Research

Methodology

Report On
Automobile Sector

Submitted On
11-FEB-2011
Submitted To
Prof.T.J.Joseph
Submitted By
Group-8
Sithara
ShriHari
Thilak Babu
Meghana Bhagavan

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 Naveen Kumar Reddy
Faraz Mohammed Ismail

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 Acknowledgement

We are thankful to Prof.T.J.Joseph for providing us the task of

preparing the report on Automobile Sector in India. We believe in
taking challenges and the report provided us the opportunity to tackle
a practical challenge in the subject of Research Methodology
(Industrial Analysis). This report tested our patience at every step of
preparation but the courage provided by our teachers helped us to
swim against the tide and move against the wind.
We are also thankful to our friends and parents for providing us help
at every step of preparation of the report.

With Regards

Naveen Kumar Reddy

Meghana Bhagavan

Thilak Babu

ShriHari

Sithara

Faraz Mohammed Ismail

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Objectives of the Report

- Study of the Indian automobile industry structure.

- Analysis of performance of industry sub-segments and their future outlook.
- Understanding the Indian auto component market and its growth aspects.
- Evaluation of factors fuelling growth in the Indian automobile market.
- Discussion of the forces countering the market growth.
- Identification of future prospects for the Indian automobile industry

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 Contents
Introduction----------------------------------------------------------------------------------------6

Features of Automobile industry---------------------------------------------------------------- 7

Industry Environment

PEST Analysis--------------------------------------------------------------------------------------8

Domestic Automobile Sales Trends------------------------------------------------------------10

Global Comparison of industry-----------------------------------------------------------------12

Industry Structure-------------------------------------------------------------------------------12

Market share of each segment-------------------------------------------------------------------13

Differentiation Practised by various Players--------------------------------------------------15

Barriers in automobile industry-----------------------------------------------------------------18

Industry Concentration --------------------------------------------------------------------------19

Conduct and Practises--------------------------------------------------------------------------20

Industry Conduct----------------------------------------------------------------------------------21

Industry & Firm level Practises------------------------------------------------------------------22

Advertising Intensity------------------------------------------------------------------------------29

Technology Intensity-----------------------------------------------------------------------------30

Foreign Exposure----------------------------------------------------------------------------------33

Leverage of the firm------------------------------------------------------------------------------35

Working Capital Ratio----------------------------------------------------------------------------38

Performance Analysis---------------------------------------------------------------------------38

Analysis of Competition-------------------------------------------------------------------------39

SWOT Analysis-----------------------------------------------------------------------------------40

Conclusion ----------------------------------------------------------------------------------------41

References-----------------------------------------------------------------------------------------42

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Abstract:
The automobile industry in India is one of the fastest growing sectors along with
IT, infrastructure, Telecommunications in the country this growth is due to liberalization in
1991 by Prime Minister P.V Narasimharao this liberalization which allows foreign players to
operate in India leads to increase in investment in automobile sector thus provides more jobs
in India .The liberalization also allows foreign players to invest in various sectors which lead
to increase in jobs thus disposable income increases which in turn increases purchasing
power parity that leads to increase in sales of automobiles year-on-year

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Introduction:
Indian automobile industry is one of the giant industries in Indian market since
1898, when the cars touched the Indian streets for the first time The automobile industry
in India is the 7th largest in the world with an annual production of over 36 million units
in 2010.India holds a 10th position in the entire world with being no.1 in two wheelers and
no.4 in commercial vehicles. Automobile sector in India increases because of easy
availability of finance at relatively low rate of interest and price discounts offered by the
dealers and manufacturers all have stirred the demand for vehicles and a strong growth of
the Indian automobile industry and also with new and fuel efficient models. De-licensing
in 1991 has put the Indian automobile industry on a new growth track, attracting foreign
auto giants to set up their production facilities in the country to take advantage of various
benefits it offers. This took the Indian automobile production from 5.3 Million Units in
2001-02 to 10.8 Million Units in 2007-08. The other reasons attracting global auto
manufacturers to India are the country’s large middle class population, growing earning
power, strong technological capability and availability of trained manpower at
competitive prices

The Indian automobile market is currently dominated by two-wheeler segment

but in future, the demand for passenger cars and commercial vehicles will increase with
industrial development. Also, as India has low vehicle presence (with passenger car stock of
only around 11 per 1,000 population in 2008), it possesses substantial potential for growth.
In 2006-07, the Indian automotive industry provided direct employment to more than
300,000 people, exported auto component worth around US$ 2.87 Billion, and contributed
5% to the GDP. Due to this large contribution of the industry in the national economy, the
Indian government lifted the requirement of forging joint ventures for foreign companies,
which attracted global to the Indian market to establish their plants, resulting in heightened
automobile production. In 2009-2010 the automobile contribution to G.D.P is 8.4% which is
one of the sectors to provide more employment

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Features of Automobile Industry:

