Contents

INTRODUCTION ........................................................................................................................1
COMPANY AND ITS CASE BACKGROUND ..............................................................................1
PROBLEM STATEMENT ............................................................................................................2
SOLUTION .................................................................................................................................3
RECOMMENDATION: ................................................................................................................4
EXTERNAL ENVIRONMENT ANALYSIS ................................................................................4
PESTAL ANALYSIS .............................................................................................................4
INTERNAL ENVIRONMENT ANALYSIS .................................................................................6
SWOT ANALYSIS................................................................................................................6
PORTERS FIVE FORCES ...................................................................................................7
1. Industry Rivalry ....................................................................................................................7
2. Threat of New Entrants ........................................................................................................7
3. Threats of Substitute ...........................................................................................................7
4. Bargaining Power of Buyers ................................................................................................7
5. Bargaining Power of Suppliers.............................................................................................7
Source: Google Image.............................................................................................................8
ANSOFF MATRIX ANALYSIS..............................................................................................8
Market development strategies ................................................................................................9
Market penetration strategies ..................................................................................................9
Product development strategies ............................................................................................10
Diversification strategies ........................................................................................................10
CONCLUSION ..........................................................................................................................11
REFERENCE ............................................................................................................................12
INTRODUCTION
In the annals of corporate history, few tragedies are as shocking as deeply disturbing as the
case of the chief Human Resources officer who meets a horrific demise by fire. This case
analysis delves into the particular reason that surrounded the harrowing incident. The
implication of such a loss reach far beyond the immediate shockwaves it sent through the
organizations and it raise profound questions about the workplace safety, employee wellbeing,
and the responsibilities of leadership.

The Popular HR Chief Burned to People Management Dynamics at the Indian Subsidiary of
Suzuki Ltd case is based on a current managerial and strategic problem being faced by the
organization, which must be solved to allow progression, as well as maintain a competitive
position.

The case solution for the Popular HR Chief Burned To Death People management Dynamic at
the Indian subsidiary of Suzuki Ltd case First it identifies the central issue and consequences
faced by the company. Then along the lines the case solution then analyses the case through
relevant strategic model and tools including SWOT ANALYSIS, PORTER FIVE FORCES
ANALYSIS, PESTAL ANALYSIS, ANSOFF MATRIX ANALYSIS and the MARKETING MIX
ANALYSIS.

Maruti-Suzuki India Ltd think-tank members discussed strategic action areas for the next 20
years, focusing on the health of the company. The company's industrial relations (IR) history
was impacted by a tragic incident on July 18, 2012, involving mob violence at the Manesar
plant. The HR chief was burned alive, and nearly 100 managers, including Japanese
expatriates, were injured. MSIL discharged over 500 workers for being part of the mob, and the
trade union's persistent demand for reinstatement negatively affected employee engagement.

The company's strategic HR interventions were not effective, and Suzuki, the parent company,
was disappointed by the rising influence of the discharged workers' leaders and blamed senior
Indian managerial personnel. The MSIL think-tank sought answers to questions such as the
cause of the violence, how to prevent future incidents, how to tackle hiring issues, cross-cultural
issues, and adopt an HR strategy aligned with MSIL's business strategy.

COMPANY AND ITS CASE BACKGROUND

Maruti-Suzuki India Ltd. (MSIL) the largest passenger-car manufacturing company in India Set plant
in Gurgaon, Haryana state, since 1983 set another in Manesar, also in Haryana, in 2007. Hiring a
new HR strategy specialist and introducing some HR intervention and implemented well then in
Gurgaon. The same policy, however, didn’t work well in Manesar Workers in Manesar formed an
independent union to improve their lot in 2011 and went on 3 Strikes from June to October.

On 18 July 2012, Maruti’s Manesar plant was hit by violence of workers. And along the lines the
violence was seen as damaging for India‘s appeal to investors. The automobile sector had been
a bright spot on India‘s troubled path to industrialization, with many global car makers setting up
shop in the country to serve the fast-growing domestic market and establish a low-cost export
base.

