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Strategic Audit

On
Maruti Suzuki Ltd
By Kanishq Baweja

Contents
Executive Summary.................................................................................................... 3
Introduction................................................................................................................ 4
Key success factors.................................................................................................... 5
External Analysis........................................................................................................ 6
PESTEL Analysis...................................................................................................... 6
SWOT Analysis........................................................................................................ 7
Porters 5 Force Analysis......................................................................................... 8
Industry life Cycle.................................................................................................... 9
Competitor Analysis.............................................................................................. 10
Internal Analysis....................................................................................................... 12
Resource Based View............................................................................................ 12
Value Chain........................................................................................................... 13
Primary activities at Maruti Suzuki.....................................................................13
Secondary activities at Maruti Suzuki................................................................19
BCG matrix............................................................................................................ 24
Conclusion:............................................................................................................... 25
Bibliography............................................................................................................. 26

EXECUTIVE SUMMARY
Maruti Suzuki is a car manufacturing company in India and internationally. Maruti Suzuki is the
joint venture between Maruti Udyog and Suzuki which is a Japanese automobile manufacturing
company. In this report we studied and analysis the internal and external environment. We have
studied SWOT & TOWS analysis of Maruti Suzuki. There is some critical success factor which
is important for every company. Maruti Suzuki also has some critical success full factor which
makes company success full we have studied all these critical success factors. In this report we
have studied Company PESTAL analysis, market analysis, Porter five forces, and industry
analysis. Market share and profit is very important for every company in market analysis we
have analysis the market share with the competitors. According to the competitive matrix Maruti
Suzuki having the more market share and profit in the market in compression of competitors. We
have studied and analysis in BCG matrix where this company come and which product come
there are four step Question marks, Star. Cash Cow, Dog. Maruti Suzuki have different product
in different step in the BCG matrix. So we can say that Maruti Suzuki is good company and
growing fast. Maruti Suzuki is getting maximum profit and market share in the economy.

INTRODUCTION
Maruti Suzuki India limited is a secondary company of Japanese automobile and motorcycle
manufacturer Suzuki. The company manufactures complete range of cars and bikes like in
starting Maruti offers Maruti 800, Alto, Ritz, A-Star, swift, Wagon-R, Estillo and Sports Utility
vehicle Grand Vitara etc. Maruti Udyog Limited Company establish in 1981. The headquarters of
Maruti Udyog Limited is in New Delhi in India. Shinzo Nakanishi is the Managing Director and
CEO of Maruti Udyog Limited. It was the first company to sell millions cars and mass
production in India.
Vision & Core Values:The leader in the India Automobile Industry, Creating Customer Delight and shareholders
Wealth, a Pride of India.

Creativity and Innovation


Good Networking and partnership
Openness & learning
Fast, Flexible & First Mover

Mission:To provide maximum value for money to their customers through continuous improvement of
products and services.

Objective & Goals: Good Customers relations


Provide Good quality product and services
Become a global leader in automobile

KEY SUCCESS FACTORS


a) Technology Research & Developing, Innovating, Applying new features and Japanese
collaboration.
Internationally well known for small cars.
Introducing of world class best Quality cars
b) ManufacturingManufacture Excellence have around four bases there are
i Cost:- Cost manager is controls the cost of product
ii Quality:-Production of cars with good Quality, without any
complaints.
Different models are designing for Indian market.
Cost leadership in the market due to efficient value chain and
manufacturing plants.
c) Distributions Companys vast dealership network.
From outlets increased to 600 car sales.
Largest organized pre-owned car sales network in India.
d) Marketing Entry level with Maruti 800, Alto to stylish hatchback A-Star etc.
Advertisement is totally to the need of Indian culture.
e) Skills and Capability
Service network had many outlets including dealer workshop as well as
Maruti authorized service stations covering 1220 cities.
Competitive Advantages:A Dealer network across the country :
Dealership can do service customer.
500 sales outlets that covers 312cities.
B True value operations:
Customer can resale their car to company like exchange with getting new Maruti
car.
C Presence across segments:
Different manufacturing models a presence across various segments.

