SUMMER TRAINING REPORT ON MAHINDRA & MAHINDRA XYLO

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF Post Graduate Diploma in International Business BLS INSTITUTE OF EDUCATION MOHAN NAGAR (GHAZIABAD)

TRAINING SUPERVISOR

SUBMITTED BY

Mr. Sanjay Gupta (Regional Mkt. Manager)

Major Singh
ENROLL NO:G/PGDIB/BLSIE/2009/20

SESSION 2009-2011

Table of content Chapter Chapter-1Description Introduction Company Profile Chapter-2 Chapter-3 Chapter-4 Chapter-5 Review of Literature Research Methodology 58-66 67-69 Page No. 5-57

Data analysis and Interpretation 70-89 Findings and Recommendations 90-95 Bibliography Questionnaire 96 97-99

CERTIFICATE OF ORIGIN

This is to certify that Mr. Major Singh, a student of Post Graduate Degree in International business and MBA, BLS Institute of management, Ghaziabad have worked in Mahindra & Mahindra Xylo. The period, for which he was on training for 8 weeks, starting from 20-07-2010 to 20-09-20. This

Summer Internship report has the requisite standard for the partial fulfillment of the Post Graduate Degree in International Business. To the best of our knowledge no part of this report has been reproduced from any other and the contents are based on original research.

ACKNOWLEDGEMENTS

I would like to thank Mr. Sanjay Gupta (Mahindra & Mahindra Auth. dealer), for his guidance and help without which I would not have been able to complete my project work. Their guidance provided me confidence enough to handle my project. I am indebted to above expertise for sharing their insight and experiences with me. I take this opportunity to thank my faculty guide Mrs. Monica Dhir. Of my institute for her superior guidance and constructive criticism. Without her pinpointed guidance, this training report would not have been in the form, in which it is. I am also thankful towards the faculty members of the Department of Management Studies for the help and support rendered by them on time to time. Words are at suffice to thank my parents and friends for their help and support at each and every moment of completion of this report. Last but not the least, I would like to bow my head before the Almighty for showering His blessings upon me.

Major Singh

CHAPTER-1 INTRODUCTION

Many new products are launched into the marketplace with little prior planning for targeting the customers, creating a sales strategy, developing a distribution strategy, training the sales force, and integrating the competitive strategy. This mistake significantly reduces or eliminates any potential profit the product may have, and greatly increases the sales development time. These problems must be avoided if a company wants to survive in today's competitive marketplace. Even though times have changed, the traditional methods of being able to have effective product launches still remain the same. Even though we are faced with a difficult financial crisis at the current time, this does not mean that the foundations that have been followed for many years need any change. The basic marketing tools known as the 5 "Ps" are still the most effective way to product launching. The 5 "P's" stand for Promotion, Place, Price, Product and Packaging. These are known to be effective regardless of whether you're launching a product online or offline. If you are planning to launch a product any time soon than make sure you give the 5 "P's" some form of consideration.

1.

Product - This is the main part of

entire marketing campaign.

Without a great product you don't really have much to work with. For this reason you have to make sure that you have got market research right. It is very important to make sure that you have met all the requirements that a consumer would want in the product you are offering. You need to make sure that all products are of great quality and that can be relied on as well. After all it is not a stroll through the park in order to achieve the trust of customers. The product you are offering will be the so called first impression on company's reputation. For this reason it is very important that you get everything right. The main goal in terms of products is to meet customer's expectations.
2.

Price - This is also quite an important factor in more terms that one. Seeing that you will be competing against other competitors, you have to make sure that you offer a price that will make customers want to come and buy product instead. Don't just price product out of thin air. Make sure you do market research and based on the quality and benefits of product, price item accordingly. One thing you should keep in mind is that with the current credit crunch, many will be looking at ways to cut down on their spending. For this reason you have to make sure range of audience. price appeals to a wide

3.

Packaging - The packaging of

product is also like the first

impression of what you have to offer. You need to make sure that packaging is both attractive and safe. Safe in the sense that it provides adequate protection to the product it is holding. Unless you have an attractive packaging, you won't be able to attract possible customers.
4.

Place - This is one of the most important factors when it comes to the actual launch of the product. You need to decide on the perfect location that will allow you to maximise the possible customers. Try choosing a location that has a lot of people passing by on a regular basis.

5.

Promotion - This also is known to play a key role in advertising and the launch of the product itself. You need to carefully decide on the approach that you will promote competitors. So, you are about to launch a new product. You want to get it rapidly out into the market. You need satisfied buyers whom you can use to promote the product's adoption by a wider audience. Business to business marketers who maintain a customer marketing database today have some excellent tools available to permit a profitable launch of new products to their existing product in comparison to other

customers. Instead of flooding the mails with brochures, the modern marketer can pinpoint likely buyers among his customer base with considerable accuracy. The key to success lies in finding those customer segments which are most disposed to become early adopters. Once the new product has been launched and is widely accepted, the more conservative customers will be easier to sell. How do you identify these essential early adopters? There are a number of simple techniques available today that are explained in this article. Types of Business Customers Three main business customers are program buyers, transaction buyers and relationship buyers. A program buyer is one who follows some sort of internal procedure to make their business purchases. This is typical of governments or mature industries which have developed manuals which govern their buying process. Typically, such buyers try to spread their purchases of any one category among several suppliers according to a fixed schedule. Such program buyers are almost immune to external marketing stimulus. They are highly unlikely to be early adopters. One of the first steps in finding early adopters, therefore, is to identify the program buyers, and eliminate them from consideration. Sales force and common sense can help in this task.

The second business buyer type is the transaction buyer. These are companies that are primarily motivated by price. They are willing to shop around for every purchase. They have everyones catalog and actively compare prices. Loyalty is almost unknown to these buyers. You can keep warehouse open on a Saturday afternoon to meet an urgent need for such a buyer. The following Tuesday when they have a big additional purchase, they will bid it out, rather than giving it to you in return for exceptional service only three days before. These buyers are also unlikely to be early adopters. How can you identify transaction buyers? If you are on sale, they will flock to buy from you. When competitor is on sale, they will desert you. By keeping track of the ebb and flow of buyers as prices change, you can often identify these transaction buyers, and eliminate them from product launch portfolio. Initial product launch, best reception will be found in the relationship buyers. These are business customers who like products and services. They have built a relationship with primary supplier of employees. They think of company as their category. They do not want to be bothered to have to

shop around every time they make a new purchase. They look for quality, good service, helpfulness, friendship and information. If you can supply

these things, they will stick with you when

competition is on sale. If you

have a new product, they will be the first to want to hear about it. It is to these good people that we look for our product launch. New Product: Where a new invention is being launched, not only do you have the challenge of educating your target market about the existence of your offering; you also need to educate them about use of the product and reasons why they should consider purchase. From a launch point of view, the focus would usually be on public relations and perhaps some form of publicity event. A launch function would be mandatory for a new invention as a place for the product to be displayed and demonstrated to both its target market and the media. New Version or Release: New releases or versions of existing products may be launched via advertising, PR and direct marketing. However, they would not usually involve a specific launch function unless they are a highly complex product requiring detailed demonstration. Consumer: The launch of a new consumer brand, due to the relatively large size of its target market, would typically comprise advertising to the mass market, perhaps some form of launch function (i.e., a cocktail function or

