SHREE HYUNDAI.

PART- A

INDUSTRY PROFILE

The Indian automotive industry has witnessed an unprecedented boom in recent year owing the
improvement in living standards of the middle class, and a significant increase in their disposable
incomes. The industry is expected to touch the 10 million mark, to which the commercial vehicle
segment will be a major contributor. Industry experts peg the Indian Automobile Sales growth at
a compounded annual growth rate (CAGR) of 9.5 % by end of 2010.

• India is the second largest two-wheeler market in the world.

• Fourth largest commercial vehicle market in the world.
• Eleventh largest passenger car market in the world.
• Fifth largest bus and truck market in the world (by volume).
• Envisaged to be the seventh largest automobile market by 2016, and world’s third largest
by 2030 (behind only China and the US).

Domestic Sales

The Society of Indian Automobiles Manufacturers’ Association (SIAM) estimates the sales
figures of 7.5 million motorcycles, 2 million cars (including MPVs, SUVs & MUVs) and 9
million two-wheeler For year 2008-09 fiscal. Consequently, India should be able to contribute
about 6 % to the total global automotive industry output by end 2010.

Automobile Domestic Sales Trends

(Number of Vehicle)

Category 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09

Total passenger 902,096 1,061,572 1,143,076 1,379,698 1,549,882 1,551,880
vehicles

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Total 260,114 318,430 351,041 467,882 490,494 384,122

commercial
vehicles
Three wheelers 284,078 307,862 359,920 403,909 364,781 349,719
Total Two 5,364,249 6,209,765 7,052,391 7,857,548 7,249,278 7,437,670
Wheelers
GRAND 6,810,537 7,897,629 8,906,428 10,109,037 9,654,435 9,723,391
TOTAL
Source: www.osec.ch

Passenger Vehicles 15.96%

Commercial Vehicles 3.95%
Three Wheelers 3.6%
Two Wheelers 76.49%

Source: www.osec.ch

Growth and Development of the Industry

Auto sales in 2008 and 2009:

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Company December December %

2008 2009 change
Maruti Suzuki 52,029 71,000 37
Hyundai 15,602 22,252 43
Mahindra & 7,726 16,999 120
Mahindra
General Motors 4,041 8,258 101
Skoda 732 1,113 52
Mahindra Renault 272 308 13
Total 80,402 119,930 49
Source: www.osec.ch

Leading Players

Profile of key Domestic Players:

Name of the Parent company Output Models Plants
company
Tata Motors Largest Capacity – Sierra, Sumo, Pune
Ltd commercial 160’000 units pa Safari, Indica, (Maharashtra)
vehicle player in Volumes – Indigo
the country and 171’870 units in
one of the largest 2004
in the Operating
passenger income-
vehicles US$ 3.8
segment. billion in 2005
Mahindra & Flagship Capacity – Armada, Bolero, Mumbai, Nashik
Mahindra Ltd company 125’000 Commander, (Maharashtra)
of the Mahindra units pa Marshall, Maxx,
Group; largest Volumes – Voyager, Scorpio
player in the 69’737
tractor segment units in 2004
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in India Operating
income-
US$ 1.47 billion
in 2005
Hindustan A C.K Birla Capacity – Lancer, Uttarpara (West
Motors group flagship 64’000 Ambassador, Bengal),
Ltd. and one of the units pa Contessa, Pithampur
oldest auto Volumes – Trekker, (Madhya
companies in 15’782 RTV, Pushpak, Pradesh),
India. units Pajero Trivellore (Tamil
Operating Nadu)
income-
US$ 159.7
million
in 2004
Ashok Leyland Hinduja group Operating Multiaxle Ennore, two
Income vehicles, plants
- US$ 952.9 tractor, ecomet, at Hosur, the
million in 2005 engines, Viking assembly plants
BSI, at
Viking BS-II, Alwar, Bhandara,
Vestibule Bus, castings plant at
222 Hyderabad
CNG bus etc
TVS Motor TVS Group Operating Mopeds - Excel, Hosur, Mysore
Income Champ, TVS
- US$ 641.9 50Scooterettes -
million in 2005 Scooty
Motorcycles
- Max 100,
Victor,
Centra, Fiero
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Bajaj Auto Bajaj Group Capacity - 2.52 Motorcycles - 3 Plants at

million units Boxer, CT 100, Akurdi,
pa Operating Discover, Wind, Waluj, Chakan.
income - US$ 1.3 Caliber, Pulsar,
billion in 2005 Eliminator
Scooters
- Spirit, Saffire,
Wave
Source: www.osec.ch