EXTERNAL ANALYSIS
PESTEL Analysis

Political Factor:
Government concessions
Government regulation and support
Economic Factor:
Suzuki holding 54.2%
Maruti made IPO
New player entry
Social factor:
6.8 Million population annual income is greater than 12 Lakh
life style differences in urban India
Technological factor:
Technological transfer
Development of new models
change in environmental
Legal Factor:
R&D Activity
Relatively high import duties
Environmental Analysis:
Indian automotive regulations are closely aligned to world standards on emission
& safety.
Proximity to major export markets

SWOT Analysis
Opportunities:
Distribution network is well established
Indian markets are well analyzed and understood
Capability to devise products with differentiating features
Brand image is well established
They have experience and are updated with the technology
Threats:
Second hand cars are the competition
Threats from Chinese car production units
Stiff competition from local and other country players
There is a rise in the customers expectations
Raw material rising cost
Strength:

Improved purchasing capacity of Indian Middle class category


Government tax benefits
There is low labor cost
Monetary assistance is provided by the government
There is a huge potential market

Weakness:
Low experience with foreign market
Poor infrastructure
Comparatively new to diesel car making unit
Investments are low in the research and development
Low in production

Porters 5 Force Analysis


Threat of new Entrants:
Unfavorable
The bargaining power of buyers/customers:
Unfavorable
The threat of substitute products:
Unfavorable
The bargaining power suppliers have:
Favorable
The rivalry among competitors:
Unfavorable

Corporate Governance:
It has good corporate governance.
They worked towards develop the trust with shareholders, suppliers, customers, employees based
on the integrity, principles of good corporate governance, transparency, fairness, disclosure,
Accountability and commitment to values.
CSR: It is serves corporate social responsibility,

Road safety
Vocational training

Industry life Cycle


In the Industry life cycle Maruti Suzuki stands at the Growth stage.

Maruti

Competitor Analysis
Leader of Indian Automobile Market shares are followings
A) Maruti Udyog Limited (35%)
B) Tata Motors (22%)
C) Hyundai Motors (15%)
D) Mahindra & Mahindra (10%)
E) Toyota (10%)
F) Others (8%)

Indian Automobile Market Share(%)


Maruti Udyog TATA Moters Hyundai Mahindra & Mahindra Toyota
8%
10%

35%

10%
Others

15%
22%

Net Sales & Profit:-

Net Sales Rs millions


361,282

400,000
289,585

300,000
200,000 145,922

178,603

Net Sales

203,583

100,000
0

2006-07 2007-08 2008-09 2009-10 2010-11

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Profit Rs Millions
30,000
25,000
20,000
15,000
10,000
5,000
0

24,976
15,620

22,886

17,308

Profit Rs Millions

12,187

2006-07 2007-08 2008-09 2009-10 2010-11

According to the bar chart Maruti Suzuki has the highest net sales in the year 2010-11 the data
shows it has earned Rs 361,282 Million and total profit in the year of 2010-11 is 22,886 Million
so companies is growing fast and getting highest profit.
Source: - http://www.marutisuzuki.com/company-at-a-glance.aspx
.

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INTERNAL ANALYSIS
Resource Based View
Core competence:

Wide range of models.


National presence

Core values:

Costumer obsession
Fast, Flexible
Innovation and Creativity
Networking and Partnership
Openness & learning

Resource: A Tangible:
Raw materials.
Different model cars are producing for that model has different cost.
Big Infrastructure Buildings
Good Financial Resource because of No.1 selling car company in India
Good & high Machineries to produce the car with limited time
B Intangible:
Services.
Experienced Employs.
Good skilled good skilled employs.
C Organizational
Diesel Engines Sourced from fiat
Petrol engines from Suzuki
Huge Brand Equity
Major sub brands like Swift, Alto, Dzire etc.