Stage presentation) with the media invited, sales promotions at the retail level and within the channel to secure appropriate shelf space. New product acceptance is likely to be easier with an established brand or company name behind it and you should leverage off this position where possible. Business-to-Business: The launch of a new product and/or brand in the business-to-business world usually focuses more on personal selling, direct marketing and a launch event (i.e., a sit-down or buffet meal, presentation and demonstrations) attended by existing VIP customers and prospective customers and the media. Product launch functions are particularly important where business networking and relationship management are crucial. Typically the launch campaign would be on a smaller and more personal scale than that designed for the consumer market, as the target market is more limited. Business-to-business launches may also centre on an exhibition, conference or seminar where there is the opportunity to display and demonstrate the product. Major Benefits Consider the following opportunities that a launch can bring: Focus: Holding a product launch event allows a specific focus on the new

brand versus focus on the rest of your product range or on competing products. It provides a clear platform for the new brand to be introduced and reduces the clutter surrounding the message. Special Event: A launch event provides the opportunity to invite customers, potential customers and media to a special event, to treat them to something exclusive. Sales Opportunity: Launch functions are a great place to take orders in advance for new products, as the focus is specifically on the product and the people attending have signalled their interest in the product. Depending on the type of product or service you are marketing and the level of attendee, direct-selling may or may not be appropriate. Media Opportunity: A launch function provides the opportunity to get the media's undivided attention and for senior spokespersons to have access to a variety of media representatives. It enables you to demonstrate the product, discuss possible angles and it is newsworthy because it is a new product launch. Demonstration: Like exhibitions and seminars, a formal launch function

Provides a central place and captive audience to perform product demonstrations. Prospects can handle, test drive, or even take home samples of your new product. Planning

A product launch plan has been prepared covering all activities to be

performed by Engineering, Manufacturing, Marketing, Sales, Product Support, and Field Service.

Functional departments understand their responsibilities for launch Functional departments have committed the necessary resources to The launch activities are on track to be completed as currently A Production Readiness Review, Product Launch Review or related

activities.

support launch activities.

planned.

gate review confirms that all preparations have been completed and the product is ready to launch. Technical

Product

performance has

been evaluated

through

testing

and

qualification and the product meets its defined requirements.

The product and the production process have been qualified or

validated

and all regulatory approvals and/or certifications have been obtained.

All product design documentation has been completed and approved. The product documentation is under configuration control. Technical data sheets have been prepared. User documentation, operating manuals and maintenance instructions Engineering personnel stand ready to address any issues that arise.

have been completed.

Operations/Procurement

Required manufacturing process documentation or outputs (e.g., work Production processes have been proven using either pilot production Production workers have been trained or training is planned to support The product and demand forecast data has been established in the

instructions, CNC programs, manning plans, etc. are complete.

lines or actual production lines.

initiation of production.

enterprise resource planning (ERP) system and ERP is used to plan and manage the supply chain and production.

All suppliers have been selected and qualified. Needed materials and parts are on-order or in stock. Adequate capacity and personnel exist to support planned production. The distribution pipeline is filled with the appropriate level of

product.

Marketing and Sales

Market receptivity has been evaluated by key customer feedback, If the product is being used by beta customers, testimonials or case A promotion and advertising plan has been developed. Advertising copy has been developed and media contracts and Promotional materials and sales literature have been developed, Sales and distribution channels have been identified and established. Sales personnel have been trained. Sales personnel have the needed sales literature, sales support material Product pricing has been established and approved. Final packaging has been designed, approved and ordered. The sales forecast has been updated based on the latest forecast of The website has been updated. Press releases have been prepared and are ready to distribute.

focus groups, test markets, or beta tests prior to launch.

studies have been prepared.

arrangements have been made.

ordered, and are ready to distribute.

and product samples.

market demand.

Industry analysts or other influential personnel have been briefed as A product release and/or general availability has been announced.

planned.

An integral part of any new business launch is marketing your product or service to the right target audience. Marketing, as well as attracting new customers to your business can also help to spread the word about your new startup, attracting attention from new suppliers, new investors and new business partners. The quality and the reach of your initial marketing campaigns can often mean the difference between a comfortable first year and a difficult twelve months. Businesses which invest too little in marketing or fail to target the correct market can face an uphill struggle trying to attract the right interest in their product and persuade potential customers that they are a reputable, new company that will be serve their needs best. On the other hand, businesses that set aside an appropriate marketing budget early on are much more likely to build a customer base quickly and develop a trustworthy brand which can help them to retain customers long after their first, tentative, purchase. Becoming perceived as a trustworthy and reliable business is now more important then ever due to todays entrepreneurial environment in which

Several similar businesses can launch at the same time in the same geographical area; Building a quality brand for your business is a good way of doing this in the early stages of your burgeoning business. 1. Idea Generation is often called the "fuzzy front end" of the NPD process
o

Ideas for new products can be obtained from basic research

using a SWOT analysis (Strengths, Weaknesses, Opportunities & Threats), Market and consumer trends, company's R&D department, competitors, focus groups, employees, salespeople, corporate spies, trade shows, or Ethnographic discovery methods (searching for user patterns and habits) may also be used to get an insight into new product lines or product features.
o

Idea Generation or Brainstorming of new product, service, or

store concepts - idea generation techniques can begin when you have done your OPPORTUNITY ANALYSIS to support your ideas in the Idea Screening Phase (shown in the next development step). 2. Idea Screening
o

The object is to eliminate unsound concepts prior to devoting

resources to them.

The screeners should ask several questions: Will the customer in the target market benefit from the What is the size and growth forecasts of the market What is the current or expected competitive pressure for What are the industry sales and market trends the product Is it technically feasible to manufacture the product? Will the product be profitable when manufactured and product?

segment/target market?

the product idea?

idea is based on?

delivered to the customer at the target price? 3. Concept Development and Testing Develop the marketing and engineering details

Investigate intellectual property issues and search patent Who is the target market and who is the decision maker What product features must the product incorporate? What benefits will the product provide? How will consumers react to the product? How will the product be produced most cost effectively?

data bases

in the purchasing process?

Prove

feasibility

through

virtual

computer

aided

rendering, and rapid prototyping

o

What will it cost to produce it? Testing the Concept by asking a sample of prospective

customers what they think of the idea. Usually via Choice Modeling. 4. Business Analysis
o

Estimate likely selling price based upon competition and Estimate sales volume based upon size of market and such tools Estimate profitability and breakeven point

customer feedback
o

as the Fourt-Woodlock equation

o

5. Beta Testing and Market Testing

o o o

Produce a physical prototype or mock-up Test the product (and its packaging) in typical usage situations Conduct focus group customer interviews or introduce at trade Make adjustments where necessary Produce an initial run of the product and sell it in a test market

show
o o

area to determine customer acceptance

6. Technical Implementation
o o o o o o o o o o o o

New program initiation Finalize Quality management system Resource estimation Requirement publication Publish technical communications such as data sheets Engineering operations planning Department scheduling Supplier collaboration Logistics plan Resource plan publication Program review and monitoring Contingencies - what-if planning

7. Commercialization (often considered post-NPD)

o o o o

Launch the product Produce and place advertisements and other promotions Fill the distribution pipeline with product Critical path analysis is most useful at this stage

8. New Product Pricing

o

Impact of new product on the entire product portfolio

o o o o o

Value Analysis (internal & external) Competition and alternative competitive technologies Differing value segments (price, value, and need) Product Costs (fixed & variable) Forecast of unit volumes, revenue, and profit

These steps may be iterated as needed. Some steps may be eliminated. To reduce the time that the NPD process takes, many companies are completing several steps at the same time (referred to as concurrent engineering or time to market). Most industry leaders see new product development as a proactive process where resources are allocated to identify market changes and seize upon new product opportunities before they occur (in contrast to a reactive strategy in which nothing is done until problems occur or the competitor introduces an innovation). Many industry leaders see new product development as an ongoing process (referred to as continuous development) in which the entire organization is always looking for opportunities. For the more innovative products indicated on the diagram above, great amounts of uncertainty and change may exist, which makes it difficult or impossible to plan the complete project before starting it. In this case, a more flexible approach may be advisable.

