INTRODUCTION TO MERCEDES-BENZ

Mercedes-Benz is a German automobile manufacturer, a multinational division of the German

manufacturer Daimler AG. The brand is used for luxury automobiles, buses, coaches, and trucks.

The headquarters of Mercedes-Benz is in Stuttgart, Baden-Württemberg, Germany. Mercedes-

Benz's slogan is "Das Beste oder nichts" in German and literally incorporated in English as "The

best or nothing". Mercedes-Benz is part of the "German Big 3" luxury automakers, along with

Audi and BMW, which are the best-selling luxury automakers in the world.

Few inventions have had as enduring an influence on the world's development as the invention of

the automobile. The pioneers of automobile manufacture towards the end of the 19th century

were Gottlieb Daimler (pictured below) (1834-1900) and Carl Benz (pictured below) (1844 1929).

They set up the predecessor companies, which merged to form Daimler-Benz AG in 1926 –,

Daimler with his Daimler Motorengesellschaft (DMG) and Benz with his Rheinische

Gasmotorenfabrik.

Gottlieb Daimler Carl Benz Wilhelm Maybach

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At the 1876 World Exposition in Philadelphia, Wilhelm Maybach (pictured above) had made the

acquaintance of William Steinway and introduced him to Gottlieb Daimler at the end of the

1880s. Following his visit to Cannstatt, Steinway secured himself the contractual right of

exclusive representation for the entire Daimler product range in the USA and Canada.

Carl Benz did not manage to forge closer foreign contacts until the end of the 19th century. In

addition to Britain, he celebrated surprising successes in the USA and South Africa.

Apart from their efforts to gain a foothold in foreign markets, both pioneers pressed ahead with

the continuous technical improvement of their products. For instance, Wilhelm Maybach,

working as an engineer at DMG, developed the spray-nozzle carburettor, a milestone in the

success story of the automobile.

This innovation represented a major breakthrough in engine design and the principle behind it is

still applied to this day. The first major long-distance tours in France and Britain demonstrated

the superiority of the petrol engine over its steam counterpart. The outstanding performance of

the Daimler engines marked the technical breakthrough for the automobile. The company had

already had the brand name "Mercedes" patented in 1902. To

satisfy the rising demand that accompanied the motor-racing

successes and to ensure the necessary expansion of production,

DMG decided to enlarge its factory and transferred production from Cannstatt to Untertürkheim

in December 1903.

From the very outset, both company founders were committed to the highest quality standards

("the best of the good", "the best or nothing"), a characteristic of the company to this day. In the

period preceding the First World War, despite increasing competition the enterprises founded by

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the pioneers developed into world-leading manufacturers of passenger cars and commercial

vehicles.

As in other industries, the companies strived to form larger units in order to achieve economies

of scale. After initially entering into a joint venture with the aim of rationalising production, and

with a major role also being played by Deutsche Bank, the two companies Daimler

Motorengesellschaft and Benz & Cie. finally merged in 1926 to form Daimler-Benz AG with its

registered office in Berlin and administrative headquarters in Stuttgart.

In 1928 the German automaker had only four basic models in the medium-size and luxury car

segments. Of these, the supercharged sports car in its various versions

S, SS and SSK (pictured on the right) was the showcase model of the

Mercedes-Benz brand which not only achieved motorsport success,

but also helped improve the company's export record.

During the period from 1949 to 1960, in the fast-expanding German automotive industry

Daimler-Benz AG succeeded in regaining the position it had enjoyed before the Second World

War. As early as 1954 the company cracked the billion mark in terms of turnover and with that

broke the existing sales record.

In passenger-car production, technically sophisticated, upmarket vehicles continued to be the

focus of the Mercedes-Benz brand. Apart from a few completely-knocked-down (CKD)

assembly operations, production of the vehicles took place in Germany alone. New cars and

successes in motorsport events, such as the Carrera Panamericana Mexico and Grand Prix racing,

made Mercedes-Benz the best-known German brand.

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The Mercedes-Benz 300 SL Gullwing (pictured on the right),

unveiled as a racing-car prototype in 1952, became the dream

car of an entire generation and significantly enhanced the

company’s reputation. Models like the Mercedes 300

(Adenauer Mercedes) were symbols of the reconstruction and

the economic success of their owners.

The launch of the “tailfin Mercedes” in 1959 represented a milestone in the field of automotive

safety. For the first time, the concept of front and rear crumple zones in conjunction with a rigid

passenger compartment was implemented.

The company’s rapid growth can be attributed not least of all to exports, despite the high

absorptive capacity of the German market. Following the Second World War the Board of

Management even gave exports priority over domestic sales. The increasing concentration on

foreign markets led to foreign sales cracking the billion mark for the first time in 1959.

The most attractive export market was America, where Daimler-Benz of North America Inc. was

set up in 1955.

The breakthrough in the US market was achieved together with American car dealer Maximilian

E. Hoffmann. The 300 SL Gullwing and the 190 SL were successfully launched on the American

market with his help.

Daimler-Benz, an all-rounder of the automotive industry, retained its outstanding position in the

international motor-vehicle markets in the 1960s and 1970s while the industry overall was

subject to sharp fluctuations in sales. In Europe, Daimler-Benz was leader both in the production

of cars for a discerning clientele, as well as trucks and buses.

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With the significant increase in sales and production in the 1960s and 1970s the company

continued the steady upward trend that had prevailed since war's end and was not even

interrupted by the oil crisis of 1973, an unusually difficult year for the international automotive

industry.

With new structures and model series Daimler Benz opened up new dimensions in the car and

truck sectors. The company continued to aspire to offer premium products like the S-Class in all

divisions and segments. In this way, it managed to continuously extend the basis of its business.

The second oil crisis at the end of the 1970s, growing environmental discussion, and the advance

of new Asian competitors changed the basic conditions for further development of the company.

With operating results declining overall, the commercial-vehicle sector went into the red. The

sales opportunities for top-quality cars in the markets relevant to Mercedes-Benz also attracted a

cautious assessment.

In 1995 the new Chairman of the Board of Management, Jürgen E. Schrempp, initiated a

strategic realignment of the group, since many of the existing business units did not enjoy a

favorable competitive position.

The portfolio was focused by parting with Fokker, selling Dornier Luftfahrt GmbH and

dissolving AEG. This move, together with measures designed to boost competitiveness, was

intended to strengthen the earning power of the group, which now concentrated on automotive

mobility, transportation, and services.

