Chapter-1Introduction

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 the company was owned by the Indian government, and 54.2% by Suzuki ofJapan. The Indian government held an initial public offering of 25% of the company inJune2003. As of 10 May 2007, Govt. of India sold its complete share to Indian financial institutions. With this, Govt. of India no longer has stake in Maruti Maruti Suzuki India Ltd. The Group's principal activity is to manufacture, purchase and sale of Motor Vehicles and Spare parts. The Group is a subsidiary of Suzuki Motor Corporation. The other activities of the Group comprises of facilitation of Pre-Owned Car Sales, Fleet Management and Car Financing. The Group also provides services like framing ofcustomized car policies, economical leasing ofcars, maintenance management, registration and insurance management, emergency assistance and accident management. The product range includes ten basic models with more than 50 variants. The Groups operations are in1200 towns and cities with 2628 workshops and also exports cars to othercountries. Maruti Suzuki offers 15 models, Maruti 800, Omni, Esteem, Baleno, Alto, Versa, Ritz, Gypsy, A Star, Wagon R, Zen Estilo, Swift, Swift Dzire, SX4, and Grand Vitara. Swift, Swift dzire, A star and SX4 are manufactured in Manesar, Grand Vitara is imported from Japan as a Maruti Suzuki India Limited, a subsidiary of Suzuki Motor Corporationof Japan, has been the leader of the Indian car market for over twodecades.

Its manufacturing facilities are located at two facilities Gurgaon andManesar south of New Delhi. Marutis Gurgaon facility has an installedcapacity of 350,000 units per annum. The Manesar facilities, launched inFebruary 2007 comprise a vehicle assembly plant with a capacity of100,000 units per year and a Diesel Engine plant with an annual capacityof 100,000 engines and transmissions. Manesar and Gurgaon facilitieshave a combined capability to produce over 700,000 units annually.

More than half the cars sold in India are Maruti cars. The company is asubsidiary of Suzuki Motor Corporation, Japan, which owns 54.2 per centof Maruti. The rest is owned by the public and financial institutions. It islisted on the Bombay Stock Exchange and National Stock Exchange inIndia. During 2007-08, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In all, over six million Maruti cars are on Indian roads since the first car was rolled out on 14 December 1983. Maruti Suzuki offers 15 models, Maruti 800, Omni,Esteem, Baleno, Alto,Versa, Ritz, Gypsy, A Star, Wagon R, Zen Estilo, Swift, Swift Dzire, SX4, and Grand Vitara. Swift, Swift dzire, A star and SX4 are maufactured in Manesar, Grand Vitara is imported from Japan as a completely built unit (CBU), remaining all models are manufactured in Maruti Suzuki's Gurgaon Plant. Suzuki Motor Corporation, the parent company, is a global leader in mini and compact cars for three decades. Suzukis technical superiority lies in its ability to pack power and performance into a compact, lightweight engine that is clean and fuel efficient.

Maruti is clearly an employer of choice for automotive engineers andyoung managers from across the country. Nearly 75,000 people areemployed directly by Maruti and its partners.

Chapter-2Research methodology

Research methodology is considered as the nerve of the project. Without a proper well-organized research plan, it is impossible to complete the project and reach to any conclusion. The project was based on the survey plan. The main objective of survey was to collect appropriate data, which work as a base for drawing conclusion and getting result.

Therefore, research methodology is the way to systematically solve the research problem. Research methodology not only talks of the methods but also logic behind the methods used in the context of a research study and it explains why a particular method has been used in the preference of the other methods

Primary data is the data collected for the first time. Primary data is collected through

QUESTIONNAIRE METHOD INTERVIEW METHOD

Questionnaire method is the method Interview method is the method

through which data is collected by asking through which data is collected

the questions to the respondent. By asking the questions to the

Interviewee.

Data collection methods:

After the research problem, we have to identify and select which type of data is to research. At this stage; we have to organize a field survey to collect the data. One of the important tools for conducting market research is the availability of necessary and useful data.

Primary data: For primary data collection, we have to plan the following four important aspects.

Sampling

Research Instrument

Secondary Data: The Companys profile, journals and various literature studies are important sources of secondary data.

1. Data analysis and interpretation

Questionnaires

Pie chart and Bar chaObjective

1) India largest and most popular auto manufacturer Maruti Suzuki India targets a new aim of producing ten million cars in next 6-7 years with the inauguration of its two new plants at Manesar.

2) The proud firm will likely to cross the target of producing the first one crore cars since its inception this March 15 after the company first introduce M800 from its Gurgaon plant nearly 27 years ago.

3) Maruti Suzuki India (MSI) Chairman R C Bhargava told reporters, We are setting up two new plants at Manesar. The way the market is moving, the next one crore production mark will happen much faster, say in the next 6-7 years It looks that by 2017-18, we will achieve it.

4) Maruti Suzuki is keen to invest about Rs 3,625 crore to assemble its two new plants with 2.5 lakh annual capacities each inside the Manesar facility.

5) Currently Maruti Suzuki India has an annual capacity of 8.5 lakh units at its Gurgaon plant whereas the Manesar plant produces 3.5 lakh units annually. Hence MSI, which is 54.2% owned by Suzuki Motor Corporation (SMC), is inbuilt with the overall capacity of 12 lakh units/year.

6) The brand rolled out its first popular model M800 on 14th December 1983 and since then MSI is all set to cross one crore production mark next week. Truly a proud moment for one and all that is associated with Indias largest passenger car company Maruti Suzuki.

Chapter-3CONCEPTUAL FRAMEWORK

Characteristics of a Service Marketing

Marketing defined by the AMA as an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders. The term developed from an original meaning which referred literally to going to a market to buy or sell goods or services. Seen from a systems point of view, sales process engineering marketing is "a set of processes that are interconnected and interdependent with other functions, whose methods can be improved using a variety of relatively new approaches.

1. Lack of ownership

2. Intangibility

3. Inseparability

4. Perishibility

5. Heterogeneity1) Lack of ownership: You cannot own and store a service like you can a product. Services are used or hired for a period of time. For example when buying a ticket to the USA the service lasts maybe 9 hours each way , but consumers want and expect excellent service for that time. Because you can measure the duration of the service consumers become more demanding of it. Lack of ownership refers to the production and consumption in the service process does not involve any transfer of ownership of things. Since services are intangible They can not be stored, services, products in the transaction is completed, and consumers do not have 'substantial' to have a service of new products. A bank teller, for example. Through the bank's services, the customer hands to get the money, but that does not give rise to any transfer of ownership, because the money has always been customer's own, simply allow banks to keep a period of time only. Another example is by plane after the passengers were transported from one place to another place, apt Art from holding hands at a time when passenger tickets and boarding passes (which are items that customers bought before boarding), the they no longer have anything the same time, airlines do not put anything in the transfer of ownership to the travelers. Lack of ownership when purchasing services, consumers will feel more at risk, how to overcome such consumer psychology, service sales and Marketing management personnel is a problem to be faced. At present, the service Industry developed countries, many service enterprises, the gradual adoption of 'membership scheme' for ways of maintaining business and customer relationships. As customers become corporate members, they can enjoy some special offers, so that they psychologically feel the sense that they do have some sort of business services.