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Value Chain

Primary activities at Maruti Suzuki


I.)Inbound Logistics

Inbound Logistics i.e. the receiving and warehousing of raw materials, and their distribution to
manufacturing.
Maruti Suzukis inputs primarily comprise raw materials and purchased components. Raw
material includes rubber, glass, steel, plastic, aluminum. Tyre, windshields, and airbags are
example of parts or components. The company has implemented tier-ization of suppliers and
Just in Time supply logistics.
Unique Features:
In order to improve quality and generate economies of scale, MUL has reduced the
number of vendors of components in India from 370 as of March 31, 2000 to about 100
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as in 2005. By lowering the time and cost involved in dealing with more vendors, they
have increased their supply chain efficiencies In case of repair and replacements, costs of
defective components supplied are borne by the vendor.
Information systems - Vendors are linked through the Internet-based information
network, which maintains online information regarding order status and delivery
instructions. These have helped in reducing both inventory levels and lead times required
for the supply of various components.
The Company worked hard along with its vendors on cost reduction initiatives. The key
initiative was a raw material yield improvement program with a micro focus on each
component on the lines of Suzuki philosophy. Called One Component One Gram, this
program calls for weight reduction of one gram for every component. With this micro
focus, the raw material yield improvement savings increased by a factor of three in 2009
as compared to 2008. The material cost to net sales reduced from 90% in 2000-01 to 79%
in 2008-09, partly due to external factors but largely due to cost reduction efforts.
The company has instituted sustainable practices in its relationship with vendors like
communicating realistic volumes to avoid excess capacities and inventories and making
quick payments to facilitate healthy cash flows and financial discipline.
To reduce supply bottle necks, transport related uncertainties, high in-transit inventories
(related to long distance transport) and ultimately its total inventory levels, Maruti-Suzuki
creates incentives for far away suppliers to move near its plant. These incentives
comprise: setting up a supplier park with excellent on-site infrastructure; offering
subsidized, well located and industrially developed land; sales tax concessions; and
reliable power supply generated by Maruti-Suzuki itself.
Over 76% of the companys 246 suppliers are located within 100 kilometers of radius.
This has facilitated cost reduction in supply chain.
The JIT system has evolved over the last 25 years in the company from monthly
scheduling to daily scheduling of parts order and finally in 2003 the release of schedules
on hourly systems, a practice that aids in maintaining less than two hours inventory of
components within the company.
Maruti-Suzuki gets involved in establishing suppliers, supplier JVs with local suppliers
and asks Japanese suppliers to do the same. For instance, Maruti Suzuki formed a joint
venture with 'Futaba Industrial Co., Ltd.' (Futaba) for manufacture of Exhaust Systems
Components (ESCs). Futaba is the largest manufacturer of ESCs in Japan and has
operations in many countries. This joint venture will ensure supply of high quality ESCs
to the Company at lower cost.
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II.) Operations
Transform inputs into final product form through machining, packaging, assembly, equipment
maintenance, testing, printing and facility operations.
Production process at Maruti Suzuki:
Maruti Suzukis manufacturing facility consists of fully integrated plants with flexible
assembly lines located at Gurgaon. The scale and complexity of the Company's
manufacturing operations have now moved to a different league. The Company reached a
capacity of one million cars annual production in 2008 and was also able to operate at
this average rate in the month of March, 2009.

Maruti Suzuki has implemented Production Management System, which is a strategy to


achieve Manufacturing Excellence evolved through participative approach. PMS is
A system which is people driven and ensures involvement of all levels ( Managers,
Executives, Supervisors )
A system which ensures ownership
A system which brings in standardization of systems & processes
A system which ensures Sustainability
Maruti Production System or MPS draws learning's from its parent company Suzuki
Motor Corporation's concepts on `lean manufacturing' under Suzuki Production System
i.e. SPS. Setting trends in new products and achieving customer delight starts with
Manufacturing Excellence and Maruti's manufacturing excellence hinges around four
important pillars-Cost, Quality, Safety and Productivity.
Cost
Every employee working on the line is 'Cost Sensitive' and functions in capacity of a Cost
Manager. He is a key contributor in suggesting how to keep costs of production under control.
Maruti Suzuki initiated a program called Challenge 50:30 whereby cost was reduced by 30%
and productivity was improved by almost 50% during the 3 years ending March 2006.