Extending the core businesses, supplementing them with new products and services, and

improving the competitive position in global terms took priority over new business fields.

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On 7 May 1998, Daimler-Benz Aktiengesellschaft in Germany and Chrysler Corporation in the

United States of America signed a merger contract.

Considering advancing globalization, among other things,

car production was taken up in Tuscaloosa in 1995, and in

1998, the merger with Chrysler Corporation to form

DaimlerChrysler AG was announced. The intention of the

merger was to safeguard the long-term competitiveness of

the companies involved.

Simultaneously, Mercedes-Benz launched a strategic model initiative in the car sector. New

model series like the A, B and M-Class, niche models like the SLK and CLK, and the

cooperation with Schweizerische Gesellschaft für Mikroelektronik und Uhrenindustrie (SMH) to

develop the small city car smart made Mercedes-Benz a full-line supplier.

The merger with the Chrysler Corporation and the taking of stakes in the Asian automakers

Mitsubishi Motors and Hyundai Motor Company had pursued the aim of making the company a

world-leading automotive group. With an eye to more favorable long-term market prospects, in

2007 the majority stakes in the Chrysler Group and the associated North American financial

services business were sold. The cooperative links with both Mitsubishi Motors and Hyundai

Motor Company was also gradually severed.

In October 2007, an extraordinary general meeting approved the change of name from

DaimlerChrysler AG to Daimler AG. Approximately 99 per cent of the 5,000 assembled

shareholders voted in favour of this change. The renaming of the company involved renaming

also of production facilities and sales organisations both in Germany and overseas. The guiding

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principle behind this name change was the need to make a clear distinction between the company

brand Daimler and the Group’s various product brands.

Some two years later, on 27 April 2009, Daimler AG also relinquished the 19.9 percent stake,

which it had initially retained in Chrysler.

The increasingly gloomy automotive market situation also led to losses at Daimler AG from mid-

2008. In early 2009 Daimler raised its capital stock by about ten percent and gained Aabar

Investments PJSC, an investment company listed in Abu Dhabi, as a new major shareholder. The

company's sound financial position enabled it to continue investing large sums in research &

development in a period that was characterized by economic uncertainty and macroeconomic

instability.

This work focused mainly on developing new, alternative drive technologies, which were

deployed, for example, in the B-Class F-Cell, the Concept Blue Zero E-Cell Plus and the S 500

Plug-in Hybrid technology. With these developments, Daimler plays a pioneering role on the

path to sustainable, emission-free mobility.

Both in the passenger-car and commercial vehicle sectors, despite the crisis Daimler AG

continued to develop and expand business activities with a view to future market potentials in the

Asian market. The cooperation with Beijing Automotive Industry Holding Company (BAIC) has

resulted in a new production facility in Beijing, which produces the E-Class and C-Class for the

Asian market.

Even after 125 years, Daimler AG carries on the pioneering spirit and outstanding quality

standards of the original founders and sets the pace in the international automotive industry with

high-quality, technologically innovative products.

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 Things to note about Mercedes-Benz

Type Division of Daimler AG

Industry Manufacturing
Predecessor Benz, Daimler Motoren Gesellschaft
Founded 1926
Founder(s) Karl Benz, Gottlieb Daimler
Headquarters Stuttgart, Germany
Area served Worldwide
Key people Dieter Zetsche (Head Mercedes-Benz Car Division)
Products Automobiles,Trucks,Buses,Financial services
Production Europe, Asia, Africa, North & South America

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 INTRODUCTION TO MERCEDES-BENZ INDIA PRIVATE LIMITED

Mercedes-Benz India Pvt. Ltd. is a wholly owned subsidiary of the German Daimler AG founded

in 1994, with headquarters in Pune, Maharashtra, India. Established in 1994, Mercedes-Benz

India Pvt. Ltd. pioneered the luxury car market in India and boasts of more than 128 years of

cutting edge innovation in the luxury automobile industry globally.

Daimler entered the Indian market and set up Mercedes-Benz India Ltd in 1994. The company

was renamed DaimlerChrysler India Pvt. Ltd. after the merger of the parent company Daimler

with Chrysler. After DaimlerChrysler sold off most of its equity interests in Chrysler in 2007, it

changed its name to Daimler AG. As a result, DaimlerChrysler India was renamed Mercedes-

Benz India once again. Mercedes-Benz India is a wholly owned subsidiary of the Daimler AG.

The company is headquartered In Chakan, Pune, Maharashtra. Mercedes-Benz was recognized

among India’s Top 100 Most Trusted Brands published by The Brand Trust Report and also won

the Best Brand Award by Auto India Best Brand Awards in 2011.

With a world class production facility spread over 100 acres in Chakan, near Pune, set up in

2009 and an independent assembly facility for passenger cars; the facility is among the fastest

green-field operations ever to be created and is rated among the top most CKD (Completely

Knocked Down) plants of Mercedes-Benz, globally.

Mercedes-Benz India product portfolio comprises the locally produced S-Class, E-Class, C-

Class, GL-Class and the M-Class. Completely Built Imported cars include the A-Class, CLS-

Class, SLK-Class and the luxury tourer B-Class etc. The product portfolio also comprises

offering the iconic off-roader G 63 AMG as well as a wide range of other AMG performance

cars like the C 63 AMG, E 63 AMG, SLK 55 AMG, GL 63 AMG etc. Mercedes-Benz India’s

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strong focus on its four pillars of Products, Network, Cost of Ownership and Brand experiences

has led the company’s growth story with a total of 64 outlets located in 36 Indian cities, making

it the brand with the densest network in the luxury segment.

Things to note about Mercedes-Benz India Pvt. Ltd.

Type 100%-owned Subsidiary of Daimler AG

Industry Automative
Founded 1994
Headquarters Chakan, Pune, Maharashtra
Key people Mr. Eberhard Kern , MD &CEO
Products Automobiles,Trucks,Financial services
Parent Daimler AG
Manufacturing facilities Chennai & Pune

Mercedes-Benz has been associated with India for more than 50 years. Presently, Mercedes-Benz

India’s engagement in India covers several domains:

Local production of Mercedes-Benz cars

Making available imported Mercedes-Benz cars

Commercial Vehicle operations

Global sourcing of auto components

Captive automotive technology research and development

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 OBJECTIVES

To study the initial marketing strategies of Mercedes-Benz India Private Limited

To study how Mercedes-Benz India Private Limited lost the market leader position to

BMW

To study the new marketing strategy proposed by Mercedes to regain its no. 1 spot

To study the SWOT analysis of Mercedes-Benz India Private

To study the integrated marketing mix in both the eras

To find how marketing and promotional strategies have helped Mercedes gain the top

spot again

LIMITATIONS

Time was the biggest limitation. The project requires a thorough study, which requires a

considerable amount of time.