2) Intangibility: You cannot hold or touch a service unlike a product. In saying that although services are intangible the experience consumers obtain from the service has an impact on how they will perceive it. What do consumers perceive from customer service? the location, and the inner presentation of where they are purchasing the service?. can not be aware of 'intangibility' can be understood in two different levels. First of all, service products and more tangible consumer goods or industrial products, services, characteristics and composition of service elements, many of which are intangible and invisible nature, people can not touch or with the naked eye to see its existence. At the same time, services, products not only the characteristics of an intangible non-use of service quality and even the interest, it is difficult to be detected, or to wait for some time, enjoy the services of others in order to feel that 'interest' existence. For example, the car fails, the car owner will be handled by the auto repair service companies, but the vehicle owners to retrieve the car, the right features and vehicle maintenance services, auto parts repaired and whether all back to normal, are difficult to detect and make judgments.However, the service products can not be truly 100% with full sense of the characteristics of the very few pieces. On the contrary, many services require the use of tangible or physical persons concerned in order to officially produce, can really provide and complete the service program. For example, the catering Industry services, not only chefs cooking service process, as well as dishes of material processing. On the other hand, with the increasing level of business services and many consumer goods or industrial products is an additional customer services a sale, and in most cases, consumers end up buying some of the physical goods such as automobiles, audio tapes, video tapes and so on, simply because they are some effective carrier. The customer, the more important is that these carriers that are hosted by the service or utility.3) Inseparability: Services cannot be separated from the service providers. A product when produced can be taken away from the producer. However a service is produced at or near the point of purchase. Take visiting a restaurant, you order your meal, the waiting and delivery of the meal, the service provided by the waiter/ress is all apart of the service production process and is inseparable, the staff in a restaurant are as apart of the process as well as the quality of food provided. Tangible industrial or consumer goods from the production, distribution to final consumption process, often through a series of intermediate links, production and consumption process has a certain time interval. Unlike the service product is, it has the characteristics of the inseparability of that service the production process and consumption processes at the same time, meaning that service personnel to provide services on their clients, is precisely the moment consumer services clients, both in the time inseparable. As the service itself is not a specific item, but rather a series of activities or processes, so in the process of service consumers and producers must have direct contact occurs, thus the process of production is consumption process. This service features that customers only and must be added to the service of the production process to final consumption to the service. One of the most simple example is that patients need a doctor made it clear that disease, doctors can make a diagnosis and prescribe the right medicine.

4) Perishibility: Services last a specific time and cannot be stored like a product for later use. If traveling by train, coach or air the service will only last the duration of the journey. The service is developed and used almost simultaneously. Again because of this time constraint consumers demand more. Services are deeds, performance or act whose consumption take place simultaneously; they tend to perish me the absence of consumption. Hence, services cannot be stored. The services go waste if they are not consumed simultaneously i.e. value of service exists at the point when it is required. The perishable character of services adds to the service marketer problems. The inability of service sector to regulate supply with the changes in demand; poses many quality management problems. Hence, service quality level deteriorates during peak hours in restaurants, banks, transportation etc. This is a challenge for a service marketer. Therefore, a marketer should effectively utilize the capacity without deteriorating the quality to meet the demand.5) Heterogeneity: It is very difficult to make each service experience identical. If traveling by plane the service quality may differ from the first time you travelled by that airline to the second, because the airhostess is more or less experienced. A concert performed by a group on two nights may differ in slight ways because it is very difficult to standardize every dance move. Generally systems and procedures are put into place to make sure the service provided is consistent all the time, training in service organizations is essential for this, however in saying this there will always be subtle differences. Services are highly variable, as they depend on the service provider, and where and when they are provided. Service marketers face a problem in standardizing their service, as it varies with experienced hand, customer, time and firm. Service buyers are aware of this variability. So, the service firms should make an effort to deliver high and consistent quality in their service; and this is attained by selecting good and qualified personnel for rendering the service. Services involve people, and people are all different. There is a strong possibility that the same enquiry would be answered slightly differently by different people (or even by the same person at different times). It is important to minimize the differences in performance (through training, standard-setting and quality assurance

Marketing mix of Maruti suzuki

4Ps OF MARUTI SUZUKI SWIFT PRODUCT

PRICE

PROMOTION

PLACE

Product: Maruti Suzuki might soon bring Suzuki Cervo to India. Its a beautiful small car which can give Maruti a new fresh contender to compete with the tough competitions like Chevrolet Beat and Hyundai i10.

I have recently reviewed Chevrolet Beat and published comparison between Chevrolet Beat Vs Maruti Wagon R, which shows that Maruti needs a new small car with nice features and low price to compete with new entrants in the Indian Small Car Market. In this article I will share with you the features and specifications of Maruti Suzuki Cervo that may be very soon launched in India by Maruti. The Maruti Suzuki Cervo might be launched around end of year 2010. The Maruti Cervo may be launched in the segment between Maruti Alto and Maruti A-star.

Specifications of Maruti Suzuki Cervo

There are the specifications of Suzuki Cervo, the Cervo expected to be launched in India by the end of the year will most probably have same specifications:

658 CC MPFI Petrol Engine 3 Cylinder / 4 Valves per cylinder engine

Max Power 54 BHP @ 6500 rpm

Max Torque 64 Nm @ 3500 rpm

Length : 3395 mm

Width : 1475 mm

Height : 1535 mm

Wheelbase : 2360 mm

Wight : 790 Kg

13 Inches Wheels

30 Liter Fuel Tank

5 Speed Manual TransmissionFeatures of Maruti Suzuki Cervo

Maruti Suzuki Cervo will have sleek and beautiful metropolitan look and compactness of a urban car. The interior space will be comfortable for seating of 4 adult passengers. The compact hatchback design will make it easy to maneuver in congested traffic and city roads.

The base model of the car is expected to have power steering and AC as standard. Depending on the price point, the body colored bumpers,body colored door handles and outside mirrors may not be a part of the base model however middle and higher models will come with these features.

