.

Employees used slowdown in October 2000, to press a revision to their incentive-linked pay. In
parallel, after elections and a new central government led by NDA alliance, India pursued a
disinvestment policy. Along with many other government owned companies, the new
administration proposed to sell part of its stake in Maruti Suzuki in a public offering. The worker’s
union opposed this sell-off plan on the grounds that the company will lose a major business
advantage of being subsidised by the Government, and the union has better protection while the
company remains in control of the government.

The standoff between the union and the management continued through 2001. The management
refused union demands citing increased competition and lower margins. The central government
privatized Maruti in 2002 and Suzuki became the majority owner of Maruti Udyog Limited.
Shinzo Nakanishi, managing director and chief executive of Maruti Suzuki India, said this type ofviolence
has never happened in Suzuki Motor Corp's global operations in Hungary, Indonesia, Spain,

5
Pakistan, Thailand, Malaysia, China and the Philippines. Nakanishi apologised to affected workers on behalf
of the company, and in press interview requested the central and Haryana state governments to help stop
further violence by legislating decisive rules to restore corporate confidence amid emergence of this new
'militant workforce' in Indian factories. He announced, "we are going to de- recognise Maruti Suzuki
Workers' Union and dismiss all workers named in connection with the incident. We will not compromise at
all in such instances of barbaric, unprovoked violence." He also announced Maruti plans to continue
manufacturing in Manesar, that Gujarat was an expansion opportunity and not an alternative to Manesar.
● Maruti was also involved in various businesses like manufacturing, sales and
purchasing of motor vehicles and parts of automobiles. Other activities of Maruti were
facilitation ofpre-owned car sales, fleet management and car financing. They have seven
subsidiary companies in India are Insurance Business Agency Ltd, Maruti Insurance
Distribution Services Ltd..
● All these were affianced with promotion and selling motor insurance policies to
motorcycle owners and the seventh one True Value Solution Ltd were in business of sales of
certified pre- owned motorcycles under the brand ‗Maruti True Value‘. They have four
manufacturing units in different areas in Haryana state.
● The first commercial car from the joint venture company was launched in 1983 called
Maruti 800 which was very popular. In 1984 they launched Maruti Omni which fits one full
size family. In 1985 they introduced Maruti Suzuki Gypsy. In 1997 company exposed to
foreign market and imported 500 cars to Hungary. In 1990 they launched three box cars with
1000cc engine; this was the major transformation in the company. In 1992 Suzuki Motor
Corporation increased its share value to 50% in Maruti. Later year they launched with Maruti
Zen and in 1994.

● Maruti has inaugurated its second plant in 1995. In 1997, Maruti started Maruti Service
Master as model workshop to take care of its sales in India. In 2002, Suzuki Motor
Corporation increased the share in Maruti to 54.2%. By 2002 they established 10 finance
companies in which 8 of them were finance companies and two were joint ventures. They
started a new business strategy for its purchase, sales and trade of old cards is Maruti True
Value. With the first worlds strategic model with the help of Suzuki Motor Corporation they

6
 launched ‗the SWIFT‘ in 2005 5. Maruti started working on new car plant and the diesel
engine facility at Manesar plant, Haryana in 2006-07. They opened a new institute of Driving
Training and Research (IDTR) in 2006 is a mutual project with Delhi Government for better
Research in the field of automobile. They introduced diesel cars like Swift and SX4 luxury
sedam in 2007. Maruti launched Multi Utility Vehicle (MUV) called Grand Vitara stylish,
muscular and 5 setter car in 2007. TheyMaruti Udyog Limited in February 1981 as a joint
venture with Suzuki Motor Corporation as a small partner. The Government of India
partially departed the business in 2003 and then sold all of its remaining shares to Suzuki
Motor Corporation in 2007. In 1982, Maruti opened its first production facility in
Gurugram, Haryana, India. Affiliation with Suzuki Maruti Suzuki India
Limited (formerly Maruti Udyog Limited) is the Indian subsidiary of Japanese
automaker Suzuki Motor Corporation.[8] As of September 2022, the company had a leading market
share of 42 percent in the Indian passenger car market.[9] The company is known for making low-
maintenance cars for the Indian market. In 1982, Suzuki of Japan and Maruti
Udyog Ltd. signed a license and joint venture agreement (JVA). Initially, Maruti Suzuki
was primarily an automobile importer. Maruti was granted permission to import two
Suzuki vehicles that were completely assembled in the first two years of India's closed
market, with an initial target of using just 33% domestic components. This greatly
displeased the nearby manufacturers. There were some worries that the Indian market
wouldn't support Maruti Suzuki's relatively high production levels, and the government
even considered changing the petrol tariff and decreasing the excise fee to increase
sales.Local production commenced in December 1983 with the introduction of the
SS30/SS40 Suzuki Fronte/Alto-based Maruti 800.In 1984, the maruti van with the same
three-cylinder engine as the 800 was released and the installed capacity of the plant in
Gurgaon reached 40,000 units.

● The Suzuki SJ410-based Gypsy, a 970 cc 4-wheel drive off-road vehicle, was introduced in
1985. The 100,000th car manufactured by the firm was the 796 cc hatchback Suzuki Alto
(SS80), which succeeded the original 800 in 1986.[15] In 1987,
the company started exporting to western markets, when a lot of 500 cars were sent toHungary.
By 1988, the capacity of the Gurgaon plant was increased to 100,000 units

7
 per annum.

● Market liberalisation

● In 1989, the Maruti 1000 was introduced and the 970 cc, three-box was India's first
contemporary sedan. By 1991, 65 percent of the components, for all vehicles produced, were
indigenized. After the liberalization of the Indian economy in 1991, Suzuki increased its stake
in Maruti to 50 percent, making the company a 50-50 joint venture with the government of
India as the other stakeholder

● The Suzuki SJ410-based Gypsy, a 970 cc 4-wheel drive off-road vehicle, was introduced in
1985. The 100,000th car manufactured by the firm was the 796 cc hatchback Suzuki Alto
(SS80), which succeeded the original 800 in 1986.[15] In 1987,
the company started exporting to western markets, when a lot of 500 cars were sent toHungary.
By 1988, the capacity of the Gurgaon plant was increased to 100,000 units per annum.

● Market liberalisation

● In 1989, the Maruti 1000 was introduced and the 970 cc, three-box was India's first
contemporary sedan. By 1991, 65 percent of the components, for all vehicles produced, were
indigenized. After the liberalization of the Indian economy in 1991, Suzuki increased its stake
in Maruti to 50 percent, making the company a 50-50 joint venture with the government of
India as the other stakeholder

● 2000, Maruti became the first car company in India to launch a call center for
internal and customer services. The new Alto model was released. In 2001, Maruti True
Value, selling and buying used cars was launched. In October of the same year, the Maruti
Versa was launched. In 2002, Esteem Diesel was introduced. Two new subsidiaries were
also started: Maruti Insurance Distributor Services and Maruti Insurance Brokers Limited.
Suzuki Motor Corporation increased its stake in Maruti to 54.2 percent.In 2003, the new
Suzuki Grand Vitara XL-7 was introduced while the Zen and the Wagon R were upgraded
and redesigned. The four millionth Maruti vehicle was built and they entered into a
partnership with the State Bank of India.

10
 Maruti Udyog Ltd. was listed on BSE and NSE after a public issue, which was
oversubscribed tenfold. In 2004, the Alto became India's best-selling car overtaking the
Maruti 800 after nearly two decades. The five-seater Versa 5-seater, a new variant, was
created while the Esteem was re-launched. Maruti Udyog closed the financial year 2003–
04 with an annual sale of 472,122 units, the highest ever since the company began
operations, and the fiftieth lakh (5 millionth) car rolled out in April 2005. The 1.3-litre
Suzuki Swift five-door hatchback was introduced in 2005.In2006 Suzuki and Maruti set up
another joint venture, "Maruti Suzuki Automobiles India", to build two new manufacturing
plants, one for vehicles and one for engines. Cleaner cars were also introduced, with several
new models meeting the new Bharat Stage III emission standards.In February 2012, Maruti
Suzuki sold its ten millionth vehicle in India.In July 2014 it had a market share of more
than 45%.In May 2015, the company produced its fifteen millionth vehicle in India, a Swift
Dzire.On 25 April 2019, Maruti Suzuki announced that it would phase out production of
diesel cars by 1 April 2020, when the Bharat Stage VI emission standards come into effect.
The new standards would require a significant investment from the company to upgrade its
existing diesel engines to comply with the more stringent emission standards. Chairman
R.C. Bhargava stated, "We have taken this decision so that in 2022 we are able to meet the
corporate average fuel efficiency (CAFE) norms and a higher share of CNG vehicles will
help us comply with the norms. I hope the union government's policies will help grow the
market for CNG vehicles." Diesel cars accounted for about 23 percent of Maruti Suzuki's

annual sales.[19]

● The company plans to launch its first electric car in the second half of 2021, the Maruti
Suzuki WagonR Electric,[20] and a test mule of the same has been spotted several times
recently.

● Relationship between the Government of India, under the United Front (India)
coalition and Suzuki Motor Corporation over the joint venture was a point of heated debate
in the Indian media until Suzuki Motor Corporation gained the controlling stake. This
highly profitable joint venture that had a near monopolistic trade in the

11
Indian automobile market and the nature of the partnership built up till then was the
underlying reason for most issues. The success of the joint venture led Suzuki to increase
its equity from 26% to 40% in 1987, and to 50% in 1992, and further to 56.21% as of
2013.In 1982, both the venture partners entered into an agreement to nominate their
candidate for the post of managing director and every managing director would have a
tenure of five years.Maruti Suzuki has two manufacturing facilities in Haryana (Gurugram
and Manesar), and one manufacturing complex in Gujarat wholly owned by parent company
Suzuki which supplies its entire production to Maruti Suzuki. All manufacturing facilities
have a combined production capacity of 2,250,000 vehicles annually (1.5 million from
Maruti Suzuki's two plants and 750,000 from Suzuki Motor Gujarat).The Gurugram
manufacturing facility has three
2 [24]
fully integrated manufacturing plants and is spread over 300 acres (1.2 km ).

The Gurgaon facilities also manufacture 240,000 K-Series engines annually. The Gurugram
facility manufactures the Alto 800, WagonR, Ertiga, XL6, S-Cross, Vitara Brezza, Ignis,
and Eeco. The Gurugram facility also assembles the Jimny starting from January 2021
solely for export markets. It was reported the Indian-assembled Jimny will be exported to
African markets and countries in the Middle East.The Manesar manufacturing plant was
inaugurated in February 2007 and is spread over
2 [24]
600 acres (2.4 km ). Initially, it had a production capacity of 100,000 vehicles

annually but this was increased to 300,000 vehicles annually in October 2008. The
production capacity was further increased by 250,000 vehicles taking the total production

capacity to 800,000 vehicles annually.[26] The Manesar plant produces

the Alto, Swift, Ciaz, Baleno and Celerio. On 25 June 2012, Haryana State Industries and
Infrastructure Development Corporation demanded Maruti Suzuki pay an additional ₹235
crore for enhanced land acquisition for its Haryana plant expansion. The agency reminded
Maruti that failure to pay the amount would lead to further proceedings and vacating the
enhanced land acquisition.In 2012, the company decided to merge Suzuki Powertrain

India Limited (SPIL) with itself.[28] SPIL was

12
 started as a JV by Suzuki Motor Corp. along with Maruti Suzuki. It has the facilities

available for manufacturing diesel engines and transmissions. The demand for
transmissions for all Maruti Suzuki cars is met by the production from SPIL.