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Quality
A product of poor quality requires repeated inspections, entails wastage in terms of repairs and
replacements. "Do it right first time", is the principle followed to avoid wastage.

iii.) Outbound Logistics


Are the activities required to get the finished product to the customer, including collecting,
storing, physically distributing, material handling, delivery vehicle operation, order processing
and scheduling.
The Company has jointly developed with the Indian Railways, special Auto Wagons, to support a
high capacity, high speed and safe car transportation system.
To support its export shipments, the Company commissioned a dedicated Roll-on Roll-off car
terminal at Mundra sea port in partnership with MPSEZL (Mundra Port and Special Economic
Zone Limited). Built with an initial investment of Rs 1 billion, of which the Company's share is
40%, the mega car terminal houses a state-of-the-art 'Washing and Waxing Inspection' center, a
car stockyard and a parking area.
iv.) Marketing and Sales
Provide means by which buyers can purchase the product and inducing them to do so, such as
advertising, promotion, sales force, quoting, channel selection, channel relations, and pricing.
Marutis marketing objective is to continually offer the customer new products and services that:
1 Reduce the customers cost of ownership of our cars; and
2 Anticipate and address the customers needs and preferences in all aspects and
stages of car ownership (MARUTI SUZUKI refers to this as the 360 degree customer
experience
Maruti Suzuki has been aggressively cutting prices of its models. The rationale behind the
price cuts is the focus on offering new upgraded vehicles at a low price.
Maruti Suzuki offers a two-year warranty on all the vehicles at the time of sale. The
dealers are required to address any claim made by a customer, in accordance with
practices and procedures prescribed by MARUTI SUZUKI, under the provisions of the
warranty in force at that time.
MARUTI SUZUKI also offers an extended paid-warranty program marketed under the
brand, Forever Yours for the third and fourth year after purchase. The extended
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warranty program is intended to maintain the dealers contact with the customer and
increase the revenue generated from sale of spares, accessories and automobile-related
services. An effort is made during the period of the extended warranty to encourage the
customer to exchange his existing.
Maruti car for a new Maruti car or upgrade to a new Maruti car.
True Value Solutions Limited (TVSL), which was incorporated on January 14, 2002 as a
wholly owned subsidiary of Maruti, provides value-added services to owners and users of
motor vehicles on matters relating to manpower services with regard to recruitment,
training and development. The company also intends to promote the business in the areas
of pre-owned cars, lease and fleet management, finance and insurance.
Sales network
MARUTI SUZUKI has the largest network of dealers amongst car manufacturers in
India. Sales network is linked with the MARUTI SUZUKI through the secure extranet
based information network.
The sales of spares, accessories and Automobile related services such as insurance and
finance serve as additional sources of revenue for the dealers.
The availability of these related products and services at sales outlets also helps to attract
customers to the outlets and promotes sales of the cars.
MARUTI SUZUKI dealers provide services to customers such as pre delivery inspection
of vehicles, sales of cars, after sales service, supply of spare parts and other services that
promote sales of cars within the territory for which they are appointed.
The performance of the dealers is followed and improvements are suggested frequently.
In order to assist the dealers in enhancing their performance and capabilities, MARUTI
SUZUKI has introduced a concept of Balanced Scorecard. Using this tool, the
performance of a dealership in several areas of operations, including sales, service, spares
and accessories, financial management and management systems is measured. Dealers
who perform well on the Balanced Scorecard are reward with a cash payment at the
end of the fiscal year. The Balanced Scorecard serves as an effective incentive for
dealers to enhance their performance.
Distribution network:
Maruti Suzuki is one of the companies in India which has a huge distribution network. Today it
has 802 dealerships across 555 towns and cities in India. To ensure proper after sales service
Maruti Suzuki has 2,740 workshops (including dealer workshops and Maruti Authorized Service
Stations) in 1,335 towns and cities. It has 30 Express Service Stations on 30 National
Highways across 1,314 cities in India.
v.) Service