Profile of key Foreign Players:

Name of the Parent Output Models Models Plants
company Company
Maruti Suzuki of Capacity - 800, Omni, Alto, Gurgaon
Udyog Ltd Japan holds 500’000 units WagonR, Zen, (Haryana)
a 54.2 per pa Baleno, Esteem,
cent stake in Volumes - Gypsy, Vitara,
the company 472’122 units Versa
including
exports in
2004
Operating
iIncome-
US$ 2.4 billion
in 2005
Hyundai Wholly Capacity - Santro, Accent, Irrungattukottai
Motors India owned 150’000 units Sonata, Terracan, (Tamil Nadu)
Ltd subsidiary of pa i-10, i-20,
Hyundai Volumes -
Motor 171’905 units
Company, S.
Korea
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Daimler 100 per cent Capacity - E class, S class, Pune

Chrysler subsidiary of 10’000 units pa C class (Maharashtra)
India Daimler Volumes -
Chrysler 1’640 units
Group
Fiat Motors Subsidiary of Capacity - Uno, Siena, Mumbai
Fiat Auto SpA 50’000 units pa Palio, (Maharashtra)
Volumes - Palio Adventure
10’428 units
Ford Motors Ford Motor Capacity - Ikon, Mondeo Chengaipattu
Ltd Company, the 100’000 units (Tamil Nadu)
world's second pa
largest Volumes -
automaker 45’723 units
General Motors Collaboration Capacity – Astra, Corsa, Halol (Gujarat)
Ltd between 25’000 Swing, Forrester,
General Motors units pa Vectra, Sail,
Corporation and Volumes – Optra,
C.K. Birla Group 17’986 Chevrolet Optra
of companies units
Honda Siel Cars Established in Capacity – Volumes - Noida (UP)
India (HSCI) 1995, with 30’000 20,550
Honda units pa units
Motor Company, City, Accord,
(Japan) and Siel CR –V
Ltd (India) being
the key
promoters.
Toyota Joint venture Capacity – Volumes - Bidadi
Kirloskar between 50’000 42,549 (Karnataka)
Kirloskar units pa units
Group and Qualis, Camry,
Toyota Motor Corolla
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Corp
Skoda Auto Skoda Auto, Capacity – Octavia, Laura Aurangabad
India based in Czech 10’000 (Maharashtra)
Republic, is a units pa
part Volumes –
of Volkswagen 3’712 units
group
Hero Honda Joint venture Capacity - 2.8 Motorcycles - 2 plants at
between Hero million CD Daruhera and
Group, the units pa Dawn, CD Gurgaon
world's largest Operating Deluxe,
bicycle income - US$ Splendour,
manufacturers 1.66 billion Passion,
and in 2005 Karizma, CBZ,
the Honda Motor AmbitionStep
Company of Through - Street
Japan
Honda Wholly owned Capacity- Scooters - Manesar
Motorcycle & subsidiary of 200’000 vehicles Activa,
Scooters India Honda Motor per Dio, Eterno
Pvt. Ltd Company Ltd., annum Motorcycles -
(HMSI) Japan Unicorn
Source: www.osec.ch

COMPANY PROFILE

A. Background and Inception of the company:

Shree Hyundai is one of the dealership of Hyundai Motors India Limited in BOKARO. It
was established in the year 2007. With the opening of this venture, customers may feel ease as
they are having options to take the view from either of the show room. It seems Mr. B.D.Mishra

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decided to open this showroom in Chas (Bokaro) area as there is no any passenger vehicle
showroom in this area and it is going to be the future business area of the Bokaro.

Shree Hyundai’ working philosophy is particularly based on “Prepare employees for the future
developments with developments in their personality.” As competition is very much intense
hence the management is working hard for customer relationship to achieve future business
growth.