● In 2017, the new Suzuki Motor Gujarat facility was opened. This third facility is not owned by
Maruti Suzuki, but instead wholly owned by Suzuki Motor Corporation. Despite that, the
plant supplied vehicles to Maruti without any additional cost. Located in Hansalpur,
Ahmedabad, the plant has a total annual capacity of 750,000 units.

● In November 2021 Maruti Suzuki announce to set up of a big plant in IMT Kharkhoda in
Sonipat district across 900 acres with an investment of ₹18,000 crores.

● In August 2022 Prime Minister of India Narendra Modi virtually laid the foundation stone of
Maruti Suzuki's new manufacturing plant in Kharkhoda. It will be one of the largest
automobile manufacturing plant in the world with the capacity of making a million cars per

year.[31][32]

● The Maruti Suzuki's Gurugram manufacturing facility will shift to new manufacturing
facility in Kharkhoda, Haryana will have four manufacturing plants in which a million cars
will be produced annually and the Kharkhoda, Haryana plant will be third largest car
producing facility in world.[33]

13
In August 2022 Prime Minister of India Narendra Modi virtually laid the foundation stone ofMaruti
Suzuki's new manufacturing plant in Kharkhoda. It will be one of the largest automobile
manufacturing plant in the world with the capacity of making a million cars per year.[31][32]

The Maruti Suzuki's Gurugram manufacturing facility will shift to new manufacturing facility in
Kharkhoda, Haryana will have four manufacturing plants in which a million cars will be produced
annually and the Kharkhoda, Haryana plant will be third largest car producing facility in world.[33]

Also went into other joint venture agreement with Futaba Industrial Co Ltd and formed FMI
Automotive Compoments Ltd for manufacturing Exhaust System Components. In 2008-09, they
introduced a new A2 segment car, A-star in India and in Europe as new alto. They also raised their
production capacity to 1million cars. In 2008, they launched a dual fuel called Maruti 800 6. Report
submitted by commission of government in 1982 discloses among the major goals with maruti is
to modernization of the Indian automobile industry, Fuel efficient vehicles production, to
manufacture huge number of vehicles, gain from foreign technology, and the production of
‗people‘s car‘ was suitable for Indian people and the climatic conditions which creates possibility
of earning foreign exchange by exporting Maruti products and improving employment bystarting
new industries in the market. By improving the research in the market is determined by
manufacturing of better cars would be in demand in Indian market. The main aim of the Maruti
Suzuki production is to take help from Japanese company in its working model, working culture
and in Indian industry they mainly focus on hierarchical discrimination, inadequate labor, low labor
involved, and labor conflict and low recognition with the company.

Operational CRM at Maruti includes customer contact (sales, marketing and service). Tasks
resulting from these processes are forwarded to employees responsible for them, as well as the
information necessary for carrying out the tasks and interfaces to back-end applications are being
provided and activities with customers are being documented for further reference. Operational
CRM provides the following benefits:

● Delivers personalized and efficient marketing, sales, and service through multi-

14
 channel collaboration

Sales force automation (SFA)

SFA automates the critical sales and sales force management functions of Maruti, i.e., lead/account
management, contact management, quote management, forecasting, sales administration, keeping
track of customer preferences, buying habits, and demographics, as well as performance
management. SFA tools are designed to improve field sales productivity. Key infrastructure
requirements of SFA are mobile synchronization and integrated product configuration.

Customer service and support (CSS)

CSS at Maruti automates the service requests, complaints, product returns, and information
requests. The internal help desk and inbound call-center support for customer inquiries have been
evolved into the ―customer interaction centerǁ (CIC), using multiple channels (Web, phone/fax,
face-to-face, kiosk, etc). Key infrastructure requirements of CSS include computer telephony
integration (CTI) which provides high volume processing capability, and reliability.

Enterprise marketing automation (EMA)

EMA of the company provides information about the business environment, including competitors
of Maruti, industry trends, and macro environmental variables. It is the execution side of campaign
and lead management. The intent of EMA applications is to improve marketing campaign
efficiencies. Functions include demographic analysis, variable segmentation, and predictive
modeling occur on the analytical (Business Intelligence) side. Integrated CRM software is often
also known as ―front office solutions.ǁ Of Maruti, This is because they deal directly with the
customer of the company.

Maruti uses CRM software to store all of their customer‘s details. When a customer calls at maruti,
the system is used to retrieve and store information relevant to the customer. By serving the
customer quickly and efficiently, and also keeping all information on a customer in one place, a
the management at Maruti aims to make cost savings, and also encourage new customers.

15
 ANALYTICAL CRM
In analytical CRM, data gathered within operational CRM and/or other sources are analyzed to
segment customers or to identify potential to enhance client relationship. Customer analysis
typically leads to targeted campaigns to increase share of customer‘s wallet. Examples of
Campaigns directed towards customers are:

● Acquisition: Cross-sell, up-sell

● Retention: Retaining customers who leave due to maturity or attrition.
● Information: Providing timely and regular information to customers about Maruti.
● Modification: Altering details of the transactional nature of the customers‘
relationship. Analysis typically covers but is not limited to:
● Decision support: Dashboards, reporting, metrics, performance etc.
● Predictive modelling of customer attributes
● Strategy and research.

Analysis of Customer data relates to the following analyses:

● Campaign management and analysis

● Contact channel optimization
● Contact Optimization
● Customer Acquisition / Reactivation / Retention
● Customer Segmentation
● Customer Satisfaction Measurement / Increase
● Sales Coverage Optimization
● Fraud Detection and analysis
● Financial Forecasts
● Pricing Optimization
● Product Development
● Program Evaluation
● Risk Assessment and Management

16
Data collection and analysis is viewed as a continuing and iterative process. Ideally, business
decisions are refined over time, based on feedback from earlier analysis and decisions. Therefore,
a successful analytical CRM projects take advantage of a data warehouse to provide suitable data.

COLLABORATIVE CRM
Collaborative CRM facilitates interactions with customers through all channels (personal, letter,
fax, phone, web, e-mail) and supports co-ordination of employee teams and channels. It is a
solution that brings people, processes and data together so company can better serve and retain
their customers. Collaborative CRM provides the following benefits:

● Enables efficient productive customer interactions across all communications channels

● Enables web collaboration to reduce customer service costs
● Integrates call centers enabling multi-channel personal customer interaction
● Integrates view of the customer while interaction at the transaction level

PURPOSES OF CUSTOMER RELATIONSHIP MANAGEMENT

CRM, in its broadest sense, means managing all interactions and business with customers. This
includes, but is not limited to, improving customer service. The CRM program allows Maruti to
acquire customers, service the customer, increase the value of the customer to the company, retain
good customers, and determine which customers can be retained or given a higher level of service.
A good CRM program can improve customer service by facilitating communication in several
ways :

Provide product information, product use information, and technical assistance on web sites that
are accessible 24 hours a day, 7 days a week.

Identify how each individual customer defines quality, and then design a servicestrategy for each
customer based on these individual requirements and expectations.

17
Provide a fast mechanism for managing and scheduling follow-up sales calls to assess post-
purchase cognitive dissonance, repurchase probabilities, repurchase times, and repurchase
frequencies.

Provide a mechanism to track all points of contact between customer and the company, and do it
in an integrated way so that all sources and types of contact are included, and all users of the system
see the same view of the customer (reduces confusion).

Help to identify potential problems quickly, before they occur.

Provide a user-friendly mechanism for registering customer complaints (complaints that are not
registered with the company cannot be resolved, and are a major source of customer dissatisfaction)
Provide a fast mechanism for handling problems and complaints (complaints that are resolved
quickly can increase customer satisfaction).

● Use internet cookies to track customer interests and personalize product

offerings accordingly.
● Use the Internet to engage in collaborative customization or real-timecustomization.
● Provide a fast mechanism for managing and scheduling maintenance, repair, and on-
going support (improve efficiency and effectiveness).
● The CRM can be integrated into other cross-functional systems and thereby provide
accounting and production information to customers when they want it.

● CRM technology can track customer interests, needs, and buying habits as they progress
through their life cycles, and tailor the marketing effort accordingly. This way customer get
exactly what they want as they change.

● The technology can track customer product use as the product progresses through its life
cycle, and tailor the service strategy accordingly. These way customers get what they need
as the product ages.
● In industrial markets, the technology can be used to micro-segment the buying centre and
help coordinate the conflicting and changing purchase criteria of its members.
● When any of the technology-driven improvements in customer service (mentioned above)
contribute to long-term customer satisfaction, they can ensure repeat purchases, improve
customer relationships, increase customer loyalty, decrease customer turnover, decrease
18
 marketing costs (associated with customer acquisition and customer ―trainingǁ), increase
sales revenue, and thereby increase profit margins.
● Repeat purchase, however, comes from customer satisfaction – which in turn comes from
a deeper understanding of each customer, their individual business challenges and
proposing solutions for those challenges rather than a ―one size fits allǁ approach.
● CRM software enables sales people to achieve this one on one approach to selling and can
automate some elements of it viatailorable marketing communications. However, all of
these elements are facilitated by or for humans to achieve – CRM is therefore a company-
wide attitude as much as a software solution.

Setting up “Express Service Bays” & “2 – Technician Bays”

As the name suggests the company set out to delight its customers by offering them faster car
service by introducing new concepts such as Express Service Bays & 2- Technicians Bays. These
are done for customers who are hard pressed for time. Both the initiatives undertaken in

this direction have helped improve customer interface and also helped increase the productivity
and capacity of existing workshops.

19
 Mega Camps
The company aggressively conducts ‗Mega Camps‘ throughout the country round the year.
Activities undertaken during a mega camp include complimentary car wash, AC & Pollution check
up, oil and fuel top ups, wheel alignments etc. Apart from mega camps workshop camps like A/C
checkup camps, PUC and general check-up camps, Locality camps , Pre monsoon camps etc are
also regularly conducted as part of customer connect initiatives..

Service at Door Step through Maruti Mobile Support

Another unique initiative is the door step service facility through Maruti Mobile Support. Maruti
Mobile Support is a first of it‘s kind initiative and is expected not only to help the company reach
out customers in metro cities but also as a mean to reach semi urban /rural areas where setting up
of new workshop may not be viable.

Car Safety device

The company used technology to meet customer needs and even delight them. Following feedback
that the company‘s cars were more prone to theft owing to their resale value, the company worked
on an anti-theft immobilizer or ―I-Cats;ǁ system for all its new cars.

Complete car needs

The company‘s effort of providing all car-related needs — from learning to drive a car at Maruti
Driving Schools to car insurance, extended warranty and eventually exchanging the existing car
for a new one — under one roof at dealerships also enhances customer satisfaction. In these
competitive times the challenge is to keep inventing newer ways of doing things to keep the
customers in your fold. Over the last few years, the company strengthened the existing practices
and experimented with many new initiatives by way of kaizens (continuous improvements) to
delight its customers. These initiatives ranged from product design and quality to network
expansion, and included new service programs to meet unsaid needs of customers.