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PROBLEM STATEMENT
1. The Gurgoan plant has had issues with Industrial Relations since its inception(beginning
of).
2. When things returned to normal after the MUEU’s defeat by MUL, a new HR Strategy
was developed.
3. The Manesar plant was then set up with a much younger workforce compared to the
Gurgoan plant.
4. The workers expressed their sadness that they were not getting the same wages as their
senior colleagues at the Gurgoan plant.
5. The machinery was also improved and automated in the Manesar
6. Limit breaks available to employees with a group Due to other IR issues, employees
were living on the edge.
7. In July 2012, their emotions flared due to an internal incident and they retaliated with
violence.
8. This led to one of the tragedies in MSIL's IR history and focused on implementing
employee-centric strategies.
9. The machinery was also improved and automated in the Manesar factory, which the
workers saw as a problem.

Causes of Burnout:
1. Excessive Workload: The HR Chief may be overwhelmed by a high volume of
responsibilities multitasking and long working hours leading to chronic stress and
exhaustion.

2. Lack of Resources: Insufficient staff inadequate technology and limited budget may
hinder the HR Chief's ability to effectively perform their duties increasing their workload
and stress level.

3. Lack of Control: A lack of autonomy or input in decision-making processes can lead

to feelings of frustration and reduced motivation contributing to burnout.

4. Organizational Culture: If the workplace lacks support recognition and a healthy

work-life balance it can contribute to the HR Chief's burnout.

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SOLUTION
Potential Solutions:

1. Recognize and Address Workload Issues: Conduct a comprehensive workload

assessment to identify areas of improvement. Consider redistributing tasks hiring additional HR
staff or outsourcing certain functions to alleviate the burden on the HR chief.

2. Promote Work-Life Balance: Encourage the HR chief and all employees to maintain a
healthy work-life balance by setting clear boundaries promoting flexible schedules and
discouraging excessive overtime.

3. Provide Support and Training: Offer resources such as stress management workshops
resilience training and time management programs to equip the HR chief with essential skills to
handle stress and prioritize tasks effectively.

4. Foster a Positive Organizational Culture: Create an encouraging work environment by

recognizing achievements encouraging open communication providing autonomy in decision-
making and ensuring fairness in performance evaluations.

5. Clarify Job Expectations: Clearly define the HR chief's role and responsibilities ensuring
regular communication about job expectations and any changes that may arise.

6. Encourage Self-Care: Promote a culture of self-care by encouraging employees to take

regular breaks pursue hobbies engage in physical activity and seek support when needed.

7. Employee Assistance Program (EAP): Establish an EAP to provide confidential support

and counseling services to employees facing personal or professional challenges including
burnout symptoms.

8. Workload Management: Collaboratively review and prioritize tasks delegate responsibilities

when possible and promote a healthy work-life balance by setting boundaries.

9. Resource Allocation: Assess and provide the necessary resources such as additional staff
training and updated technology to support the HR Chief in their role.

10. Autonomy and Decision-Making: Allow the HR Chief to have more involvement in
decision-making processes empowering them to have a greater sense of control and ownership
over their work.

11. Supportive Organizational Culture: Foster a culture that promotes open communication
recognition work-life balance initiatives and psychological support for employees.

12. Well-being Programs: Implement wellness initiatives such as stress management

workshops mental health resources and flexible work arrangements to enhance the HR Chief's
well-being.

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RECOMMENDATION:
In regards to the company, they can conduct comprehensive analysis that combines of SWOT analysis,
PESTAL analysis and ANSOFF MATRIX analysis as by combining these analyses, we can have well rounded
view of the organization internal strengths and weakness, external threats and opportunities and
strategy growth options. This comprehensive approach will enable to make informed decision and
develop a robust business strategy.

EXTERNAL ENVIRONMENT ANALYSIS

PESTAL ANALYSIS

Political

The Suzuki Ltd:

 It is directly affected by the policies and regulations developed by the government in

both host and home countries.
 Local and global tax implications must also be considered, both locally and in terms of
activities carried out in other countries.

Economic

 Lower interest rates help Suzuki Ltd increase borrowing.

 Low interest rate also increases consuming power and demand for Suzuki Ltd. Products.
 Suzuki Ltd.’s operations and demand are directly affected by the GDP and economic
growth of its operating and exporting countries.