As it is newly opened organization hence as every other organization it is also facing some
management problems. Management is trying to overcome all these problems and achieving
systematic workings here. Each and every department is distinguished for the employees. Every
employee is having its own designation and job profile and he/she has to work under that profile
only. For each segment of the vehicles, Shree Hyundai is having its separate executives.
Departments are connected through local area networks.

The main aim of management here is self development of employees. So that, they can be
empowered for the benefit of the organization and be able to take future responsibilities. It starts
with the joining of the employee in the organization. Initially, they have to work under various
departments till his/her probation period would be over. They have to start their works from the
ground level, so that they can understand the reality of the business here. Daily reporting at the
morning and the evening make them up to date with the objectives and their future targets. The
senior management knows that how they are doing their work and in which way they have to be
directed.

ABOUT HMIL

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor
Company, South Korea and is the largest passenger car exporter and the second largest car
manufacturer of India. HMIL presently markets 54 variants of passenger cars across segments.
These includes the Santro in the B segment, the i10, the Getz Prime & the premium hatchback
i20 in the B+ segment, the Accent and the Verna in the C segment, the Sonata Transform in the
E segment and the Tucson in the SUV segment.

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Hyundai Motor India Ltd, continuing its tradition of being the fastest growing passenger car
manufacturer, registered total sales of 559,880 vehicles in the calendar year (CY) 2009, an
increase of 14.4 percent over CY 2008. In the domestic market it clocked a growth of 18.1
percent as compared to 2008 with 289,863 units, while overseas sales grew by 10.7 percent, with
export of 270,017 units. HMIL currently exports cars to more than 110 countries across EU,
Africa, Middle East, Latin America and Asia. It has been the number one exporter of passenger
car of the country for the sixth year in a row.

HMIL's fully integrated state-of-the-art manufacturing plant near Chennai boasts of the most
advanced production, quality and testing capabilities in the country. In continuation of its
commitment to provide the Indian customer with global technology, HMIL commissioned its
second plant in February 2008 which produces an additional 300,000 units per annum, raising
HMIL's total production capacity to 600,000 units per annum.

HMIL has invested to expand capacity in line with its positioning as HMC's global export hub
for compact cars. Apart from the expansion of production capacity, HMIL currently has 286
strong dealer network and 540 strong service points across India, which will be further bolstered
in 2010.

In December 2008, HMIL launched the much awaited premium compact the i20 after it had a
global preview at the Paris Motor Show in October, 2008. In 2009, HMIL also launched the new
facelift Sonata Transform and the new Verna which are vastly improved models compared to the
outgoing models. In March, 2009 Hyundai i10 clocked the fastest 3 lakh sales since its launch in
October, 2007. HMIL also became the only car manufacturer to introduce Automatic
transmission across segments with the launch of the i20 1.4 Litre Petrol Automatic. The i20 also
simultaneously got a powerful 1.4 Litre CRDi engine in July 2009. The i20 achieved the highest
safety rating by the European NCAP. In September 2009, HMIL introduced the new refurbished
Santro with luxurious interiors and improved exterior features. The Santro has been the highest
selling model for Hyundai with more than 15 Lakhs units sold since its launch in India in 1998.
Hyundai Motor India in December 2009 also crossed the 25 Lakh car production milestone.
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Hyundai Motor India remains one of the fastest growing car manufacturers in the country. The
company’s overall performance in the automobile sector was recognized by the media as it was
awarded with the prestigious ‘Manufacturer of the Year’ award by both UTVi Autocar Car and
NDTV Profit-Car & Bike in 2009

HMIL has invested to expand capacity in line with its positioning as HMC's global export hub
for compact cars. Apart from the expansion of production capacity, HMIL currently has 251
strong dealer network across India, which will be further bolstered in 2009.

B. Nature of Business Carried:

Shree Hyundai is a dealer of cars of Hyundai motors. The business carried by Shree
Hyundai is of dealership. It is an also an authorized service centre and it totally aims in
selling cars both passenger and SUV vehicles as per demand of customers.

C. Vision, Mission and Quality Policy:

• MISSION:

The mission of the Shree Hyundai is committed to develop the firm as a big
competitor and service provider in the Jharkhand Passenger car market.