The Indian automobile industry is going through a technological change

where each firm is engaged in changing its processes and technologies to maintain the
competitive advantage and provide customers with the optimized products and services.
Starting from the two wheelers, trucks, and tractors to the multi utility vehicles, commercial
vehicles and the luxury vehicles, the Indian automobile industry has achieved splendid
achievement in the recent years.
“The opportunity is staring in your face. It comes only once. If you miss it, you will not get it
again”
On the canvas of the Indian economy, auto industry maintains a high-flying place. Due to its
deep frontward and rearward linkages with several key segments of the economy, automobile
industry has a strong multiplier effect and is capable of being the driver of economic growth.
A sound transportation system plays an essential role in the country’s rapid economic and
industrial development. The well-developed Indian automotive industry skilfully fulfils this
catalytic role by producing a wide variety of vehicles: passenger cars, light, medium and
heavy commercial vehicles, multi-utility vehicles such as jeeps, scooters, motorcycles,
mopeds, three wheelers, tractors etc.
The automotive sector is one of the core industries of the Indian economy, whose prospect is
reflective of the economic resilience of the country. Continuous economic liberalization over
the years by the government of India has resulted in making India as one of the prime
business destination for many global automotive players. The automotive sector in India is
growing at around 20 per cent per annum.
“The auto industry is just a multiplier, a driver for employment, for investment, for
technology” The Indian automotive industry started its new journey from 1991 with
delicensing of the sector and subsequent opening up for 100 per cent FDI through automatic
route. Since then almost all the global majors have set up their facilities in India taking the
production of vehicle from 2 million in 1991 to 9.7 million in 2006 (nearly 7 per cent of
global automobiles production and 2.4 per cent of four wheeler production).
The cumulative annual growth rate of production of the automotive industry from the year
2000-2001 to 2005-2006 was 17 per cent. The cumulative annual growth rate of exports
during the period 2000-01 to 2005-06 was 32.92 per cent.

- Passenger car production in India is projected to cross three million units in 2014-15.
- Sales of passenger cars during 2008-09 to 2015-16 are expected to grow at a CAGR of
around 10%.
- Export of passenger cars is anticipated to rise more than the domestic sales during 2008-09
to 2015-16.
- Motorcycle sales will perform positively in future, exceeding 10 Million units by 2012-13.

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- Value of auto component exports is likely to attain a double digit figure in 2012-13.
- Turnover of the Indian auto component industry is forecasted to surpass US$ 50 Billion in
2014-15.

Industry Environment:
The following tells about the automobile industry environment in which growth is
affected

PEST ANALYSIS:

This analysis shows how the automobile industry is effected by political, economic,
social, technological factors

Political Factor:

Indian government auto policy aimed at promoting an integrated, phased

and conducive growth of the Indian automotive industry. Allowing automatic approval
for foreign equity investment up to 100 per cent. Establish an international hub
for manufacturing small, affordable passenger cars as well as tractors and two
wheelers. Ensure a balanced transition to open trade at minimal risk to the Indian
economy and local industry. Laying emphasis on R&D activities carried out by
companies in India by giving a weighted tax deduction of up to 150 per cent for in-house
research and R&D activity. Promoting multi-modal transportation and the
implementation of mass rapid transport systems. Andhra Pradesh government
reduces vat tax to 50% on tractors, 2-wheeler plants which is expected to
generate 20,000 employees & investment of 25,000 cr. The Government is in the
final stage of notifying the fuel efficiency standards for automobile sector in the
country which will be enforced from 2011.Government initiatives regarding tax rebates
has led to global players setting up their R&D centres in India.

Economical Factors:
The Indian economy has grown at 8.5 per cent per annum. The manufacturing sector
has grown at 8–10 per cent per annum in the last few years. Finance availability to
CV buyers has grown in scope during the last few years. Several Indian firms have
partnered with global players. While some have formed joint ventures with equity
participation, others have entered into technology tie ups .Establishment of India as a
Manufacturing hub, for mini, compact cars, OEMs, and for auto components. The
average per capita income rises to 6.1% in 2009-2010 i.e.,39,900 to 45,500 rupees
The fiscal deficit is reducing year-on-year which leads to government spending more
on welfare schemes that leads to increase in income with people. The rise in inflation,
oil prices now a day’s leads to reduce in sales of automobile’s

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Social Factor:
Growth in urbanization, 5th largest economy by PPP index. Upward migration of
household income levels. Increase in PPP , led to the increase in market share of compact
cars. 85% of Cars are financed in India (15% in China). Cars priced below USD 12000
account for nearly 80% of the market. Vehicles priced between USD 7000 –12000 form
the largest segment in the passenger car market. Indian customers are highly discerning,
educated and well informed. They are price sensitive and put a lot of emphasis on value
for money. Preference for small and compact cars. They are socially acceptable, even
amongst the well-off. Preference for fuel efficient cars with low running costs. The Tata
Indica has the lowest running cost at US 8.5 cents per mile. The younger generation is
buying more automobiles than for elder or older generation i.e., Gen Y is purchasing
more than any other generation in India it is because of boom in IT sector.

Technological Factor:
With the entry of global companies into the Indian market, advanced technologies ,both in
product and production processes have developed. With the development or evolution of
alternate fuels, hybrid cars have made entry into the market. Few global companies have
setup their R&D centres in India. Major global players like Audi, BMW, Hyundai etc have
setup their manufacturing units in India. Government giving tax incentives to environment
friendly automobiles There is no tax for electric automobiles.