21
Key Initiatives
Servicing customers 24X7 ….. 365 days….
The company takes great pride in sharing that customers have rated Maruti Suzuki first once again
in Customer Satisfaction Survey conducted by independent body, J.D.Power Asia Pacific. It is 9th
time in a row. The company was first car company in India to launch a Call Centre in the year
2000. The award mirrors the company‘s commitment towards ―Customer Obsessionǁ.

Car pickup & delivery facility for women car owners.

Quote Unquote: ―The study finds that vehicle pickup and delivery before and after service has a
strong impact on customer satisfaction. In particular, customers who say that their vehicle was
picked up from their doorstep before service and delivered to the same point after service are
notably more delighted with their after-sales service experience, compared with customers who
do not receive this service….ǁ Maruti also launched mission to promote safe driving habits
jointly with Institute of Driving Training and Research.It also launched ‗Dil Se‘– a special
program for Indians living abroad or NRIs, to facilitate them to gift Maruti cars online to friends
and relatives at home.

Maruti Suzuki launches customer loyalty program

Maruti Suzuki launched an all-new customer loyalty-cum-rewards programme which will benefit
new as well as the existing five million Maruti customers across India The programme will work
through a unique three-in-one Autocard to be issued by Maruti which will be a petro card, a loyalty
card and an international credit card. The new customers as well as the existing Maruti owners can
opt for the card as long as they possess valid ownership proof.

COMPANY PROFILE

Maruti Suzuki is one of india‘s leading automobile manufacturers and the market leader in the car
segment, both in terms of volume of vehicles sold and revenue earned. Until recently, 18.28% of

22
the government held an initial public offering of 25% of the company in june 2003. As of May 10,
2007,Govt. of india sold its complete share to Indian financial institutions. With this, Govt. of india
no longer has stake in maruti udyog.
Recently to ward off the growing competition, Maruti has completed Rs. 4 billion expansion
project at the current site, which has raised the total production capacity to over 3,20,000 vehicles
per annum. With the coming of each and every year, the total production of the company exceed
by 4,00,000 vehicles.
.
Maruti Suzuki India Limited (MSIL, formerly known as Maruti Udyog Limited) is a subsidiary of
Suzuki Motor Corporation, Japan. Maruti Suzuki has been the leader of the Indian car market for
over two and a half decades. The company has two manufacturing facilities located at Gurgaon and
Manesar, south of New Delhi, India. Both the facilities have a combined capability to produce over
a 1.5 million (1,500,000) vehicles annually. The company plans to expand its manufacturing
capacity to 1.75 million by 2013.The Company offers 15 brands and over 150 variants ranging
from people's car Maruti 800 to the latest Life Utility Vehicle, Ertiga. The portfolio includes Maruti
800, Alto, Alto K10, A-star, Estilo, WagonR, Ritz, Swift, Swift DZire,SX4, Omni, Eeco, Kizashi,
Grand Vitara, Gypsy and Ertiga. In an environment friendly initiative, in August 2010 Maruti
Suzuki introduced factory fitted CNG option on 5 models across vehicle segments. These include
Eeco, Alto, Estilo,Wagon R and Sx4. With this Maruti Suzuki became the first company in India
to introduce factory fitted CNG vehicles.
Maruti Udyog Limited (MUL)
was established in February 1981, though the actual production commenced in 1983 with the
Maruti 800, based on the which at the time was the only modern car available in India, its only
competitors- the and were both around 25 years out of date at that point. Through 2004, Maruti
Suzuki has produced over 5 Million vehicles.Maruti Suzukis are sold in India and various several
other countries, depending upon export orders. In 2009-10, the company sold a record 10,18,365

units including 1,47,575 units which we exported primarily to Europe,the remaining 870,790 sold
in India. In the third quarter of 2009-2010, the company sold 258, 026 units. Thus, in March2010,
Maruti Suzuki had a India market share of 53.3 per cent of the Indian passenger car market of
16,33,752 passenge.

23
MISSION
An Organisation‘s mission is the purpose or reason for the organization‘s existence, means, what
the company is providing to society.―Maruti seeks to create a more prosperous society through
automotive manufacturingǁ Mission critical attitude and fiscal prudence has been a way of life
within Maruti, good or bad times not with standing . And what has fuelled this over the last 18
months is the Japanese major‘s 3-G philosophy pushed by Nakanishi, which how refers to as
‗going back to basics‘. Maruti‘s fundamental mission is to contribute to people‘s lifestyle, society,
and the economy through automotive manufacturing. In upholding this mission, we have always
focused on the futures of the automobiles industry when deciding how best to position our
company.

VISION
While the global economy is design in the recession roil and its tremors being felt in india, the
country‘s largest automakers seems unfazed, What is helping Maruti today, is the company‘s ability
to constantly innovate even beyond product, so the compan‘s vision is ‗‘We have toensure that any
disruption in the environment dosen‘t jeoparadize your market position. If we say this vision in one
line then it is ―Maruti‘s aims to achive long-term, stable growth in harmony withthe environment,
the global economy, the local communication it serves, and its stakeholdersǁ.

Road Safety And Maruti Suzuki

Maruti Suzuki has already trained around 450,000 persons in safe driving in the last few years.
Through the National Safety Mission, the company plans to touch a total of million persons in the
next few years. Maruti Suzuki contributes towards road safety through its IDTR and MDS
initiatives.

24
 National Road Safety
Taking forward its commitments to Road Safety, Maruti Suzuki has adopted a National
Road Safety Mission.
Under the mission Maruti Suzuki will Train 50,00,000 peoples in safe driving in the next
3 years across india.
Of the 500,000 people to be trained, at least 100,000 will be people from.
Underprivileged section of society, who are kneen to take driving as a profession.

In addition, Maruti Suzuki will continue to support to government and industry in their
efforts for road safety.
While utilizing the existing 2 Institute of Driving Training and Research(IDTR) in Delhi
and the 50 Maruti Driving Schools (MDS) across the country the company will enter into
partnerships with state governments for more IDTRs and with its dealers for more MDS.

Company Product
Offers these models of cars such as :
Maruti 800 launchedn -1983
Maruti Omni launched – 1984
Maruti Gypsy launched – 1985
Maruti Zen launched – 1990
Maruti Alto launched – 2000
Maruti Wagon R launched -2002
Maruti Versa launched – 2003
Maruti Grand Vitara launched -2004
Maruti Zen Estilo launched-2006
Maruti Suzuki SX 4 launched 2007
Maruti Swift Dzire launched -2008
Maruti A –Star launched -2008
Maruti Suzuki Ritz launched -2009 etc.

24
 Awards/Recognitition won by Maruti Suzuki
Because of outstanding performance and continuous innovations and business relation
with customer, Maruti Suzuki got various awards and achievements as follow:
Business Standards India‘s company of the years 2011 awards
Ranked amongst the top ten most admired companies by Wall Street Journal
11th time in a row, the Company ranked the highest in JD Power Asia Pasific 2010 India
Customer Service Index (CSI) STUDY
NASSCOM and CNBC TV 18 IT users awards
NHRDN (National HRD Network) Trailblazer Award 2010 for HRD Excellence
Maruti‘s Alto ranked no. 1 in TNS four wheeler Total Customer Satisfaction 9(TCS)
study

SWOT analysis of Maruti Suzuki

Maruti Suzuki is the market leader in India and has an amazing brand equity. Maruti is knownfor
the service it provides and is synonymous with Maruti 800 – the longest running small car in India.
Here is a SWOT of maruti suzuki, its strengths, weaknesses, opportunities and threats.

Strengths in the SWOT analysis of Maruti Suzuki

● Maruti Udyog limited (MUL) is in a leadership position in the market with a
market share of 48.74

25
● Major strength of MUL is having largest network of dealers and after sales servicecenters
in the country.
● Good promotional strategy is adopted by MUL to transfer its thoughts to the people
about its products.
● Maruti Suzuki recorded highest number of domestic sales with 9,66,447 units from
7,65,533 units in the previous fiscal. It recently attained the 10million domestic sales
mark.
● Strong Brand Value and Loyal Customer Base are big strengths for MUL
● There are around 15 vehicles in Maruti Product portfolio. Has good product lines with
good fuel efficiency like Maruti Swift, Diesel, Alto etc
● Alto still beats the small car segment with highest number of sales
● MUL is the first automobile company to start second hand vehicle sales through itsTrue-
value entity.
● MUL has good market share and hence it‘s after sales service is a majorrevenue
contributor.

Weaknesses in the SWOT analysis of Maruti Suzuki

● Low interior quality inside the cars when compared to quality players like Hyundai
and other new foreign players like Volkswagen, Nissan etc.
● Government intervention due to having share in MUL.
● Younger generations started getting a great affinity towards new foreign brands
● The management and the company‘s labor unions are not in good terms. The recent
strikes of the employees have slowed down production and in turn affecting sales.

Opportunities in the SWOT analysis of Maruti Suzuki

● MUL has launched its LPG version of Wagon R and it was a good move simultaneously
● MUL can start R&D on electric cars for a much better substitute of the fuel.
● Maruti‘s cervo 600 has a huge potential in tapping the middle class segment and act as
a strong threat to Nano
26
● New DZire from Maruti will capture the market share and expected to create the same
magic as Maruti Esteem(currently not available)
● Export capacity of the company is giving new hopes in American and UK markets
● Economic growth of the country is constantly increasing and the government is
working hard to increase the gdp to double digit.

Threats in the SWOT analysis of Maruti Suzuki

● MUL recently faced a decline in market share from its 50.09% to 48.09 % in the previous
year(2011)
● Major players like Maruti Suzuki, Hyundai, Tata has lost its market share due to many small
players like Volkswagen- polo. Ford has shown a considerable increase in market sharedue
to its Figo.
● Tata Motors recent launches like Nano 2012, Indigo e-cs are imposing major threats to its
respective competitor‘s segment
● China may give a good competition as they are also planning to enter into Indian car segment
● Launch of Hyundai‘s H800 may result in the decline of Alto sales

27
 RESEARCH METHODOLOGY

In the present study, response from various respondent were coded and tabulated. This process was
used for the each type of questionnaire. The responses of individuals have been given in all the pie-
chart in terms of percentage.

HISTORY

Maruti Old Logo

28
Maruti Suzuki India Limited, formerly known as Maruti Udyog
Limited was established through the efforts of Dr. V Krishnamurthy in1981. In
1982, a license and joint venture agreement (JVA)was signedbetween Maruti
Udyog Ltd, and Suzuki of Japan wherein Suzuki owned 26% stake.

Maruti Van (1983)

At first, Maruti Suzuki was mainly an importer of cars. In India’s closed market,
Maruti received the right to import 40,000 fully built-up Suzuki in the first two years.
After two years in December, 1983 the company went ahead and started local
production with its first plant Gurgaon. But the earlygoal was to use only 33%
indigenous parts as there were some concerns fromSuzuki that the Indian market was
too small to absorb the comparativelylarge production planned by Maruti Suzuki. But
as thing gradually

30
progressed, the company started receiving strong demand for its
vehicles “Maruti Van” and “Gypsy”. Because of this strong growth and demand, the
Japanese company raised its stake from 26% to 4o% by 1987.

After 50–50 Joint Venture

By 1991, 65% of the components, for all vehicles produced,

were indigenized. After liberalisation of the Indian Economy
in 1991, Suzuki increased its stake in Maruti to 50% , making the company a 50–
50 Joint Venture with the Government of India theother stake holder. This
stake was further increased to 56.21% which made the Japanese manufacturer a
majority shareholder.

