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ORGANIZATION STUDY AT A.M.MOTORS ,


MALAPPURAM.

A ltoject tepott sobmltteJ lo pottlol folflllmeot of tbe tepoltemeot fot tbe
owotJ of Jeqtee of
Master of Business Administration of University of Kerala

5ubmitted by
SUBHEENDRA BOS N V
Reg No:0905394 )

Under the guidance of

aculty guide Project guide
Mr. ARAVIND.M Mr. SALEEM.R
IMK ADOOR GENARAL
MANAGER

INS1I1U1L CI MANAGLMLN IN kLkALA ADCCk
arakode C kera|a 691SS4
Ianuary 2010

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DLCLAkA1ICN


l declare LhaL Lhe pro[ecL reporL enLlLled "Crgan|zat|on Study at AM MC1CkS
Ma|appuram# submlLLed by Mr Subheendra 8osNV for Lhe award of Lhe degree of Master of
8us|ness Adm|n|strat|on of Lhe Un|vers|ty of kera|a ls my own work 1he reporL has noL been
submlLLed for Lhe award of any oLher degree of Lhls unlverslLy or any oLher unlverslLy


lace Malappuram
uaLe 17/01/2010
Su8PLLnu8A 8CS n v
(8eg no0903394)












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CLk1IIICA1L


This is to certiIy that the project report entitled ORGANIZATION STUDY AT AM
MOTORS Malappuram submitted here is a bonaIide record oI the work done by
Mr. Subheendra Bos N V under my guidance in partial IulIillment oI the requirement Ior the
award oI Degree in MASTER O BUSINESS ADMINISTRATION oI the UNIVERSITY O
KERALA and this work has not been submitted by anyone else Ior the award oI any other
degree, diploma or titled oI recognition earlier.


Mr. ARAVIND M Mr. MANO1 KRISHNAN C.G
ACULTY CO-ORDINATOR
IMK ADOOR IMK ADOOR











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ACkNCWLLDGLMLN1

1hls reporL has been made frulLful wlLh Lhe help and cooperaLlon of varlous people Lo
whom l wlsh Lo express my graLlLude
llrsL of all l Lhank our CocoordlnaLor Mr Mano[ kr|shnanCG who had glven me
permlsslon Lo do Lhls pro[ecL
l slncerely acknowledge my deep graLlLude Lo Mr Sa|eemk Genara| Manager for
glvlng me an opporLunlLy Lo do my pro[ecL ln Lhe organlzaLlon and make use of Lhe faclllLles
avallable
l exLend my slncere Lhanks Lo MrN|has CLC for all Lhe advlces Lhey have provlded
and for Lhe valuable Llme Lhey had seL aslde for me
l also Lake Lhls opporLunlLy Lo express my slncere graLlLude and lndebLedness Lo my
pro[ecL gulde MrArav|nd M faculLy of lMk Adoor whose encouragemenL and guldance helped
me a loL ln brlnglng ouL Lhls pro[ecL
l Lhank Cod AlmlghLy for showerlng me wlLh abundanL grace for Lhe successful
compleLlon of Lhe pro[ecL
LasL buL noL Lhe leasL wlLh greaL pleasure l hereby express my slncere Lhanks Lo my
mosL lovlng parenLs


SU8nLLNDkA 8CS N V







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1A8LL CI CCN1LN1S


Chapter Number Chapter Name age Number
ChapLer1 lnLroducLlon


ChapLer2 lndusLry roflle


ChapLer3 Company roflle


ChapLer4 ueparLmenL roflle


ChapLer3 SWC1 Analysls


ChapLer6 orLer's llve lorce Analysls


ChapLer7 llndlngs Concluslon
SuggesLlons


8lbllography






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L|st of 1ab|es

1able number

1able name age number
1able 1

Sales ouLleLs
1able 2


Servlce ouLleLs
1able 3

roducLs
1able 4 Servlce


L|st of I|gures


I|gures no I|gures name age Number
1 orLers flve forces






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L|st of Charts
Sl no name of CharLs age number

CharL no1

CrganlzaLlon SLrucLure
CharL no2


MarkeLlng ueparLmenL
Plerarchy

CharL no3


Puman 8esource ueparLmenL
Plerarchy

CharL no4


llnance ueparLmenL
Plerarchy

CharL no3


Servlce ueparLmenL Plerarchy









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CHAPTER 1







INTRODUCTION








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INTRODUCTION

rganization is a social unit which is deliberately constructed and reconstructed to seek
speciIic goals. An organization comes into existence when there are a number oI persons
in communication and relationship to each other and are willing to contribute towards a
common endeavor. The evolution oI organization dates back to the early stages oI human
civilization when two or more persons began to co-operate and combine together Ior
IulIilling their basic needs oI Iood, clothing, shelter and protection oI liIe. Thus, an
organization is born when people combine their eIIorts Ior some common purpose. It is a
universal truth that an individual is unable to IulIill his needs and desires alone because
he lacks strength, ability and resources. So he seeks the co-operation oI other people who
share goals with him.
With the permission and consent Irom the company management and our college, I got
an opportunity to undertake an rganization study in A.M MT#S, MALAPPU#AM.

