Brm Report on Comparative Study

Topics: Maruti Suzuki, Suzuki, Suzuki Alto Pages: 7 (2304 words) Published: August 15, 2013
INTRODUCTION:
The most successful means for creating and retaining customers is brand.  And your brand has three primary elements for differentiating itself from the pack:  what you do, how you do it, and for whom. Even a seemingly small change to one of these elements will change the brand—potentially in blockbuster ways. Till the 1980s, the automobile industry in India was in line with the overall policy of State intervention in the economy. Vehicle production was closely regulated by an industrial licensing system that controlled output, models and prices. The cars were built mostly by two companies, Premier Automobiles Limited and Hindustan Motors Limited Premier Padmini by Premier Automobiles Limited and Ambassador by Hindustan Motors were the major players in the 1980s. However, the Indian market got transformed after 1983 following the relaxation of the licensing policy and the entry of Maruti Udyog Limited (MUL) into the car market.

OBJECTIVES OF THE STUDIES:
Under the above perspective the objective of the study are:
1. To study the effectiveness on sales of launch of Maruti Aulto on sales of Maruti 800. 2. To find out what features customers like in the both the cars. 3. To know which car is more preferred.

4. To find out which age group of people associate more with which product.

METHODOLOGY OF THE STUDY:

To attain these objectives first thing we have gone through the websites and journals relevant to this topic . next for assessing the findings and empirically examine the objectives of the study a sample a survey was undertaken through a structured and guided questionnaire and interaction has been received from various people through websites .A focus study has been conducted to design the customer survey questionnaire with a sample size of 60 respondents of various groups for undertaking the statistical analysis and data processing consisted of office editing , data entry and computer programming . computer based checks were done to clean the data and to remove inconsistency . the sample questionnaire has been provided in annexure.

PROFILE OF MARUTI SUZUKKI COMPANY:
Maruti Suzuki: The CompanyMaruti Udyog Limited (MUL) was established in Feb 1981 [Exhibit 1] through an Act ofParliament. Its main purpose of establishment was to meet the growing demand of apersonal mode of transport, caused by the lack of an efficient public transport system. Itwas established with the objectives of - modernizing the Indian automobile industry,producing fuel efficient vehicles to conserve scarce resources and producing indigenousutility cars for the growing needs of the Indian population. A license and a Joint Ventureagreement were signed with the Suzuki Motor Company of Japan in Oct 1983, by whichSuzuki acquired 26% of the equity and agreed to provide the latest technology as well asJapanese management practices. Suzuki was preferred for the joint venture because of itstrack record in manufacturing and selling small cars all over the world. There was an optionin the agreement to raise Suzuki’s equity to 40%, which it exercised in 1987. Five years later,in 1992, Suzuki further increased its equity to 50%. In 2002, the government decided tohand over management control in Maruti Udyog Ltd (MUL) to Suzuki Motor Corporation(SMC) for a consideration of Rs 1,000 crore. At that time the government held 49.76 percent equity in Maruti, with SMC holding 50 per cent [Exhibit 2] and the remaining 0.24 percent being held by an employee’s trust. SMC acquired controlling stake in the country'sleading car manufacturer by way of the government renouncing its subscription to a Rs 400-crore rights issue of MUL. After the rights issue, SMC ended up having a 54.20 per cent stake in the company, with the Centre's share falling to 45.54 per cent. In June 2003, the government sold a 27.5 per cent stake in Maruti to the public at a price of Rs 125 per share to garner Rs 993 crore (Rs 9.93 billion). As of May 10, 2007, Govt....
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