Social

 A greater focus on education and higher levels of literacy have allowed Suzuki Ltd to
benefit from a more experienced and talented workforce.
 The higher portion of young people has also helped Suzuki Ltd to create high demand
for its products and services.
 The evaluation of the population and consumer trends allowed Suzuki Ltd to refine its
segmentation and targeting strategies which led to improvement of positioning of its
portfolio offering.

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Technological

 The popular Suzuki Ltd has high internal innovation and capabilities.
 It is innovative and has advanced technology to make its internal processes more
efficient and work towards achieving economies of scale.

Environmental

 Suzuki Ltd follows and abides by the environmental regulations imposed in

various countries.
 Incorporation of environmentalism into its strategic goals and directions, it has
enabled Suzuki Ltd become more efficient in its resource allocation.

Legal

 Through the equal opportunity act and regulations, the Suzuki Ltd ensures that it
does not discriminate against different groups in its HRM (Human Resource
Management) practices.
 Suzuki Ltd also ensures to abide by the health and safety regulations.
 Suzuki Ltd makes sure to follow regulations regarding employment contracts and
employer responsibilities to ensure fair policy-making and high performance.

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INTERNAL ENVIRONMENT ANALYSIS

SWOT ANALYSIS

1. Strength

 It has a strong brand image and a positive consumer perception in the market.
 The company has a strong financial revenue earning ability and enjoys high profit.
 The company has a global distribution network, which is strong and has allowed it to enjoy
high business growth.

2. Weakness

 The company is criticized for high prices for its product portfolio.
 The company has suffered negative PR owing to the recall of some of its products which
were faulty.
 The company has an organizational culture that is resistant to change and as a result
exhibits slow adaptation to new trends.
 The product design for the company's offering is imitative.

3. Opportunities

 It has the opportunity to expand to developing and emerging economies.

 The company can develop outsourcing partnerships to further maintain cost-effectiveness.
 They can also develop strategic partnership and alliances to facilitate business growth and
development.
 Target niche markets and develop new products.

4. Threats

 High competition.
 High threat of Substitute.
 Increased price volatility of raw materials as well.
 The unstable government and government policies.

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PORTERS FIVE FORCES

1. Industry Rivalry

It is Because of the highly fragmented market, there is a high level of industry competition. The
business had to contend with competitors in the industry of varying sizes and operations,
including both domestic and international opponents. Due to the increased competition, all
players are obligated to offer consumers high quality goods and services at reasonable costs.

2. Threat of New Entrants

Due to entry barriers including government laws and the cost of startup capital, the company
faced a mild threat from new entrants. This makes sure that only strong competitors with
significant financial resources may enter the market where the industry is active. The presence
of new competitors ensures that the business keeps its emphasis on high standards of quality
and competitiveness (Wunder, 2019, Abratt and Bendixen, 2018).

3. Threats of Substitute

For the company, the likelihood of substitution is modest to high. Due to the high level of
competition and market fragmentation, the corporation has more direct and indirect substitutes
available. According to Sahaf (2019) and Kotabe and Helsen (2020), moving between
replacements has a low switching cost for customers.

4. Bargaining Power of Buyers

Since consumers have a wide range of options and can choose different businesses based on
their preferences, they have significant negotiating power when it comes to the company's
products. Additionally, the business lacks a retail setup.

5. Bargaining Power of Suppliers

Where the business operates, suppliers have significant bargaining power. The supplier limited
the raw materials to be delivered due to quality needs and benchmarks because there were
more demands because there were more businesses in the industry.

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Source: Google Image

ANSOFF MATRIX ANALYSIS

 The strategies recommended will allow the A Popular HR Chief Burned to Death People
Management Dynamics at the Indian Subsidiary of Suzuki Ltd to expand and develop,
as well as manage its risks and challenges effectively.

 Using these strategies, the A Popular HR Chief Burned to Death People Management
Dynamics at the Indian Subsidiary of Suzuki Ltd will also be able to remain competitive
in the market.

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Market development strategies

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd can engage in informative and emotional marketing to appeal to
the target audience in the market and increase brand awareness.

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd can devise and run educational campaigns to help understand
the importance of the product, and its need (Isoraite, 2016).

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd can work with influencers and celebrities to help spread the
message through social media as well as conventional media.

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd can use a team on the ground to interact with the target
audience, brief them about the product and its benefits, and influence them positively
towards purchase decisions. (Baines, Fill, & Rosengren, 2017).