Total Sales in 2009-2010:

• Automobiles - Scooters and 3-Wheelers -------------11996.84 cr

• Automobiles - Tractors -------24080.45 cr

• Automobiles - passenger cars ---------55785.89 cr

• Automobiles - Motorcycles / Mopeds --------20301.3 cr

• Automobiles - LCVs/HCVs ---------- 45155.81 cr

• Total sales of automobile industry is -----------157,320.29 cr

~31.46 billion USD

This is the trend in automobile sector, the sales from 2001-2010 is increasing year-on-year
growth at around 20% annually

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 Automobile Domestic Sales Trends (Numbe
r
of
Vehicle
s)
2003- 2004- 2005- 2006- 2007- 2008- 2009-
Category 04 05 06 07 08 09 10
Passenge
r 9,02,09 10,61,5 11,43,0 13,79,9 15,49,8 15,52,7 19,49,7
Vehicles 6 72 76 79 82 03 76
Commer
cial 2,60,11 3,18,43 3,51,04 4,67,76 4,90,49 3,84,19 5,31,39
Vehicles 4 0 1 5 4 4 5

Three 2,84,07 3,07,86 3,59,92 4,03,91 3,64,78 3,49,72 4,40,36

Wheelers 8 2 0 0 1 7 8

Two 53,64,2 62,09,7 70,52,3 78,72,3 72,49,2 74,37,6 93,71,2

Wheelers 49 65 91 34 78 19 31
Grand 68,10,5 78,97,6 89,06,4 93,45,5 96,54,4 97,24,2 123,25
Total 37 29 28 34 35 43 50

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Automobile Production growth trends & Environment:

2003- 2004- 2005- 2006- 2007- 2008- 2009-

Category 04 05 06 07 08 09 10

Passenger 9,89,56 12,09,8 13,09,3 15,45,2 17,77,5 18,38,5 23,51,2

Vehicles 0 76 00 23 83 93 40
Commerc
ial 2,75,04 3,53,70 3,91,08 5,19,98 5,49,00 4,16,87 5,66,60
Vehicles 0 3 3 2 6 0 8
Three 3,56,22 3,74,44 4,34,42 5,56,12 5,00,66 4,97,02 6,19,09
Wheelers 3 5 3 6 0 0 3
Two 56,22,7 65,29,8 76,08,6 84,66,6 80,26,6 84,19,7 93,23,1
Wheelers 41 29 97 66 81 92 45

Marketing environment consists of the actors and forces outside marketing that affect
marketing management’s ability to build and maintain successful relationships with target
customers. The marketing environment offers both opportunities and threats. The
environment continues to change rapidly. The marketing environment is made up of Micro-
environment and Macro-environment.

The Micro environment consists of the actors close to the company that affect its ability to
serve its customers. These actors are: the company, suppliers, marketing intermediaries,
customer markets, competitors and publics.

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 The Macro environment consists of the larger societal forces that affect the
microenvironment. These forces are: demographic, economic, natural, technological, political
and cultural forces which we saw above.

Global Comparison of the industry:

China is second only to United States in automobiles. Chinese own close to 22 million at
the end of 2006, which makes China the second largest auto market in the world. At
present, there are 30 cars for every thousand people in China, which is far below the
world average of 120 cars. India is projected to have the largest number of cars in the
world − 611 million to be precise − by 2050. According to Goldman Sachs, this means
every sixth car produced in the world will be sold in India. Tata Motors, India's largest
four-wheel automaker, launches Nano for Rupees One Lakh. Its sticker price of about
$2,500 would make it the world's cheapest car. Only eight Indians out of every thousand
own a car. Germany is the world’s largest exporter of automobiles in the world followed
by U.S, China and India.

U.S Europe China India

No of cars/1000 100 87 30 10

Export 2nd 1st 3rd 4th

Industry Attractiveness’s:

Government Policies, high disposable income of consumers, less Labor costs ,

availability of raw materials like steel, high skilled auto parts manufacturers, more middle
class society around 50m in 1990 to 500m in 2008.

Industry Structure:

Manufacturer Segments
Ashok Leyland LCVs, M&HCVs, Buses
Asian Motor Works M&HCVs
Atul Auto Three wheelers
Bajaj Auto Two and Three Wheelers
BMW India Cars and MUVs
Daimler Chrysler India(Benz) Cars
Eicher Motors LCVs, M&HCVs, Buses
Electrotherm India Electric Two Wheelers
Fiat India Cars

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Force Motors Three Wheelers, MUVs and LCVs
Ford India Cars and MUVs
General Motors India Cars & MUVs
Hero Honda Motors Two Wheelers
Hindustan Motors Cars, MUVs and LCVs
Honda Two Wheelers, Cars and MUVs
Hyundai Motors Cars and MUVs
Kinetic Motor Two Wheelers
Mahindra & Mahindra Three Wheelers, Cars, MUVs, LCVs
Majestic Auto Three Wheelers
Maruthi Suzuki Cars, MUVs
Piaggio Three Wheelers, LCVs
Reva Electric Car Co. Electric Cars
Royal Enfield Motors Two Wheelers
Scooters India Three Wheelers
Skoda Auto India Cars
Suzuki Motorcycles Two Wheelers
Swaraj Mazda Ltd. LCVs, M&HCVSs, Buses
Tata Motors Cars, MUVs, LCVs, M&HCVs, Buses
Tatra Vectra Motors M&HCVs
Toyota Kirloskar Cars, MUVs
TVS Motor Co. Two Wheelers
Volvo India M&HCVs, Buses
Yamaha Motor India Two Wheelers

This shows the number of firms in each segment i.e., 2-wheelers, 3-wheelers, passenger cars,
Commercial vehicles which is due to liberalization in 1991.