The study is based on secondary data and has the limitations pertaining to the usage of

the data.

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 RESEARCH METHODOLOGY

Research methodology

Research methodology is a systematic way to solve the research problem. It may be to

understand how research is done scientifically. Research is an art of scientific investigation.

According to Reedman and Mary defines research is a “systematic effort to gain knowledge”.

Research Design

A research design is the specification of methods and procedures for Acquiring the information

needed to structure or solve the problem. It is the overall operational pattern or framework of the

project that stimulates what information is to be collected from which source and by what

procedure. This kind of research has the primary objective of development of insights into the

problem. It studies the main area where the problem lies and tries to evaluate some appropriate

courses of action

Types of research design used in this research are

• Descriptive (Qualitative research)

• Review {Literature Review}

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Descriptive (Qualitative Research)

Both qualitative and quantitative data were applied to analyse the situation at Mercedes-Benz

India Private Limited and provide recommendations

The qualitative data including:

Online journals

Basic SWOT analysis of Mercedes-Benz India Private Limited

Literature Review

Most often associated with academic-oriented literature, such as a thesis, dissertation or peer-

reviewed journal article, a literature review usually precedes the methodology and results

section. Literature reviews are also common in a research proposal or prospectus (the document

that is approved before a student formally begins a dissertation or thesis). Its main goals are to

situate the current study within the body of literature and to provide context for the particular

reader. Literature reviews are a staple for research in nearly every academic field.

A systematic review is a literature review focused on a research question, trying to identify,

appraise, select and synthesize all high quality research evidence and arguments relevant to that

question. A meta analysis is typically a systematic review using statistical methods to effectively

combine the data used on all selected studies to produce a more reliable result.

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Secondary Data:

Secondary data are indispensible for most organizational research. Secondary data refer to

information gathered by someone other than the researcher conducting the current study. Such

data can be internal or external to the organization and accessed through the internet or perusal of

recorded or published information. Secondary data can be used, among other things, for

forecasting sales by constructing models based on past sales figures, and through extrapolation.

There are several sources of secondary data, including books and periodicals, Govt. publications

of economic indicators, census data, statistical abstracts, and data bases the media, annual reports

of companies, etc. Case studies and other archival records sources of secondary data provide a

lot of information for research and problem solving. Such data are, as we have seen, mostly

qualitative in nature. Also included in secondary sources are schedules maintained for or by key

personnel in organizations, the desk calendar or executive, and speeches delivered by them.

Much of such internal data, though, could be proprietary and not accessible to all.

The advantage of seeking secondary data sources is savings in time and costs of acquiring

information. However secondary data as the sole source of information as the drawback of

becoming obsolete, and not meeting the specific needs of a particular situation or setting. Hence,

it is important to refer to sources that offer current and up to date information.

Secondary data in this research was collected through various forms, company’s profile, websites

and various literature studies.

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 LITERATURE REVIEW

Gouri Agtey Athale, TNN Oct 6, 2007, 12.24am IST

Finally, it's Mercedes-Benz India

PUNE: With DaimlerChrysler officially back to being Daimler AG, the Indian company is

expected to return to being Mercedes-Benz India, the name it came in with over a decade ago, as

ET had reported last month.

This, official sources stated, is because the erstwhile DaimlerChrsyler India had only Mercedes-

Benz products and none of Chrysler's products in the Indian market. All the vehicles launched so

far, bear the three-pointed Mercedes-Benz star and the name. The Indian company is set to

launch its buses soon, which are also products from the parent company, hence remains within

the Mercedes-Benz fold.

The extraordinary meeting of shareholders held in Berlin on Thursday has approved the name

change to Daimler AG, dropping the Chrysler but not, as some shareholders had wanted, to

Daimler-Benz AG. However, reports in the international media on the meeting note that Dieter

Zetsche, chairman of the German automaker, has sought to reassure shareholders that the

Mercedes-Benz brand would not be forgotten.

Therefore, in countries where they sell only single, Daimler products will become Mercedes-

Benz followed by the country name. In countries where multiple products are sold, the company

will become Daimler followed by the country name.

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The Daimler AG website notes, "As part of the renaming of the Group as Daimler AG, the

company's production plants and sales organisations in Germany and abroad will also be

renamed. The guiding principle of the name change process is a clear distinction between the

corporate brand Daimler and the Group's various product brands." "The company will be called

Daimler wherever several product brands are produced or sold, or where the focus is on the

Group as a whole.

Plants and sales organisations that exclusively or primarily produce or sell a single-product brand

will be named after the respective product brand," it said. It has further clarified that where sales

organisations which "exclusively or primarily sell Mercedes-Benz products and will therefore be

renamed Mercedes-Benz" include India, along with 34 other countries.

Economic Times, Automobile, Bureau Jun 6, 2009, 10.00am IST

Hogging the limelight: BMW beats Mercedes-Benz in sales

(Audi Q5 BMW Roadster Z4 sports car Mercedes M-Class)

MUMBAI: German luxury car major BMW continues to maintain its lead after overtaking arch

rival Mercedes-Benz as the number one luxury car in India through aggressive launches and

dealer network expansions. In April-May 2009, BMW India sold 466 cars as compared to

Mercedes, which sold 371 units.

The third luxury brand Audi, which entered the market later sold 233 units in the same period.

Incidentally, while BMW and Audi report retails sales figures, Mercedes-Benz reports wholesale

figures. BMW overtook Mercedes for the first time in January 2009 as reported by ET.

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BMW hopes to retain the momentum for the rest of the year. "We are bullish about the luxury

car segment and expect a growth of 15-20% this year," said a senior BMW official. In 2008,

BMW sold a total of 2,908 units as compared to 1,293 units in 2007. For the first five months

BMW has sold a total of 1,458 units and Audi has sold a total of 617 units. Mercedes sold 1,141

units in the first five months.

Currently, BMW manufactures the 3 and 5 series at its Chennai

facility, which account for more than 80% of BMW sales in India.

The X3, X5, and 7 series are imported as completely built units.

BMW has launched 4 new products this year, and is expected to

expand dealer networks to around 20 cities by 2010.