OB1ECTIVES O THE STUDY

This organizational study has been carried out Ior the partial IulIillment oI the
requirements Ior the award oI degree oI MBA. The objectives oI the study are as
Iollows:-
1. To gain an overview oI Company perIormance
2. Studying the structure and Iunctions oI various departments.
3. To get idea about the Iunctioning oI A.M MT#.

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4. inding the problems and limitations oI the organization.

RESEARCH METHODOLOGY
In this project both types oI data where used, that is

1. Primary data
2. Secondary data

Primary data
Primary data are those data which are collected by the investigator himselI. There are
diIIerent methods Ior collecting such data. The methods adopted Ior the study are
O Interviews with the authorized personnel in the organization: It includes
Interviews with Team leader, Marketing Manager, H# Manager,
inance Manager & all Department Managers.
O Through Direct observations : service Department Manager #elationship &
General Activities in the Iirm.
O Customers.
Secondary data
Secondary data are those data which are collected by others which is reused by the
researcher. I the many sources oI the secondary data the ones which are used here are

O www.AM Motors.com
O Department manuals
O Articles


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SCOPE O THE STUDY

Master oI Business Administration being a business oriented course; a practical
application and exposure oI the theoretical knowledge is most desirable to this course.
As the study throws light on the Iunctions oI various departments in the company, the
study is oI great help to gain awareness about organizational atmosphere

Limitations
O Lack oI Time
O Majority oI the Employees were busy with their work
O The study depends on interview data which may be biased.
O Some inIormation are conIidential.












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CHAPTERISATION
This project report is mainly divided into seven chapters and each oI them deals
with the Iollowing.
CHAPTE# 1: INT#DUCTIN
It deals with the objectives, research methodology, scope oI the study, limitations
and chapterisation.
CHAPTE# 2: INDUST# P#ILE
It deals with the details regarding the Automobile industry
CHAPTE# 3: CMPAN P#ILE
It deals with the history, top management, Group Vision, Mission, and organization
structure.
CHAPTE# 5: SWT ANALSIS
It deals with the Swot analysis oI the rganization
CHAPTE# 6: P#TE#S IVE #CE MDEL ANALSIS
It deals with the Porters Iive Iorce analysis oI the organization
CHAPTE# 7: INDINGS, CNCLUSIN & SUGGESTINS
It deals with the Iindings, conclusion & suggestions made aIter the study.






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CHAPTER-2
INDUSTRY PROILE


HISTORY O CAR INDUSTRY orld)
M|d 1700s
Most believe that the birth oI the auto industry happened with Henry ord, but
the auto industry really came about long beIore that. Back in the mid 1700s, Nicolas
J. Cugnot who was a rench engineer designed the Iirst auto that had the capacity to
drive on a road. This auto only had three wheels, was selI powered and ran by way oI
a steam engine. It was only capable oI running Ior a Iew minutes at a time and took a
long time to start up. They were also very weighty and bulky. Later, it was liver
Evans who brought that idea to the United States, but the design never went very Iar.
Early 1800s
In the early 1800s, #obert Anderson, a Scottish man, created a carriage that was
ran by electricity. Anderson and U.S. native Thomas Davenport were the Iirst to
originate more appropriate autos. They used electric batteries that were not able to be
recharged. These autos were only used Ior short distance drives and were unrealistic
options Ior most.
Early 1900s
In the early 1900s the auto industry was Iinally taken seriously thanks to Henry ord.
ord's invention oI the car Iared well, especially amongst the wealthy. It did not take
long beIore the U.S. auto industry dominated the world with no competition
whatsoever. Not many were open to criticizing the growing auto industry since it was
changing all oI the other industries as well as opening up brand new job potentials.
1916
The Model T was being produced by 1910, but the prices were extremely rich and
never started Ialling Ior a Iew years. By 1914 over a halI a million cars had been sold
and the cost oI one oI these vehicles was near $1,000. The cars had not become very
popular because oI the high cost. The tides turned aIter World War I because the