Market Share of each segment:

The following pie chart shows the share of each segment , 2-wheelers has more share
compared to other segments followed by passenger cars, followed by commercial vehicles
and 3-wheelers.

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Market Share of individual firms in passenger vehicle segment:

Market Share of individual firms in commercial vehicle segment:

Market Share of 2-wheelers firm wise:

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Market share of 2-wheelers as segment:

Nature of Competition:

The nature of competition is oligopoly i.e., there are less firms than the potential market. In
passenger car segment Maruthi Suzuki is the market leader because all other firms won’t
increase the prices unless increased by Maruthi Suzuki. In 2-wheeler segment Hero-Honda is
the market leader but now the joint venture between Honda& Hero is broken down. In 3-
wheeler i.e., in auto rickshaw segment Bajaj is leader & in tractor segment M&M is the
leader. In commercial vehicles Tata is the market leader.

Differentiation practised by various players:

Marketers see to produce products for different segments one cannot create segments
but one should identify segments to cater to their needs so that to be competitive in the world
which a company wants to be innovative, to be profitable to attract new investors. So
company must fix up a price by keeping segment in mind accordingly they can design ads,
promotional campaigns etc.

Differentiation can be any of the following:

 THE PRICE OF THE CAR

 THE LENGTH OF THE CAR
 THE USER SEGMENT

BASED ON THE PRICE OF THE CAR

On the basis of price of car we can segment the car in following ways-:

 Economy Segment
○ The economy segment of car ranges up to Rs. 2.5 Lakh. The products in this
segment are Maruthi 800, Alto and the newly launched product of TATA
motors i.e. NANO.

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  Mid- Size Segment
○ The mid-size segment of car ranges from 2.5 Lakh to 4.5 Lakh. It includes the
products like Hyundai Santro, Maruthi Zen and Tata Indica etc.

 Luxury car segment

○ The luxury segment of car ranges from 4.5 Lakh to 10 Lakh. It includes the
products like Honda city, Hyundai Verna, Mahindra Scorpio etc.

 Super luxury car segment

○ The super luxury segment of car ranges above 10 Lakh. This segment satisfies
the elite class of the society. It includes the products like Skoda Laura, Honda
Accord, BMW, Mercedes and Audi etc.

BASED ON THE LENGTH OF THE CAR

 A segment- Cars that are less than 3.5 meters long (800, Omni)
 B segment- Cars between 3.5 meters to 4 meters long( Zen, SX4, Santro)
 C Segment- Cars between 4 meters to 4.5 meters long (Verna, Honda city, ford fiesta)
 D segment- Cars that are more than 4.5 meters long( Mercedes, Sonata, Accord,
Skoda)

BASED ON THE USER

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Segmentation of automotive sector is also based on the user of the products. Like the
example of TATA Motors, when it observed that their product ‘INDICA’ is used extensively
by the taxi operators, it came up with a new model of the car having Round Tail Lights to
distinguish it from the car having vertical tail lights used by the individual buyers. The buyers
are:

 Individual Buyers
 Taxi operators -:
 Government /non-government institutions

VOLVO MOTORS

Volvo Motors develops its cars for buyer to whom automobile safety is a
major concern. Volvo therefore positions it’s as a safest a customer can buy.

HYUNDAI MOTORS

Hyundai 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 secondary consumer target is college students who need style and
speed. Its primary business target is midsized to large sized corporate 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.

Hyundai Santro is targeting middle professionals

Accent was launched to target corporate clients

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NICHE MARKET

A niche is a more narrowly defined group seeking a distinctive mix of benefits.

Marketers usually identify niches by dividing a segment into sub segments.

BMW is targeting high class people but it is mainly targeting the young people
who earn a lot of money up to the age of 35-40 years

Mercedes is also targeting high class people but it is mainly targeting the
CEO’s, chairmen, etc of age group of 50-60 years.

 Maruthi Suzuki targeting the upper middle class people who are earning 6 Lakh per
annum
Barriers in the automobile industry:

The above graph shows the conditions of post liberalization and pre-liberalization. The other
barriers are:
Entry Barrier:

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 Non-Tariff Barriers (NTBs) are extensively used to restrict trade and investment
opportunities in the automotive industry today. They include an extensive range of
measures to protect domestic auto industries and restrict market access.

Exit Barrier:

As more investment is needed to start but it is easy to exit but with losses, if mergers &
acquisitions are not possible .