• VISION:

The dealer announced "Innovation for Customers" as our mid–to long–term vision with
five core strategies: global orientation, respect for human values, customer satisfaction,
technology innovation, and cultural creation. They desire to create an automobile culture
of putting customer first via developing human–centered and environment–friendly
technological innovation.

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• QUALITY
POLICY:

Based on a
respect for human dignity, it make efforts to meet the expectations of all stakeholders
including customers and business partners by building a constructive relationship
amongst management, labor, executives and employees. Also, they focus on
communicating their corporate values both internally and externally, and gaining
confidence from all stakeholders.

D. Products Profile:

MODEL VARIANT Ex-Showroom Price

(As on 19/02/2010)

(In Rupees)

Non A/C (S) 2,69,524

Non A/C (M) 2,72,985

GL (S) 3,34,971

GL (M) 3,38,432

GLS (S) 3,22,168

SANTRO GLS(M) 3,58,628

D-Lite (S) 3,38,276

D-Lite (M) 3,41,757

Era 1.1L (S) 3,73,514

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Era 1.1L (M) 3,76,996

Magna 1.1L (S) 3,87,693

Magna 1.1L (M) 3,91,174

Magna 1.2L Kappa (S) 3,99,794

Magna 1.2L Kappa (M) 4,03,275

Magna 1.2L-AT (M) 4,48,874

Sportz GLS1.2L (S) 4,27,061

I-10 Sportz GLS1.2L (M) 4,30,543

Sportz GLS1.2L-AT(M) 4,72,967

Asta GLS 1.2L (S) 4,85,749

Asta GLS 1.2L (M) 4,89,231

GLE 1.1 3,62,281

GVS 1.1 3,92,281

Getz GVS 1.1 (175 tyre+ rear spoiler) 4,02,281

Magna 1.2L 4,83,999

Asta 1.2L 5,63,999

I-20 Magna Diesel 1.4L (ABS) 6,23,599

Asta Diesel 1.4L 6,87,199

Executive IMM 5,03,901

GLE 5,24,652
Accent
ECO 5,33,900

1.6 VTVT 6,46,038

1.6 SX VTVT 7,20,838

Verna 1.5 CRDi VGT 7,69,070

1.5 SX CRDi VGT 8,18,967

Embera MT (Leather) 13,30,067

Embera AT (Fabric) 13,61,639

Embera AT (Leather) 13,92,927

Sonata Embera 2.0 CRDi 14,43,917

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Embera MT (Fabric) 12,98,786

TUSCON CRDi 16,96,114

E. Area of Operation:

The firm operates regionally in the Jharkhand circle. The showrooms are situated
in the important markets of Jharkhand that are Bokaro(Head office), Dumka,
Ramgarh, Ranchi and Purulia (Bengal). But the HMIL under which the dealership
situated operates globally in both Passenger cars segments and SUVs segment.

F. Ownership Pattern:

The firm is private limited firm and the dealership is directly under the HMIL.

Owner – Mr. B.D. Mishra

CEO- Mr. Nitesh Kumar Mishra

Branch Manager and Manager Sales– Mr. Manish Prasad

G. Competitors Information:

Car segment – Maruti Suzuki

M-800 had dominated the Indian car market since it was launched in 1984. The
introduction of new cars by competitors made the M-800 look obsolete as it had not been
changed in any major way for over two decades. Apart from the increased competition,
MUL also had a few other problems on its plate.

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There was a delay in setting up of a plant in India for manufacturing diesel engines and
transmission systems for cars. The engines for its diesel variants were imported from other
countries, and there were limits on the quantities it could import. In the market, MUL's
models like the Zen, Alto, WagonR, and Baleno were showing mixed results.

Utility Vehicle segment – Mahindra

Marketing Strategy of Mahindra and Mahindra Limited for Scorpio

In June 2003, 'Scorpio,' a sports utility vehicle (SUV) from Mahindra and Mahindra Ltd. (M&M),
a leading Indian automobile company, celebrated the first anniversary of its launch.

This one year journey had been quite fruitful for Scorpio, which had impressed many industry
observers and customers.