Interiors will be of good quality and attractive. Most of the modern small cars like Chevrolet Beat , Chevrolet Spark , Hyundai i10 etc are focusing on the quality of Interiors and thus it makes it important for Maruti to take care of the Interiors of Maruti Cervo.

The higher models of Maruti Suzuki Cervo are expected to be available with safety features like ABS and Airbags. So far there is no official announcement on the variants and launch dates. I will keep you updates as soon as I get some more information on the same. For free updates, sign up for our free email newsletter. You can also follow @carblogindia on Twitter .

Maruti has not announced any update on launch since its initial announcement, its unlikely that this car will make it to Indian Automobile market in coming 2 years or so. However a small carwhichwill replace Maruti 800 (clickhere for picture) will be launched in coming one year. The car is codenamed YE3 and in under development for quite some time now. The car will be based on existing Maruti Alto, but maybe smaller in size than Alto. Cervo may not make its way to India anytime soon.

PRICE

Maruti is expected to take Hyundai heads on with the pricing of their upcoming Maruti Suzuki Swift car. After launching cars for the masses since so many years, Indias largest automobile manufacturer is now targeting the premium segment with their latest model from the Suzukis stable. The analysts predict the pricing

PROMOTION

When Maruti Udyog launched the Swift in May last year, the automotive industry was agog with expectation that the car had the makings of a real winner. Three versions were launched with the base variant carrying a retail tag of Rs 3.85 lakh, ex-showroom, New Delhi, and this aggressive pricing only reinforced this feeling.

A year later, the company says the Swift is now the most-sold car in the first year of any car in the history of the Indian automobile industry, having totted up sales of 61,200 units.

This is higher than what Maruti had initially planned to sell. The car recorded an estimated 4,000 bookings at the time of its launch, and the initial output of 200 units a day on a two-shift basis, wasnt enough to cope with demand.

In October, the company increased capacity for the Swift which helped cut down on the waiting time from an estimated three months. The company currently makes over 300 units every day.

The Swift has made a real impact in the small hatchback segment leaving its closet rival, the Getz far behind. Between April 2005 and April 2006, Hyundai sold 16,872 units of the Getz. Maruti is now gearing up for the diesel version of the Swift which is expected to debut by October. The diesel version will benefit from the excise sops in this years buget, and it remains to be seen how the models fares in the marketplace.

PLACE

The car manufacturing company, called Maruti Suzuki Automobiles India Limited, is a joint venture between Maruti Udyog and Suzuki Motor Corporation holding a 70 per cent and 30 per cent stake respectively.

The Rs.1,524.2 Crore plant has a capacity to roll out 1 lakh cars per year with a capacity to scale up to 2.5 lakh units per annum. The car manufacturing plant will begin commercial production by the end of 2006.

The engine and the transmission plant has owned by Suzuki Power train India Limited in which Suzuki Motor Corporation would hold 51 per cent stake and Maruti Udyog holding the balance.

The ultimate total plant capacity is three lakh diesel engines. However, the initial production is 1 lakh diesel engines, 20,000 petrol engines and 1.4 lakh transmission assemblies.

Chapter-4 COMPANYS PROFILEHistory

Maruti Suzuki is India and Nepal's number one leading automobile manufacturer and the market leader in the car segment, both in terms of volume of vehicles sold and revenue earned. Until recently, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of Japan. The BJP-led government held an initial public offering of 25% of the company in June 2003. As of 10 May 2007, the government of India sold its complete share to Indian financial institutions and no longer has any stake in Maruti Udyog.

Maruti Udyog Limited (MUL) was established in February 1981, though the actual production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car which at the time was the only modern car available in India, its only competitors- the Hindustan Ambassador and Premier Padmini 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. Models similar to Maruti Suzukis (but not manufactured by Maruti Udyog) are sold by Suzuki Motor Corporation and manufactured in Pakistan and other South Asian countries

The company exports more than 50,000 cars annually and has an extremely large domestic market in India selling over 730,000 cars annually. Maruti 800, till 2004, was the India's largest selling compact car ever since it was launched in 1983. More than a million units of this car have been sold worldwide so far. Currently, Maruti Suzuki Alto tops the sales charts.

Due to the large number of Maruti 800s sold in the Indian market, the term "Maruti" is commonly used to refer to this compact car model. Its manufacturing facilities are located at two facilities Gurgaon and Manesar south of Delhi. Maruti Suzukis Gurgaon facility has an installed capacity of 350,000 units per annum. The Manesar facilities, launched in February 2007 comprise a vehicle assembly plant with a capacity of 100,000 units per year and a Diesel Engine plant with an annual capacity of 100,000 engines and transmissions. Manesar and Gurgaon facilities have a combined capability to produce over 700,000 units annually. More than half the cars sold in India are Maruti Suzuki cars. The company is a subsidiary of Suzuki Motor Corporation, Japan, which owns 54.2 per cent of Maruti Suzuki. The rest is owned by public and financial institutions. It is listed on the Bombay Stock Exchange and National Stock Exchange in India.

Due to the large number of Maruti 800s sold in the Indian market, the term "Maruti" is commonly used to refer to this compact car model. Its manufacturing facilities are located at two facilities Gurgaon and Manesar south of Delhi. Maruti Suzukis Gurgaon facility has an installed capacity of 350,000 units per annum. The Manesar facilities, launched in February 2007 comprise a vehicle assembly plant with a capacity of 100,000 units per year and a Diesel Engine plant with an annual capacity of 100,000 engines and transmissions. Manesar and Gurgaon facilities have a combined capability to produce over 700,000 units annually. More than half the cars sold in India are Maruti Suzuki cars. The company is a subsidiary of Suzuki Motor Corporation, Japan, which owns 54.2 per cent of Maruti Suzuki. The rest is owned by public and financial institutions. It is listed on the Bombay Stock Exchange and National Stock Exchange in India.

During 2007-08, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In all, over six million Maruti Suzuki cars are on Indian roads since the first car was rolled out on 14 December 1983. Maruti Suzuki offers 14 models, Maruti 800, Alto, Wagonr, Estilo, A-star, Ritz, Swift, Swift D Zire, SX4, Omni, Eeco, Gypsy, Grand Vitara, Kizashi. Swift, Swift DZire, A-star and SX4 are manufactured in Manesar, Grand Vitara and Kizashi are imported from Japan as completely built units(CBU), remaining all models are manufactured in Maruti Suzuki's Gurgaon Plan.