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Americans generated a stream oI wealth that enabled more people to purchase a
vehicle. This resulted in a price drop to around $800 per car by 1916. Each year aIter,
Ior about three years, annual sales oI these cars doubled and tripled.
1920s
By 1929 ord was producing Iour million cars annually. The wholesale price on
average was just under $700 and the average retail price was just under $900. By
year's end there were over 23 million cars in the U.S. and around 75 percent oI the
U.S. population owned one. It did not take very long Ior people to start considering a
car as a necessity and it became the standard way oI transportation.
Late 1900s
The U.S. dominated the auto industry Ior some three decades beIore the Japanese and
the Europeans started coming up with some inventions oI their own. By the 1980s the
auto industry saw the surge oI Ioreign automobiles and great transition. There were
transitions in demand and Iluctuations in the employment sector due to the presence
oI Ioreign competition.
Historical Industry Development INDIAN)
The Iirst motor car on the streets oI India was seen in 1898. Mumbai had its Iirst
taxicabs in the early 1900. Then Ior the next IiIty years, cars were imported to satisIy
domestic demand. Between 1910 and 20's the automobile industry made a humble
beginning by setting up assembly plants in Mumbai, Calcutta and Chennai. The
import/assembly oI vehicles grew consistently aIter the 1920's, crossing the 30,000 mark
in 1930. In 1946, Premier Automobile Ltd (PAL) earned the distinction oI manuIacturing
the Iirst car in the country by assembling 'Dodge DeSoto' and 'Plymouth' cars at its Kurla
plant. Hindustan Motors (HM), which started as a manuIacturer oI auto components
graduated to manuIacture cars in 1949.
In 1952, the GI set up a tariII commission to devise regulations to develop an
indigenous automobile industry in the country. AIter the commission submitted its
recommendations, the GI asked assembly plants, which did not have plans to set up
manuIacturing Iacilities, to shut operations. As a result General Motors, ord and other
assemblers closed operations in the country. The year was 1954 and this decision oI the
government marked a turning point in the history oI the Indian car industry. The GI also
had a say in what type oI vehicle each manuIacturer should make. ThereIore, each
product was saIely cocooned in its own segment with no Iears oI any impending
competition. Also, no new entrant was allowed even though they had plans oI a Iull-
Iledged manuIacturing program. The restrictive set oI policies was chieIly aimed at
building an indigenous auto industry. However, the restrictions on Ioreign collaborations
led to limitations on import oI technology through technical agreements.

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The other control imposed on carmakers related to production capacity and
distribution. The GI control even extended to Iixation oI prices Ior cars and dealer
commissions. This triggered the start oI a protracted legal battle in 1969 between some
carmakers and GI. Simply put, the three decades Iollowing the establishment oI the
passenger car industry in India and leading upto the early 1980s, proved to be the 'dark
ages' Ior the consumer, as his choice throughout this period was limited to two models
viz Ambassador and Padmini. It was only in 1985, aIter the entry oI Maruti Udyog, that
the car makers were given a Iree hand to Iix the prices oI cars, thus, eIIectively abolishing
all controls relating to the pricing oI the end product.
In the early 80's, a series oI liberal policy changes were announced marking another
turning point Ior the automobile industry. The GI entered the car business, with a 74
stake in Maruti Udyog Ltd (MUL), the joint venture with Suzuki Motors Ltd oI Japan.
In 1985, the GI announced its Iamous broadbanding policy which gave new licenses
to broad groups oI automotive products like two and Iour-wheeled vehicles. Though a
liberal move, the licensing system was still very much intact.
MUL introduced 'Maruti 800' in 1983 providing a complete IaceliIt to the Indian car
industry. The car was launched as a "peoples car" with a price tag oI #s40,000. This
changed the industry's proIile dramatically. Maruti 800 was well accepted by middle
income Iamilies in the country and its sales increased Irom 1,200 units in 84 to more
than 200,000 units in 99. However in 2000, this Iigure came down to 189,184
units, due to rising competition Irom Hyundai's 'Santro', Telco's Indica and Daewoo's
'Matiz'.
MUL extended its product range to include vans, multi-utility vehicles (MUVs) and
mid-sized cars. The company has single handedly driven the sales oI cars in the country
Irom 45,000 in 84 to 409,951 cars by 2000, cornering around 79.6 market
share.With increasing competition Irom new entrants, this market share has plummeted to
almost 62 in 2000.
The de-licensing oI auto industry in 1993 opened the gates to a virtual Ilood oI
international auto makers into the country with an idea to tap the large population base oI
950mn people. Also the liIting oI quantitative restrictions on imports by the recent policy
is expected to add up to the Ilurry oI Ioreign cars in to the country.
Many companies have entered the car manuIacturing sector, to tap the middle and
premium end oI car industry. The new entrants are Daewoo (Matiz), Telco (Indica) and
Hyundai (Santro) in upper end oI economy car market. GM, ord, Peugeot, Mitsubishi,
Honda and iat have entered the mid-sized car segment and Mercedes-Benz is in the
premium end oI market. Car manuIacturers like Malyasia based Proton are also in line to
hit the Indian ramp.