Audi plans to launch 4 new models in the next two years. Currently, Audi's portfolio of products

for the Indian market include the A6, A8, Q7, A4, TT and the sports car R8 available at 11

dealerships across the country. The A4 and A6 are manufactured in the country and the rest of

the Audi models are brought in as completely built units (CBU). The Q7 and A6 account for the

maximum of Audi sales.

BMW and Audi have kept pace with more sportier features and new launches, encouraging

younger buyers. Discounts offered by Mercedes and fewer launches have eroded the brand value,

said an analyst of a Mumbai-based brokerage. Mercedes dealerships are also understood to be

stuck with inventory, making the German car maker to despatch fewer cars to the dealerships.

The luxury car market continues to show growth trends despite recessionary trends in the car

market. Zero per cent schemes and loyalty programmes, coupled with exchange schemes, have

helped the luxury car maker post better sales.

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ET Bureau Mar 19, 2009, 09.00pm IST

Mercedes to enter used car market

KOLKATA: Mercedes-Benz India is entering the used car space and is also looking to launch

long dstance inter-city buses to take on the likes of Volvo.

"The used car segment is not organised in India. Currently, dealers out of their own interest sell

used Mercedes vehicles. As an organisation Mercedes, has globally started the business actively

under which we have a standard global used car programme. As part of global programme, it will

also be launched in India soon," said Debasish Mitra, head of marketing and sales, Mercedes-

Benz India.

He was talking to reporters on the sidelines of a press conference to launch of a new Mercedes

M-Class in Kolkata on Thursday.

"Mercedes-Benz India has sold about 17,000 cars from the time it set up shop in India. However,

estimates are that nearly 25,000 cars have been bought till date in India, as close to 8000 cars

were imported into India before Mercedes-Benz set up shop," said Mr Manas Dewan, general

manager, corporate communications at Mercedes-Benz India. Mr Dewan was also in town to

launch the M-Class.

"We are working to launch the used car programme in India. It will be launched by December

2009," said Mr Mitra.

On launching inter-city buses, Mr Dewan said: "Mercedes-Benz India has launched buses suited

for intra-city services, by way of Mercedes-Benz intra-city luxury coaches. We are doing a

market survey on the demand for such buses. This will be followed by designing buses for Indian

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road conditions. The idea is to transport passengers to another city so that they arrive there fresh,

with minimal exhaustion."

Speaking on dealer networks, Mr Mitra said: "The dealers have committed a total investment of

Rs 150 crore to ramp up infrastructure in 2009. Despite a sagging economy, the luxury car

segment in India did not suffer much. However, finance have been a problem and that has

affected sales to an extent."

ET Bureau Jan 5, 2010, 01.18am IST

Mercedes rides high on new launches

NEW DELHI: Mercedes-Benz India is pinning its hopes on new launches to regain the

leadership position in the luxury car segment, which was lost to German rival BMW in 2009.

The company launched the new version of the luxury sedan S-Class and a new sports utility

vehicle GL in Delhi on Monday at ex-showroom prices of Rs 95 lakh and 64.9 lakh. It expects

double-digit growth in 2010 on the back of the two new launches.

"We lost out BMW in 2009 because of limited availability of our E-Class car," Mercedes-Benz

CEO Wilfried Aulbur said.

"This will be a blockbuster year for us in India. We have launched new cars and would import

several models to build up excitement through the entire year," he added.

The German carmaker will launch a few more models in the next three days at the Auto Expo. It

will unveil the new edition of the C-class sedan and a 3-axle bus, besides displaying E-Coupe,

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M-class SUV and a diesel hybrid. However, the company has no plans to enter the small car

market as it does not foresee a significant market for it as yet, Mr Aulbur said.

Mercedes is also looking at expanding its dealer network across the country with an investment

of up to Rs 200 crore. It also plans to step up hiring in India this year.

The fatigue among customers with the Mercedes Benz brand, absence of new models from the

Benz stable and BMW's aggressive marketing made the latter nudge past Mercedes, selling 3,619

cars while the erstwhile leader sold 3,220 cars. The third major luxury car player, Audi, sold

1,550 cars till November.

Mercedes-Benz India, fully-owned by Daimler, has been present in India since 1994, initially

through a joint venture with the country's largest vehicle maker Tata Motors.

After the joint venture ended in 1997, the German firm has been making its C, E and S class cars

on its own at a facility leased from Tata Motors. It launched a new facility in Pune in February

last year. Mercedes-Benz currently has about four per cent stake in Tata Motors.

Luxury cars is the fastest growing segment in the Indian auto market and is expected to cross the

10,000 units mark in FY 2010 with BMW and Audi doubling their sales and Mercedes-Benz

India launching a number of cars to protect its turf.

The BMW 5Series, Mercedes E-Class and Audi A6 in the Rs 40-55 lakh bracket are the fastest-

selling cars of the luxury segment while the new range of aggressively designed SUVs such as

BMW X6, the new M-Class from Mercedes and the Audi Q7 are also attracting huge buying

interest.

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Economic Times, Automobile, PTI Jan 10, 2011, 04.53pm IST

BMW beats Mercedes-Benz, Audi to emerge as top luxury car-maker in India in 2010

NEW DELHI: Germany's BMW today said it maintained its lead over rivals Mercedes-Benz and

Audi to remain the top luxury car-maker in India in 2010, with sales of 6,246 units.

BMW India, which saw 73 per cent growth in sales during the year, enjoys over 40 per cent

share of the luxury car market in the country, which is estimated at around 15,000 units per

annum.

"In terms of the sales growth rate, India was among the top three markets for BMW after China,

which saw over 80 per cent growth. India and Korea followed it (China) at around the same

level," BMW India President Andreas Schaaf told PTI.

Schaaf said the total number of BMW cars sold in India in 2010 exceeded the company's target

of 4,200 units.

"2010 was an exceptional year for BMW in India and I am not sure if we can repeat it, but the

market will continue to grow and we want to stay number one, as we do not want to give up that

position," Schaaf added.

This is the second consecutive year in which BMW has retained leadership position in the luxury

car segment here.

Schaaf, however, said going ahead, there are signs that growth of the automobile market will

slow down.

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"... But seeing the incoming orders for BMW products, I am not too worried and do not see any

reason to lose optimism," he added.

Rival Mercedes-Benz India, on the other hand, sold 5,819 cars between January and December,

2010, the highest-ever sales figure registered by the company in the country.

The company's sales volumes grew by 80 per cent during the year, with key growth drivers being

its E-Class model (2,490 units), C-Class (2,070 units) and SUV range (523 units), the company

said in a statement.