MANAGEMENT

Dr. V Krishnamurthy

As earlier mentioned, Dr. V Krishnamurthy established Maruti UdyogLimited. He

was the chairman and CEO from the inception of the company till 1990. Mr.
Krishnamurthy is an Indian civil servant born inTamilNadu, widely regarded as a “Man
with a golden touch”. Mr.
Krishnamurthy is also known as the “Father of Public Sector undertakings in India”
for his leadership and successful contribution in

31
turning around BHEL, Maruti Udyog Limited, SAIL and GAIL into themost profit
making industry in India and globally.

Mr R.C. Bhargava

The current chairman is Mr. R.C. Bhargava.After a long career in administrative and
industrial services, he joined Maruti in 1981where he hasremained ever since. In 2016,
he was awarded “Padma Bhushan”third highest civilian award in the Republic of
India.

Mr. Kenichi Ayukawa

Mr. Kenichi Ayukawa is the Managing Director and CEO of the company. When
he took control of Maruti Suzuki in 2013, it was a tough phase for the company as
repeated labour unrests at Manesar manufacturingfacility had hit Maruti Suzuki’s
market share. Since then, Maruti Suzuki has settled the labour issues. And, with
Ayukawa, in control, it has moved from being a small car specialist to one that is
a significant force in more premium segments of the Indian market. We will try
understand Mr. Ayukawa strategy in the business model section ahead.

So, lets jump straight into its business model.

BUSINESS MODEL

32
90% of the Business

It’s quite a straight forward business. The company manufactures and sells
passenger vehicles which constitutes almost 90% of the business.The rest 10% of
the business comes from sale of spare parts, vehicle components and other
services.

33
10% of the Business

So, if it is so simple then what’s the point in discussing?

The point here is to understand that how Maruti Suzuki has turned itself suchinto a
huge giant in the Indian Automobile sector. They own close to 50% ofthe market
share in India. This means that out of 100 cars sold, half of thecars are sold by
Maruti.

34
35
36
Product Portfolio

So, how did Maruti managed to achieve this.

The first point is the joint venture with Japanese Car and Motorcycle“Suzuki”.
The biggest beneficiary was Maruti as Suzuki at that time was the front runner in
Research and Development. Introduction of any new/ innovative technology by
Suzuki, would directly reach to Maruti due to
their JV. Maruti, therefore used to get early access to these technologies.

Maruti being an Indian Company, was very much aware about the Indian
automobile market, therefore it used to customize these technologies
according to Indian market and would use it in the Indianproduct portfolio.
 OBJECTIVES

● To observe the customer awareness about Maruti Suzuki

● To analyze the customer buying behaviour

● To study the effect of event and promotion

● To analyze the technique used by the Maruti Suzuki in maintaining CRM.

● To observe how the Maruti Suzuki became sucessfull in the market.

● ľo know about diffeíent issues íelated to bíand and bíand selection. ľo identify the impact of
the bíand name on the puíchase decision.
● ľo identify the difficulties in Maíuti Suzuki píoducts and seívices.
● ľo gain knowledge about consumeí decision making píocess while Puíchase a caí.
● ľo be íecognized as a leading oíganization that values Customeís' needs and píovides motoíing
solutions with stíong customeí caíe. To Provide The Best Sales, Services And Spare
Parts In The Twin Cities We Aim To Stay At The Top In The Field By
Applying Latest Computerized Machines, Tools AndEquipment With Years Of
Experience And Skillful Expertise To Back Up The Products. With A Deep
Commitment To Grow Couple With Customers Satisfaction. We Take This
Opportunity To Welcome You ToA Long Lasting Relationship. We Are A
Pushing Dealer To Adopt Business Practices That Are Ethical, Transparent
And Friendly To The Customers.
● Develop products of superior value by focusing on the customer
Establish a refreshing and innovative company through teamwork Strive for
individual excellence through continuous improvement.
● To provide the best sales, services and spare parts in the twin cities we aim to
stay at the top in the field by applying latest computerized machines, tools and
equipment with years of experience and skillful expertise to back up the
products. With a deep commitment to grow couple with customers satisfaction.
We take this opportunity to welcomeyou to a long lasting relationship. We are
a pushing dealer to adopt business practices that are ethical, transparent and
friendly to the customers.
 OBSERVATION

It is observed that

1. The prospective segment is from the business and self employed class.

2. The company should concentrate on the age group 26-34.

3. Maruti should continue to maintain the standard of the service.

4. It is observed that , 42% of the respondent are of opinion that vehicles are as per expectation,
and 20% are saying its below expectation.

5. Company should improve its post sales service.

6. The customer highest priority is for the mileage.

7. Maruti Suzuki needs to improve its awareness about Add-on-Services like any time Maruti,
MEW etc.

8. Customer are highly satisfied with the service which help in customer retention

9. It is observed that, 46 % of the customers are of opinion that Maruti should improve in
quality, and 16% of the opinion that Maruti should improve in price.

10. Customers are highly satisfied which help in customer retention.

11. Company has created goodwill among the customers which will help them to recommend car
to friends and relatives.

12. Maruti Suzuki needs to educate the customers about the benefits of M-Finance. They
can motivate the cash customers to offer M-Finance.

13. It is observed that , 86 % of the customers are ready to prefe r M - Insurance, 14% are not ready to
prefer M-InsuranceMaruti" was synonymous with the Maruti Suzuki 800. It remained the best-selling
car in India until 2004, when the Maruti Suzuki Alto[3] took the title. It was also exported to a number
of countries in South Asia including Nepal, Bangladesh and Sri
Lanka and was also available in Morocco and selected European markets, often sold as the Suzuki
Maruti. In an elaborate ceremony held in New Delhi on 14 December 1983, then PrimeMinister Indira
Gandhi handed over keys of the very first car to Mr. Harpal Singh S/O Haridas Singh, who won the
ownership rights through a lucky draw. The original 800 was based on the Suzuki Fronte SS80, but a
modernized aerodynamic version using the body of the second-generation Alto (SB308) was presented
in late 1986. The introduction of this car did

revolutionize the automotive industry in India. Right from its inception, it was considered asthe first
affordable people's car, the first modern era front wheel drive and high speed small contemporary
vehicle, and the only reasonably modern car available in India, the incumbent mainstay Hindustan
Ambassador and Premier Padmini being based on long-obsolete 1950sdesigns.
14. The delivery was against bookings done directly with Maruti Udyog Limited (A Govt. of India
undertaking). The prospective owner would then have to wait for almost three years after booking till
delivery. Such extended waiting times gave rise to some people indulging into black marketing and
earning premiums as much as 40%. Cars produced during the early years were essentially Suzuki
OEM components imported from Japan and merely assembled by Maruti Udyog Limited at the
Gurgaon plant. Exports to neighboring countries commencedin 1987, and were followed by a shipment
of 500 cars to Hungary, with the first car arriving on24 October 1987.[4] Soon, exports to
Czechoslovakia and Yugoslavia followed, two other markets with less restrictive homologation
requirements than Western Europe. After successes there, and in spite of Suzuki's objections, Maruti
Suzuki tackled more competitive markets and entered France in 1989, the Netherlands in 1990,
followed by England, Malta, and Italy.[5] In markets where Japanese cars had a quota, the 800 was sold
as a Maruti, with allmention of Suzuki carefully removed – even the manuals were revised, so as not to
fall afoul of the quota requirements.[5] The 800 continued to be sold in Italy and other Western
European markets until 2004, when it could no longer be made to meet emissions and safety
equipment.[6] The Maruti Suzuki had never been equipped with seat belts until exports began,meaning
that such parts originally had to be imported from Japan to be fitted to export market cars, as with
everything relating to building left-hand-drive cars.[4]
15. The Maruti also got its first catalytic converter to meet European requirements. The
cleaner 35 PS (26 kW) version first arrived in August 1992 and was originally reserved forEurope.
16. Maruti Suzuki had begun a phase-out of Maruti Suzuki 800 beginning in April 2010. MarutiSuzuki
did not have plans to upgrade it to Euro IV or BS IV emission norms. Starting in April 2010, Maruti
halted sales of the car in 13 major cities: the four metros
of Chennai, Delhi, Kolkata, Mumbai and 9 other cities
including Kanpur, Bangalore, Hyderabad, Pune, Ahmedabad, Agra and Surat, where the lawmade
it mandatory for the vehicles sold to be Euro IV compliant.
17. Another reason cited was the relatively outdated model's declining sales. Maruti Suzuki 800 sales
were down by 3.7% in April 2010, when compared with April 2009. 18.Total sales ofMaruti Suzuki
800 was 33028 for the period April 2009 to March 2010.[8] The Indian Automobile industry is the
seventh largest in the world, with an annual production of over 4 million vehicles and exports of
about 600,000.[9] In 2009, India emerged as Asia's fourth largest exporter of automobiles, behind
Japan, South Korea and Thailand.
19. After a full model change in 1986, the 800 has undergone some minor facelifts but overall it stillremains
the same as it was on introduction. The car has reported slipping sales in recent times,

mainly due to the introduction of the Alto at a comparable price. The car produces approximately
37 bhp (28 kW; 38 PS) of power and runs on 12 inch wheels. Curb weight is 650 kg (1,433 lb) and
four passengers (including the driver) fit in. Maruti Suzuki had earlier launched a version with a
twelve-valve version of the engine producing 45 bhp (34 kW; 46 PS), coupled with a five-speed
manual transmission (currently found in the Suzuki Alto) but discontinued it after a couple of years.
The second generation Maruti Suzuki 800 that was produced from 1986–1997 underwent some
changes in its appearance.
20. The original grille that was introduced in 1986 was a horizontal slat grille with 'Maruti 800'

monogram at the right hand corner. This grille was replaced by a mesh grille with the Maruti Logo
on the centre in October 1994. Also, the bonnet opener that was placed on the bonnet was replaced
by an ejection button inside of the car. The hubcaps were also changed from the shiny silver ones
to plastic ones. Several new colours were also introduced, such as Maruti Green, St Germaine
Red, Pearl White, Neptune Blue, etc.
 LIMITATIONS OF STUDY:

Though the research was conducted properly, the probability of errors & biases kept is minimum;
still some errors occurred because of certain limitation.