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CHAPTER-3
COMPANY PROILE


INTRODUCTION
A.M. MT#S began operations in the year 2000 as the authorized dealership Ior
sales and service oI Maruti cars. Apart Irom sales and service oI Maruti cars, A.M.
MT#S also Iacilitates exchange oI used-cars and sale oI Maruti-certiIied used-cars
through their T#UE VALUE division.
A.M.MT#S is a partnership Iirm. The partners are Aboobaker, Mohemmed two
miner partners. Their contribution towards capital is t(2:2:1:1). A.M.MT#S is the
number one car dealer in Malappuram district.
A.M MT#S oIIers a wide range oI value-added products to its customers to
provide a complete solution to their needs. These include Maruti Insurance, Maruti
inance, Maruti Genuine Accessories and Extended Warranty.
An IS 9001:2000 certiIied Iirm, it is located in Malappuram and has Ten branches
at Perintalmanna, Pattambi, Manjeri, Tirur, Chemmad, Vengara, Nilambur, Kottakal,
Valanchery and #amanattukara.
The workshops oI A.M. MT#S are equipped with state-oI-the art servicing and
collision-repair equipment. A team oI dedicated technicians trained at Maruti Suzuki
India Limited are available to provide aIter-sales service oI international standards.
In the Annual Dealer Convention held in Kochi in May 2009, A.M. MT#S walked
away with the trophy Ior verall Best PerIorming Dealer oI Kerala. In the same
convention, A.M. MT#S also won the award Ior the highest growth in sales volume,
The award Ior maximum consistency in sales target achievement and and Two awards Ior
True Value division.
In the Annual Dealer Convention held in Kochi in May 2008, A.M. MT#S won
several awards Ior the perIormance in the year 2007-08. They include the award Ior the
highest New-Car Insurance Penetration, award Ior being the best in Innovative Service

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Marketing (Tirur Workshop), Highest Sales SatisIaction Index (Non-JD Power Cities),
Best Camp PerIormance (Perintalmanna Workshop) and the oung Dealer wner award.
In the All-India-Dealer-Convention held in Athens (Greece) in April 2007, A.M.
MT#S was awarded Ior being Indias best perIorming dealership in customer Iollow-
up.
A.M. MT#S has been adjudged GLD PLUS dealer two times in a row by
Maruti-Suzuki Ior displaying high standards oI perIormance and implementation oI
quality systems.





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ORGANIZATION STRUCTURE
CHA#T N:1










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DEPARTMENTS


MARKETING DEPARTMENT
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P`S OM MARKETING

PRODUCTS
They sell only MA#UTHIS products and they have direct dealership with MA#UTHI.
Maruti Alto
The Alto is a great combination oI economy, practicality and styling. A runway success
on the roads oI Europe.
Sift
The time has come Ior a new kind oI compact car.
Maruti 800
The Maruti 800, has gone beyond being just a car; it has actually changed the lives and
liIestyles oI countless people, by bringing the joy oI motoring to millions across the
length and breadth oI the country.
Ritz
The #itz combine modern European design,the sportiness oI swiIt,the latest in engine
technology.
Astar
Powered by the latest-state-oI-the-art,light weight,998cc K108 petrol engine.
Zen Estilo
A Spanish expression Ior 'style' the new estilo stands true to its name
WagonR
Drive with complete peace oI mind,the world class saIety Ieatures









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kCDUC1S
NO ITEM
1 M-800
2 OMNI
3 ALTO
4 ZEN ESTILO
5 WAGON-R
6 A-STAR
RITZ P
8 RITZ D
9 GRAND VITTARA
10 SWIT P
11 SWIT D
12 GYPSY
13 D ZIRE P
14 D ZIRE D
Table no:3



PRICING
They Iollow MA#UTHIES P#ICING strategies.