Another leading luxury car-maker, Audi India, sold 3,003 units in the country, translating into a

growth of 81 per cent vis-a-vis the previous year.

"Having recorded continuous growth all through the year, we are proud of our performance in

2010, as we have exceeded the projected goal for the third year in succession," Audi India

Director Michael Perschke said.

He said in the current year, the company is eyeing over 50 per cent growth in sales volumes,

driven by aggressive product launches, including the Audi A8 sedan and a slew of other models.

The company will be also launching a new version of its A6 and A7 models later this year.

PTI May 14, 2012, 05.17PM IST

Mercedes-Benz India grows 30 pc in 2011

KOLKATA: Mercedes-Benz India ended 2011 with a strong growth of approximately 30 per

cent year-on-year against the backdrop of slowdown in the industry.

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The company sold 7,430 units last year, as against 5,819 units in 2010, Mercedes-Benz India's

Director (Sales and Marketing) Debashis Mitra said here today. Mitra said that there had been

10-15 per cent growth in India during January-April.

He said the company finished 2011 on a successful note and started the New Year with a range

of initiatives to capture the robust growth in luxury segment.

Mercedes-Benz India has dealership in 31 cities through 70 outlets. Relationship of Mercedes-

Benz with India dates back to the 1950s when it introduced trucks with local collaboration.

The company established a world class production facility spread over 100 acre at Chakan, Pune,

in 2009.

PTI Jun 3, 2013, 03.37PM IST

Mercedes-Benz India bets big on India's growth story

KOLKATA: Luxury car maker Mercedes-Benz India is pinning hopes on India's growth story

for which it is investing Rs 250 crore to double production capacity by the end of this year, an

official of the company said.

"According to our estimates, the luxury car market in India will be four per cent of the total

passenger car segment by 2020," Boris Fitz, Director (sales and network development),

Mercedes-Benz India said. By 2020, the passenger car segment volume would be nearly eight

million units, he said. Fitz, while launching an A-Class compact car here today, said that at

23
present the luxury car segment was two per cent of the total passenger car segment in the

country.

He said that Mercedes-Benz is bullish on India for which it is doubling capacity from 10,000

units per year at present to 20,000 units per year. The cost for expansion of production would be

Rs 250 crore, he said. The company sold 7,138 units in 2012. Fitz said the company was aiming

at double digit growth in 2013. He said that while the growth in passenger car segment had been

southwards, the growth in the luxury car segment has been just the opposite. This is mainly on

account of buyers of luxury cars being insulated from the economic cycles. The company plans

to launch a slew of products in 2013.

PTI Apr 1, 2014, 05.10PM IST

Mercedes-Benz reports 27% jump in Q1 sales in India

NEW DELHI: German luxury car maker Mercedes-Benz today reported 27.12 per cent increase

in its sales in India in the first quarter of 2014 at 2,554 units. The company's wholly-owned arm

Mercedes-Benz India had sold 2,009 units in the same period last year.

Commenting on the sales performance, Mercedes-Benz India Managing Director and CEO

Eberhard Kern said: "Our success and robust growth of 27 per cent in the first quarter of 2014

amidst challenging market dynamics is a clear indicator that our customers have appreciated our

'Year of Excellence' strategy,"

24
Under the strategy, the company has been focusing on offering customers excellence in products,

network, aftersales and unique brand experiences, he added. "We will continue to create new

benchmarks in modern luxury to drive sustainable growth in India," Kern said.

Mercedes-Benz India witnessed a robust demand for the new S-Class, ML-Class and GL-Class,

all of which are currently wait-listed, even after producing them locally, he said. "Additionally,

our New Generation Cars portfolio comprising the A-Class and B-Class continues to witness

significant demand," Kern said.

25
 DATA ANALYSIS

Mercedes-Benz entered the Indian market in 1994 under the name of Daimler AG. Being the first

of its kind in the luxury car segment, Mercedes-Benz was on the top of the charts. 2006 saw a

new course in the luxury car segment with the entry of BMW and the market share of luxury car

segment began to change.

But Mercedes' first few years in India were bumpy. From 1,800-odd cars sold in 1996, sales

plunged to 734 units in 1999. The trouble -- premium car brands would do well to pay attention -

- lay in the product portfolio and the dealer network. Or rather, the lack of both.

Mercedes' opening gambit comprised the E220 and E250 Diesel models, part of the W124 series.

Both were dated: the new E Class W210 series was already ready to roll out in Germany. And

Indian consumers knew that – after all, the luxury car buyer is inevitably well-informed about

global developments. In their opinion, the W124 was a hand-me-down.

From the company's point of view, the choice of model made sense.

The E-Class is longer and wider than the C-Class saloon -- important attributes for prospective

premium car buyers. It was also pricier: Rs 23-25 lakh (Rs 2.3-2.5 million), compared to the Rs

15-16 lakh (Rs 1.5-Rs 1.6 million) the C-Class would cost. And analysts point out that low-

volume models give companies time to set up the sales and service network.

But Mercedes didn't take advantage of that opportunity. Until 1998, the company served

customers directly through offices in Delhi, Mumbai and Chennai. It did tie up with the Tata

Group to set up the Concorde chain of exclusive showrooms, but that went off track, too.

26
When BMW entered the Indian market, Benz was the major player in the luxury car segment in

India. At that time, analysts had said that Benz was an aspirational vehicle, and BMW would not

be able to challenge it seriously. In 2009, BMW India went ahead of Mercedes-Benz India in

sales. In March 2011, BMW delivered 1,027 units to the customers. With this feat, it not only

retained its position as the top luxury car manufacturer in the country, but also became the first

luxury car manufacturer to sell over 1,000 cars in a single month in India. On the achievement,

Schaaf said, "This proves that we have a whole range of competitive advantages: exciting new

products, first class premium dealerships, superior customer service, and a very strong and

aspirational brand."...

Mercedes-Benz was only just recovering from this blow when Audi hit the market in 2007 with

their Audi A3. Audi a division of Volkswagen Group caught the eye of the Indian public quickly

and was a hit within a year’s span.

These young aspiring companies came in with aggressive advertising while Mercedes-Benz on

the other hand was still not marketing its brand in India. Mercedes-Benz believed in loyalty of a

customer. But with changing time and changing demands peoples perspectives were also

changing, they were demanding luxury and class, an identity.