These are as follows:-

a) This is time consuming research method & the respondents did not have sufficient time for
giving Information for such type of research.

b) People were reluctant to give responses for such type of research.

c) Study is restricted to only Amravati city. I have honestly and sincerely tried to present the
facts and figures but some error still might have cropped up.The company dismissed 500
workers accused of causing the violence and re-opened the plant on 21 August, saying it would
produce 150 vehicles on the first day, less than 10% of its capacity. Analysts said that the
shutdown was costing the company 1 billion rupees ($18 million) a day andcosting the company
market share.[58] In July 2013, the workers went on hunger strike to protest the continuing
jailing of their colleagues and launched an online campaign to support their demands.[59]

d)

e) A total of 148 workers were charged with the murder of Human Resources Manager AvineeshDev. The
court dismissed charges against 117 of the workers. On 17 March 2017, 31 workers were found
guilty of variety of offences. 18 were convicted on charges of rioting, trespassing, causing hurt
and other related offences under Indian Penal Code sections. The remaining 13 workers were
sentenced to life in imprisonment after being found guilty of the murder of General Manager of
Human Resources Avineesh Dev. Twelve of the thirteen sentenced were office- bearers of the
Maruti Suzuki Workers Union at the time of the alleged offences. The prosecution had sought the
death penalty for the thirteen.[60]
f)
g) Both prosecution and defence have announced they will appeal against the sentences. Defence
counsel Vrinda Grover stated, “We will file appeals against all convictions in the HC. The
evidence, as it stands, cannot withstand legal scrutiny. There is no evidence to link these workers
to the murder. The 13 who have been convicted, it’s important to remember that they were the
leaders of the union. Therefore, it is clear that this is targeted framing of these persons.We hope
 for justice in the superior court”.[61]
h)
The Maruti Suzuki Workers Union is continuing to organise industrial action and protests calling for
the workers to be released and criticising the judgement and sentences an unjust.[62] An international
appeal for the release of the workers has been made by the International Committee for the Fourth
International (ICFI) and other organisations such as

the People's Alliance for Democracy and Secularism. Maruti Suzuki's has been criticized for
compromising safety in their products by automotive enthusiasts, journalists, and the Global NCAP,
as they are made lighter in terms of kerb weight to achieving higher fuel economy.
Starting 2014, several of their made for India cars were crash tested at Global NCAP, most of which
have given disappointing results. Cars like Alto, Swift, Celerio, S-Presso (with driver's airbag), and
Eeco which had no safety features like airbags were awarded 0 stars, while Wagon-R and Swift (2018
model year) which had dual front airbags were awarded 2 stars outof 5. Only the Vitara, Brezza (4
stars) and Ertiga (3 stars) have been awarded decent safety ratings.[65] Though Maruti Suzuki
claimed that they were following the safety standards mandated by the Government of India, it
however only implied with the safety features included in their cars and not the strong body shell or
build quality which suffers the impact of the crash.[66] Maruti Suzuki has also come under fire for
discrimination with customers in India, by making cars safe meant for exports to European and
African markets.[67]
The chairman, RC Bhargava stated that "If carmakers incorporate such features in even entry-
level cars, obviously the price would go up, which would lead consumers to opt for two- wheelers,
which would be more unsafe", which attracted criticism.[68] The company, in February 2020, decided
not to send their cars to Global NCAP for testing, as they only believein the Safety Standards set by
the Government of India.[69] Following the crash test results of S-Presso, Alejandro Furas, Secretary
General of Global NCAP said, “It is very disappointing that Maruti Suzuki, the manufacturer with the
largest share of the Indian market, offers such low safety performance for Indian consumers.
Domestic manufacturers
like Mahindra and Tata have demonstrated high levels of safety and protection for their customers,
both achieving five star performance. Surely it’s time for Maruti Suzuki to demonstrate this
commitment to safety for its customers?” Alongside, David Ward, Presidentof the Towards Zero
Foundation said, "We have seen important progress on car safety in India, with new legislation
introduced by the government and manufacturers like Mahindra and Tata accepting the Global NCAP
five star challenge and producing models which go wellbeyond minimum regulatory requirements.
There is no place for zero rated cars in the Indianmarket. It remains a great disappointment that an
important manufacturer like Maruti Suzukidoes not recognize this."
i) In Aug 2021, Maruti Suzuki was fined ₹200 Crore (US$28.57 million) by the Competition
Commission of India (CCI) for implementing its Discount Control Policy that restrains dealers
from offering customer discounts beyond those prescribed by the carmaker. Maruti Suzuki has
2,413 Arena sales outlets across 1,992 cities and 380 Nexa sales outlets across 228 cities in
India.[6] The company aims to increase its sales network to 4,000 outlets by 2020.[74] It has
4044service stations across 1,861 cities throughout India.[75] Maruti's dealership network is
larger than that of enough known companies combined.[76] Service is a major revenue
generator of the company. Most of the service stations are managed on franchise basis, where
Maruti Suzukitrains the local staff. Also, The Express Service stations exist, sending across their
repairman to the vehicle if it is away from a normal service center.
Nexa
Edit
In 2015, Maruti Suzuki launched Nexa, a new dealership network for its premium cars which
stands for New Exclusive Automotive Experience.[79]

Maruti Suzuki currently sells Fronx, Baleno, Grand Vitara, XL6, Ciaz, Ignis and Jimny
throughNexa outlets.[80] S-Cross was the first car to be sold through Nexa outlets. The
company recently achieved a milestone of selling 1.5 million cars from over 350 dealerships
across thecountry and is the third largest automobile retail channel of India.

Maruti Insurance
Launched in 2002 Maruti Suzuki provides vehicle insurance to its customers with the help of the
National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram. Theservice
was set up the company with the inception of two subsidiaries Maruti Insurance Distributors Services
Pvt. Ltd and Maruti Insurance Brokers Pvt. Limited.[82]

This service started as a benefit or value addition to customers and was able to ramp up easily. By
December 2005 they were able to sell more than two million insurance policies sinceits inception.

Maruti Finance
To promote its bottom line growth, Maruti Suzuki launched Maruti Finance in January 2002. Prior to
the start of this service Maruti Suzuki had started two joint ventures Citicorp Maruti and Maruti
Countrywide with Citi Group and GE Countrywide respectively to assist its client insecuring loan.[84]
Maruti Suzuki tied up with ABN Amro Bank, HDFC Bank, ICICI Limited, Kotak Mahindra, Standard
Chartered Bank, and Sundaram to start this venture including its strategic partners in car finance.
Again the company entered into a strategic partnership with SBI in March 2003[85] Since March 2003,
Maruti has sold over 12,000 vehicles through SBI-Maruti Finance. SBI-Maruti Finance is currently
available in 166 cities across India.[86]
Citicorp Maruti Finance Limited is a joint venture between Citicorp Finance India and Maruti Udyog
Limited its primary business stated by the company is "hire-purchase financing of Maruti Suzuki
vehicles". Citi Finance India Limited is a wholly owned subsidiary of Citibank Overseas Investment

60
Corporation, Delaware, which in turn is a 100% wholly owned subsidiaryof Citibank N.A. Citi
Finance India Limited holds 74% of the stake and Maruti Suzuki holds theremaining 26%.[87] GE
Capital, HDFC and Maruti Suzuki came together in 1995 to form MarutiCountrywide. Maruti claims
that its finance program offers most competitive interest rates to its customers, which are lower by
0.25% to 0.5% from the market rates.
Maruti TrueValue
Maruti True service offered by Maruti Suzuki to its customers. It is a marketplace for used Maruti
Suzuki Vehicles. One can buy, sell or exchange used Maruti or non-Maruti vehicles with the help of
this service in India. As of 10 August 2017 there are 1,190 outlets across 936cities.

60
N2N Fleet Management
N2N is the short form of End to End Fleet Management and provides lease and fleet management to
corporates. Clients who have signed up of this service include Gas Authority of India Ltd, DuPont,
Reckitt Benckiser, Doordarshan, Singer India, National Stock Exchange ofIndia and Transworld. This
fleet management service include Leasing, Maintenance, Convenience services and Remarketing.

Maruti Accessories

Many of the auto component companies, other than Maruti Suzuki, started to offer compatible
components and accessories. This caused a serious threat and loss of revenue to Maruti Suzuki. Maruti
Suzuki started a new initiative under the brand name Maruti Genuine Accessories to offer accessories
like alloy wheels, body cover, carpets, door visors, fog lamps,stereo systems, seat covers and other car
care products. These products are sold through dealer outlets and authorized service stations
throughout India. As part of its corporate socialresponsibility Maruti Suzuki launched the Maruti
Driving School in Delhi. Later the services were extended to other cities of India as well. These
schools are modelled on international standards, where learners go through classroom and practical
sessions. Many international practices like road behaviour and attitudes are also taught in these
schools. Before driving actual vehicles participants are trained on simulators.[92]
At the launch ceremony for the school Jagdish Khattar stated "We are very concerned about
mounting deaths on Indian roads. These can be brought down if government, industry and the
voluntary sector work together in an integrated manner. But we felt that Maruti should first do
something in this regard and hence this initiative of Maruti Driving Schools."

61
 LITERATURE REVIEW

A review of literature shows that researchers investigated the relationship between attribute and
overall customer satisfaction with Maruti Suzuki using different car and nature of attributes. In
addition, the results of these studies will empirically validate that proposed attributes considerably
affects overall customer satisfaction with Maruti Suzuki car of service provided.
Rana and Lokhande (2013) study showed that in March 2008 Maruti Suzuki‘s sales were
Rs.21221 crore which was more than March 2007 by Rs. 21.559. The industrial sales of Maruti
Suzuki in the year March 2008 were Rs.20070.9 crore which is 23.26% greater than previous year.
It concluded that in today‘s scenario the success of company lies in structuring and restructuring
the marketing strategies and continuous innovation of product and service.
Singh and Srivatava (2013) study showed various factors affecting customer satisfaction towards
Maruti Suzuki. Exceptional customer service results in greater customer retention, which in turn
results in higher profitability. Customer loyalty is a major contribution to sustainable profit growth.
Measuring customer satisfaction provides an indication of how successful the organization is at
providing products or services to the marketplace. It also concluded that all the factors considered
in the study have significant effect on the overall satisfaction of the customers. It conducted that
satisfaction levels for pricing attributes (such as Car price, discounts and service charges) are
generally lower than product related attributes.
Ranjith and Snekalatha (2013) focused on the customer‘s brand loyalty and satisfaction towards
Maruti car. Maruti Suzuki India Limited is India‘s leading & largest passenger car manufacturer
which accounting Vol-3 Issue-4 2017 IJARIIE-ISSN(O)-2395-4396 5999 www.ijariie.com 495 for
nearly 50 per cent of the total industry sales. Customer loyalty is a major contribution to sustainable
profit growth to achieve success. This study found that Maruti Udyog Ltd has various brands of
car, but majority of respondent prefer Omni. They are satisfied with price, band, image,
convenience, appearance quality and require less maintenance cost. Parthian and Rajendran
(2014) study was carried on customer preference toward Maruti Suzuki. Main aim of this study
was to understand the mind of customers whether they was eager and satisfied to handle. Even
though most of the customers were satisfied with present model and service, few customers were
not satisfied about the facilities provided by the car. If the Maruti

53
car service providers give enough attention regarding this, they can ensure a large level of customer
preference.
Akhila and Thayyullathi (2015) in his study on customer satisfaction toward Maruti Suzuki in
Coimbatore found that majority of the respondents were using SUV (Sport utility vehicle) type
cars. They found that Maruti Suzuki cars were the best and fast moving brands. There were
increasing trend because of easy handling, safety, security and high performance, which makes the
advanced technologies to adopt new model.
Suganthi and Renuka (2016) focused on data collected through convenience sampling of 200
consumers of Maruti Suzuki Swift car users of Udumalpet Taluk. Later the data was analysed with
statistical tools like mean and the hypothesis was tested by using Chi-Square analysis. Maruti
Suzuki Swift is most preferred brand by the majority of the customer. It is going to pose great
challenges to other small cars in India. Most of the customers are satisfied with the mileage and
fuel efficiency of the car and they preferred Maruti Suzuki Swift. A Euro III emission-compliant
version of the car was released in 2005 to meet Indian emissions regulations. An LPG version of the
vehicle was also released in 2008. As of September 2009, the company has yet to reach a decision
regarding the manufacture of a Euro IV-compliant version of the vehicle because it wouldincrease the retail
price. However even stricter emissions regulations which came into effect by April 2010, would mandate
Euro IV compliance in major Indian cities including Delhi, Mumbai, Hyderabad and Bangalore and 2015–
2016 for the remainder of the country. By 2005, Maruti Suzuki had planned to phase out the 800 around
2010.[11][12] but it was still on sale in October 2011. Its main competitor is the less expensive Tata Nano
(123,000 compared to 184,641 rupees) which has an 8 percent smaller exterior size and a noisier engine
with less torque. But in 2011, Maruti Suzuki declared to relaunch Maruti Suzuki 800 compliant Euro IV
emission norms to tap the small car market directly competing Tata Nano but later on Maruti Suzuki
decided to phase out as it was not feasible for the company.
SECONDARY DATA: Secondary data is collected from different websites and from textbook of
management of business relation

This questionnaire is prepared to get the knowledge about the business relation of maruti Suzuki
with their customer. I handed my questionnaire to male and female among them male responded
more as compare to female. You can see from my pie-chart that what percent of male and female
are there. 61.9%of males and 38.1% of females are responded.