A year ago, within the first eight days of its launch, Scorpio had attracted over 10,000 customers
to its dealer showrooms and over 3,000 customer enquiries, resulting in 1000 order bookings.
According to company sources, by the time it completed its first birthday, Scorpio had sold
15,000 units across India.

Media reports, automobile enthusiasts and industry analysts had all given the SUV extremely
positive reports. With demand for the vehicle growing steadily, M&M even had to increase its
production from 1,800 units per month in 2002 to 2,000 per month in June 2003, and 2,500 per
month by late 2003.

Thanks to the high decibel advertising support, Scorpio had acquired high brand recall among
consumers. In fact, it was said to be one of the very few automobile brands in India that
successfully boosted the image of their parent companies (in this case M&M) as well.

H. Infrastructural Facilities:

The firm has good infrastructural facilities these are:

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o It is situated in the main market place of the Bokaro Steel City.

o The showroom has good facilities such as Playing area for children who are
coming with the customers,

o Good servicing facilities for cars with advanced technologies,

o Good entertainment facilities available for customers who were wait during the
servicing of their car,

o The showroom uses new technology in their management information

system(MIS).

I. Achievement and Awards:

o Achieved the most car seller dealership in Jharkhand.

o Win the best car seller award in Bokaro from Chas Chamber of Commerce.

J. Work flow Model:

CUSTOMER PROCESSING OF DELIVERY OF

APPROACH ORDER ORDERS

MODEL Order to Customer choose

Manufacturer the payment
option i.e., car
FEATURES finance or cash.

Supply of cars
from Manufacturer
COLOUR After all
Documentation
the car is finally
Delivery to 15
delivered to
Showrooms customer
BOOKING OF
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CAR
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There are three broad processes at a showroom.

 Pre-sales
 Sales
 Post –sales

All these are inter-related to each other.

The pre-sales process is very important because if a customer has a satisfying experience during
this process, it greatly increases the chances of him purchasing the car from your showroom. At
this stage, the customer is indecisive as to which car to buy and from where to buy.

Walk in Enquiry Telephonic Enquiry

Product
Demonstration

Test Drive

The pre-sales activities include:

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• Cold Calling and Identification of Prospects

• Creation of Customer Card
• Acquire Knowledge about MUL ‘s range of cars, competitor cars
• Knowledge about other allied services like finance, insurance, pre owned cars, extended
warranty etc.
• Knowledge about accessories, range offered, prices etc. and about preventive
maintenance of the car.

THE SALES ACTIVITIES INCLUDE:

 Visit the prospects

 Understanding needs of the prospects
 Give a proposition to the customer.
 Create interest and preference for MUL
 Give a detailed demonstration and test drive
 Provide clarification to queries and handle objections
 Follow-up with the customer
 Secure order from customer
 Offer allied services like finance, insurance, accessories etc.
 Advice customer on all matters related to his car.

In case there are too many Sales cases, a special focus is required to serve these customers
since ultimately, the customers are also the showroom’s customers and there are suggested ways
to handle them.

K. Future growth and prospects:

Shree Hyundai’s future growth is very bright because it is the newly growing firm in the
Bokaro market. It is the division of Ranju automobiles (Pvt.) Ltd. which is already a well
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established Bajaj showroom in the Bokaro market. The customers of Bokaro is already
aware about the Ranju Automobile because this is the very old firm and dealership in
Jharkhand. Due to this customers are committed toward this dealership and due to this
customers do not go for any other showroom of Hyundai.

McKinsey’s 7S framework :

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STRATEGY

Shree Hyundai’s marketing strategy is differentiated marketing.

• Its primary consumer target is middle to upper income professionals who need true value
for their money and comfortable ride in city conditions. Its primary business target is
midsized to large sized corporates that want to help their managers and employees by
providing them a car for ease of transport.
• Its secondary business target is entrepreneurs and small business owners who want to
provide discounts to managers buying a new car

STRUCTURE

Overall Structure of the Shree Hyundai:

Managing Director

Chief Executive
Officer

Branch Manager and Manager ‘sales &

marketing’

Corporate
Team GDMS
&Exchange , Accessori Service
Leader,S and Back
Hyundai Finance es & Dept.
ales Office
Advantage Pre- Dept. Spares
Owned Cars

S.E. 1 Employee 1
S.E. 2 Employee 1

Employee 2
S.E. 3 Employee 2
Sales S.E. 4
Executive Employee 3
s Employee 319
S.E. 5
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S.E. 7 Service Employees 01 to 30

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SKILL

Shree Hyundai product is Passenger Cars, so they should be handled carefully. So it required
skilled manpower for handling, and skill in the sense testing of cars.