When Mercedes-Benz entered India, everything was in its favor -- from tremendous brand equity

to a virgin market. At the time, the Indian car market was just revving up. But they failed to

realize the markets potential and left the door open for BMW and Audi to dethrone them from

the no, one spot in the year 2009. The integrated marketing mix and SWOT analysis of this

dethroning phase of Mercedes (mentioned below) clearly explains why they lost their No. 1 spot.

27
Product in the marketing mix of Mercedes-Benz

The name Mercedes-Benz needs no introduction even to a toddler, but many people don’t know

the inner story of this automobile giant and its line of products. As a matter of fact, Mercedes-

Benz has always been associated with the world class brand of cars, buses, coaches and tracks

known for their luxurious nature. The company produced only cars in its manufacturing facilities

based in Chakkan, Pune, Maharashtra, India.

Product is the strongest P in the marketing mix of Mercedes-Benz. Mercedes remain as one of

the leading brands in the Indian market, that too for more than 50 years. The company then

imported all its models namely - S-Class, E-Class, C-Class, ML-Class, GL-Class, CLS-Class and

SLK-Class.

Promotion in the marketing mix of Mercedes-Benz

Mercedes-Benz marketing strategy used to focus on the luxury, safety and precision engineering

of its cars.

28
Place in the marketing mix of Mercedes-Benz

Mercedes-Benz introduced many technological and safety innovations over the years. However,

the introduced innovations went on to be replicated by other brands. The company distributes its

product through a broad network of dealers throughout the world. Mercedes-Benz understands

that consumers are not just interested in a buying a car that moves them from point X to point Y.

Pricing in the marketing mix of Mercedes-Benz

Mercedes-Benz manufactures different types of convertibles, full sixed sedans, coupes and sports

sedans. It had as many as 14 car models currently ranging from INR 1,21,49,000 to 7,68,00,000.

In fact, the company deals in a niche segment where the customer is more concerned with the

value they are getting on the product more than anything else is.

Therefore, the company has tried to ensure it makes high quality cars first and foremost. The

company has a broad price structure outside India, ranging from $30,000 to up to $100,000,

depending on the model.

People in the marketing mix of Mercedes-Benz

Dealer

Dealer send representative to meeting at head quarter every two months to know updates

about the market, trend and the corporate plans and events.

Offer Dealers Trip once in a while, to tightens each dealers relationship and relationship of

dealers and Daimler Thailand’s staff. Sales service

29
 Sales manager meeting at Daimler Crysler head quarter every month, to inform new

promotion/ads campaign also to let every dealer’s sales management plans goes on the same

direction

Reward for 30 top sales person and 5 sales manager that generate most revenue to go to

Germany trip without any costs.

Mechanic

MBCC (Mercedes-Benz Competence Centre) new program of recruiting mechanic staffs for

company. MB Thailand joined with Samutprakan Technical College seeks for students that

are interested and trained them, they also provide wages for the students.

STAR Assist training, a service program that provide customers 24 hrs assistant for any car

problem

Specialized mechanists training for head mechanic of every dealer, to get information up to

date

Process in Mercedes-Benz

Parts

Genuine Engine Oil

Lubricates, reduce wear-and-tear and helps to protect the environment and it is perfectly

aligned to your vehicle

Genuine Parts

Produced precisely according to specifications, can rely on spare parts being genuine

30
Accessories and Collection

Offers individual, stylish and special accessories, provided to suit the needs of every

individual

Physical Environment

Mercedes-Benz showrooms’ environments are very exclusive, modern, with high

technological equipment, which give a prestigious and luxurious feeling.

The colors used in showroom are metallic colors such as black and gray

The showrooms from authorized dealers look nicer in term of physical looks of the

showroom, professional salesperson, and also provide full service.

Food and beverages are provided

Magazines relating automobile

31
FIGHT BACK FOR NUMBER ONE SPOT

Mercedes-Benz marketing was once centered on the safety, luxury, and precision engineering of

its cars, but due to increase competition in the luxury car industry and changing consumer

attitudes about the Mercedes-Benz brand that strategy has changed. Now their marketing strategy

is more life style oriented and is focused more on presenting the more fun loving, approachable,

and energetic side of Mercedes-Benz. The evolution of Mercedes-Benz’s marketing strategy can

be directly connected to the expansion of its target market, which now includes persons twenty

five to thirty five years old as well as its initial targets the baby boomers. In order to provide

superior customer value to its target market Mercedes-Benz has found it necessary to expand its

product line up, provide more competitive prices, increase communications with its target

market, maintain accessibility to consumers, and continue its excellent customer service.

This can be clearly seen all throughout their new integrated marketing mix and SWOT analysis

that helped them get back the No. 1 spot in 2014.

The marketing mix of Mercedes-Benz shows what a fantastic company Mercedes is, and how, as

per Business Week Magazine, it is the top most recognized global automobile brands. This high

profile success is not an accident but hard work, patience and excellent application of effective

marketing strategy all rolled into one.

Product in the marketing mix of Mercedes-Benz

Product is the strongest P in the marketing mix of Mercedes-Benz. Mercedes remain as one of

the leading brands in the Indian market, that too for more than 50 years. The company currently

assembles its models — S-Class, E-Class, C-Class and the ML-Class while other models,

including GL-Class, CLS-Class and SLK-Class are fully imported.

32
Promotion in the marketing mix of Mercedes-Benz

Although Mercedes-Benz marketing strategy used to focus on the luxury, safety and precision

engineering of its cars, competition has propelled it to adjust its product to suit the changing

consumer attitudes. Now, their marketing strategy focuses more on presenting a more energetic,

fun loving and approachable side of Mercedes-Benz.

The evolution of its marketing strategy can also be a connected to its expanded market.

Mercedes-Benz has, over the years, found it necessary to expand the market to include younger

consumers. Another marketing strategy employed by Mercedes-Benz is its decision to slice

prices and make the product more affordable to consumers.

In order to increase communication with its target market, Mercedes-Benz has maintained

accessibility to consumers through the following

Online advertising

Social media

Establishing excellent customer service at its point of sales

Offer warranty under excellent conditions

Television advertising

Print media

33
Mercedes-Benz Partners With Buddh International Circuit

Mercedes-Benz India, in a bid to promote what he company calls ‘the spirit of performance

Motoring’ has planned a three pronged strategy. The strategy also includes partnering with the

Buddh International Circuit for promoting motorsports. Here’s a brief detail on the plans

Mercedes-Benz has in store:

Part 1: Official Automobile Partners of Buddh International Circuit: As the Official partners of

Buddh International Circuit the company along with JPSI will play a pivotal role in the debut of

Indian Grand Prix. The partnership with JPSI is aimed at establishing a stronger connect with

motorsports enthusiasts and potential customers. Mercedes-Benz customers shall have exclusive

and special access to use the cars on the race track. The company also plans a lot of activities at

the Budd International Circuit.