Suzuki Motor Corporation, the parent company, is a global leader in mini and compact cars for three decades. Suzukis technical superiority lies in its ability to pack power and performance into a compact, lightweight engine that is clean and fuel efficient. Nearly 75,000 people are employed directly by Maruti Suzuki and its partners. It has been rated first in customer satisfaction among all car makers in India from 1999 to 2009 by J D Power Asia Pacific.

Maruti Suzuki Brand Identity

Brand equity is strategically crucial, but famously difficult to quantify. Many experts have developed tools to analyze this asset, but there is no universally accepted way to measure it. In a survey of nearly 200 senior marketing managers, only 26 percent responded that they found the "brand equity" metric very useful.

Brand equity is the marketing effects and outcomes that accrue to a product with its brand name compared with those that would accrue if the same product did not have the brand name. Fact of the well-known brand name is that, the company can sometimes charge premium prices from the consumer and, at the root of these marketing effects is consumers' knowledge. In other words, consumers' knowledge about a brand makes manufacturers and advertisers respond differently or adopt appropriately adept measures for the marketing of the brand. The study of brand equity is increasingly popular as some marketing researchers have concluded that brands are one of the most valuable assets a company has. Brand equity is one of the factors which can increase the financial value of a brand to the brand owner, although not the only one. Elements that can be included in the valuation of brand equity include (but not limited to): changing market share, profit margins, consumer recognition of logos and other visual elements, brand language associations made by consumers, consumers' perceptions of quality and other relevant brand values.

The purpose of brand equity metrics is to measure the value of a brand. A brand encompasses the name, logo, image, and perceptions that identify a product, service, or provider in the minds of customers. It takes shape in advertising, packaging, and other marketing communications, and becomes a focus of the relationship with consumers. In time, a brand comes to embody a promise about the goods it identifiesa promise about quality, performance, or other dimensions of value, which can influence consumers' choices among competing products. When consumers trust a brand and find it relevant, they may select the offerings associated with that brand over those of competitors, even at a premium price. When a brand's promise extends beyond a particular product, its owner may leverage it to enter new markets. For all these reasons, a brand can hold tremendous value, known as brand equity.

Maruti Suzuki a subsidiary of Suzuki Motor Corporation is present in the Indian car industry for over two and a half decades with a market share of around 45%. Among recent launches like Zen Estilo, Swift and Ritz, the company is promoting their newest car, A-star. The car is sold as Alto in Europe and competes with Hyundai i10 in India targeting the 25-30 age-group. Their latest campaign in four variants brings forth a youth factor in the product. While the campaign speaks about design, aesthetics and better mileage like most other car campaigns in its category do, the only highlight is the automatic variant which is a new foray in the category. The campaign though brings out style, youthfulness and wackiness in its product presentation, fails to create any further distinction in product positioning

their product launches and subsequent campaigns to reflect the companys brand image While the viewer would enjoy the campaign at first glance, it does not manage to create enough buying interest in the mind of a serious buyer. By leveraging on the company brand, not only would the product have gained extra mileage through a higher brand recall but also added credibility to the brand itself. The car could have been strategically positioned outside competition by focusing on new features, customer needs (that are customarily not advertised) and even customer service that define most car brand perceptions today. Companies like Maruti Suzuki need to plan their campaign to leverage on their existing brand equity and not have the product brand over-shadow the company brand. This is how company brands such as Mercedes, Toyota and BMW have built larger than life auras around them and strategies.

MARUTI SUZUKI INDIA LIMITED

CODE OF BUSINESS CONDUCT AND ETHICS

As a responsible corporate citizen, Maruti Suzuki India Limited (Maruti or the Company) has always believed in following highest standards of Corporate Governance. Being a listed Company, every act of the Company, its Board Members and its employees is the focus of public attention and accordingly, there is a need to reinforce Marutis commitment towards maintaining highest standards of Corporate Governance.

This Code of Business Conduct and Ethics (Code of Conduct or Code) helps ensure compliance with our standards of business conduct & ethics and also with regulatory requirements. All Senior

Management Personnel are expected to read and understand this Code of Business Conduct and Ethics, uphold these standards in day-to-day activities and also comply with all applicable standards, policies and procedures of the company.

This policy should be read in conjunction with applicable regulations & existing policies & procedures of the Company. You can also contact the Secretarial & Legal Department if you have any questions or clarifications.

Some important code of ethics

APPLICABILITY: This Code of Conduct is applicable to all Senior Management Personnel which would include the directors of the Company, the top management personnel (i.e., executive directors & advisors at executive director level) & all functional heads (including management personnel with direct functional reporting to directors & top management personnel). All Senior Management Personnel are expected to comply with the letter and spirit of this Code. The Senior Management Personnel should continue to comply with other applicable laws & regulations and the relevant policies, rules and procedures of the Company.INTERPRETATION OF THE CODE: In this Code the term Relative shall have the same meaning as defined in Section 6 of the Companies Act, 1956. In this Code, words importing the masculine shall include feminine and words importing singular shall include the plural or vice versa. Any question or interpretation under this Code of Business Conduct and Ethics will be considered and dealt with by the Board or any person authorized by the Board on their behalf.COMPLIANCE WITH APPLICABLE LAWS & REGULATIONS: Senior Management Personnel must comply and where applicable, oversee compliance by employees with all the laws, rules and regulations applicable to the Company and its employees. Each Senior Management Personnel must acquire appropriate knowledge of the requirements relating to his duties sufficient to enable him to recognize potential non compliance issues and to know when to seek advice from the Legal Department on specific Company policies and procedures. No payment or transaction should be made or undertaken, by a Senior Management Personnel or authorized or instructed to be made or undertaken by any other person or the Company if the consequence of that transaction or payment would be the violation of any law in force.HONESTY, INTEGRITY & ETHICAL CONDUCT: Senior Management Personnel shall act in accordance with the highest standards of integrity, honesty, fairness and ethical conduct while working for the Company as well when representing the Company. Honest conduct means conduct that is free from fraud or deception. Integrity & ethical conduct includes ethical handling of actual or apparent conflicts of interest between personal and professional relationships. Senior Management Personnel should promote ethical behavior and take steps to ensure that the Company promotes ethical behavior and also encourages employees to freely report violations of laws, rules, regulations or the Company's Code of Conduct to the appropriate personnel.CONFLICT OF INTEREST: Senior Management Personnel must avoid and promptly disclose to the Company potential conflicts of interest regarding any matters concerning the Company (including its subsidiaries & joint ventures). A conflict of interest exists where the interests or benefits of Senior Management Personnel conflict with the interests or benefits of the Company.BUSINESS INTEREST: If any Senior Management Personnel is considering investing in any customer, supplier, developer or competitor of the Company, he or she must first take care to ensure that these investments do not compromise on their responsibilities to the Company. Several factors are involved in determining whether a conflict exists, including the size and nature of the investment; the Senior Management Personnels ability to influence the Companys decisions; his access to confidential information of the Company and the nature of the relationship between the Company and the other Company or person. Accordingly, it is appropriate that the Senior Management Personnel make a disclosure to the Board before making such an investment and obtains a pre-approval/no objection from the Board of Directors.Mission-Vision Statement