Because the NPD process typically requires both engineering and marketing expertise, cross-functional teams are a common way of

organizing projects. The team is responsible for all aspects of the project, from initial idea generation to final commercialization, and they usually report to senior management (often to a vice president or Program Manager). In those industries where products are technically complex, development research is typically expensive, and product life cycles are relatively short, strategic alliances among several organizations helps to spread the costs, provide access to a wider skill set, and speeds the overall process. People respond to new products in different ways. The adoption of a new technology can be analyzed using a variety of diffusion theories such as the Diffusion of innovations theory. A new product pricing process is important to reduce risk and increase confidence in the pricing and marketing decisions to be made. Bernstein and Macias describe an integrated process that breaks down the complex task of new product pricing into manageable elements Product Support

Necessary support resources are hired and in place. Service and support personnel have been trained or a phased training program is underway.

Frequently asked questions (FAQ's) have been identified and responses prepared.

Troubleshooting guides, installation guides, and service manuals have been prepared. Spare part requirements have been planned.

10 Ways Market Engineering Can Help Make New Product Launches More Successful 1. Identifying the best customer segments for penetration 2. Positioning the product successfully against competition 3. Optimizing impact of sales strategy 4. Creating a system to maximize sales leads while minimizing marketing expense 5. Basing sales strategy on customer benefits rather than features 6. Making the team market-driven rather than technologically driven 7. Setting sales goals based on market potential, not staff's guesses 8. Reducing sales development time and maximizing profit 9. Improving market efficiency 10. Identifying optimal mix of marketing tools and distribution channels to maximize sales

Market Engineering Checklist for Product Launch Market Engineering cross-functional team training

Determination of Market Engineering Measurements Completion of customer survey Focus group performance Beta sites on product Selection of distribution channels analyzed Sales targets based on market size and potential Design of lead generation programs Design of market-based pricing strategy Lead tracking systems Design of public relations strategy Design of sales strategy Design of marketing strategy Competitive analysis and benchmarking Design of customer database Development of customer database Design of market monitoring system Buying, reading, and implementing Customer Engineering

Challenge Questions 1. 2. 3. Into what market will the product be launched? What customer segments will purchase the product? For what applications will the customer use the product?

4. 5. 6. 7. 8. 9.

Into what geographic segments will be sold? What are the benefits for the customers? What is the price/performance ratio relative to the competition? Who are the principle competitors? What will make product unique in the market? What percentage market share is targeted at end of year one and year three?

10. What percentage of the customer base currently uses this product? 11. From what distribution channels do customers purchase today, by percentage? 12. What influences the customer's decision to buy? 13. How will competitors position themselves against this product? 14. What is sales strategy? 15. What is marketing strategy? 16. What Measurement of Performance will you use to track success? SIC Penetration Ratios

Finding the relationship buyers is only the start of a new product launch, however. To identify the early adopters, we must find businesses in areas where we have a high penetration ratio, and customers who, by their behaviour, are disposed to respond to our promotion. To determine the penetration ratio, it is necessary to have all of our customers coded by

Standard Industrial Code (SIC). A SIC code identifies the type of business: paint manufacturer, casualty insurance company, movie theatre. When file comes back from D&B it will have these codes attached. There will still remain a certain percentage for which a match cannot be found. In most cases, a trained clerk can supply the missing codes by eyeball: Eternal Rest Funeral Home is probably a funeral home, even though it was not on the D&B list. Carson Lamp Sales is probably a wholesaler of electrical products. A careful screening of list should permit coding of more than 90% of customer base in a few days time. 1. Ensure a launch process is in place. A successful launch is a process, not an event. Too many companies focus all their energies on the announcement and first trade show and then wonder six months later why they missed their sales goals or disappointed early customers with lack of support. A successful launch process must include buy-in from all levels of organization to synchronize and integrate efforts. A Launch Team should be established. A clearly

written, comprehensive Launch Action Plan should then spell out individual responsibilities and overall objectives, strategy, timeframes and requirements. Knowledge sharing systems should then be devised to share best practices and adjust actions as needed.

2.

Set objectives and success measurements up front. Know where you're going and how to recognize if you've gotten there. Gather and analyze market intelligence, assess determine what you want current situation and then launch to accomplish within the market,

company and with prospects, analysts and editors. Now gain consensus so all stakeholders are invested in the plan. 3. Develop a formal and comprehensive integrated Product Launch Plan. This plan should guarantee sales integration, involve all critical organizations, establish accountability with actions and timelines and ensure alignment, consensus and success. The Product Launch Plan should address the following 12 critical components:

Structure and organize resources for success Define launch objectives Gather intelligence Develop launch strategy, action plan, budget and timeline Craft a supportive PR strategy and plan Effectively position the product

Ensure product readiness Guarantee sales channel readiness Create critical marketing and sales tools Develop new product programs

Track, monitor and report on execution Measure performance Monitor and track execution. This works far better when you assign a launch team, enlist management involvement and support and consistently establish ways to easily track progress. Then regularly and frequently communicate results with the group.

4.

5.

Ensure ingredients for success. You can't succeed without the proper tools. A professional and effective product launch normally requires a good six months to handle all the unexpected issues, delays and snafus that will arise. You also need an adequate budget, resources, systems and most importantly, healthy relationships with all team members, sales channels, analysts and editors. Repair any broken relationships before product launch because these types of issues are the greatest time-eaters.

6.

Invest upfront in the right positioning. Do whatever it takes to identify prospects, analysts and media before engaging in a launch. Make sure beta version of the product works and goes to the right reviewers. Do homework and establish the exact message you want

to convey to the market. Remember, this message will be the banner new product carries to the world. Invest in the right advertising, collateral materials and sales tools. 7. Have a winning public relations strategy and plan. You must capture attention by educating pundits, opinion leaders and editors. These are the people who will be carrying flag. Once you've won these people over, you gain credibility and acceptance from the marketplace. This makes the selling process far easier, maximizing the chances of hitting goals. 8. Ensure channels can effectively sell right out of the blocks. Sales channels are equally as important as analysts and editors. It's critically important to continually educate the sales force about what the product does, not only in terms of features and functions, but in terms of its real business value to customers. You should treat the sales force just as attentively as you would prospects and customers.

9.