Industry Concentration:

Herfindahl Index
Herfindahl Index is a measure of the size of firms in relationship to the industry and an
indicator of the amount of competition among them. It is defined as the sum of the
squares of the market shares of each individual firm in the industry.
H=∑i=1n (Si )2
Where,
H = Herfindahl Index.
Si = Contribution of each individual firm to Industry sales.
n = Number of firms.
Herfindahl Index – Decision Criteria

As 2-wheeeler share is 76.23%, commercial vehicles 4.32%,

3-wheelers is 3.58%, passenger vehicle is 15.86% so ‘H’ is as …

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 H= (0.7623)2+(0.0432)2+(0.0358)2+(0.1586)2

=0.6124

=61.24%

So here to withstand investment should be more

Concentration level is between 50% to 80% i.e., index is between 1000 to 1800

Conduct & Practises:

The following shows the imports & exports of the automobile sector

Exports of automobile sector:

Imports of Automobile sector

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Industry Conduct:

Vehicle Production in India

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Industry & Firm level Practises:
Pricing of Automobiles:

MARUTHI

SWIFT

After launching cars for the masses since so many years, India’s largest automobile
manufacturer is now targeting the premium segment with their latest model from the Suzuki’s
stable. Pricing of this premium hatchback is start from Rs.4 Lakh. This price range would

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practically rip apart Hyundai’s offering in Getz, which is priced at a much higher tag of Rs.
4.5 Lakh. Both the companies are known for their value based offerings and Maruthi with
their extensive service network and brand reputation for making reliable cars should get the
customer’s nod over their competition.

Maruthi Kazashi:

It is the new version of luxury sedan car from Maruthi they are now concentrating on this
luxury car segment it costs around 18 Lakh targeting business class people

TATA INDICA
Tata Motors adopted a competitive pricing strategy for Indica in the global market. Prices
were fixed on the basis of the norms prevailing in the international market. Also the prices
offered by their competitors like Toyota, Ford, Fiat, were kept in mind while deciding the
prices.

SCORPIO
Pricing Strategy: to be a premium brand yet
having universal appeal .Scorpio was to compete with the midsize
cars like Hyundai Accent, Ford Icon, Opel Corse, Maruthi Suzuki Esteem on the one side and
UVs like Toyota Quails, Tata Safari and the Tata Sumo on the other. Scorpio adopted the
penetrative pricing strategy positioned in the psychological price barrier of Rs. 5 -7 Lakh.

Pricing in 2-wheelers:
Faced with an uncomfortable scenario of Bajaj Auto closing in on Hero Honda Motors in
monthly unit sales, managing director Munjal said the company has put in place a strategy to
retain its leadership in the Rs 33,000 cr two-wheeler markets. That includes developing new
high-performance engines in 100cc, expanding capacity to beyond 5 million units and
reducing the price of 100cc bikes, if needed.

“As confident as they are of upstaging us, we are confident of retaining our leadership and
growing our lead,” Munjal told FE in an exclusive interview.

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Reiterating that unlike Bajaj, which is exiting the 100cc segment, Munjal said Hero Honda
intends to strengthen its offerings in the segment. He said the company is developing new
engines that will deliver superior performance in the 100cc bikes in future.

To counter Bajaj’s move to offer 125cc bikes at the price of 100cc bikes, Munjal said Hero
Honda could reduce prices of its 100cc bikes to nullify Bajaj’s strategy.

“We have dominated the 100cc segment for many years and will continue to dominate.
Possibly it may be the reason for Bajaj Auto leaving the segment,” Munjal told FE.

The gap between Hero Honda and Bajaj Auto has narrowed from 92,206 in September, 2005
to 37,833 in September, 2010

Distribution:
For 2-wheelers:

At Hero essentially they have a completely customer-driven approach. A nation-wide dealer

network comprising of over 3,500 bicycle dealers, 350 dealers for mopeds and 225 franchise
holders for motorcycles, ensures convenient access to the Group's products across the
country.

Strong dealer company relationship with a deep sense of belonging to the Hero fraternity, the
Group's dealer network has catalyzed growth and acted as a strong bridge between the
customers and the Group.

There are more than 1000 committed dealers & service outlets spread across the country. The
authorized workshop have well laid out standards for motorcycle servicing supported by fully
equipped infrastructure in terms of quality precision instruments, pneumatic tools & a team
of highly trained service technicians. Having your motorcycle serviced at an authorized
workshop ensures highest standards of service quality and reliability

For Cars:

SCORPIO
Since the Scorpio was targeted at an urban The Scorpio was launched in a phased manner -
first in Metros Mumbai, Delhi, Bangalore, Chennai. Twenty cities were included over a
period of 4 months and within a year 50 cities were covered. This ensured attention to main

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markets and to ensure that initial production of the vehicle could match demand.

Manufacturer-TKM
ToyotaConsumer
FlagshipIndia,
Dealer
Bangalore

DISTRIBUTION CHANNEL OF HYUNDAI

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 DEALERS
BOOKING
STOCKIST
SUB AGENTS
DEALERS

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variant carrying a retail tag of Rs 3.85 Lakh , ex-showroom, New Delhi, and this aggressive
pricing only reinforced this feeling.

Event Organized By Maruthi to Promote Swift

ch 24, 2009

In a co-operative marketing initiative, Fever FM and Maruthi Suzuki Swift came together to
organize a Night Rally in Delhi. The Swift Night Life Rally was organized for the Swift Life
Club. The brand tied up with the station to extend the experience to the people who were
unable to participate in the activity.

Honda
Road Shows
The company plans to stage road shows, to display vehicles in the pavilions during various
college festivals and exhibition.