Vision: Visions of any company are those values on which company works. As the MUL is started by Governmental initiatives it tends to be more consumer oriented and hence cost effective, but on the other hand Suzukis participation ensures not only need of the profit, but of the need of maximum profit. The only way for this Noras dilemma of selecting principals for companys working vision ,was to maximize profit and reducing cost by maximizing output and sales Hence MUL declared its Vision as-The Leader in the Indian Automobile Industry, Creating Customer Delight1 and Shareholder's Wealth2; eventually become a pride of IndiaCustomer Delight1 is making sure that performance, after sales service and customer support are best and beyond expectation. Shareholders wealth2 is the prime concern for running business smoothly.MUL knows this and understands customer is king, he can change the fortune of any company, hence goes companys brand line: COUNT ON US!

Mission: Mission is the statement of an organizations purpose, what it want to accomplish in the larger environment and its goals which are specific, realistic and motivating. Missions are described over visions and visions demand certain objectives. The main objectives/Missions of MUL are:

- Modernization of the Indian Automobile Industry.

- Developing cars faster and selling them for less.

- Production of fuel-efficient vehicles to conserve scarce resources.

- Production of large number of motor vehicles which was necessary for economic growth.

- Market Penetration, Market Development Similarly Product Development and Diversification.

- Partner relationship management, Value chain, Value delivery network.

Customer Satisfaction of Maruti

It was in 1970 that Sanjay Gandhi envisioned the manufacture of maruti which is known popularly as the peoples car it is maruti which is known to give wheels to the nation. The first car of mauti was rolled out on Dec. 14, 1983 after a collaboration with Suzuki motors. Satisfaction is a persons feeling of pleasure or disappointment resulting from a comparing perceived performance in relation to his or her expectation. If the performance falls short of expectation, the consumer is dissatisfied. If the performance matches the expectations, he consumer is satisfied. If the performance exceeds expectation, the customer is highly satisfied or delighted. In todays competitive scenario firms consistently tries to satisfy his existing customer to get more customers in every regards. To meet the desired expectation of customers companies has to look around all aspects of products services and of course market condition, otherwise they may be out of the race. Automobile industry has the same competitiveness and every firm in the industry is consistently working for enhancing their product and services. The study widely concentrates on the level of satisfaction amongst customers for which I did Exploratory Research to check the satisfaction level amongst the customers of Maruti as the popular punch line also says Count On Us.

India is an emerging country with huge potential. The domestic economy is now growing at around 9-10% per annum and Indias importance in global terms is being reinforced by rapidly rising exports and domestic consumption. At a time when numbers of a slowdown and overheating in the Indian economy have started gaining momentum, the Indian rupee sprang a surprise by pushing the GDP figure past the trillion-dollar (42,00,000 crore) mark.The automotive industry is at the center of Indias new global dynamic. The domestic market expanding rapidly as incomes rise and consumer credit becomes more widely available....

Maruti Suzuki Ranks Highest in Automotive Customer Satisfaction in India For a Ninth Consecutive Year Singapore: Oct 20th, 2008 SINGAPORE: 20 October 2008 - For a ninth consecutive year, Maruti Suzuki ranks highest in customer satisfaction with authorized dealer service in India, according to the J.D. Power Asia Pacific 2008 India Customer Service Index (CSI) Study released today.

The study, now in its 12th year, measures satisfaction among vehicle owners who visited their authorized dealership service center for maintenance or repair work during the first 12 to 18 months of ownership, which typically represents the warranty period. Overall satisfaction is determined by examining seven measures (listed in order of importance): problems experienced; service quality; user-friendly service; service advisor; service initiation; service delivery; and in-service experience.

Maruti Suzuki achieves an overall CSI score of 820 on a 1,000-point scale. Overall customer satisfaction with dealer service for the industry improves slightly in 2008-up by 3 points since 2007, with six of the 11 ranked brands demonstrating gains. While ranking below the industry average, Tata and Mahindra emerge as the most improved brands, respectively, particularly in the areas of service initiation, quality of service advisors and in-service experience.

"Maruti Suzuki has effectively implemented simple procedures that improve satisfaction with the value of work performed and perceptions of the fairness and honesty of the dealer, such as greeting service customers quickly upon arrival and fully explaining charges and repairs," said Mohit Arora, senior director at J.D. Power Asia Pacific, Singapore. "Instituting these low-effort, yet high-impact practices helps to foster trust among customers, which is critical to building loyalty for future service and sales opportunities."

The study finds that the proportion of vehicles brought in and serviced within the same day has increased to 55 percent this year from 49 percent in 2007. Quick completion of service is a key source of customer delight, particularly for customers who visit the dealer for routine maintenance.

"Quick service turnaround induces a feeling of convenience and comfort for customers, especially as life styles become more fast paced," said Arora. "Dealers that provide expedient service not only delight their customers but also benefit from greater dealership profitability as a result of high levels of asset utilization."

The study also finds that customer-reported costs of operation for petrol-powered vehicles have risen by seven percent since 2007, primarily due to rising fuel costs. In contrast, owners of diesel-powered vehicles report a minimal increase in operating costs in 2008, compared with 2007. The overall cost of vehicle operation is an aggregation of three components: fuel; repair and maintenance; and tire expenses.

"Consumers in India have traditionally exhibited higher sensitivity to the costs of vehicle operation, compared with consumers in other international markets," said Arora.. "In India, customer intent to recommend a model or repurchase a make is strongly influenced by satisfaction with vehicle operating costs."

The study finds that overall advocacy rates have declined, with 77 percent of owners in 2008 reporting that they "definitely would" recommend their vehicle make, compared with 82 percent in 2007. Customer loyalty rates have remained stable from 2007, with 64 percent of owners in 2008 saying they "definitely would" repurchase their vehicle make, compared with 63 percent in 2007. However, the study also finds that rates of advocacy and loyalty are much higher among highly satisfied customers (those with satisfaction scores averaging above 867) than among customers with lower levels of satisfaction. Approximately 94 percent of highly satisfied customers say they "definitely would" Recommend their vehicle make, and 84 percent report they "definitely would" repurchase their vehicle make. In contrast, among customers with the lowest levels of satisfaction (averaging below 709), only 55 percent of customers "definitely would" recommend, and only 43 percent report that they "definitely would" repurchase their current vehicle make.