Involve the company. Touch everyone within

organization with

zeal for the new product. Educate them, communicate the plans, goals

and progress, use the launch as a way to build morale and unify the team through a common cause. Let everyone share the glory of successes along the way. 10. Disseminate best practices. Identify what's working and what isn't and share this information throughout that a launch is a process, not an event. 11. Accelerate the launch. There are a million excuses for why the launch can't occur in the established time frame. Don't succumb to them. Track and monitor the plan everyday. Anticipate bottlenecks and have elimination solutions ready to implement. Hold all contributors accountable. And finally, gain the support of top management so they will eagerly use their influence when complex issues threaten to slow the process. organization. Be flexible, be nimble, be willing to adjust plan as results are tabulated. Remember

With 13 years of experience here at RMR helping dozens of hightechnology companies launch new products, I've certainly seen that Sarno's 11 Product Launch Do's are right on the money. We've been fortunate to have worked with and assisted some of the most innovative firms in the country, including Sarno's Impact Marketing. Doing prepare you for a successful product. homework can

Industry Profile
The Indian Automobile industry is the seventh largest in the world with an annual production of over 2.6 million units in 2009. In 2009, India emerged as Asia's fourth largest exporter of automobiles, behind Japan, South Korea and Thailand.[2] By 2050, the country is expected to top the world in car volumes with approximately 611 million vehicles on the nation's roads History Following economic liberalization in India in 1991, the Indian automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and international operations. India's robust economic growth led to the further expansion of its domestic automobile market which attracted significant India-specific investment by

multinational automobile manufacturers. In February 2009, monthly sales of passenger cars in India exceeded 100,000 units. Embryonic automotive industry emerged in India in the 1940s. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. However, the growth was relatively

slow in the 1950s and 1960s due to nationalisation and the license raj which hampered the Indian private sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment of Maruti Udyog. A number of foreign firms initiated joint ventures with Indian companies. In 1980s, a number of Japanese manufacturers launched joint-ventures for building motorcycles and light commercial-vehicles. It was at this time that the Indian government chose Suzuki for its joint-venture to manufacture small cars. Following the economic liberalization in 1991 and the gradual weakening of the license raj, a number of Indian and multi-national car companies launched operations. Since then, automotive component and automobile manufacturing growth has accelerated to meet domestic and export demands.

Exports
India has emerged as one of the world's largest manufacturers of small cars. According to New York Times, India's strong engineering base and expertise in the manufacturing of low-cost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of several automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki.

In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to export 250,000 vehicles manufactured in its India plant by 2011. Similarly, General Motors announced its plans to export about 50,000 cars manufactured in India by 2011. In September 2009, Ford Motors announced its plans to setup a plant in India with an annual capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the Indian market and for export.[10] The company said that the plant was a part of its plan to make India the hub for its global production business. Fiat also announced that it would source more than US$1 billion worth auto components from India. According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth largest exporter of cars. Rankwise Largest Automobile Manufacturers in India by Sales
1. 2. 3.

Tata Motors Maruti Suzuki Hyundai

4. 5. 6. 7. 8.

Mahindra GM Chevrolet Honda Toyota Ford

9. 10.

Fiat|Fiat Motors koda

Indian Automobile Sector Local Brands

Chinkara: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster, Hindustan: Ambassador. ICML: Rhino Rx Mahindra: Major, Xylo, Scorpio, Bolero, Logan. Maruti Suzuki: 800, Alto, WagonR, Estilo, A-star, Ritz, Swift, Swift DZire, SX4, Omni, Versa, Eeco, Gypsy, Grand Vitara. Premier: Sigma, RiO. San: Storm. Tata: Nano, Indica, Indica Vista, Indigo, Indigo Manza, Indigo CS, Sumo, Safari, Xenon, Aria.

Foreign Brands

Audi: A4, A6, A8, Q5, Q7, TT, R8. Bentley:Continental GT, Continental FS, Continental GTC, Mulsanne. BMW: 3 Series, 5 Series,M3, GT 5,6 Series,7 Series, X3, X5, X6, Z4. Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera. Fiat: Grande Punto, Linea, Palio Stile.

Ford: Ford Figo, Ikon, Fiesta, Endeavour. Honda: Jazz, City, Civic, Accord. Hyundai: Santro, i10, i20, Accent, Verna Transform, Sonata Transform. Lamborghini:Gallardo, Murcilago. Mercedes-Benz: C-Class, E-Class. Mitsubishi: Lancer, Lancer Cedia, Pajero. Nissan:[[[Nissan Micra|Micra]], Teana, X-Trail. Rolce Royce:Phantom, Ghost. koda: Fabia, Octavia, Laura, Superb. Toyota: Corolla, Innova, Camry, Fortuner, Prado. Volkswagen: Polo, Jetta, Passat, Beetle, Phaeton, Vento.

Domestic Sales

The cumulative growth of the Passenger Vehicles segment during April 2008 March 2009 was 12.17 percent. Passenger Cars grew by 11.79 percent, Utility Vehicles by 10.57 percent and Multi Purpose Vehicles by 21.39 percent in this period. The Commercial Vehicles segment grew marginally at 4.07 percent. While Medium & Heavy Commercial Vehicles declined by 1.66 percent, Light Commercial Vehicles recorded a growth of 12.29 percent.

Three Wheelers sales fell by 9.71 percent with sales of Goods Carriers declining drastically by 20.49 percent and Passenger Carriers declined by 2.13 percent during April- March 2009. Two Wheelers registered a negative growth rate of 7.92 percent during this period, with motorcycles and electric two wheelers segments declining by 11.90 percent and 44.93 percent respectively. However, Scooters and Mopeds segment grew by 11.64 percent and 16.63 percent respectively.

Exports
Automobile Exports registered a growth of 22.30 percent during the current financial year. The growth was led by two wheelers segment which grew at 32.31 percent. Commercial vehicles and Passenger Vehicles exports grew by

19.10 percent and 9.37 percent respectively. Exports of three wheelers segment declined by 1.85 percent.

COMPANY PROFILE
Mahindra & Mahindra has a major place in the market of Multi-utility vehicles. It's a unique Indian auto major with diverse product range-tractor, 3w, MUVs, LCVs, Cars. Mahindra & Mahindra is the leader in tractors market and holds 50% share in MUVs. It sell 1 out of every 2 MUVs sold in India. Out of 60 years of experience in Indian industry Mahindra & Mahindra has very close understanding of customer needs. In house Engineering Capabilities R&D award by Govt. of India for Scorpio Meets requirements of defence. Leaders in transport solution

Currently the Export focus is on African, South American, South Asian and Middle East Markets, where the need and use of vehicles is akin to India. The Company has set itself target to export 15% of the output within next three years. The Division has a separate R & D Centre at Nasik with a team of 147 engineers & 108 support staff. Cross functional and concurrent engineering teams are working on Integrated Design & Manufacturing (IDAM) to design a product to suit specific requirements of the customers through quick product development. A sports utility vehicle Scorpio is in the pipeline with all new aggregated and in stated for debut in Auto Expo 2000. The current role of R & D is to design products that meet all the customer

Needs as well as the legal requirements in terms of various norms for CMVR, safety & emission. Thus, emphasis is given on designing a product that has a level of quality built into it (through specifications) & which is easy to manufacture. R & D also tends its support during the entire life cycle of a product by associating closely with Service department. R&D has a Design Center with a state of the art, CAD Centre having 60 workstations with specialized analysis software like Adams & Nastran & Hypermesh Styling software: Alias, PDM software Metaphase & Solid modeling software SDRC Ideas, Catia, etc. that are being used for designing & analyzing various aggregates going into the vehicle. All designs are validated in Testing Centre having laboratories for Engine Testing,