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PROMOTION
Under this the marketing department takes the cost oI all discounts and promotion given
1. Hoardings
2. T V
3. SMS
4. Service cards
5. News paper
6. Display
7. GiIt
PLACE
A.M MT#S is located at MALAPPU#AM. The location has got its own
strategic importance because there are number oI buyers are there.The main area oI
operation is Malappuram district . They are,
TI#U#, #AMANATTUKA#A , PE#INTHALMANNA ,MANJE#I ,PATTAMBI ,PNNANI
,VALAMJE#I ,NILAMBU# ,PALAKKAD,CHEMMAD
PEOPLE
Any person coming into contact with customers can have an impact on overall
satisIaction. Whether as part oI a supporting service to a product or involved in a total
service, people are particularly important because, in the customer's eyes, they are
generally inseparable Irom the total service. As a result oI this, they must be
appropriately trained and well motivated. The salient Ieatures oI staII oI A.M MT#S
are
O Well Empowered Individuals
O trained staIIs



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PROCES
O Dispatch
O #epairing

PHICICAL EVIDENCE
Unlike a product, a service cannot be experienced beIore it is delivered, which makes it
intangible. This, thereIore, means that potential customers could perceive greater risk
when deciding whether to use a service. To reduce the Ieeling oI risk, thus improving the
chance Ior success, it is oIten vital to oIIer potential customers the chance to see what a
service would be like. This is done by providing physical evidence, such as
demonstrations


HUMEN RESOURCE DEPARTMENTS
CHA#T:3







MANPOWER PLANNING
Manpower needs are determined on the basis oI sales and some other Iactors. The
assistant managers and department managers also put-up their demands and iI their
demands are genuine it will be met.
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RECRUITMENT
#ecruitment is usually done by giving paper ads. At the same time database oI previous
applicants are kept and whenever suitable jobs arise they are inIormed.

SELECTION
The interview Iollowed here is mostly Iace to Iace interview. During interview all eIIorts
are directed towards Iinding out the job Ior which the prospective employee has Ilair.
TRAINING
is mainly given Ior increasing work knowledge. Here MA#UTHI is directly given
training and the Iirm also given training.

PERORMANCE APPRAISAL
When an employee is newly joined they are in probation period oI 3 months. In this
period the employee appraised by his concerned department managers and sent it to H.#.
iI he is suitable he will be conIirmed. therwise probation period will be extended to two
to three months and again review the perIormance. Then take decision regarding
selection and rejection oI employees.
SALARY
ixed salary plus incentives. Allowances ,bonus ,dearness ,and uniIorm




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INANANCE DEPARTMENT
CHA#T N:4










1he flnance deparLmenL ls responslble for Lhe proper managemenL of flnance as a
resource Lo resulL ln opLlmum uLlllzaLlon of Lhe flnanclal resources of Lhe company 1he
flnance deparLmenL asslsLs Lhe managemenL ln lnvesLmenL appralsal cash flow plannlng
and managemenL budgeLlng plannlng fuLure operaLlons monlLorlng and evolvlng
budgeLary norms Slnce Lhe lnLernal checks and lnLernal conLrol ls parL of rouLlne
funcLlon of Lhe deparLmenL Lhe accounLs and flnanclal sLaLemenLs are repalred wlLh
preclslon and accuracy well ln Llme






IINANCL MANAGLk
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SERVICE DEPARTMENT
CHA#T N:5













SERVICES
NUMBER SERVICE PERIOD
I#ST SE#VICE 1 MNTH # 1000 KM
SECND SE#VICE 2 MNTH # 5000 KM
THI#D SE#VICE 1 EA# # 10000 KM
Table No 4




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CHPTER 5
SWOT ANALYSIS

STRENGTH
Company goodwill.
Sales and service under one outlet.
Good sales team.
Parking Iacility.
Sales 15 types oI products.
Credit Iacility.(Maruti Iinance)
Maruti insurance

WEAKNES
Low revenue Irom service department.
Late delivery oI car.
Small service department.
"uality problem in service department.






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OPPORTUNITY
Huge marketing opportunity in near place.
(Calicut and palakkad)
Scope oI expansion.
Untapped rural market.
Technological Advancements.
THREAT
Economic conditions
Competitors.
Government policies.
Threat Irom NAN cars.(Low cost)
Damaged road.