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Aims to enhance or maintain the value of the product, such as installation, repair, training, parts
supply, and product adjustment
Over the last few years, the company strengthened the existing practices and
experimented with many new initiatives by way of kaizens (continuous improvements) to
delight its customers. These initiatives ranged from product design and quality to network
expansion, and included new service programs to meet unsaid needs of customers.
There are more than 400 Maruti dealer workshops and more than 1,500 Maruti
Authorized Service Stations, covering more than 900 cities in India. In addition, 24-hour
mobile service is also offered under the brand Maruti On road Service. As a benchmark
for dealers with respect to service quality and infrastructure facilities, MARUTI SUZUKI
has launched service stations under the brand Maruti Service Masters or MSMs.
MARUTI SUZUKI also has service stations on highways in India under the brand
Express Service Stations. To promote sales of spare parts and the availability of high
quality, reliable spare parts for its products, spares are sold under the brand name Maruti
Genuine Parts, or MGP. These are distributed through the dealer network and through
the authorized sellers of the spare parts.
Many of the Service Stations are at remote locations where MARUTI SUZUKI does not
have dealers. Some of these Service Stations are integrated into the sales process in order
to increase sales of the cars and related products and services such as spares and
accessories, insurance and financing.
In recent years, the Company has used IT to enhance interface with the customer. It has
deployed a world class Dealer Management Solution across its vast network of dealers
throughout the country. The solution has helped dealer managements to access a wide
range of information about their operations, as also customer satisfaction and feedback.
Key Initiatives
Car pickup & delivery facility for women car owners
Setting up "Express Service Bays" & "2 - Technician Bays"
As the name suggests the company set out to delight its customers by offering them faster car
service by introducing new concepts such as Express Service Bays & 2- Technicians Bays. These
are done for customers who are hard pressed for time.
Mega Camps
The company aggressively conducts 'Mega Camps' throughout the country round the year.
Activities undertaken during a mega camp include complimentary car wash, AC & Pollution
checkup, oil and fuel top ups, wheel alignments etc.
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Service at your Door Step through Maruti Mobile Support


Another unique initiative is the door step service facility through Maruti Mobile Support.
Maruti Mobile Support is a first of its kind initiative and is expected not only to help the
company reach out customers in metro cities but also as a mean to reach semi urban /rural areas
where setting up of new workshop may not be viable.
Car Safety device: Immobilizer
The company used technology to meet customer needs and even delight them. Following
feedback that the company's cars were more prone to theft owing to their resale value, the
company worked on an anti-theft immobilizer or "I-Cats;" system for all its new cars.
Complete car needs
The company's effort of providing all car-related needs -- from learning to drive a car at Maruti
Driving Schools to car insurance, extended warranty and eventually exchanging the existing car
for a new one -- under one roof at dealerships also enhances customer satisfaction.
The Low Cost Maintenance Advantage
A car may be affordable to buy, it may not necessarily be affordable to maintain, as some of its
regularly used spare parts may be priced quite steeply. Not so in the case of a Maruti Suzuki. It is
in the economy segment that the affordability of spares is most competitive, and it is here where
Maruti Suzuki shines.

Secondary activities at Maruti Suzuki


I.)Procurement
The function of purchasing raw materials and other inputs used in the firms value creating
activities.
About three fourth of the car, by value, is outsourced. Any improvement in the car in
terms of technology and design, quality or cost has to essentially include the Company's
vendors and their support. In the year 2007-08, the Company signed two joint venture
agreements with global component manufacturers for cost reduction through localization
of components for Maruti Suzuki cars. The Company is setting up a Suppliers Park in
Manesar, close to its car plant on an area of 100 acres for Just-In-Time supplies.
In the early eighties, the Company made significant efforts in trying to develop a
component industry from ground zero. Over the next two decades, about 110 foreign
technology collaborations were facilitated and Maruti Suzuki engineers worked closely
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with the vendors' engineers to enable to deliver cars which are both high quality and cost
competitive. Now, the relationship has matured and most direct vendors or Tier 1 vendors
are competent enough to work on their improvement, but there is major scope for
modernization of some sections of Tier 2 vendors. The Company has identified this as an
opportunity for further quality, up gradation and cost reduction.
The second focus area for component cost reduction is raw material yield improvement
across all manufacturing processes, like sheet metal, castings, forgings and machining.
Every component is studied in detail and innovative ideas are tried, to reduce the input
material weight for the same component output. The total cost of raw material as a
percentage of net sales ranges from 15% to 20%.
II.) Technology Development
Technology development includes research and development, process automation, and other
technology development used to support the value chain.
Research & Development (R&D)
During 2008, the Company took decisive steps towards building design and development
capability, in-house. The number of engineers in R & D went up from 258, at the start of the
year, to 398 engineers by the end of the year. In line with this, the number of engineers will be
scaled up to 1000 by 2010.
Specific areas in which R&D has been carried out by the company:

Building Full Mode Change Capability

Vehicle Design and Development

Technology absorption, adaptation and innovation

Localization, development and testing of parts for existing and new models.