Metrology, Metallurgy, Polymer, Oil & Fuel, Acoustic Testing, Vehicle Testing and Fatigue Testing. A new Mahindra Research Valley is being developed at a Greenfield location at Thane near Mumbai. This is a 120 acre site & investment of Rs. 2,000 million is planned for this facility. Automotive Division Profile M&M's association with the automobile business dates back to 1945. The Company was incorporated in 1945 and was originally formed to manufacture utility vehicles for the Indian market, initially by importing and

assembling Willys Jeep kits. The manufacture of utility vehicles commenced in 1954 in collaboration with Willys Overland Corporation and its successors, Kaiser Jeep Corporation and American Motor Corporation (now part of the DaimlerChrysler group). The Company commenced manufacturing Light Commercial Vehicles (LCV) in 1965. The Company has recently entered the three-wheeler market. Over the years, the Mahindra, brand of vehicles have come to represent high quality, ruggedness, durability, reliability, easy maintenance and operational economy. These are the qualities that have endeared the vehicle to individuals as well as institutions like the Indian armed forces. M&M is the leader in the MUV business in the country since inception. M&M has comprehensive manufacturing facilities with high level of

vertical integration. M&M's automotive division has four manufacturing plants, three in the state of Maharashtra and one in Andhra Pradesh. In Maharashtra, its plants in Mumbai and Nasik manufacture multi-utility vehicles, and engines are produced at the Igatpuri plant. Light commercial vehicles and three-wheelers are manufactured at the Company's plant in Zaheerabad in Andhra Pradesh. Our Mumbai and Nasik plants with the R&D facility at Nasik are Isorrs 16949 certified. The Mumbai plant has also been recommended for the TPM excellence award. Our engine plant at Igatpuri has as 9000 certification. Our

LCV & three wheeler plant at Zaheerabad have ISO 9001:1994 certification. Both of these plants are also working towards TS 16949 certification. Our plants in Mumbai and Igatpuri are also ISO 14001 certified. Moving Ahead The Mahindra brand in utility vehicles has come to signify high quality, ruggedness, durability, reliability, ease-of-maintenance and operational economy for its user groups. This has been a result of the division's relentless pursuit of delivering to the customer value for money. As a result the division's products have a commanding market share in the category it operates in. Besides state-of-the-art manufacturing facilities, the divisions

marketing efforts are driven by a dealer network of over 275 dealers supervised by 20 sales offices. After sales service is provided by a network of authorized service stations across the country, which meet customer needs for servicing and genuine spare parts. A company of individuals that dreams and works as one A company that believes in forgoing relationships based on love, trust and commitment knowing that the secret of its success lies in its ability to withstand any storm. To constantly move on together as family toward goals. Driven by a common dream for the next millennium.Mahindra & Mahindra is one of the Indias largest transport vehicles companies. A strong, customer-focused

approaches and the constant quest for top-class quality have enabled the company to attain and sustain leadership position for over six decades. Mahindra & Mahindra has pioneered spectacular achievements in Indian Industry. Many of the products executed by Mahindra & Mahindra have set new benchmarks in terms of scale, sophistication and speed. So do many LCVs, UVs, Tractors and Three Wheelers around the country which are widely regarded as landmarks. Mahindra & Mahindra believes that progress must necessarily be achieved in harmony with the environment. A commitment to community welfare and environmental protection constitute as integral part of the corporate vision.

CORPORATE PROFILE: MANAGEMENT OF THE COMPANY

The Management Board comprises the president of the business sectors as well as heads of certain key corporate functions. The board is chaired by the Vice-Chairman & Managing Director. The Board meets regularly and serves as a forum through which the corporate Centre implements its group responsibilities, which include formulation of group policies and strategies, goal setting, raising and allocating financial resources, performance measurement, consolidated accounting and Group Human Resource Development.

The Management Board Comprises: Mr. Anand G. Mahindra Vice Chairman & Managing Director Mr. Alan Durante Executive Director & President Automotive Sector Mr. Bharat Doshi Executive Director & President Trade & Financial Sector Mr. A.K. Nanda Executive Director & Secretary & President

Infrastructure Development Sector Mr. Anjani Kumar Choudhari President Farm Equipment Sector & Member of the Management Board Mahindra a unique Indian auto major with a diverse product range -tractors, 3w, MUVs, LCVs, Cars Market leaders in tractors ; 50% share in MUVs (We sell 1 out of every 2 MUVs sold in India) Out of 60 years of experience in Indian industry, very close understanding of customer needs In-house Engineering Capabilities- R&D award by Govt. of India for Scorpio Meets requirements of defence

Leaders in transport solution Industry Size Financial Year 2009

10.14 Lacs cars, 2.62 Lacs LCVs/M&HCVs, 2.52 Lacs UVs and 72 Lacs Two Wheelers were produced in the financial year of 2009 in the whole Industry in India. Various segments of Industry Commercial Vehicles Heavy Commercial Vehicles

Light Commercial Vehicles Passenger Vehicles Tractors Tractors Scooters Scooterettes / Mopeds Auto Rickshaws History of M & M 1947 October, first batch of seventy five Utility Vehicles (UVs) imported in CKD condition from Willys overland Export Corporation. Cars MUVs / SUVs Two & Three Wheelers Motorcycles

1949 Lease of 11071 Sq. yards at Mazagaon from British India Steam navigation. The first Willys Overland Jeep built in India at the Assembly Plant, Mazagaon, Bombay. 1954 Phased manufacture of Vehicles undertaken in collaboration with Kaiser Jeep Corporation and American Motors Corporation.

1962 Indigenous content of Jeep goes upto 70%. 137 acres of land purchased at Kandivli to centralise manufacturing operations. 1965 FC 150 Petrol Trucks introduced. 1967 Two wheel drive Utility Vehicles introduced. 101" wheel base and Body UVs introduced. Indigenous content goes up by 97%. 1969 Export of vehicles started, export of total 1200 UVs together with spare parts to Yugoslavia. Exports also made to Ceylon, Singapore, Philippines and Indonesia. 1970 Metal

Contracts concluded to export of 3304 vehicles, mainly to Yugoslavia and Indonesia. 1971 Separate R&D section set up. 1993 Mahindra Armada launched. M&M was the only manufacturer to withstand the demand recession, with increasing sales. 1995 Mahindra Nissan Allwyn Ltd. (MNAL) merged with M&M and

Zaheerabad LCV operations becoming part of Automotive Sector. FJ series Of LCVs were shifted from Nasik to Zaheerabad. Business Process Re-engineering Project initiated in the Division. Igatpuri Engine Plant received ISO 9002 certificate from TUV of Germany. Single Cab/Double Cab project was initiated. 1996 New LCV model Cabking 01 3150 & Mahindra Classic vehicles werelaunched. New Commander 5 Door Hard Top was introduced. The company was the first automobile manufacturer to get all the engine types approved for the new emission norms effective from 1 st April, 96 IDAM (Integrated Design & Manufacturing) set up for

designing entirely new vehicle with the help of internation311y renowned consultants. 1997 Commercial production of Ford Escort commenced at Nasik Plant. License & Technical Assistance Agreement was signed with Mitsubishi Motors Corporation for Manufacture of SL Body at Zaheerabad (Voyager with XD 3 and BA 10). Soft/Hard top versions of CUMM 550, 8 seater Armada, commander 650 01 with longer wheel base and MM 540/550 XDB models were introduced. Kandivli and Nasik plants received ISO 9002 certificate from RW-TUV.