38
From the information shown in this pie chart the large light blue area resembles those who are
between the age of 21-30 .Its clear from the information given in this pie chart that the responses
21-30 is more than all others age group. After that 41-50 age group responses also there which is
9.5%. And 90.5% is highest among other .

39
As shown in the small pie-chart the majority of people answering in the survey that swift is there
favorite small car.28.6% people likes to prefer Ritz. And 23.8% of peoples likes to prefer WagnoR.
As we can see in this pie-chart there is less difference between WagonR and RitZ percentage. There
is very less users of alto according to my survey.

40
As we can see in this pie-chart the majority of people is impressed by the quality service and better
mileage of the maruti Suzuki. The percentage of both is same that is 33.3%. Some of the people
are more comfortable with the prices maruti cars. And 9.5% of people prefer maruti because of
good facilities provided by them.

41
From the above given chart we can analyse that 52.4% customers are influenced by the publication.
As per analysis people are influencing by the broad casting also that is 23.8%. And many of the
people are also influenced by the word of mouth which is 14.3%. And remaining are influenced by
the product demonstration.

42
 As we can see in the above chart that many people like Hyundai that is there second choice which
is about 28.6%. About 23.8% of the people are attracted by the tata car. And we can see the percentage of
Honda and ford are the same that is 19 %. The demand of volkswagon car is very less as per my survey
.

43
This table shows that there is 61.9% customer responded for the very good services of company
and 19% for the good .and 9.5% are for the average and execellent. As we can see no one responded
for the poor its means maruti is giving very good service to there customer.

44
As we can see in the above pie-chart that 57.1% of the people want the changes in the cars of maruti may
be in size aur may be in the services. And some people are satisfied by that they don‘t want any changes
that is 42.9%.

45
The above chart shows that there is 42.9% responded good for the sales executive attitude toward them.
And 38.1% for the very good attitude of executives toward them. And there is 14.3% people respond for
average. No one responded for poor and very less people responded for execellent.

46
As per the analysis 52.4% of the customer thinks that introduction of more models with in the small
cars segment maybe improve sale of maruti Suzuki. And the customer about 28.6% of customer
are sure that this strategy will workout. And remaining 19% of customer are not agree with this
statememt.

47
From the information shown in this pie-chart the large blue area resembles those who are using
maruti cars from last 1-5 years. And the green area shows that 14.3% customers are using it from
16 years and above. And the 9.5% of the customer are using it from 6-10 years.
This pie chart shows that most of the people are using it from 1-5 year.

48
According to the above chart we can see that 66.7% customers are comfortable while they driving
the maruti car. And the other 19% of the people are less comfortable by this and the remaining
14.3% of the people are more comfortable it means they are satisfied by the maruticars.

49
As we can see the above pie-chart that most of the people are agree with that maruti cars are worth
there price which is 52.4% of people are agree. But at the same time 47.6% are not agree with this
statement .Maybe they think that there is need to do some improvement. In this survey no one said
that it not worth their price.

50
According to the above chart we can understand that, 42.9%customer need improvement in after
sale service, while 33.3% says about customer care, and 23.8% says about mileage of cars should
improved. After analysis we can say that customers are not getting after sale service properly so
the improvement is needed.

51
From the given chart we can conclude that according to the survey 47.6% of the customer are
having petrol version which is highest percentage. 28.6% of the people having CNG version and
rest of the people which is 23.8% having the diesel version. This shows that the petrol version
are more according to survey.

52
 CONCLUSION

The automobile industry is considered an engine for economic growth of the country. Maruti Suzuki
has proven that it is always ahead than its competitors because of continious innovations and
technological upgradations. The company has set a benchmark of excellence because of Research &
Development activity as Maruti Suzuki believes that this activity will enable the company to offer
superior and environment friendly products to customer with complete satisfaction. Maruti Suzuki‘s
environmental performance is really uncountable. Considering the growing vehicle pollution, the
company introduced advanced K-Series engine in its vehicles which resulted in reduction of CO,
THC and NOx emissions by almost 50 percent. As far as economic performance is concerned,
Maruti Suzuki‘s last few year‘s statistics of Domestic sales, Export, narrates that still Maruti Suzuki
is the leader of Indian Automobile sector.

The research work was successfully identifying by the studying the relationship management of
Maruti Suzuki with the customer. The conclusion can be drawn from this study may be:-

Maruti Suzuki is india‘s one of the leading automobiles manufactures and also the leader
of the market both in terms of volume and revenue generated.
The Maruti Suzuki cars are best and fast moving brands. Now a days the demand for the
cars by customer shown increasing trend, at the same time they expected easy handling,
safety and security, higher performance etc. which makes the advance technologies and
adopts new models.

Automobiles have become the basic necessity of life. With rising income levels, the standard
of the living of the people has been increasing. There are a lot of consumers who are buying
cars and there is more and more direction towards buying behaviours in cars as they are
competitively priced and there is a lot of variety in terms of brands, models, colours, etc. Before
finalzing a purchase Its smarter to think about the emotion and attitudes. If marketers are to do
a better job of what a cars offers to the consumer‘s image of the offerings. This meanwhile, is
quite unlike the west buyers consider comfort and safety, not necessarily in thatorder.

With the rapid increase in car brands, consumers really have to think hand while making a choice
or deciding for the Maruti Suzuki car to be done by the marketing department so as to understand
the purchase behavior of the consumers. Therefore this study would help the companies in
understanding the factors that influence the purchase decision of the consumers and their

62
 Launched in 2002 Maruti Suzuki provides vehicle insurance to its customers with the help of the
National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram. The
service was set up the company with the inception of two subsidiaries Maruti Insurance

Distributors Services Pvt. Ltd and Maruti Insurance Brokers Pvt. Limited.[82]

This service started as a benefit or value addition to customers and was able to ramp up easily. By
December 2005 they were able to sell more than two million insurance policies since its inception.

To promote its bottom line growth, Maruti Suzuki launched Maruti Finance in January 2002. Prior to
the start of this service Maruti Suzuki had started two joint ventures Citicorp Maruti and Maruti

Countrywide with Citi Group and GE Countrywide respectively to assist its client in securing loan.[84]
Maruti Suzuki tied up with ABN Amro Bank, HDFC Bank, ICICI Limited, Kotak
Mahindra, Standard Chartered Bank, and Sundaram to start this venture including its strategic partners

in car finance. Again the company entered into a strategic partnership with SBI in March 2003[85]
Since March 2003, Maruti has sold over 12,000 vehicles through SBI-Maruti

Finance. SBI-Maruti Finance is currently available in 166 cities across India.[86]

Citicorp Maruti Finance Limited is a joint venture between Citicorp Finance India and Maruti Udyog
Limited its primary business stated by the company is "hire-purchase financing of Maruti Suzuki
vehicles". Citi Finance India Limited is a wholly owned subsidiary of Citibank Overseas Investment
Corporation, Delaware, which in turn is a 100% wholly owned subsidiary of Citibank
N.A. Citi Finance India Limited holds 74% of the stake and Maruti Suzuki holds the remaining

26%.[87] GE Capital, HDFC and Maruti Suzuki came together in 1995 to form Maruti Countrywide.
Maruti claims that its finance program offers most competitive interest rates to its
customers, which are lower by 0.25% to 0.5% from the market rates.[

N2N is the short form of End to End Fleet Management and provides lease and fleet management
to corporates. Clients who have signed up of this service include Gas Authority of India Ltd,
DuPont, Reckitt Benckiser, Doordarshan, Singer India, National Stock Exchange of India and
Transworld. This fleet management service include Leasing,

63
Maintenance, Convenience services and Remarketing.Suzuki started manufacturing motorcycles
in 1952, the first models being motorized bicycles. From 1955 to 1976 the company manufactured
motorcycles with two-stroke engines only, the biggest two- stroke model being the water-cooled
triple-cylinder G2F5.

A large factor In Suzuki’s success in two-stroke competition was the East German Grand Prix
racer Ernst Degner, who defected to the West in 1961, bringing with him expertise in two-stroke
engines from the East German manufacturer MZ. The secrets Degner brought with him were
three crucial technologies: the boost port, the expansion chamber, and the rotary valve.Walter
Kaaden of MZ was the firstengineer to combine these three crucial technologies.

Suzuki hired Degner, and he won the 50 cc class FIM road racing World Championship for them
in the 1962 season. Suzuki became the first Japanese manufacturer to win a motocross world
championship when Joel Robert won the 1970 250 cc title. In the 1970s, Suzuki established
themselves in the motorcycle racing world with Barry Sheene Marco Lucchinelli1981 Franco
Uncini1982 winning world championships in the premier 500cc class.

In 1976 Suzuki introduced its first motorcycles since the Colleda COX of the 1950s with four-
stroke engines, the GS400 and GS750.

In 1994, Suzuki partnered with Nanjing Jincheng Machinery to create a Chinese motorcycle
manufacturer and exporter called Jincheng Suzuki.

Suzuki continued to compete in MotoGP and last won the title in the 2000 season. From 2006 to
2011, the team was sponsored by Rizla and was known as Rizla Suzuki MotoGP team. On 18
November 2011, Suzuki announced that the GP racing was suspended, partly due to natural
disasters and recession, until 2014. Suzuki returned to MotoGPin 2015.

The next few years in MotoGP were rather experimental for Suzuki, with some spotty

64
success; but in 2020, on Suzuki’s 100th anniversary, Spanish rider Joan Mir surprised theworld by
cinching the 2020 MotoGP World Championship, Suzuki’s first GP conquest since Kenny
Roberts Jr’s World Championship win in 2000.