Market penetration strategies

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd can increase its marketing spending and use emotional appeals
to influence the target audience.

 The marketing strategies should be focused on maximizing the reach of the brand's
message and promise (Iacobucci, 2021).

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd is recommended to make its products accessible through an
increased number of supermarkets and hypermarkets.

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd can also open its own retail setups to increase footfall and
reach across different regions (Sahaf, 2019).

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Product development strategies

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd is recommended to and can engage in market and consumer
research for product development.

 Encouraging innovation and discussion of new ideas within the A Popular HR Chief
Burned to Death People Management Dynamics at the Indian Subsidiary of Suzuki Ltd
can also lead to rapid new product development (Varadarajan, 2015).

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd can also optimize the development of new products by making
its manufacturing and testing processes more effective.

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd can also create innovation labs and labs for new product
development and testing (Sahaf, 2019; Abratt & Bendixen, 2018).

Diversification strategies

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd can expand horizontally and add new product lines.

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd can also expand vertically and add new products to the existing
product line

 The diversification will allow the A Popular HR Chief Burned to Death People
Management Dynamics at the Indian Subsidiary of Suzuki Ltd to attract new consumer
groups (De Mooij, 2019).

 The diversification will also allow the A Popular HR Chief Burned to Death People
Management Dynamics at the Indian Subsidiary of Suzuki Ltd to increase its penetration
and reach amongst existing consumers.

 The A Popular HR Chief Burned to Death People Management Dynamics at the Indian
Subsidiary of Suzuki Ltd will be able to increase brand awareness through diversification
as well (Abratt & Bendixen, 2018)

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10
CONCLUSION
In conclusion, the evolution of the Manesar unit within Suzuki Ltd.'s Indian Subsidiary
showcases a remarkable journey from challenging working conditions and worker activism to
the establishment of a trade union and improved labor rights. This transformation not only had a
profound impact on the lives of the employees but also carries important implications for the
broader industry dynamics.

The initial issues faced at the Manesar unit, including low pay, overwork, and inadequate break
times, underscored the significance of addressing employee well-being. The subsequent strike
and the formation of a trade union were pivotal moments that forced the management to
recognize the importance of fair labor practices.

Analyzing the industry environment, we observe several factors that continue to influence
Suzuki Ltd.'s operations. The highly fragmented market and intense industry rivalry necessitate
a focus on quality and cost-effectiveness to remain competitive. Due to the
management ignoring the workers’ rights it cause a mod to burning a HR and cause a huge
problem. The company faces threats from high competition, substitute products, volatile raw
material prices, and uncertain government policies. The reluctance to adapt to change could
potentially hinder its competitiveness.

In this dynamic landscape, the key to Suzuki Ltd.'s continued success lies in its ability to
balance external opportunities and threats with internal strengths and weaknesses. Adapting to
changing market conditions, investing in innovation, and prioritizing both employee well-being
and customer satisfaction will be essential in securing a sustainable and prosperous future for
the organization. By learning from its past experiences and proactively addressing industry
challenges, Suzuki Ltd. can navigate the path ahead with resilience and strategic foresight.

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REFERENCE
Baines, F. p., & Rosegren, s. (2017). Marketing . United states: Oxford University Press.

Debi, S. S. (2016). Management Case. Popular HR Chief burned to death.

Icabucci, D. (2021). Marketing Management. International Journal of Research , 25-37.

Isoraite, M. (2016). Marketing mix theoretical aspects. International Journal of Research-

Granthaalayah, 4(6), 25-37.

Sahaf, A. (2019). Strategic marketing: Making decisions for strategic advantage. New Delhi,
India: PHI Learning Pvt. Ltd.

Varadarajan, R. (2015). Strategic marketing, marketing strategy and market strategy. AMS
review, 5(3), 78-90.

Abratt, R., & Bendixen, M. (2018). Strategic marketing: Concepts and cases. New York, United
States: Routledge.

De Mooij, M. (2019). Consumer behavior and culture: Consequences for global marketing and
advertising. Thousand Oaks, California: Sage.

Wunder, T. (2019). Rethinking strategic management: Sustainable strategizing for positive

impact. Berlin: Springer Nature.

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