Part 2: Popularizing Motorsport: Mercedes-Benz will start a nationwide promotional and

activation campaign to popularize Motorsport and give enthusiasts access to witness the action at

the Indian Grand Prix at Buddh International Circuit. Mercedes-Benz plans to create Pit Stops at

all its dealerships which will sell tickets for Indian Grand Prix and also merchandise for

enthusiasts and collectors.

34
The Mercedes-Benz Speed Date is another activity planned around third week of October at

Mumbai with participation of over 100 Mercedes-Benz and AMG cars.

A college activation program, MTV Date with Speed, is fun filled program, with youth

engagement, music, cars all woven around the theme of Motorsports. Mercedes-Benz will also

be organizing lifestyle parties across multiple cities at the hippest pubs. A host of other

promotional campaigns targeting the young audience will ensure the country gives a rousing

welcome to the grand debut of Indian Grand Prix.

As an Official Automobile Partner, Mercedes-Benz cars will serve as the Official Safety car, Fast

Intervention Vehicles and Race Control Cars in Motorsport event in the country.

Part 3: Performance Driving Academy: Mercedes-Benz along with JPSI will create a

Performance Driving Academy to create a platform to provide high octane experience to

motorsports enthusiasts in India. The new Academy will offer structured programs, cars, trainers

and help groom new talents on the racing circuit. Mercedes-Benz has a rich history of

motorsport. In fact no other automobile manufacturer in the world shares the same relationship

with racing as Mercedes-Benz.

35
Media Publication Of Mercedes-Benz

Mercedes-Benz joins hands with MaXposure to launch ‘Mercedes’ magazine

Mercedes-Benz has announced its partnership with MaXposure Media Group to launch the

‘Mercedes’ magazine for the first time in India. With up to eight existing international editions

already, ‘Mercedes’ magazine now hits the Indian market through private circulation. Poised to

serve as a coffee-table book, the magazine seeks to have considerable reach in the dynamic and

young affluent sections of society. Published quarterly, the magazine will be circulated to the

exclusive clientele of Mercedes-Benz in India and to the ever-growing group of people who

aspire to be a part of the Mercedes-Benz family.

‘Mercedes’ will cover topics ranging from high-end products and services to fashion, hobbies,

holidays, and communication and entertainment. The magazine will also cover the global

lifestyle of the rich and famous. Besides these, sections on Mercedes-Benz history, heritage,

production, and future technology have been incorporated for automobile aficionados.

Daimler AG publishes the international counterpart of this avant-garde magazine.

36
Introducing the magazine in India, Dr Wilfried Aulbur, MD, Mercedes-Benz India, said, “It

reflects the philosophy of living in luxury the smart way. In the magazine, the readers will

discover a vibrant cultural tapestry from all over the globe in its pages, covering celebrities,

fashion, high-end living, exotic travel destinations, fine dining, art and the latest happenings

from Mercedes-Benz, and 30 per cent of the magazine will be dedicated to local content.”

On the strategic association, Prakash Johari, CEO, MaXposure Media Group, said, “We are

excited about publishing ‘Mercedes’ magazine in India. We hope to strike a chord with all

Mercedes-Benz customers with outstanding content in every issue.”

The Indian edition of the ‘Mercedes’ magazine is for private circulation only and will be

couriered complimentary to Mercedes-Benz customers in India. However, it will be open to

external advertisers with whom the luxury carmaker shares a good synergy. The initial print run

will be 15,000 copies quarterly, which will be audited by BPA Worldwide, a leading global

authority on printing audits. The magazine will also be available at dealerships as take-away for

customers.

One thing that Mercedes managed to do is to build a reputation of quality and exclusivity in all

its products, making it one of the most recognizable brands in the globe. Thus, it enjoys a

reputation of class and prestige.

Place in the marketing mix of Mercedes-Benz

Mercedes-Benz introduced many technological and safety innovations over the years. However,

the introduced innovations went on to be replicated by other brands. The company distributes its

product through a broad network of dealers throughout the world. Mercedes-Benz understands

that consumers are not just interested in a buying a car that moves them from point X to point Y.

37
They are actually making a car that will enable them easily sell the idea about the car in the

market. The company intends to change the perception of the brand and reposition it so that it is

more appealing to younger generation. They are also sending out the message that they are more

approachable than ever before.

Pricing in the marketing mix of Mercedes-Benz

Mercedes-Benz manufactures different types of convertibles, full sixed sedans, coupes and sports

sedans. It has as many as 14 car models currently ranging from INR 21,49,000 to 7,68,00,000.

Mercedes is leaving no stone unturned to tap Indian market in premium segments. As a matter of

fact, the company deals in a niche segment where the customer is more concerned with the value

they are getting on the product more than anything else is.

Therefore, the company has tried to ensure it makes high quality cars first and foremost. The

company has a broad price structure outside India, ranging from $30,000 to up to $100,000,

depending on the model.

People in the marketing mix of Mercedes-Benz

Dealer

Dealer send representative to meeting at head quarter every two months to know updates

about the market, trend and the corporate plans and events.

Offer Dealers Trip once in a while, to tightens each dealers relationship and relationship

of dealers and Daimler Thailand’s staff. Sales service

38
 Sales manager meeting at Daimler Crysler head quarter every month, to inform new

promotion/ads campaign also to let every dealer’s sales management plans goes on the

same direction

Reward for 30 top sales person and 5 sales manager that generate most revenue to go to

Germany trip without any costs.

Mechanic

MBCC (Mercedes-Benz Competence Centre) new program of recruiting mechanic staffs

for company. MB Thailand joined with Samutprakan Technical College seeks for

students that are interested and trained them; they also provide wages for the students.