2006 Voyager launched by the Chairman at Zaheerabad Plant on 12/11/06. Complete localization of Cabking model at Zaheerabad plant. Change over from 3-Speed to 4-Speed Transmission. Die shop Inauguration at Nashik Plant 2-8/8/06. 400 nos. Army order successfully executed at Kandivli Plant in March 07. 2007: Mahindra World City Developers Ltd (MWCDL), the pioneer in Special Economic Zones (SEZ) development in India, inaugurated the redesigned station building and passenger amenities at the Paranur railway station, adjoining Mahindra World City, New Chennai on December 14, 2007. A

public private partnership initiative between Mahindra World City and Southern Railway, the Paranur railway station is the first to be redesigned and maintained by the corporate sector. Mahindra Holidays & Resorts India Limited (the "Company"), a leisure hospitality provider offering quality family holidays and part of the Mahindra Group of Companies, has filed its Draft Red Herring Prospectus ("DRHP") with the Securities and Exchange Board of India ("SEBI") for an Initial Public Offering ("IPO") of 10,719,347 equity shares of Rs 10 each for cash at a price ("Equity Shares") to be decided through a 100% book-

building process (the "Issue"). The Issue would constitute 13.0% of the fully diluted post-issue paid-up capital of the Company. The DRHP was filed on December 14, 2007. Mahindra & Mahindra is ranked 37th in the B & E Power 100 while it ranks 4th in the Transport Equipment Sector as per the Business & Economy magazine issue dated 28 June 2007. Net profits have been take as the parameter for this exclusive100 most profitable companies of India list. 2008: Mahindra introduces FuelSmart system in Bolero and Scorpio SUVs Tech Mahindra receives the Frost and Sullivan 2008 Growth Excellence Award

 Anand Mahindra receives Harvard Business School Alumni Achievement Award Mahindra launches first Sustainability Report with highest GRI Rating Mumbai Mantra forays into Bhojpuri cinema Mahindra First Choice Services launches first CarXSpace outlet in Chennai Mahindra ED Arun Nanda conferred the highest French award Mahindra Holidays signs MoU with Kerala Government for promotion of Homestays

MHRIL honoured with Superbrand 2008 award 2009: Club Mahindra Lakeview wins RCI Gold Crown Award for 10th consecutive year January 9 Mahindra launches the Xylo January 13 Mahindra Holidays adds Dancing Waters Resort, Naukuchiatal to its bouquet of Club Mahindra holiday destinations January 21 Mahindra Holidays acquires Casa Deep Woods, Masinagudi (Tamil Nadu) January 21

 Farm Equipment Sector honoured with the Golden Peacock award for outstanding innovation in Testing & Evaluation January 22 Mumbai Mantra forays into Bengali cinema January 23 Mahindra Tractors launched in Indonesia June 6 Satyam unveils new brand identity June 22 Mr. Anand Mahindra was declared the Outstanding Business Leader at the recently held 5th CNBC TV 18 India Business Leader Awards 2009. The 5th CNBC-TV18 India Business Leader Awards aim to honour the stalwarts of India Inc., who are today, the legends in business leadership. The jury consisted of a wide spectrum of corporate India,

Including business leaders like Mr. Deepak Parekh, Chairman, HDFC

(Chairperson, Jury), Mr. Mukesh Ambani, Reliance Industries Ltd. Mr. Kumar Mangalam Birla, Chairman, Aditya Birla Group, Mr. Uday Kotak, and Mr. Raghav Bahl, Founder Editor, Network18. December 4. 2010: Mahindra Navistar Automotives Ltd. (MNAL), the commercial vehicle joint venture between Mahindra & Mahindra Ltd. (M&M) and Navistar Inc. of USA, unveiled its 25 tonne and 31 tonne trucks for the Indian market. The trucks have been developed utilising 175 years of technological and truck R&D expertise and know-how of Navistar and

over 60 years of experience of Mahindra in developing successful products based on deep insights of Indian customers and driving conditions. January 4. Mahindra & Mahindra Ltd announced the launch of the Maxximo, the worlds first mini-truck to be powered by a 2-cylinder CRDe engine with DOHC technology and 4 valves per cylinder. A game-changer offering, the Maxximo combines best-in-class technology, unmatched performance and superior style and comfort. The Maxximo is the first product to roll out from Mahindras state-of-the-art Chakan plant. January 5. Dr. Pawan Goenka, President, Automotive Sector, Mahindra and Mahindra and Mr. Eric Tech, President, Navistar Engine Group, unveiled

an array of diesel engines for manufacturers of diesel-powered agricultural, construction and industrial equipment under the aegis of Mahindra Navistar Engines Pvt. Ltd. (MNEPL), the joint partnership between Mahindra & Mahindra and Navistar Inc. January 6 Overview The Mahindra Groups Automotive Sector is in the business of manufacturing and marketing utility vehicles and light commercial vehicles, including three-wheelers. It is the market leader in utility vehicles in India since inception, and currently accounts for about half of Indias market for utility vehicles.

 Although created in 1994 following an organizational restructuring, the Automotive Sector can trace its antecedents back to 1954. The iconic Jeep that led American G.I.s to victory in World War II is the very same vehicle that drove the Mahindra Group to success in the Automotive Sector. Mahindra & Mahindra Limited, the flagship company of the Group, was set up as a franchise for assembling general purpose utility vehicles from Willys, USA. Over the years, the Group has developed a large product portfolio catering to a diverse customer base spanning rural and semi-urban customers, defense requirements and luxurious urban utility vehicles. In 2002, it launched the indigenously engineered world-class sports utility

Vehicle-Scorpio, which bridges the gap between style and adventure,

luxury and ruggedness, and performance and economy. The Group exports its products to several countries in Europe, Africa, South America, South Asia and the Middle East. The Automotive Sector continues to be a leader in the utility vehicle segment with a diverse portfolio that includes mass transport as well as new generation vehicles like Scorpio, Bolero and the recently launched Xylo. Mahindra & Mahindras foray into the three wheeler segment with Alpha and Champion has also made it a leader in its category.

 The International Operations of the Automotive Sector focuses on the international business. Mahindra Renault (MRPL) announced the launch of Logan, Indias first wide body car, sporting a host of class-defying features at an aggressive price. The Logan redefines its segment in terms of spaciousness as well as performance, technology with the latest generation dci common rail engine. It has been designed for the Indian market incorporating a contemporary styling and design. Mahindra Navistar Automotives Ltd. (MNAL), a joint venture between Mahindra & Mahindra Limited and International Truck and Engine Corporation, will manufacture trucks and buses for India and export

markets. It will also provide component sourcing and engineering services to International Truck and Engine Corporation. Mahindra Navistar (MNEPL) a second joint venture agreement with Mahindra & Mahindra, Ltd. focuses on producing diesel engines for Medium and heavy Commercial vehicles in India. Beginning in 2009, MNEPLs advanced diesel engines will power the full line of trucks and buses produced by MNAL. Achieving a leadership position in all its businesses is the belief that drives the Mahindra Group. The hiring philosophy too is in line with this corporate

vision. The goal is to attract the best talent for the job either from within the Group or from outside. With professionalism as one of the Group's core values, it would look for a proper fit and also domain expertise. The Group strives to tap talent through diverse innovative approaches and aims to reach out to the best people for the job. The Group also looks for core values like good corporate citizenship, customer first, quality focus and dignity of the individual in potential candidates. The Mahindra Group is co-creating a culture that offers the freedom to operate without fear. As the Group is rapidly growing, there are great opportunities for career advancement.The Group's hiring decisions favour individuals who demonstrate well-reasoned risk taking and an innovative mind set. It believes that these qualities contribute to a performance driven

Work culture. M & M's Values Core values form the bedrock on which Mahindra & Mahindra has been built. Believed and followed by each of the employees, this is what drives the company to excel in whatever it does. The Mahindra family looks upon themselves as aggressive venture capitalists, who would provide the drive towards creating long-term strategy, set goals, monitor performance, provide capital and merge synergies across the various sectors and measure and motivate performance across the

divisions." - Anand Mahindra, Vice Chairman and Managing Director. Mahindra & Mahindra Product Profile Multi-Utility Vehicles Heavy-Commercial Vehicles Light- Commercial Vehicles Tractors Three Wheelers Mahindra & Mahindra Xylo Mahindra & Mahindra Xylo prices varies from city to city, state to state. However the prices at Sirsa are as under: Model PRICE (in INR)

D2 BSIII E4 BSIII E6 BSIII E8 BSIII E8-ABS BS III

680400 745600 801300 854300 872700 893800

E8-ABS-AIR BAG BS III E6-BS4

D2-BS4 692600 E4-BS4 754500 810800

E8-BS4 E8-ABS-BS4

864400 883300

E8-ABS-AIR BAG-BS4 904900 XYLO SHIELD WARRANTY < 60 days from Sale date - Rs.10999 > 60 days and unexpected and non budgeted expenses Provides the convenient option of an one-time payment Gives better resale value for your vehicle Benefits are applicable at all Mahindra authorized dealerships across the country Shield ownership is transferable even in case your Xylo changes ownership within the covered period.