Hyundai
Television advertisements
Advertisements to promote and market our product are shown on leading television
channels. Major music and sports channels promote and they reach out to the youth will be
promoted through Star, Zee, Sony and doordarshan etc as it has more viewers.

Radio
Radio is the medium with the widest coverage. Studies have recently shown high levels of
exposure to radio broadcasting both within urban and rural areas, whether or not listeners
actually own a set. Many people listen to other people's radios or hear them in public places.
So radio announcements are made and advertisements are announced on the radio about the
product features and price, qualities, etc.

Print Ads

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Daily advertisements in leading newspapers and magazines are used to promote the product.
Leaflets at the initial stage are distributed at railway stations, malls, college areas and various
other locations.

Workshops and Seminars

Workshops and seminars are held in colleges and big corporate to make people aware about
the companies past performance and product features, its affordability and usage, vast
distribution network.

Banners, neon signs

Hoardings, banners, neon signs are displayed at clubs, discs, outside theatres, highways and
shops to promote its brand car.

Booklets and pamphlets

Booklets are kept at car showrooms, retail battery outlets, etc for the customer to read. These
booklets provide information about its company; the products offered which suits the
customers need accordingly.
TOYOTA COROLLA
The Promotion for Toyota Corolla consists of a blend of activities making its Promotion Mix.
Its Promotion Mix consists of almost all the possible techniques of Promotion used for any
other product. Some of the major elements of Promotion Mix of Toyota Corolla are listed as
under:

One of the major sources of Sales Promotion is Trade Fairs like AUTO EXPO, MOTOR
SHOW etc. The company used to take part in these types of fairs and used it for its Sales
Promotion. But now the trend is shifting because the company thinks that if they want to
launch a product on a National Level, then there is no need for such kind of shows as now
there are various other powerful sources of media available to them. Moreover the cost spent
on these kinds of fairs was not justified. So therefore the company is now keeping away from
fairs. In 1999 Toyota last time participant at the RAC rally in Britain. Some other Sales
Promotion technique used by the company is the Festival Season Offers it introduces in the
market at the time of Diwali, New Year, Christmas, Navratri etc to boost short term sales.

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Public Relations and Community Building Exercise

• Contribution to Tsunami
• Toyota Kirloskar Motor wins Best Ornamental Garden award for its landscape
• Toyota Kirloskar signs MoU with Bangalore University for promotion of Japanese
Language
• Toyota observes earth day by supporting local schools
• Organizing Drawing/Painting Competition on ‘Me and my Environment’ for kids
from Govt. Schools.

PERSONAL SELLING
Personal Selling largely takes place at the Dealers’ End. The way the customer is attended
depends mainly on the Dealer as he acts as an interface between the company and the
Consumer.

The various cases in which Personal Selling takes place is Individual Sales, Corporate Sales,
Sales Presentations, Fair and trade Shows. Mostly in case of Individual Sales the Customer
goes to the showroom and takes a look at the product. There he is attended to by the Sales
Personnel of the Dealership. Sometimes the Senior Sales Executive has to make Sales
Presentation to Corporate Buyers. Personal Selling is also practiced at Trade Fairs and Auto
Shows wherein the Company appointed Sales Personnel attend prospective customers and
also book their orders.

DIRECT MARKETING
In the case of Direct Marketing the Company Officials directly contact the Prospective
buyers with the information available through various sources. For example in case of Road
Shows, Trade Fairs, Auto shows etc. Sometimes the existing customers also provide
references of prospective buyers such as their friends or relatives.

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GM STUXX
GMI has launched several industry first programs such as Opel Club Card facility, Opel
Carnivals, Opel Autobahn newsletter, chauffeur training programmes, mobile road-show
caravan, car exchange programme for Opel customers, OK 5-Star used car programme,
There is two-year and four-year warranty schemes, 2 year service holiday etc. Such
programmes have helped GM in building its brand equity and developing a loyal customer
base.

SCORPIO
Brand Promise: ‘Luxury of a car. Thrill of an SUV’
this brand positioning addresses the key consumer Insight and the product delivers the
promise. The position is also a unique proposition, which will help the brand have a distinct
image in the consumers’ mind. The baseline captures the essence of the brand, which is
superiority and uncompromising attitude. It also summarises the spirit behind the making of
the Scorpio.

Media Strategy

*Dramatic and high impact launch

* High visibility
* Push brand image even by the media vehicle

Building impact through multiple-media

* PR, Mass Media, Direct Marketing, Events

Public Relations
Pre-launch excitement and buzz was created by a full blown PR program. Media coverage on
the IDAM process, the people behind the Scorpio, the obsession, the world class technology,
etc set the tone for the hyped up launch. PR was also the first tool used for launching the
Scorpio. The coverage of the launch was massive. It got four cover stories

Mass Media
‘While the media targets would be achieved through the right selection of the media mix, the
Scorpio media posture was to ensure that Scorpio was present on the decided media but ‘with

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a difference.’ Scorpio would use media innovations to create differentiation on the traditional
media and do things in a ‘bigger and better’ manner.

Customer Relationship Management (CRM)

CRM as a tool was used to create positive word-of-mouth, to monitor customer experiences
and generate referrals. A series of CRM activities were implemented with regular direct
communication, events and customer research. The CRM plan included a welcome Pack on
filling up Scorpio Club (Top Gear) form, satisfaction surveys, Events, Festive offers,
Rewards Program, etc.