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CHPTER 6
PORTER`S IVE ORCE MODEL
ANALYSIS
The ive orces
"Porter's Iive Iorces" is a Iramework Ior the industry analysis and business strategy
development developed by Michael E. Porter oI Harvard Business School in 1979. It uses
concepts developing Industrial rganization (I) economics to derive Iive Iorces that
determine the competitive intensity and thereIore attractiveness oI a market.

The threat of substitute products or services
The existence oI products outside oI the realm oI the common product boundaries
increases the propensity oI customers to switch to alternatives: i
O Buyer propensity to substitute
O #elative price perIormance oI substitute
O Buyer switching costs
O Perceived level oI product diIIerentiation
O Number oI substitute products available in the market
O Ease oI substitution. InIormation-based products are more prone to substitution,
as online product can easily replace material product.
The threat of the entry of ne competitors
ProIitable markets that yield high returns will draw Iirms. This results in many new
entrants, which eventually will decrease proIitability. Unless the entry oI new Iirms can
be blocked by incumbents, the proIit rate will Iall towards a competitive level (perIect
competition).
O Economies oI product diIIerences
O Brand equity
O Switching costs or sunk costs
O Capital requirements
O Access to distribution
O Customer loyalty to established brands
O Absolute cost advantages
O Government policies

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O Industry proIitability; the more proIitable the industry the more attractive it will
be to new competitors
O Internet era; today competitors need only a website to enter a market
The intensity of competitive rivalry
or most industries, the intensity oI competitive rivalry is the major determinant oI the
competitiveness oI the industry.
O Sustainable competitive advantage through innovation.
O Competition between online and oIIline companies; click-and-mortar -v- brick-
and-mortar
O Level oI advertising expense.
The bargaining poer of customers buyers)
The bargaining power oI customers is also described as the market oI outputs: the ability
oI customers to put the Iirm under pressure, which also aIIects the customer's sensitivity
to price changes.
O Degree oI dependency upon existing channels oI distribution
O Bargaining leverage, particularly in industries with high Iixed costs
O Buyer volume
O Buyer switching costs relative to Iirm switching costs
O Buyer inIormation availability
O Availability oI existing substitute products
O Buyer price sensitivity
O DiIIerential advantage (uniqueness) oI industry products
The bargaining poer of suppliers
The bargaining power oI suppliers is also described as the market oI inputs. Suppliers oI
raw materials, components, labor, and services (such as expertise) to the Iirm can be a
source oI power over the Iirm, when there are Iew substitutes. Suppliers may reIuse to
work with the Iirm, or, e.g., charge excessively high prices Ior unique resources.
O Supplier switching costs relative to Iirm switching costs
O Degree oI diIIerentiation oI inputs
O Impact oI inputs on cost or diIIerentiation
O Presence oI substitute inputs
O Employee solidarity (e.g. labor unions)
O Supplier competition - ability to Iorward vertically intergrate and cut out the
buyer.
CHA#T N:6

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INDUSTRY ANALYSIS
1Competitive Rivalry
1. PPULA# AUTMBILE.
2. INDUS MT#S
3. MAHEAND#A MT#S
4. HNDA CIT
5. MALABA# AUTMBILES
6. APC HUNDAI
2. Threat of Ne Entrants
No such new entrance past 3 years.


3. Bargaining Poer of Suppliers

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Buyers bargaining power is too low.
1. nly one oI suppliers.
2. Product DiIIerentiation
4. Bargaining Poer of Customers
There is no such bargaining power to customers.
1. Low switching cost.
2. Producer is price maker

5. Threat of Substitutes
There is no close substitute Ior car. But in case oI bike/scooter , there is a small threat.













CHAPTER

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INDINGS, CONCLUSION &
SUGGESTIONS

INDINGS

1. Employee-Department Manager relationship is not so good.
2. Customer interaction is Good Customers are highly satisIied.
3. There is a True Value Department.
4. Small serviced department
5. Good sales team
6. Late delivery oI car

CONCLUSION
During the period oI my study in A.M.MT#S, I got an opportunity to understand
diIIerent Iunctions oI the reputed business organization. I have tried to prepare the study
on the various Iunctions oI A.M.MT#S as detailed as possible. A.M.MT# try
serve best service to customers.







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SUGGESTIONS

1. The Iirm must provide good service customers.
2. To open new branches in near locality.
3. Expand the existing service departments.
4. Provide more advertisements.
5. Improve the quality oI service.















8I8LICGkAn

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O L.M.P#ASAD, Business Principles and Practices, Seventh Edition,2007, Sulthan
Chand & Publication, New Delhi.
O www.A.M.motors. Com.
O www.Google.com