THE SHIELD PROTECTION The shield warranty offers all-round protection. It covers your vehicle against the following: Any mechanical or electrical breakdown defined by your Xylo dealer as a defect as per the terms And conditions of this warranty Some of the covered items include (but are not limited to ); - Engine Parts

- Transmission System - Cooling System - Steering System - Fuel System - Suspension - Electrical System (where given as factory fitment) - Chassis System ELIGIBILITY FOR SHIELD WARRANTY All Mahindra Xylo diesel variants which satisfy the following conditions are eligible: The vehicle must be covered under original warranty and should have not covered more than 50,000 kms at the time of registration under Xylo shield

The vehicle must have been maintained by an authorized Mahindra dealer as per the maintenance schedule The vehicle must be covered under the comprehensive motor policy at the time of registration and during the entire period of the extended warranty The vehicle must not have been involved in any accidents at the time of registration The vehicle has not been used for commercial purpose.

T H E T I M E O F YOUR LIFE
XYLO SHIELD WARRANTY < 60 days from Sale date - Rs.10999 > 60 days and < 1year from Sale date - Rs.11999 > 1yr from Sale date - Rs.12999

CHAPTER-2 REVIEW OF LITERATURE

A literature review is a body of text that aims to review the critical points of current knowledge on a particular topic. Most often associated with the literature, such as a thesis, the literature review usually precedes a research proposal, methodology and results section. Its ultimate goal is to bring the reader up to date with current literature on a topic and forms the basis for another goal, such as future research that may be needed in the area. A good literature review is characterized by: a logical flow of ideas; current and relevant references with consistent, appropriate referencing style; proper use of terminology; and an unbiased and comprehensive view of the previous research on the topic. Literature review is an extensive search of the information available on a topic which results in a list of references to books, periodicals, and other materials in a particular subject area. A literature review can be just a simple summary of the sources, but it is usually has an organizational pattern and combines both summary and synthesis. A good literature review is characterized by: a logical flow of ideas; current and relevant references with consistent, appropriate referencing style; proper use of terminology and

an unbiased and comprehensive view of the previous research on the topic. It helps with all types of assignments as well. Yeniyurt and Talay (2007) explored the factors that influence the launch of brands into new markets in a global environment. Although multiple streams of literature exist with respect to the entry of brands into new markets and the diffusion of new brands within and across markets, the process of launching products and brands globally over time has received relatively limited attention. To address this issue, this study incorporates multiple indicators of activities that can contribute to experiential learning relevant for launching brands in a global marketplace. Market uncertainty and experiential learning provide a conceptual foundation for the development of relevant hypotheses, which are tested in the context of the global automotive industry from 1981 to 2004. A discrete time event history analysis with time-varying independent variables is employed to estimate the effects of the independent variables on the probability of a brand being launched in a specific market. The global brand launch observations are extracted from a proprietary dataset containing the global dispersion of automotive brands including 22 countries of origin and 42 countries of brand entry. The sample yields 50,572 spells, derived from 99 companies, 173 brands, and 700 market entries. The results of this study contribute to the literature in a

Variety of ways. Market attractiveness positively influences the propensity of a brand to be launched into a new market. This supports the idea that potential demand conditions are an important managerial consideration in product introduction decisions. The results reveal significant effects with respect to the role of psychic distance and experiential learning. Brands are reluctant to launch into countries that are culturally and economically less similar to the home market. Yet firms tend to place a lower degree of emphasis on factors of cultural distance when launching brands into larger markets, and global experience enables companies to overcome the uncertainties associated with launching brands into international markets that are economically distant. The results also suggest that companies are more likely to introduce additional brands in markets where they already have a presence. Overall, global dispersion and geographic scope, coupled with local market knowledge facilitate the launch of brands globally. From a managerial perspective, this study suggests companies should focus on acquiring both local and global experience to facilitate the launch of products and brands in the global marketplace Raasch (2008) observed that expiration of patent protection and the subsequent sharp decline in sales have become a crucial topic for many pharmaceutical companies in recent years. The effort invested in designing strategies to cushion the adverse effects of patent expiry has increased

considerably. One strategy, the launch of a second brand with a lower price, is frequently discussed as a potentially promising new option but has rarely been implemented. This contribution focuses on this fighter-brand strategy, its strengths and weaknesses and compares it to other pricing strategies. Moreover, it provides a detailed analysis of a major case example where a fighter brand was launched, the patent expiry of Zocor in Germany. Nguyen(2009) concluded that Honda has adopted appropriate Branding Strategies (Brand Identity, Positioning, Growing and Sustaining) on Vietnam Motorcycle Market. The firm has identified its Brand as true Madein-Japan products of high quality and reasonable price. It serves as 'the power of dreams' created in an ideal corporate culture and environment friendly working condition which is committed to advanced technology and society orientation. Honda Brand has been positioned to satisfy the needs for a transportation means of reliability, long duration, safety, hi-tech, fuel saving and environment protection of the middle and high class customer groups in Vietnam. To compete with such rivals as Yamaha, Suzuki, SYM and Piaggio, Honda has adopted proper Growing Strategies with Cub and Scooter categories including a range of product lines. In addition, the company has implemented appropriate Sustaining Strategies focusing on Communication Efforts and Influencer Proximity with a variety of Marketing and PR activities, Safety Driving Plan and Social Activities

ranging from Environmental Preservation, Educational Development, Safety Driving Support Activities to Donation and Charity Activities. Actually, Honda's Branding strategies have been fully tailored to the specific market conditions of Vietnam. Yadav (2006) observed that the name of the owners of the brand, a trading house announced heavy discount sale. Although one could make out the difference between the original and the brand sold at the sale, but that could only be possible when the customer sees it for himself. Otherwise they are misled by the advertisements, disclosed the owner of the brand on the condition of anonymity. In most of the cases it is difficult to point out the difference between the duplicate and the original brands. The problem is not limited to the hosiery products. Even the machine, auto and cycle parts face the similar problem and to a large extent. In fact for the cycle and auto part manufacturers the problem is more serious as their customers are mostly illiterate who cannot easily make out the difference. Nielsen (2006) concluded on 30 FMCG companies, eight out of every ten consumers who purchased pass-off products felt cheated and only knew after purchase that the product was a pass-off. Surprisingly, 42 per cent of all the consumers surveyed were aware of the existence of pass-off brands in the market and either saw them in shops, read about them in newspapers or saw