TATA INDICA
‘More car per car’ is the famous tagline of this product. The Indica’s positioning has
remained consistent with the brand's offering in an increasingly competitive market. The
Indica is now synonymous with the word ‘More, by encapsulating the inherent product
strengths and marrying them with the customer trait of desiring ‘More’.

A promotion strategy for Indica v2 in international market is more or less same as that of the
Indian market. Media innovations have been a key to the success of the Indica.

MARKETING/ADVERTISING INTENSITY

The Marketing/Advertising Intensity analysis provides an insight regarding the focus of

the firm on the marketing and promotion activities.

Marketing/Advertising Intensity = Total Marketing Expenses / Net Sales

Advertising:

Promotion is a pushing strategy where as advertising is a selling strategy promotion is a short

term where as advertising is a long term impact on the consumers to buy the product so
companies spend more on advertising than on promotional campaigns

There are many different techniques of Advertisement as a part of its Advertising Strategy.

Most of the Print Ads of Toyota Corolla are individually targeted at one of these factors such
as Comfort, Performance, Styling, Power, Leg Room, Design, and Driving Pleasure. One
most common feature of almost all the Ads is that in every Advertisement, the fact that it is

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the World’s Largest Selling Car and its presence across 160 countries is present. This is
done to because the company wants to differentiate the product in terms of its Reliability that
it is an entrusted brand of 30 Million people across the globe. The fact that it is present in 160
countries proves that it is a Global Car.

There are 3 TV Commercials of this Car in India. The Commercials show that this Car is
targeted mainly at the Indian youth and young Executive. It has been positioned as a little
sportier which is the main reason that it is for young people and is also like by them too.

The Brochures, Posters/Leaflets are such designed that shows that Corolla is a car for people
who demand Performance, Style, Power and Sheer Driving Pleasure. The car being a perfect
combination of these factors makes it a huge success across its segment.

The Other Sources of Advertisement include Bill Boards, Display Signs, POP, Displays,
Symbol/Logo. The company does the Advertising of Corolla by displaying Bill Boards and
Display Signs at various target places where it feels that prospective buyer will come across
it. At the showroom also, there are huge amount of Point Of Purchase Displays and also
Symbols/Logo which add to it.

Percentage of ads on T.V in 2005-2010:

Car/jeep—50%

Motor cycles—35%

Commercial vehicles—4%

Scooters—7%

Tractors—2%

Passenger Car segmentà Tata Motors

Commercial Vehiclesà Tata Motors

Motor Cycleà Hero Honda

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Technology Intensity/orientation:

In-house R&D:

The absence of competitive pressure and the perpetuation of sellers markets may lead to low
R & D activity in firms belonging to a developing country. Limited use of in-house efforts,
either for adaptation of imported technology or in locating technology imports could also
explain low R & D activity. With a more open policy environment, increasing competition
and higher costs of technology imports, firms may realise that to catch up with technological
frontier, they need to direct their efforts to build capabilities for technology generation, rather
than depend on imports. As a result expenditure on in-house R & D would increase in a
liberalized environment. on the basis of a survey of 32 R & D units of transnational
corporations in India, found evidence suggesting an increasing trend of investments on R &
D seeking to develop new products and processes

Technology exchange: As stated earlier, firms operating in a restrictive regime directed their
in-house R & D efforts either to complement imported technology to facilitate technological
trajectory shifts or to locate their technology imports. Some firms in the process of diffusion
of imported technology, as a result, could have used the interaction between technological
imports and in- house efforts. With the entry of leading multinationals and transfer of design
and drawings, the technological search activity during the post Liberalisation period may
have resulted in bringing about cost reduction and technological up gradation of vehicles to
face global challenges

R & D for commercial vehicles:

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R & D for 2-wheelers

R & D for passenger vehicles:

R & D for whole automobile industry:

Technology Imports: Gives an insight into the company's interest to acquire and adopt new
technology which it is not able to develop on its own

A firm use imported components and parts either as a part of a 'package' in the
transfer of technology or due to certain costs and quality advantages. In an era of domestic
Liberalisation, restricted trade and strict exchange rate control, imports of components were
used by some firms as a source of technological up gradation of their product. Higher imports
could also be because firms would choose the quicker option of importing the parts and

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components rather than encouraging parallel technology transfer to component manufacturers
as well. With an across the board change in trade policy, devaluation of the currency, move
towards tariff controls and more realistic exchange rate, however, dependency on imports of
components may actually decline. This is because of the choice between importing at a
higher price and domestic procurement. To stay put in competition, firms may use the latter
option.