Training will be conducted in Hyundai Jamshedpur (Jharkhand). For newly recruited employees
will be given basic training program for 10 weeks. And 10 weeks training will be given for
employees for junior technical officer, about machines. Training will be given to employees to
know about the total features of cars in Shree Hyundai.

STYLE

Top down Approach

The management acts with autonomy and independence in excercising strategic

supervision, discharging its fiduciary responsibilities, and in ensuring that the company observes
the highest standards of ethics, transparency and disclosure.

Participating Approach

At Shree Hyundai the management is participating in nature. Anyone in the company can
put in their view points before the management for any improvement in the prospects of the
company, manpower, working environment,etc….

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SYSTEM

The marketing department is divided into 5 Teams. For all the different marketing teams, one
Team Leader is assigned. The team leaders take care of their team’s activities and report to the
marketing manager that is further reported to the CEO. The marketing is totally target based and
based on targets given by HMIL, the task is distributed to different teams.

The customers are handled by the same personnel from the beginning to the end. Spot incentive
Schemes etc is placed in the system to motivate the employees. The conversion and Target
fulfillment is traced out via the software.

STAFF

CATEGORY NO. OF STAFF TYPE OF WORK

Sales Consultants 10 Generate sales from market

Back Office 02 Maintain the data of customers

Finance Dept. 06 Maintain the financial data

Spares And Accessories 04 Maintain the data and Stock of

parts and spares

Corporate and Exchange 03 Deal in all the pre-owned cars

of Hyundai

Service Dept. 40 Servicing of cars and data

maintenance of Serviced cars
in service station of Shree
Hyundai.

EDP 06 Maintain Showroom data and

customers complaints, etc

DUTIES AND RESPONSIBILITIES OF STAFF

 To report him/ her to duty at the place to which he/she posted.

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 To undergo the prescribed probation under specify period and undergo such training and
for a period has may be arranged for him/her and acquit him/her self creditably in the
training imported to him/her.

 To obey and abide the rules, regulations, service conditions and standing orders which
the may adopt, prescribe, frame are issue from time to time to govern its employees.

SHARED VALUES

Review of Customer Care Activities.

The review of customer care activities is done through morning meetings and weekly meetings
on customer care. The documents that are necessary during the weekly review are: PSR related,
Internal SSI forms related,HMIL related and other information related.

Customers for Life

A week after the delivery, the concerned sales person must fix an appointment with the customer
and visit him along with the service advisor. He should personally hand over the photographs
clicked also the vehicle’s registration certificate and try to become the customer’s car advisor for
life and never lose touch with the customer.

Show Room Ambience

The hours of operation, outside and insides of the showroom along with reception, car display
area, selling area, customer lounge and delivery area should be taken care of.

Customer Meets

Organizing customer meets helps in improving SSI, helps in introducing the workshop staff to
the customers and in getting referrals and there are guidelines for the same.

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SWOT ANALYSIS

STRENGTH:

 Second largest manufacturer of Passenger vehicles in India due to this customers

are attracted towards the company in Bokaro..

 Ranju Automobiles Pvt. Ltd. is very old firm in Bokaro due to this customers of
Bokaro area and its surroundings aware about this.

WEAKNESS:

 SUV car has only two model i.e., TUCSON and TERRACAN which is fewer
available in India due to uneconomic and out of reach for middle class Families.

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 Manufacture only Passenger vehicles but some models are not economic such as
Verna, Accent, etc

OPPORTUNITY:

 Shree Hyundai has opportunity to grow as a big competitor in Jharkhand

automobile sector.

 If the cars are more economic then the sales will be more boom and the company
turn into first position in Indian automobile sector and win from their competitors
i.e., Maruti Suzuki, Tata Motors, GM and M&M.