STAR Assist training, a service program that provide customers 24 hrs assistant for any

car problem

Specialized mechanists training for head mechanic of every dealer, to get information up

to date

Process in the marketing mix of Mercedes-Benz

Service

Service Work& Maintenance

Pool of experts, qualified and specializes in servicing vehicle at a fair price

My Service

Let you choose service appointment and options of your choice and is most convenient to

you

39
Dealer Search

Offers wide range of additional services and are always willing to help

Service 24 hour – “Star Assist”

Comprehensive assistance available24 hours a day • Operator fluent in both Thai and

English

Proven Exclusivity

Trading services for pre-owned cars, carrying same standards worldwide, also including a

2 years warranty

Parts

Genuine Engine Oil

Lubricates, reduce wear-and-tear and helps to protect the environment and it is perfectly

aligned to your vehicle

Genuine Parts

Produced precisely according to specifications, can rely on spare parts being genuine

Accessories and Collection

Offers individual, stylish and special accessories, provided to suit the needs of every

individual

40
Physical Environment in the marketing mix of Mercedes-Benz

Mercedes-Benz showrooms’ environments are very exclusive, modern, with high

technological equipment, which give a prestigious and luxurious feeling.

The colors used in showroom are metallic colors such as black and gray

The showrooms from authorized dealers look nicer in term of physical looks of the

showroom, professional salesperson, and also provide full service.

Food and beverages are provided • Magazines relating automobile

Other initiatives taken up by Mercedes-Benz

Mercedes-Benz Performance Drive

The finest cars and the ultimate driving experiences, tailor-made for you. The events in the

Mercedes-Benz Performance Drive will hone your driving skills on the racetrack and riveting

surfaces while unleashing the performance of their brightest Stars.

MercedesTrophy

Established 22 years ago, the MercedesTrophy has quickly become one of the world's most

prestigious amateur Golf tournaments. Today, with over 58,000 avid golfers in over 50 countries

and 600 qualifier tournaments around the globe, this is one tee-time you cannot miss.

41
Social Involvement of Mercedes-Benz

Mercedes-Benz is also involved with social-oriented programs across India like:

‘Biofuel from Jatropha’

Road safety project for children

Automotive education, etc.

2012 Auto Expo: Mercedes launches Mercedes Performance Driving Academy

Mercedes-Benz India Limited has launched the Mercedes-Benz JPSI Performance Driving

Academy at the Buddh International Circuit on the eve of the 2012 Auto Expo in Delhi.

The Driving Academy will have cars like the SLS AMG,

C63 AMG and more such adrenaline pumping vehicles. The

Academy is open only for two days per quarter and only 64

exclusive slots per year for customers and enthusiasts have

been allotted. There will be eight participants allowed per

day.

The cost of the Academy course is Rs 75,000 each day. This excludes the stay and travel

expenses. There are also specific courses available for clubs and corporates.

The cost of the Academy course is Rs 75,000 each day. This excludes stay and travel expenses.

Registrations for the Driving Academy are open at the Auto Expo 2012 as also at Mercedes

website and dealerships across India. The Mercedes-Benz JPSI Performance Driving Academy

will also offer assistance for participants to enroll for other higher level courses at the Academy

in Germany.

42
Mercedes-Benz to assemble more cars locally to be competitive

Mercedes-Benz is planning to change the way they’ve been doing business in India. The Indian

luxury car market has been changing by the day and in this ultra-competitive age, Mercedes-

Benz plans to make more cars locally which will allow the car maker to take a more aggressive

approach when it comes to pricing. The three big players in the Indian luxury segment are aware

of the potential of the Indian market and are always looking for new ways to counter the

competition. Mercedes-Benz’s latest move will help the car maker save on local taxes which in

turn will benefit the customers.

Mercedes-Benz also plans to introduce new models in the Rs 20 lakh to Rs 3 Crore segment,

going forward. Also, the ramping up operations will include fresh investment in the company’s

Chakan plant. The upgrade will allow the car maker to assemble more cars from CKD

(Completely Knocked Down) kits. Even though, the year 2011 wasn’t exactly a good year for car

makers in terms of volumes, the luxury segment hasn’t shown any signals of a slowdown. In

fact, Mercedes-Benz predicts that the Indian luxury car segment will rise by 35 percent by the

end of the current fiscal year.

“We have been in constant talks with our headquarters for ramping up

our operations here in India,” he said. “A significant investment will

happen in the CKD (completely knocked down) category. We would

like to do more and more local assembly here. For that, we need to

ramp up the capacity,” said Debashish Mitra, director-sales and

marketing’’.

43
SWOT ANALYSIS

44
 FINDINGS

When Mercedes-Benz entered India, everything was in its favor -- from tremendous brand

equity to a virgin market. At the time, the Indian car market was just revving up. But they

failed to realize the markets potential and left the door open for BMW and Audi to dethrone

them from the number one spot in the year 2009.

The barely invested in any promotional strategies in that period, assuming their number one

position was secure. The main reason of the downfall can be singled out to a large extent

due to the lack of promotional strategies which cost them dearly and made them revamp

themselves up completely.

The phase from where Mercedes planned to take back their number one spot was dominated

by their marketing strategies. The first ad of Mercedes-Benz in India was released in 2014

whereas that of BMW was released in 2007. This clearly shows how late Mercedes left it to

explore the extent to which media con affect them and their positioning.

Mercedes-Benz India Private Limited also went about carrying on various other initiatives

along with their strong new marketing and promotional strategies. They also began locally

assembling various models of their cars to reduce the price and also opened a new research

laboratory in India in Bangalore. Their second biggest research laboratory behind their one

in Germany but rated above the latter.

The new target market and marketing mix seems to be paying off for Mercedes where they

regained their number one position in 2014.

45
 CONCLUSION

The main reason for the downfall of Mercedes-Benz with the emergence of BMW and Audi in

the Indian market was mainly due to their ignorance to the new and improving marketing and

promotional strategies and its influence on the masses. The fatigue among customers with the

Mercedes-Benz brand, absence of new models from the Benz and BMW's aggressive marketing

made the latter nudge past Mercedes, selling 3,619 cars while the erstwhile leader sold 3,220

cars. The third major luxury car player, Audi, sold 1,550 cars until November 2009.

BMW not only came in with strong and aggressive marketing campaigns but also brought in new

sportier looks which pulled majority of the younger audience who preferred cars with much

sportier looks.

All this can clearly concluded from their old integrated marketing mix.

Research and development help Mercedes realize how heavily they lacked in the promotional

sector and hence the new investments made in that sector helped Mercedes put up a fight to the

market competitors.

46
The above two images help us simply and very clearly understand the main reason why

Mercedes has been able to gain its top spot again in the India luxury car market and that is only

the marketing and promotional strategies. The graph from WaveMetrix clearly shows Mercedes

cars are creating way more buzz rather than the brand.

Such is the power of effective Marketing Strategies, plans and promotions. It can make a

difference always.

47