The 2008 India Customer Satisfaction Index (CSI) study is based on responses from more than 5,594 owners of nearly 41 different vehicle models. The study was fielded from May to August 2008 and includes customers who serviced their vehicles at authorized service facilities between November 2006 and August 2007.

R&D potentialMaruti Suzuki India Limited (MSIL), which had earlier decided to hire 1,000 professionals for its Engineering, Research ,Design and Development Division by 2010, is now looking to ramp it up further to 1,200 in the next financial year. It is to be mentioned that currently 970 people are stationed in their R&D centre and other 30 will be roped in shortly. The company is also hopeful to strengthen its capability in developing new models from the R&D team in India. Moreover, MSI is keen to develop its in-house capability with Suzukis support and will also act as the designing and manufacturing hub for small cars for the ASEAN region. Currently, Maruti Suzukis existing boffins are busy developing a made-in India car that is slated to hit the market by 2012-13.

Shinzo Nakanishi, chief executive officer and managing director of the company had earlier said in the report that the Indian market needs an additional R&D capability to help keep refreshing model portfolio. Indian engineers will focus on the Indian market and come out with India-specific models apart from bringing customised versions of global models to India, he added.

A separate HR team is supporting our R&D & Engineering team on required HR processes to facilitate this ambitious growth plan whereby we would design new products for the Indian market while working alongside Suzuki Motor Corporation (SMC) R&D and Engineering team on future global projects, he added. MSIL R&D will work not only for the Indian market, but also for the ASEAN region while SMC would focus on R&D for Japan, Europe and US and on new automobile technology like hybrids, electric vehicles etc

R&D team was just 175 in 2003looking back, the strength of the MSIL R&D team was just 175 in 2003 when it was engaged in working on live projects like co-designing with SMC for Swift, Swift Dzire, Estilo, KB engines, working on facelifts, & conceptualising , designing & developing small cars for India.

While facelifts and new model activities will continue in future to take care of the large portfolio, the scope will broaden. In future, we would complement the SMC R&D in Japan to meet the global requirements, added IV Rao, managing executive officer (engineering), Maruti Suzuki India Limited.

He added that even in the midst of global economic crisis, hiring had continued with special focus on R&D & Engineering talent. That was the best time to pick up talent. We recruited two foreigners and five Indian migrants with a vast experience in automotive sector who were looking for an opportunity to relocate during the crisis,

Maruti Suzuki was allotted 700 acres of full-fledged R&D centre.Last year, Maruti Suzuki was allotted 700 acres of land by the Haryana government at Industrial Model Township (IMT) Rohtak for setting up a full-fledged R&D centre. The centre, which is under construction, will also house a test course besides accommodating its ancillaries. In addition to complete design and development of the vehicle, it will also have facilities for component durability testing and performance evaluation. It is expected to provide house laboratories for wind tunnel testing, collision testing, emission testing, durability testing.

Of the 700 acres allotted, 100 acres will be leased out to Maruti Suzuki India Limited ancillaries. 600 acres would be utilised for setting up the R&D facility and test course. The new facility is expected to attract investment of approximately Rs. 1,000 crore to the region and will be the largest facility of Suzuki Motor Corporation outside Japan. This is in addition to the Rs. 9,000 crore that the company has earmarked for a diesel manufacturing plant, a port-based facility and modernisation.

New Delhi: Maruti Suzuki said that it would increase the contribution of its research and development work (R&D) on its less than 1200cc engines in India from 30 per cent to 90 per cent within a few years. Earlier, 70 per cent of the R&D work was being done by the companys Japanese parent, Suzuki Motor Corporation (SMC).Addressing its shareholders at the company's 27th AGM, R C Bhargava, chairman of Maruti Suzuki, said, "At the board meeting, Osamu Suzuki (Chairman of SMC) has asked Maruti Suzuki to increase its R&D work on engines which are less than 1200cc."Recently, the car major had announced plans to fit the soon-to-be-launched car, A-Star, with the advanced K-series engines, which complies with the Euro 5 emission regulations.

Commenting on the car major's future plans, Bhargava echoed Osamu's view about the global trend in auto sales, where consumers would gravitate towards small cars and shun larger cars. "With prices of oil and other commodities rising, the chances of them reverting to their lower prices are improbable.

Small cars are the future. Here's an opportunity for Suzuki Motor Corporation to leverage its expertise in manufacturing smaller cars economically," Bhargava said.Maruti Suzuki which exported about 50,000 cars in FY08, plans to re-enter the European markets with the A-Star compact car. It exited the European market two years ago, for want of a suitable model. The company plans to export about 100,000 cars in Europe and other parts of the world. In its recent annual report, the company had announced its plans to export 200,000 cars by 2011.

Bhargava also spoke about Osamus blueprint for the Suzuki Motor Corporation, which he said would focus on developing green vehicles that would run on CNG, multi-fuels, and electric batteries.

At the AGM, the company hinted at the expansion & modernisation of its production facilities at an estimated Rs 9,000 crore to be completed by 2010.

Maruti R & D centre to develop multiple fuel options The Hindu Business Line Hyderabad: Researchers at Maruti R&D centre in India are working on multiple fuel options for all the company cars and expect to roll them out in a phased manner, according to Mr I.V. Rao Managing Executive Officer (Engineering), Maruti Suzuki India.MARUTI SUZUKIs HUMAN RESOURCES

Maruti Suzuki creates working environments that enable its employees to demonstrate their capabilities, focus on their work, and create value for their customers. Employees are encouraged to take a creative and individual approach to challenges, with a strong emphasis placed on performance and skilland equal, merit-based opportunities across the board.

HR Principles

1. Creativity and Autonomy:An individual's creativity is the basis for value creation. Maruti suzuki respects diversity and autonomy, allowing each of its employees to exercise their creativity to the full.2. Competence:Competence is the cornerstone of performance and thus we take competence to be the most important factor our personnel decisions.3. Performance-based Rewards:Rewards based on performance are essential for motivation. Maruti suzuki evaluates performance results fairly and rewards them accordingly.4. Equal Opportunities:Equal opportunities build trust among people. Maruti suzuki ensures equal opportunities regardless of gender, race, age, religion, or nationality5. Long-term Perspective:Maintaining a long-term perspective is the foundation for maruti suzuki human resource policies. maruti suzuki 's human resource programs are designed with a long-term perspective and implemented with dedication and persistence.