THREATS:

 Risk Factors

In the course of its business, Hyundai is exposed to a variety of market and

other risks including the effects of demand dynamics, commodity prices, currency
exchange rates, interest rates, as well as risk associated with financial issues,
hazard events and specific assets risk. Whenever possible, we use the instrument
of insurance to mitigate the risk.

 Threats from Competitors

o Maruti Udyog Limited

Maruti Suzuki’s is also the old car showroom in Bokaro due to this
the competition is high with Shree hyundai

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Analysis of Financial Summary

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Particulars 2007-08 2008-09

(in laces) (in laces)

Sales ( nos) 2070147 2621400

Growth in Sales (nos) (%) 23.4 26.6

Total Income 5997 7563

Growth in Total Income (%) 15.5 26.1

Profit before Tax 1072 1217

Profit after Tax 728 810

Share Capital 39.94 39.94

Reserves and Surplus 1099 1453

Total Debt 175 202

Net Fixed Assets 589 715

Total Assets(Net) 1314 1695

Market Capitalisation 9797 10943

Economic Value Added(EVA) 569 564

KEY RATIOS

Long Term Debt/Equity 0 0

OPBIT*/Net sales-% 16.8 15.7

OPBT**/Net Sales*(%) 15.6 14.6

Profit after tax/Total 12.1 10.7

Income(%)

Return on Avg. Equity (%) 72.9 61.6

Return on Avg. Capital 92.8 80.9

Employed(%)

EVA/Capital Employed(%) 49.3 37.5

Dividend Per Share ( Rs) 20 20

Dividend Payout (%) 61.9 56.3

Earnings Per Share (Rs) 36.5 40.6

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Market Value/Book Value 8.6 7.3
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SHREE HYUNDAI.

Particulars Corresponding nine months Year ended

ended March 31, 2009
December 31, 2008 (Audited)

No. of Four-wheelers Sold 1,935,981 2,621,400

Gross sales/ Income from 6,356.21 8596.81

operations

Less: Excise duty 874.89 1,175.16

Net sales/ Income 5,481.32 7,421.65

from operations

Other income 105.27 141.03

Total Turnover 5,586.59 7,562.68

Total Expenditure 4,610.03 6,257.14

[A] {Increase} (9.14) (14.95)

/ Decrease in stock
in trade

[B] Consumption of 3,845.23 5,214.57

raw materials

[C] Staff cost 195.04 267.97

[D] Other expenditure 578.90 789.55

Interest (net) (0.65) (1.09)

Depreciation 63.03 89.38

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Profit for the 914.18 1,217.25

period before tax

Provision for tax - Current 297.11 395.22

- Deferred 13.71 11.56

Net profit (8-9) 603.36 810.47

Paid-up Equity 39.94 39.94

Share Capital

Face value per equity 2.00 2.00

share (Rs.)

Reserves excluding 1,453.44

revaluation reserve

Basic/diluted earnings 30.22 40.59

per share

Aggregate of non- (Rs. 2.00 per share) (Rs. 2.00 per share)
promoters shareholding

Number of shares 89,945,570 89,945,570

Percentage of 45.04% 45.04%

holding (to total holding)

Interpretation:

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LEARNING EXPERIENCE

There was a great opportunity for me to do my research work there. I was a part of many
promotional schemes in sales. Learnt about the automobile sector, company’s history, how they
promote the company, how to manage sales dept to get more sales, etc….

I started my research in the company and as well as I was looking at other works that was
allotted to me. The best learning experience was that I started from the very basics of getting the
overall idea.

This helped me get useful insight and understanding of various automotive products, the market
details about them and the benefits provided by them to the customers. Apart from the assigned
roles and responsibilities, the Branch manager facilitated me with a training which covers the
sales and permotional schemes of Shree Hyundai. and how they are arranging sales and how they
make strategies to increase sales, about their corporate culture, organizational structure.

I had a very pleasant learning their, I got to know about corporate and its working style of
different departments. The guide helps me to understand the customers in the Bokaro market. In
conclusion, I would like to state that by the experience of this training, the theoretical knowledge
has no meaning without the practical approach. Both theoretical and practical knowledge serves
as the two faces of the same coin. This learning experiences is valuable for me because I got a
opportunity to understand the market situations and customer values.

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