Capabilities strengthened in component and vehicle evaluation, benchmarking and design


optimization.

Capabilities being further strengthened in area of alternative fuels like Diesel, CNG and
LPG.

Value Analysis/Value Engineering (VA VE) at the time of design and localization to
maximize cost benefit.
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Acquiring design and cost knowledge through teardown and benchmarking and using it
in future designs and cost reduction.

Global sourcing and advanced sourcing to get the advanced technologies into India at
lower costs. (Efforts made towards technology absorption, adaptation and innovation by
either local vendors or helping world-leading component suppliers to set up shop in
India).

Design and development of electronic speedometers, keyless alarm controllers for


enhancing comfort and convenience.

Benefits derived from above efforts

Indigenization of various vehicle aggregates at lower costs.

Improvement and up-gradation of existing models for improved comfort, style and better
value for money.

Continuous reduction in product cost through VA-VE.

Compliance to new regulations. - Significant cost reduction of new model parts compared
to existing models, ensuring that the new models are profitable from day one.

Significant cost reduction obtained in existing models.

III.) Human Resource Management


Activities associated with recruiting, training, development and compensation of employees.
The Company's key strength is its human capital. The Company has, during 2007-08,
spent about Rs.10 crores on training of its employees. The Company conducts programs
such as "Bulandi" and "Chunauti" for the workmen and technicians to enhance pride in
being an employee of the Company and also to create team synergy. At the middle
management level, the focus of the programs is to inculcate leadership qualities while at
the Director level, one or more retreats take place so that the Directors can unwind and
take a detached view of self-development and the organization.
The Company goes further and trains its dealers' and vendors' workforce. 3200 programs
have been conducted covering more than 13000 dealers' sales persons. The Company's
"Maruti Centre of Excellence" (MACE) is a team dedicated to the development of
vendors' employees. In programs like "Family Connect" and "Parivar Milan", family
members of the employees are invited to interact with top management to get a feel of the
workplace and environment. The idea is to develop better understanding and increase the
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support and co-operation for the employees from their families. The outbound training
programs (OBT) encourage learning while having fun. The training encourages team
work and teams come back fully motivated to face future challenges.
The Company strengthened the concept of Stay Interviews (as opposed to exit
interviews); to understand employee aspirations, delight factors and areas for
improvement.
The Suggestions Scheme, which is as old as the Company, continued to make a
significant contribution to business performance. Employees implemented a record
108,885 suggestions during 2007-08, as against 85,428 suggestions received previous
year. This has led to net savings of worth Rs. 666 million in 2007-08 as against Rs. 509
million in 2006-07.
Industrial Relations were cordial throughout the year and no man days were lost on
account of strikes or disruptions.
IV.) Firm Infrastructure
Firm infrastructure consists of general management, planning, finance, accounting, legal,
government affairs and quality management
The Company has again been awarded ISO: 27001 Certification by STQC Directorate
(Standardization, Testing & Quality Certificate), Ministry of Communications and
Information Technology, Government of India after re-assessment. The Company is thus
certified to meet international standards for maintaining information security.
Maruti Suzuki has two state-of-the-art manufacturing facilities in India. The first facility
is at Gurgaon spread over 300 acres and the other facility is at Manesar, spread over 600
acres in North India. Maruti Suzuki's facility in Gurgaon houses three fully integrated
plants. Together the three plants have an installed capacity of around 700,000 units.
Maruti Suzuki was certified with ISO: 9001:2000 in 2001 and aim to achieve the TS16949 certification. In addition, it had made the following improvements in terms of
producing defect-free products:
DFC OK: Maruti Suzukis Direct Final Check OK, or DFC OK percentage, which signifies the
percentage of vehicles that pass through the inspection stages as defect-free, improved from
approximately 77% in March 2002 to approximately 90% in March2004.
Reduction in rejection: Maruti Suzukis in-process rejection cost per vehicle, computed as the
ratio of (1) the cost of components rejected due to defects arising during our production process,