6. Training:Through its education centers worldwide, maruti suzuki offers diverse educational programs to its employees. These opportunities are accorded by rank and job to encourage growth and developmentto instill the professional capabilities theyll most need, such as enabling them to apply the latest technologies to their work.

7. Rewards:Maruti suzuki employs a competitive, unique rewards system that takes account of employee working situations by nation, region, and job. This rewards system motivates employees to perform better by helping enhance their quality of life.

Maruti suzuki 's rewards system features both fixed salaries and flexible salaries.

Fixed salaries are determined every year through a fair evaluation process. Flexible salaries are immediate rewards given to individual employees for their performance and competenceStrategies adopted by the organization

Maruti suzukifollows 10 commandments which are as follows.

1. Foster working environment-5S Environment

2. Fast execution is key to success

3. Transparent and fast communication-open communication

4. Update market -knowledge Demographics

5. Win Win relationship with the trade partners

6. Customer is the king

7. Even Billing Road to ach supplier A

8. Be in touch with the market (70% Market, 30% Office).

9. Plan and Execute annual marketing Calendar-Time to market

10. Display share of 50% -to get 50% consumer share.MARUTI SUZUKI PRODUCT PORTIFOLIO

Maruti 800,

New Alto k-10

Sedan

Esteem

Zen

Omni

Wagonr

Gypsy king sierra

Zen Estilo

Grand vitara

HYPERLINK "http://www.bajrangautoparts.com/cms/uploaded_files/brand-models/Suzuki-SX4-Sedan.jpg" \o "Suzuki SX4 Sedan"

Chapter-5

COLLECTION AND ANALYSIS OF DATA

Analysis:-

Q1. Have you ever purchased any car of Maruti Suzuki during Exhibitions?

Yes

No

Inferences

1. 65 % of Customer have not purchased any consumer durable from exhibitions.

2. Only 40 % people have purchased.

3. It shows that consumers are coming in the exhibition for knowledge of product and also they want to know that weather there is actual price difference in exhibition and shop or not.

4. Consumer also wants to compare to the different brand which are available in the exhibition.

5. So exhibitions are more useful to increases brand awareness.

6. People are less interested to purchase product from the exhibition.

Q.2While purchasing car which feature influence you?

Price

Product feature

Brand

Service

Durability

Inference

1. 25% of customer gives importance to price. So it shows that Indian consumers are very price sensitive. They give more importance to price over the brand.

2. 30% give importance to brand. So price and Brand matter a lots for the costumers. And they are also want best brand in best price.

3. 15% to product feature Service 20% and durability 10% Service is also a big factor for the customer they are less interested in the durability.Q3. From where you prefer buying a car?

Through advertisement

Dealers

Showroom

Inference

1. A majority of customers prefer to buy from showrooms. Very less proposition of customers buys from Exhibitions.

2. 40% customers are prefer to by from the showrooms because the showrooms are more convenient to customers they also think that these shops give more discounts.

3. People are less interested to buy from the exhibition they only visit the exhibition for price quotation of the product and the comparison of the product.Q.4.You prefer to buy from the same as you have mentioned in Q.3 because of following reasons

Attractive Price

Service

Demonstrations

Offers

Inference

1. Customers buy from showrooms because of the service and convenience. These are two main factors.

2. Customers are preferred to buy from the showroom because of they think that these convenient store may provide good after sell service.3. Customer also thinks that there is more chance to bargain and they can get more discounts in these showrooms.

4. Price also a factor that attract the customer in these showrooms.

Q.5.Which Car of Maruti of do you have?

SWIFT

SWIFT DZIRE ESTEEM

MARUTI800

ALTO

Inference1. Maruti 800 is a city car manufactured by Maruti Suzuki in India. It is a rebadged version of an old model of the Suzuki Alto. Over 2.5 million Maruti 800s have been sold since its launch in 1983. The same car is sold in Pakistan as the Suzuki Mehran with a much older 1980s era Suzuki SS80 carburetor based engine. 2. It used to be the best selling car in India until 2004; upon its launch the Maruti Alto took that title. It is also exported to a number of countries in South Asia including Nepal, Bangladesh and Sri Lanka, and to some South American markets (as Chile, sold as Suzuki Maruti), and was available in selected European markets between 1988 and 1992, sold as the Suzuki Maruti.3. Maruti Suzuki 800 STD BS3- this model Maruti Suzuki 800 car features a 796cc engine with three cylinders. It has got manual transmission and manual steering. It has got gas filled shock absorbers. It has got an acceleration speed of 21 seconds. It has got 17 km/Lt Mileage. It comes with rear seat head rest. It has adjustable head lights with halogen head lamps and engine immobilizer. This model of Maruti Suzuki 800 car prices are around Rs 1, 85, 715. . Q.6. How frequently you change your cars?

1-3 years

3-5 years

5-10 years

More than 10 years

INFERENCE1. Customers prefer to change consumer durables within 5-10 years. In India people do not change consumer durable frequently.

2. 5% customers do not change their consumer durable within 10 year.

3. It represent that Indian consumer do not prefer to change their consumer durable frequently.

Chapter-6Data interpretation or Swot analysis

CUSTOMER SURVEY FINDINGS :1. Secondary supports play an important role in the customers mind and create awareness among the customers. The secondary support includes Demonstration, Exhibition & Even Sponsors.

2. From the survey it was found out that the majority of customers dont buy consumer durables from exhibitions. They just visit the exhibitions to see the co. latest model.

3. They want to buy from the showrooms or from co. showrooms. For them service is important .Beside convenience and other factors service is key factor.

4. Also majority of customers find suitable way of financing scheme for purchasing the product /cars.

5. There was heavy rush on weekends so large numbers of ISDs were appointed that day. Also the live demo calls helps in selling.

6. Customers are also now very choosy in buying the product and it is important for the company to make loyal customer of their brand.

7. In survey we found that maruti suzuki has captured maximum market share in every category. Maruti suzuki dominates Ritz ,Swift ,SX4, A-star category.

8. maruti suzuki and Honda have bottle neck competition in TV and REF. category.

9. The product is well aware and it is on top of mind of customer.

10. Customers are also now very choosy in buying the product and it is important for the company to make loyal customer of their brand.

SWOT ANALYSIS OF MARUTI UDYOG LTD.