In addition Suzuki have recorded a total of 94 victories at the Isle of Man TT Races.[228]Suzuki
have also taken the runner up spot in the various race categories 100 times and a total 92 third
place.twin (aka T20 Super Six) was sold from 1966 to 1968 as “the fastest 250cc motorcycle in
the world". It had Suzuki’s new Posi-Force automatic oil injection system (later called Suzuki
CCI). Production peaked at more than 5000 unitsper month. In 2013, Suzuki renewed the Hustler
motorcycle trademark for Europe, leading to rumors of a retro style 250 twin.A 1967 T20 Super
Six was includedin the Las Vegas show of The Art of the Motorcycle exhibition.
T500 Titan (aka T500 Cobra, GT500) had a 500 cc air-cooled parallel-twin engine which
overcame problems with durability, overheating and vibration. With an output of 47 metric
horsepower (35 kW) at 6,500 rpm and top speed of 180 kilometres per hour (110 mph), itbecame
Suzuki’s flagship machine in 1968, and remains popular with collectors and caféracers.
GT750 Le Mans with a straight-three engine was the first Japanese motorcycle with a liquid-
cooled engine, earning it the moniker "Water Buffalo.” The Society of Automotive Engineers of
Japan (in Japanese) includes the 1971 Suzuki GT750 as one of their 240 Landmarks of Japanese
Automotive Technology.
TM400 Cyclone production motocrosser was designed to participate in 500cc class Motocross
World Championship racing. Introduced in 1971, it was notoriously difficult even for skilled
riders to control. Redesigned in 1975.
The RM125 production motocrosser debuted in 1975 to replace the TM125. It was a successful
forerunner of the future RM series line-up from 50cc to 500cc.
RM250 was fully redesigned in 1982 and the liquid-cooled single-cylinder delivered more power
than any production 250cc motorcrosser of the time. It had Suzuki’s original full floater, link-
type rear suspension introduced a year earlier.
RG250 Gamma of 1983 was one of the new generation of race replica sport bikes of the 1980s. It
had an aluminum frame, a full fairing and a high output straight-twin engine. The 1983 RG250Γ
Is one of the JSAE 240 Landmarks of Japanese

65
 Automotive Technology.
expectations from the passengers cars. The launch of swift had brought maruti in lime-light and
various global international automobiles manufacturers announced their plans to boost their
investment in india and launch competing cars. The competition was expected to intensify to grab the
customer base. After the survey, it can be concluded that Maruti Suzuki cars have a very good future in india.
Market share of Maruti Suzuki cars is increasing very rapidly. Brands like Hyundai, Honda and Tata are the
most preferred cars. Also it can be concluded that majority of the respondents are satisfied with the Maruti

Suzuki cars. The Suzuki Eeco (previously known as Suzuki Versa) is a microvan produced
by Suzuki through its Indian subsidiary Maruti Suzuki since 2010. It is a stripped down version of the
discontinued Versa which itself was the Indian version of the Suzuki Every Plus / Landy, which is an
extended version of the tenth generation Carry van. It is also the entry-level replacement for the Omni,
discontinued in 2019 after Suzuki was unable to redesign the Omni to meet India's safety
standards.Originally, the van was launched as Versa in 2001 and based on the Every Plus / Carry 1.3.The van
was powered by the same 1298cc G13BB engine that also seen in the original model or the familiar Esteem.
The engine puts out 83 PS (61 kW; 82 hp) and paired with a 5-speed manual transmission. It was offered in
there trim levels; STD, DX and DX2. The van was later discontinued in late 2009. Maruti Suzuki relaunched
the Versa as Eeco in January 2010.[4] The van was revised with downgrading some Versa's features and
visual such as the dual blower air conditioning and colored bumpers, although the headlights were updated
with more modern style. The G13BB engine was also downsized by reducing the displacement to 1196cc
(G12B), the engine produced 73 PS (54 kW; 72 hp). The 5-speed gearbox was also carried over from Versa.
Unlike the Versa, factory fitted CNG was available for this engine, marketed as Intelligent Gas Port Injection
(i-GPI) and later as S-CNG.[5]

In March 2019, the Eeco received major safety features such as driver side airbag, ABS, seat belt
reminder system, speed alert and reverse parking sensors as standard across the range.[6] In November
2022, the Eeco received few upgrades such as a new engine, which is a 1.2-
litre K12N Dualjet petrol engine, which produces 81 PS (60 kW; 80 hp), an increase of 8 PS(6
kW; 8 hp), and a claimed 25–29% higher fuel efficiency. It also received a digital
speedometer from the S-Presso, engine immobiliser, new steering wheel design and steering column,
rotary dials for the AC knob, cabin air-filter for the AC, illuminated hazard switch, and dual airbags.
The Eeco also started being exported to the Middle East.
Despite the success of his looms, Suzuki believed that his company would benefit from diversification
and he began to look at other products. Based on consumer demand, he decided that building a small
car would be the most practical new venture. The project beganin 1937, and within two years Suzuki

66
had completed several compact prototype cars. These first Suzuki motor vehicles were powered by a
then-innovative, liquid-cooled, four-stroke,four-cylinder engine. It had a cast aluminum crankcase and
gearbox and generated 13 horsepower (9.7 kW) from a displacement of less than 800cc.

With the onset of World War II, production plans for Suzuki's new vehicles were halted when the
government declared civilian passenger cars a "non-essential commodity." At the conclusion of the
war, Suzuki went back to producing looms. Loom production was given a boost when the U.S.
government approved the shipping of cotton to Japan. Suzuki's fortunesbrightened as orders began to
increase from domestic textile manufacturers. But the joy wasshort-lived as the cotton market
collapsed in 1951.

67
 SUGGESTION

Provide a users-friendly mechanism for registering customer complaints ( complaints that

are not registered with the company cannot be resolved, and are a major source of
customerdissatisfaction).
Provide a fast mechanism for handling problems and complaints(complaints that are
resolved quickly can increase customer satisfaction).
Use the internet to engage in collaborative customization or real-time customization.
Provide a fast mechanism for managing and scheduling maintainance, repair, and on-
goingsupport (improve efficiency and effectiveness).
Use internet cookies to track customer interests and personalize product offerings
accordingly. There should be easy process of car servicing. Attractive offer should
begiven time to time, to increase customers interest. Falcorustyco concept model at
the 1985 Tokyo Motor Show envisaged the motorcycle technologies that might be brought into
play by 1995, including a 4-cycle square 4-cylinder 500 cc engine, frameless body, front-and-
rear swing arm suspension, center hub hydraulic power steering, chainless hydraulic drive and
pop-up screen cowling.
 Nuda was a full-time two-wheel drive prototype, incorporating power steering and a swing seat, in a
carbon fiber honeycomb monologue body, shown at the 1986 Tokyo Motor Show. Nuda concepts
influenced the design of the Suzuki Hayabusa.
 B-King – The concept model was well received by the public when it went on display at the 2001
Tokyo Motor Show. The addition of a turbocharger to the GSX1300R engine testified to massive
power output, while electronics such as cellphone and GPS were stowed in the ultra-modern angular
bodywork. The production model appeared six years later, largely unchanged except for its naturally
aspirated engine.[268][297][298] B-King styling is reflected in the award-winning design of the
GSR600[299] and the GSR750, as well as the Inazuma GW250 and GW250S.
 G-Strider concept model with 916 cc engine, made public at the 2003 Tokyo Motor Show, was a
half-scooter, half-cruiser (motorcycle) mash-up with an electrically controlled Continuously Variable
Transmission incorporating a push-button manual mode, similar to the Burgman 650. Accentuating
luxury, the G-Strider's handlebars, footrests, seat backrest, passenger backrest and windscreen were all
electrically adjustable while under way to ensure the most comfortable riding position possible.
 Stratosphere prototype was shown at the Tokyo Motor Show in 2005, with an 1100 cc engine pushed
to the limits of space-saving design, resulting in an in-line six-cylinder as wide as a conventional in-
line four-cylinder engine. Hammered aluminum and Damascus steel incorporate material
characteristics into styling design. Prospects for a production model seemed good, considering that
Suzuki's previous significant concept motorcycle, the B-King had made it into production, but the m
 Biplane was a blue-sky concept announced at the 2007 Tokyo Motor Show, designed to convey the
joy of two-wheel mobility, inspired by the feeling of flying an airplane. Its shape generates a feeling
of openness in a modern machine powered by a V-four engine.
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  Crosscage concept model was displayed at the 2007 Tokyo Motor Show. Combining a high-
performance secondary battery and a compact, lightweight air-cooled fuel-cell system from British
specialist company Intelligent Energy enabled quick activation with low fuel consumption. The lithium-
ion battery assured reserve power as well as minimal environmental impact. Light weight not only
made this bike environment-friendly but also sporty.[306][308]
 Gemma prototype model was introduced at the 2007 Tokyo Motor Show. The distinctive "full-flat 2-
seater," 250 cc four-stroke single-cylinder scooter is low and sleek and gives the rider and passenger
feel a greater sense of intimacy. The luggage compartment in front of the rider holds a helmet. Gemma
went into production in Japan the following year for the domestic market.[309][310][311]
Recursion turbo parallel-twin middleweight, shown at the 2013 Tokyo Motor Show.The second point is
“Value Migration”. In 2000, cars were viewed as a luxury more than a
necessity. The whole automobile sector’s value was derived from the two-wheeler
market. There was not much emphasis on the four-wheeler market. Four-wheeler was not
looked as a mass market product. However, post 2003–05, things started changing. India
started emerging as one of the fastest developing
economy. Investments/ started pouring into the Indian Market. People started developing
a higher purchasing power. Maruti sensed an opportunity here and introduced its most
successful car till date. We all know this vehicle by the name of “Maruti Suzuki Swift”.
This vehicle changed the landscape in the Indian automobile Sector. The vehicle instantly
struck a chord with the Indian consumersand it became a hot selling product.

Mr. Kenichi Ayukawa

Mr. Kenichi Ayukawa is the Managing Director and CEO of the company. When he
took control of Maruti Suzuki in 2013, it was a tough phase for the company as
repeated labour unrests at Manesar manufacturing facility had hit Maruti Suzuki’s
market share. Since then, Maruti Suzuki has settled the labour issues. And, with
Ayukawa, in control, it has moved from being a smallcar specialist to one that is a
significant force in more premium segments of the Indian market. We will try
understand Mr. Ayukawa strategy in the business model section ahead.

So, lets jump straight into its business model.

BUSINESS MODEL

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90% of the Business

It’s quite a straight forward business. The company manufactures and sells
passenger vehicles which constitutes almost 90% of the business. The
rest 10% of the business comes from sale of spare parts, vehicle componentsand other
services.

10% of the Business

So, if it is so simple then what’s the point in discussing?

The point here is to understand that how Maruti Suzuki has turned itself suchinto a
huge giant in the Indian Automobile sector. They own close to 50% of the market
share in India. This means that out of 100 cars sold, half of the cars are sold by
Maruti.

71
72
Product Portfolio

So, how did Maruti managed to achieve this.

The first point is the joint venture with Japanese Car and Motorcycle “Suzuki”.
The biggest beneficiary was Maruti as Suzuki at that time was the front runner
in Research and Development. Introduction of any new/
innovative technology by Suzuki, would directly reach to Maruti due to theirJV.
Maruti, therefore used to get early access to these technologies.

Maruti being an Indian Company, was very much aware about the Indian
automobile market, therefore it used to customize these
technologies according to Indian market and would use it in the Indianproduct
portfolio.

Maruti Suzuki Swift

The second point is “Value Migration”. In 2000, cars were viewed as a luxurymore
than a necessity. The whole automobile sector’s value was derived fromthe two-
wheeler market. There was not much emphasis on the four-wheeler market. Four-
wheeler was not looked as a mass market product.

74
However, post 2003–05, things started changing. India started emerging as one of the
fastest developing economy. Investments/ started pouring into theIndian Market.
People started developing a higher purchasing power. Marutisensed an opportunity
here and introduced its most successful car till date.
We all know this vehicle by the name of “Maruti Suzuki Swift”. This vehicle changed
the landscape in the Indian automobile Sector. The vehicle instantlystruck a chord with
the Indian consumers and it became a hot selling product.