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to (2) the number of vehicles sold, declined by approximately 65% from fiscal 2002 to fiscal
2004.
In house warranty: Maruti Suzukis in-house warranty costs per vehicle, computed as the ratio
of (1) the aggregate cost of components incurred by us to service warranty claims arising from
operational defects in our manufacturing lines, to (2) the numbers of vehicles sold in the fiscal
year, declined by approximately 85% between fiscal 2002 and fiscal 2004.
Kaizen
Maruti had adopted the Japanese management concept of Kaizen, or continuous improvement.
The Kaizen activities had resulted in the improvement of the in-house capabilities. For example,
they had manufactured 25 multi-axis robots and 16 multi-spot welders.
Group discussions among employees in different departments are conducted on a monthly basis
in order to discuss and resolve problems relating to their areas of operation, an activity referred
as quality circle activity. Based on the belief that individuals contribute to improvement in
growth, there has been a suggestion scheme in which they promote participation of all employees
at all levels. The average number of suggestions made per employee has improved by
approximately 35% in fiscal 2004, when suggestion received were more than 80,000, as
compared to fiscal 2002. Some of the other improvements as a result of the Kaizen process have
been increased automation through automated material transport system.

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BCG matrix
This is BCG matrix explain about the Company products which place in the market according to
this below diagram.

STAR: High market growth & market share, Maruti Suzuki have many products SWIFT, SWIFT
DESIRE this products are good in market and this products are growing fast .
QUSTION: Market growth is high and market share will be low , which products newly entered
into the market those position will be Question mark like Celerio, S-cross, Ciaz this products .
DOG: Market share & market growth is low those products are Eeco, Ertiga.
COW: Market share is high but the market growth is low and products are MARUTI 800, ALTO
AND WAGNOR.

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CONCLUSION:
After observing all the different factors like SWOT analysis, TOWS analysis, PESTEL analysis
and porters five force model, EFE Matrix, BCG matrix, IFE matrix Comparative profile matrix,
and Market analysis we conclude Maruti Suzuki is performing well in all the factors like
technology, cost and their market penetration to all kinds of customers. In this report we have
analysis three companies Maruti Suzuki, TATA and Hyundai. According to competitive profile
Matrix Maruti Suzuki weighted score is more than others company. Maruti Suzuki has given
more preference in market share and product quality. Maruti Suzuki is focusing to provide better
service and innovative product for the customers. Maruti Suzuki is performing well in all the
factors affecting the success.

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BIBLIOGRAPHY
Books Preferred
1. Business Policy and Strategic Management by Vipin Gupta, Kamala Gollakota, R.
Srinivasan.
2. Strategic Management and Business Policy by Thomas L. wheelen.
3. Gupta V. et al (2009). Business policy and Strategic management: Concepts and
Applications, Revised second edition, PHI Learning Private Ltd, New Delhi.
4. Porter, M.E., & Kramer, M.R. (2006). Strategy & society: The link between competitive
advantage and corporate social responsibility. Harvard Business Review. Dec 2006. p 78
92.
5. Thomson, A.A. & Strickland, A.J. (2007). Strategic management Concepts and cases.
McGraw-Hill.
6. Class Presentation By Nirmaalya B Biswas.
Others Resources:1) http://www.authorstream.com/Presentation/aSGuest85141-817402-mktg-str-of-marutisuzuki/.
2) http://www.authorstream.com/Presentation/kamilshah_1986-140555-passenger-carindustyr-kamil-education-ppt-powerpoint/.
3) http://www.scribd.com/doc/20110215/Evaluation-of-Strategies-Followed-by-MarutiSuzuki-India-Ltd.
4) http://www.slideshare.net/ashish4485/tata-moters-5851008.
5) http://www.moneycontrol.com/annual-report/marutisuzukiindia/directors-report/MS24.

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