STRENGTHS

WEAKNESSES

OPPURTUNITIES

THREATS

STRENGTHS

The Quality Advantage:Maruti Suzuki owners experience fewer problems with their vehicles than any other car manufacturer in India (J.D. Power IQS Study 2004). The Alto was chosen No.1 in the premium compact car segment and the Esteem in the entry level mid - size car segment across 9 parameters.

The J.D. Power APEAL Study 2004 proclaimed the Wagon R no. 1 in the premium compact car segment and the Esteem No.1 in the entry level mid - size car segment. This study measures owner in terms of design, content, layout and performance of vehicles across 8 parameters.

A Buying Experience like No Other:Maruti Suzuki has a sales network of 307 state-of -the-art showrooms across 189 cities, with a workforce of over 6000 trained sales personnel to guide our customers in finding the right car. Our high sales and customer care standards led us to achieve the No.1 nameplate in the J.D. Power SSI Study 2004.

Quality Service across 1036 Cities:In the J.D. Power CSI Study 2004, Maruti Suzuki scored the highest across all 7 parameters: least problems experienced with vehicle serviced, highest service quality, best in-service experience, best service delivery, best service advisor experience, most user-friendly service and best service initiation experience. 92% of Maruti Suzuki owners feel that work gets done right the first time during service. The J.D. Power CSI study 2004 also reveals that 97% of Maruti Suzuki owners would probably recommend the same make of vehicle, while 90% owners would probably repurchase the same make of vehicle.

WEAKNESSES

Commodity price risks:

MULs commodity price risks relates to higher costs due to changes in prices of inputs such as Ferro-alloys (steel). non Ferro-alloys (aluminum).plastics and rubber which go into the production of automobile. In order to mitigate these risks the companys continues to attempt to enter into long-term contracts based on its projections of prices. In a volatile commodity market where your company gives top priority to ensuring smooth availability of inputs .long term contract are helpful. They also help minimize the impact of growing input prices conversely. Long term contacts dilute the benefits. If any of a decline in input prices.

Exchange rate risks:

Your company is exposed to the risks associated with fluctuations in foreign exchange rates mainly on import of components & raw materials and export of vehicles. Your company has a well structured exchange risk management policy .the company manages its exchange risk by using appropriate hedge instruments depending on the prevailing market conditions and the view on the currency OPPURTUNITIES

Leading Growth:As the market leader, MUL led the growth in the passenger car sector last year. Maruti's sales went up 30% to 4,72,000/- units. This is the highest annual sale since the company began operations 20 years ago. Maruti also gained market share, mainly on account of its performance in the competitive A2 segment where it increased its share from 40.3% in 2002-03 to 47.7% in 2003-04.

The record sales performance was reflected in the financials. Net Sales (excluding excise) grew by 31% to Rs 93,456 million. Operating Profit Margin increased from 0.8 % in 2002-03 to 4.7 % in 2003-04. Profit After Tax jumped 2700 million to Rs 5421 million.

MUL is committed to motorising India. Towards this end, company's partnership with State Bank of India and its Associate Banks took organised finance to small towns to enable people to buy Maruti cars.

THREATS

THREATS FROM COMPETITORS:Tata Motors LimitedIn the 2004 fiscal year, Tata Motors generated revenues of $3,542.2 million (INR154,935.2 million). The company made a net profit of $185 million (INR8,103.4 million) in the 2004 fiscal year.

General Motors Corporation :

For the fiscal year ended December 2004, GM generated revenues of $193,517 million, an increase of 4.3% from the previous year. The company reported a net income of $2,805 million for fiscal 2004, down 26.6% from the previous year.

of this premium hatchback to start from Rs. 4 lakh.

This price range would practically rip apart Hyundais offering in Getz, which is priced at a much higher tag of Rs. 4.5 lakh. Both the companies are known for their value based offerings and Maruti with their extensive service network and brand reputation for making reliable cars should get the customers nod over their competition.

The official pricing however is still not out. However, the company is said to be studying the prospects of launching the base model at the 4-lakh price tag. There is another advantage in doing so considering in the capital city of Delhi NCR road tax on the sub 4 lakh priced cars is comparatively lower at 2%. Cars at a price higher than 4 lakh have to pay a 4% road tax.

Delhi NCR is one of the major targeted markets and it might get the benefit of this policy. And if they indeed do take the chance of pricing Suzuki Swift at a considerable lower price than Hyundai Getz, they would quite likely force the competition to rethink their strategy.

Chapter-7CONCLUSION

Production is not a problem in these days for any industry. Because of mass development of factors of production; it is made easy for any entrepreneur to produce any produce of his choice. But the real problem lays in marketing those products. In all the lines of products and services, there is cut throat competition .Unless the best marketing strategy is adopted it is impossible to grab the market. No doubt the Indian customer's purchasing power is improving day by day and the member of middle and upper middle class consumers are generating early progress, the manufactures of goods should make use of these opportunities.

Maruti suzuki products should make use of this opportunity for marketing its products by establishing more number of dealers and sales outlets they should also try to convince the customers by providing best products and after sales services. So that the company must try to reach out the nook and corner of the country by establishing more dealer outlet with good propaganda

Chapter-8RECOMMENDATIONS AND SUGGESTIONS1. Exhibitions do not help to generate so much sells but they should be conducted regularly. This helps in generating awareness regarding the product in customers which ultimately helps in sales.

2. Also it is helps in advertising for the new products. Like in this exhibition new Swift was advertised. Company should always focus on service.

3. Display share should be increased where there is less than 50% as maruti Suzuki also believes that JO DIKHTA HAI WO BIKTA HAI.

4. Company should try to improve service. No doubt the company products have technically edge over competitors but in long run it may hamper the companys profit.5. Company should concentrate more on its major drivers Cars Branding and promotions should be done effectively as it creates a long lasting image in the mind of customers.

6. Company should also cater to the needs of sub dealers as some of the sub dealers have potential of high sales.CHAPTER-9APPENDICESQ1. Have you ever purchased any car of Maruti Suzuki?

Yes

No

Q.2 While purchasing car which feature influence you? Price

Product feature

Brand

Service

Durability

Q3. From where you prefer buying a second hand car?

Through advertisement

Dealers

ShowroomQ.4.You prefer to buy from the same as you have mentioned in Q.3 because of following reasons

Attractive Price

Service

Demonstrations

OffersQ.5.Which Car of Maruti of do you have?

SWIFT

SWIFT DZIRE ESTEEM

MARUTI800

ALTOQ.6. How frequently you change your cars?

1-3 years

3-5 years

5-10 years

More than 10 years BibliographyBibliography www.maruti suzuki.com

www.google.comWEBLIOGRAPHYs Maruti Suzuki magazine

4

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