75
Sales Channel

The last and most important point for any automobile company is
the penetration level in the country. This is important to understand because

76
if the company doesn’t have enough penetration across different cities, theywon’t be
able to sell cars well. Let us understand how Maruti planned
its expansion strategy and penetrated into every corner of India.

Maruti Suzuki Arena

As you can see, they have four sales channels. The first one is “Maruti SuzukiArena”
wherein the company provides a dynamic, trendy, social and connected new-age car
buying experience. They have 2,264 outlets with presence across 1,859 cities.

77
True Value

The next is the “True Value”, this is a place wherein people can buy preownedMaruti
Cars at a fair and transparent value. This is a huge market for Maruti, as many people
cannot afford to buy a new car, therefore Maruti with their true value tries to help
consumers to buy a used car which fits into the budgetof everyone. Here, they have
presence across 942 cities with 1,252 outlets.

The next is the “Commercial or Franchise”based model. Here, they have 310outlets with
presence across 230 cities.

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NEXA Sales Channel

The newest entrant in its sales channel is the “NEXA”. The biggest problemfor
Maruti was the perception problem amongst the consumers. People regarded
Maruti has a mass product and not a class product. Whenever, Maruti launched a
premium product, it was always perceived as a cheap car.This is where Mr.
Ayukawa strategy came into picture. When Mr. Ayukawa came on board, he
realised this problem and bought in the “NEXA” sales channel. It was targeted at
new customer segments offering global buying experience, innovative technology
and enhanced hospitality.

When it launched NEXA, many industry observers had questioned the rationale
behind Maruti Suzuki selling products through a new and niche distribution
channel, rather than the expansive network it already had. But the decision has paid
off. The premium models helped Maruti Suzuki retainits old customers who wanted
to upgrade to a higher segment, as well
as entice new buyers. Maruti Suzuki’s dogged persistence in providing

79
upgrade options to its broad customer base in the past three-four years hashelped it
corner around 50% of sales in the market. Currently Maruti has presence across 204
cities with 360 outlets for Nexa.

These are the three main points which made Maruti a giant in this space.
However, Maruti does have its own share of problems which it has been
facing since inception which is the labour issues. Let’s discuss this aspect in detail.
Maruti Suzuki Union ProtestSince its founding in 1983, Maruti Udyog Limited has
experienced problems with its labour force.

In 2000, a major industrial relations issue began and employees of Maruti went on an
indefinite strike, demanding among other things, major revisionsto their wages,
incentives and pensions. When Maruti began it privatisation and disinvestment
drive, the union opposed it stating that the company will lose a major business
advantage of being subsidised by the Government, andthe union has better protection
while the company remains in control of the government. However, the management
refused union demands citing increased competition and lower margins. Therefore,
the central governmentprivatized Maruti in 2002 and Suzuki became the majority
owner of Maruti Limited.

The company was hit badly again because of the labour issues in July, 2012.
This issue is known as the “Manesar Violence”. It continued till mid2013.

On18 July 2012, Maruti’s Manesar plant was hit by violence. According to
Maruti management, the production workers attacked supervisors and started a
fire that killed company’s General Manager of Human ResourcesAvineesh Dev
and injured 100 other managers, including two Japanese expatriates. The
workers also allegedly injured nine policemen. However Maruti Suzuki Workers
Union (MSWU) President Sam Meher alleged thatmanagement ordered 300 hired
security guards to attack the workforce

80
during the violence. The incident is the worst-ever for Suzuki since the
company began operations in India in 1983.

Maruti said the unrest began, not over wage discussions, but after the workers’ union
demanded the reinstatement of the low caste worker who hadbeen suspended for
allegedly beating a supervisor. But, according to the Maruti Suzuki Workers Union,
a supervisor had been abused and made discriminatory comments to a low-caste
worker. The workers even claimed harsh working conditions and extensive hiring of
low-paid contract workers about half the minimum wage of permanent employees.
Company executivesdenied harsh conditions and claim they hired entry-level workers
on contractsand made them permanent as they gained experience.

In July 2013, the workers went on hunger strike to protest the continuing jailing of
their colleagues and launched an online campaign to support theirdemands.

The Maruti Suzuki Workers Union is continuing to organise industrial actionand

protests calling for the workers to be released and criticising the judgement made in
2017 by the court. 31 workers were found guilty of varietyof offences. 18 were
convicted on charges of rioting, trespassing, causing hurtand other related offences
under Indian Penal Code sections. The remaining13 workers were sentenced to life in
imprisonment after being found guilty ofthe murder of General Manager of Human
Resources Avineesh Dev.

INDUSTRY DYNAMICS

So, lets discuss few important points here. If we look into the whole
manufacturing GDP, 49% contribution comes from the automobile sector. Apart
from this, automobile sector gives employment to almost 35
million peopleand lastly, if we talk about the overall GST collection, 12–13% is
contributed by the auto sector. You can understand how important is this

81
 sector for the economy.

However, with the recent economic slowdown, automobile is the worst hit sector.
Sales figures have been going down consistently. There have been jobcuts and
many more issues which this sector is facing. It is important to understand the
factors which affected the automobile sector.

NBFC Crisis
The first factor is the NBFC crisis, you must be wondering howthe NBFC
crisis hit the automobile sector? The fact is that everything is inter-related.
Almost majority of the cars sold in India, are sold on a loan.

82
 REFERENCES

http://www.marutisuzuki.com/
http://en.wikipedia.org/wiki/Marutisuzuki
Management of business relations.(Vipul Parkashan) M.Com
www.marutiudyog.com
http://www.marutisuzuki.com/freshers.aspx^”Suzuki December
2019 and Calendar Year 2019 Automobile Production, Japan
Sales, and Export Figures (Preliminary)”Automotive Engineers
of Japan, Inc. Archived from the original on 2 October 2013.
Retrieved 12 September 2013. This was Japan’s first proper 4-
wheeled minicar. It was released in October 1955 with a 2-
stroke, 360 cc engine. The ‘Suzu’ of the name was an
abbreviation of its manufacturer, Suzuki, and ‘light’ indicated
both the nimble operation of the car and evoked an image of
illumination. The Suzulight was thefirst Japanese vehicle to
successfully mount a 2-stroke engine in a 4-wheeled car, and it
was also the first wholly Japanese vehicle to use a front-engine
front-wheel drive set up.
English, Bob (13 August 2009). “Suzuki celebrates its 100th
anniversary”. MSN Canada. Retrieved 25 August 2013. Given
the current global economic downturn, all bets are offon reaching
its sales target, but Suzuki’s Canadian operation is currently
operating with the throttle wide open nevertheless.[permanent
dead link]

Mizukawa, Yuki (2012). 二輪自動車産業における寡占体制

形成 [Oligopolistic structure formation in the motorcycle

industry]. Economic Bulletin of Senshu University (in
Japanese). Tokyo, Japan. 47 (1): 75. Archived from the

83
original on 7 August 2020. Retrieved 27 September 2013.
1960 TT 125 cc results Retrieved 2014-03-29 Motorcycle
Mechanics, August 1961, p.71 Suzuki Motor Co Ltd full-page
factory advert, Suzuki 250 TB. Suzuki Motor Company are
sending six Suzuki Manufacturer’s racers RT-61 125cc and
six racers RV-61 250cc to six
Grands Prix races Isle of Man, Assen, Spa, Belfast, Monzaand
Kristianspat. Accessed 2014-03-29
1961 TT 250 cc results Retrieved 2014-03-29
Suzuki Racing Models 1960–1967[permanent dead link]
Retrieved 2014-03-29
“Toyokawa Plant”. Global Suzuki. Suzuki Motor
Corporation. Archived from the original on 24 October 2013.
Retrieved 5 September 2013. 1–2, Utari, Shiratori-cho,
Toyokawa-shi, Aichi.
“Racing History 1960s”. Motorcycles – Global Suzuki.
Suzuki Motor Corporation. Archived from the original on 8
March 2014. Retrieved 19 August 2013.
“TT 1962”. The official Isle of Man TT website. Isle of Man
Department of Economic Development. Retrieved 24 August
2013. The two-lap 50cc race was regarded as a bitof a giggle by
some cynics, but they could not have been proved more wrong
as the Grand Prix battles between Suzuki, Honda andAugust
1961, p.71 Suzuki Motor Co Ltdfull-page factory advert, Suzuki
250 TB. Suzuki Motor Company are sending six Suzuki
Manufacturer’s racers RT-61 125cc and six racers RV-61 250cc
to six Grands Prix races Isle of Man, Assen, Spa, Belfast,
Monza and Kristianspat. Accessed 2014-03-29
1961 TT 250 cc results Retrieved 2014-03-29
Suzuki Racing Models 1960–1967[permanent dead link]
Retrieved 2014-03-29

84
“Toyokawa Plant”. Global Suzuki. Suzuki Motor
Corporation. Archived from the original on 24 October 2013.
Retrieved 5 September 2013. 1–2, Utari, Shiratori-cho,
Toyokawa-shi, Aichi.
“Racing History 1960s”. Motorcycles – Global Suzuki.
Suzuki Motor Corporation. Archived from the original on 8
March 2014. Retrieved 19 August 2013.
“TT 1962”. The official Isle of Man TT website. Isle of Man
Department of Economic Development. Retrieved 24 August
2013. The two-lap 50cc race was regarded as a bitof a giggle by
some cynics, but they could not have been proved more wrong
as the Grand Prix battles between Suzuki, Honda and Kreidler
spilled on to the Mountain Course.
“TT 1963”. The official Isle of Man TT website. Isle of Man
Department of Economic

85
 ANNEXURE

1. Which is your favorite small car in maruti suzuki?

a) Ritz b) Swift
c) Zen estilo d)Alto
e) WagonR f) A star
g) Other

2. Why you are giving first preference to maruti suzuki while buying small car?

a) Good facilities b) Good design

c) Quality service d) Better mileage
e) Price f) other

3. Which promotional media is influencing you to buy small cars of maruti suzuki?

a) Broad casting b) Publication

c) Word of mouth d) Product demonstration
e) Other

4. What is your opinion about service of Maruti Suzuki comparing with other?

a) Execellent b) Very good

c) Good d) Average
e) Poor

5. Do you want any changes in cars of Maruti Suzuki?

a) Yes
b) No

86
6. How was the sales executives attitude toward you?

a) Excellent b) Very good

c) Good d) Average
e) Poor

7. Do you feel that the introduction of more models with in the small cars segment will

improve sale of Maruti Suzuki?

a) Yes b) No
c) Maybe

8. Since how long you are using Maruti Suzuki cars?

a) 1-5 years b) 6-10 years

c) 11-15 years d) 16 years and above

9. How do you feel when you drive your Maruti Suzuki cars?
a) More comfortable b) Less comfortable
c) Comfortable d) Uncomfortable

10. Do you think Maruti has a wide variety of cars?

a) Yes b) No

11. Do you think Maruti cars are worth theirs price?

a) Yes b) No
c) Maybe

12. According to you what are the areas of improvement is needed?

a) After sales service b) Behaviour of salesman

c) Customer care d) Mileage
e) Other

13. Which version do you have of Maruti Suzuki?

a) Petrol b) diesel
c) CNG

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