Technology Imports (%) = Forex Spending on Technology Imports / Net Sales

=24.6%

Foreign/International Exposure:

For passenger cars:

a) Export Intensity

Export Intensity (%) = Total Forex Earnings / Net Sales

=4361.136/55785.89

=0.078=>7.8%

b) Import Intensity

Import Intensity (%) = Total Forex Spending / Net Sales

=6380.875/55785.89

=0.1143=>11.4%

For Motor Cycle:

a) Export Intensity

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 Export Intensity (%)=422.838/20301.3

=0.0208

=2.08%

b)Import Intensity

Import Intensity (%) =859.9926/20301.3

=0.0423=>4.23%

For Commercial Vehicles:

Export Intensity

Export Intensity (%)=2078.765/45155.81

=0.0460=>4.6%

Import Intensity

Import Intensity (%)=1898.891/45155.81

=0.0420=>4.2%

For Automobile Sector:

Export Intensity

Export Intensity (%)=2287.57/40414.34

=0.0566

= 5.66%

Import Intensity

Import Intensity (%)=3046.5862/40414.34

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 =0.0753=>7.53%

Leverage of the firm:

It is the ratio of debt to equity if it is more than one then the firm is not working properly if it
is below one the firm is performing properly

The following debt-equity ratio shows the leverage of the firm and the industry as a whole

Debt-Equity Ratio of Commercial vehicles:

Debt-Equity of motor cycle:

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Debt-Equity ratio for passenger car:

Debt-Equity ratio for automobile sector:

Working capital Ratio:

This ratio indicates that firms ability to pay their borrowings if it is negative firm is unable to
pay borrowing if it is positive firm is able to pay lender money i.e. they have assets to pay if a
company have more positive working capital ratio it has huge inventory.

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Performance analysis:

PROFITABILITY TREND

Profitability gives us the earnings available to the investors and owners of the company
after taking into account all the expenses incurred during the business operations.
Profitability is calculated as:

Profitability (%) = Profit after Tax (PAT) / Net Sales

=0.085

=8.5%

Accounting based measures:

R.O.A=PBIDT/Assets

9.886/11516.165

=0.45=>45%

R.O.S=PBIDT/Sales

9.886/55785.49

0.01=>10%

Analysis of Competition: Porter’s Model of Industry Structure Analysis

Potential
entrants

Threat of
new
Entrants

Industry
Supplier degree of Buyers
Bargainin Bargainin
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g power g power
 Threat of
substitutes

Substitu

Degree of rivalry: despite the high concentration ration in the automotive sector the
Indian automotive sector is intense due to entry of foreign companies into the market

Threat of substitutes: 2-wheelers, sports bikes.

Barriers to entry: The barriers to enter automotive industry is substantial.

Suppliers power: the power axis is tipped in the industry favor. The industry has powerful
buyers who are able to dictate their terms to the suppliers.

Buyers power: the power axis is tipped in favor of the consumers favor. This is due to
standardization and low switching costs associated with selecting from competing brands.

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SWOT Analysis:

Key terms:

Closed Market: This is a market where there is no potential buyers , no OEM manufacturers
no proper supply of materials etc and also no incentives to do a businesses

Liberalization: India liberalize on its policies towards entry of foreign players and in some
sectors government allowed 100% FDI like automobile, infrastructure, education etc
previously firms has to do according to government i.e. government is the monopoly but after
liberalization it changed.

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Fuel-emission standards: These standards include Bharat Stage IV, BS III, etc which
automobile manufacturers have to follow to reduce carbon emissions

Conclusion:

India’s expedition to become a global auto manufacturing hub could be seriously challenged
by its inability to uphold its low-cost production base. A survey conducted by the research,
KMPMG firm reveals that the Indian auto component manufacturers are increasingly
becoming sceptical about sustaining the low-cost base as overheads including labour costs
and complex tax regime are constantly rising.

The survey said many executives believe that India’s cost advantage is grinding down fast as
labour costs are constantly increasing and retaining employees is becoming more and more
difficult. Increased presence of global automotive companies in the country was cited as one
of the reasons for the high erosion rate.

Indian auto businesses will only flourish if they boost investments in automation. In the
longer term, cost advantage will only be retained if Indian capital can be used to develop low-
cost automation in manufacturing. This is the way to preserve our low cost.

Global auto majors are also cynical about India’s low cost manufacturing base. India taxation
remains a big disadvantage. This is not about tax rates it is just about unnecessary
complexity. But some companies also believe there is scope for reducing the cost of doing
business.

In spite of this there are opportunities to exploit lower costs right across the board. It’s true
that labour costs are definitely increasing but they are still five per cent of the total
operational costs. The labour costs can be further reduced if companies are successful in
bringing down other costs like reducing power costs. Low-cost base can never last long. The
company said Indian industry has till now relied on very labour intensive model but it would
have to switch to a more capital intensive model. The percentage of automobile sector
contributing to GDP is 2.5% in 2002-2003 to 5% in 2008-2009. This indicated that it is one
of the major contributing factor to employment etc.

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References:

http://www.acmainfo.com/

http://www.siamindia.com/

http://www.ibef.org/industry/automobiles.aspx

http://www.autoindiaforum.com/

http://living.oneindia.in/automobiles/auto-news/2010/2010-car-market-year-
211210.html

http://auto.indiamart.com/

http://www.indiancarsbikes.in/auto-news/auto-industry-india-car-motorcycle-
sales-report-month-april-9396/

http://www.indiancarsbikes.in/auto-news/auto-industry-india-car-motorcycle-
sales-report-month-april-9396/

http://automotivehorizon.sulekha.com/automotive-logistics-india-2010-
conference-held-in_newsitem_1048

http://www.automobileindustry.co.cc/automobile-industry/fast-track-automobile-
industry-of-india.html

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