them on TV. The problem is so widespread and compelling that it even has diehard rivals Hindustan Lever and Procter & Gamble working with FICCI's Mumbai-based Brand Protection Committee, which comprises 20 FMCG companies. BPC tracks down manufacturers and sellers of unbranded goods, tries to eliminate these channels and interacts with Government agencies and the judiciary. It also tries to sensitive the Government to the critical nature of the problem, which has worsened since liberalization and easing of import norms, especially for FMCGs. The BPC has also impressed upon State Governments to constitute special cells on IPRs so that companies initiating action have the facility of this support available at one place. Maharashtra and Madhya Pradesh have special cells in place. Rural marketing is actually a bit like swimming. You can read as many books as you like but you will never swimming unless you get into the water yourself. Bhardwaj (2005) found that rural market is quite opportunity to tap. A begging should be made to understand the market. Investment through syndicated pattern of research, large scale usages and attitude studies continuous running panels across demographic groups and a whole plethora of research exercise will need to precede the accurate understanding of these markets and consumer at large. The market place is one of a few areas in modern society in which people

have an opportunity to participate directly in public life. In today business, effective use and flow of information is the key to success. In recent years marketing has changed the nature of business due to opening up of economy and large number of products vying with one another for market share. Mehta (2007) concluded that most of us having been schooled in the occidental mode of thinking have managed to apply our learnt paradigms to urban markets with reasonable success, weaving in minor mortifications to Suit Indian Conditions. After all there is not much difference between a consumers is cosmopolitan Bombay to one in London. However, the next logical step of extending our bag of tricks to rural areas has not met with the same level of success simply because the rural sitting is fundamentally different from urban. Like the products themselves, most ads that are created for urban audiences often leave villagers cold. For instance the halo shampoo spot put off the members of some rural communities In Haryana, featuring female models with beautiful, bouncy hair. Reason in those parts, its considered indecent for women to flaunt their tresses for all to see. The same villagers were bemused by the strepsils 'Bahut Mazaa Aya' ad : in their dialect the word mazaa has a strong sexual connotation and couldnt understand how any one could get corporeal pleasure from cough lozeage. The market place is one of a few areas in modern society in which people have an opportunity to participate directly in public life. In today business, effective use and flow of information is the key to success. In recent years

marketing has changed the nature of business due to opening up of economy and large number of products vying with one another for market share. The markets are aptly be describes as towns, villages or small hamlets which have poor infrastructure, economy is driven by agriculture and is dependent for many of the amenities on the feed market. The rural marketing of India started showing its potential in 1990s & 2000s and witnessed steady development. And there is clear indication that the 21st century is going to see the full blossoming of the rural market of India. Rural marketing has become a key area of focus for the corporate sector, off late due to the vast potential it has mainly in terms of marketing of consumer durable and nondurables. Most of us having been schooled in the occidental mode of thinking have managed to apply our learnt paradigms to urban markets with reasonable success, weaving in minor mortifications to Suit Indian Conditions. After all there is not much difference between a consumer is cosmopolitan Bombay to one in London. However, the next logical step of extending our bag of tricks to rural areas has not met with the same level of success simply because the rural sitting is fundamentally different from urban. Like the products themselves, most ads that are created for urban audiences often leave villagers cold. For instance the halo shampoo spot put off the members of some rural communities In Haryana, featuring female models with beautiful, bouncy hair. Reason in those parts, its considered indecent for

Women to flaunt their tresses for all to see. The same villagers were bemused by the strepsils 'Bahut Mazaa Aya' ad : in their dialect the word mazaa has a strong sexual connotation and couldnt understand how any one could get corporeal pleasure from cough lozeage.

CHAPTER-3 RESEARCH METHODOLOGY

Research Methodology is a way to solve the research problem systematically. It may be understood as a science of studying how research is done scientifically. In it we study the various steps, the research process that is generally adopted to study the research problem & basic logic behind them. Research Design and Methodology:The research consisted of two stages. In the first stage a survey was conducted to collect the data related to the Maruti Suzuki new brand Alto K10 and consumers' awareness towards brand. Second stage involved the analysis of the data collected in the first stage. Sample Size- A sample of 50 respondents was taken, which includes consumers and non-customers of Maruti Suzuki. Geographical Area- Sirsa Region Research methodology is prepared to describe not only the research procedure and method adopted for the achievement of the project but also

the logic behind the use of this method so that result can be capable of being evaluated by the others, its main is keep the research on the right track. It includes research design, sampling procedure, and method of data collection and analysis procedure pertaining to the project. For the study of ''Customers Awareness towards Maruti Suzuki. A market survey was conducted. For this purpose a set of questionnaire was prepared. Data Collection Data has been collected both from primary as well as secondary sources.

Primary sources- Primary source of data was questionnaire filled respondents in Sirsa Region. Simple well drafted questionnaire was circulated among all respondents. Full freedom was provided to an individual to answer the questions. After the collection of data it was arranged tabulated and graphically and thereafter it has been interpreted. Secondary sources- the secondary sources of data were various websites and magazines. These sources help in gaining the knowledge about industry. These sources are listed in the references.

Data Analysis: Data has been analyzed by using table, bar diagrams and pie charts in the form of graphs for data analysis. Research Methodology Used Defining Research:Research comprises of defining and redefining problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data making deductions and reaching conclusions Rationale behind this Study It can help companies identify their best customers enrich and individualize customer contact, manage marketing campaigns, reduce customer response time and serve wide geographical regions. All in all, it can help to build long-term profitable customer relations. CRM is important because fundamentally it's cheaper and more efficient to retain your existing customer than to find new ones. With the help of Customer Relation Management, chief motive of this study was to collect the data regarding the customers and non-customer's perception regarding the company's new product Xylo. Questionnaire method Observation Method

CHAPTER-4 DATA ANALYSIS AND INTERPRETATION Q1. How do you come to know about Mahindra & Mahindra (M &

M) Xylo? No. of Respondents 15 30 2 3

SOURCE OF INFO. Dealer Advertisement Magazines Banners

Percentage 30 60 4 6

Magazines 4%

Banner 6% Dealer 30%

Advertisement 60%

Dealer

Advertisement

Magazines

Banner

Interpretation During the survey it has came to light that most of the respondents came to know about the Xylo from advertisements followed by 60% and 30% of the respondents who came to know about it from Dealer and followed by 6% and 4% respondents going with banners and magazines respectively.

Q2.

Which type of brand of M & M you use? No. of Respondents 07 32 11

Type of Brand Light Commercial Vehicles(LCVs) Utility Vehicles(UVs) Tractors

35

32

30

25

20

15 7 10

11

LCVs

UVs

Tractors

Interpretation

During the survey it has came to light that 11 respondents were having Tractors, 7 respondents were having LCVs whereas rest of the respondents i.e. 32 were having UVs with them.

Q3.

While making purchase what are the key factors you expect in your vehicle? Factors Price Brand Name Product Durability Services provided by company No. of Respondents 8 8 19 15

19 20 18 16 14 12 10 8 6 4 2 0 8 8

Price

Brand Name

Product Durability

Services provided by company

Interpretation

Survey transpired that 8 respondents customers in Sirsa District consider about the price of the vehicle while purchasing, 15 respondents prefer services provided by the companies, 19 respondents durability of the product, whereas remaining 8 respondents prefers the brand name of the company.

Q. 4 What is the best feature you observe in M & M's newly launched Xylo? Best features in Xylo Outstanding look Transmission System Cooling System Steering System Fuel System Suspension No. of Respondents 22 8 11 2 0 7

25

22

20

15 11 10 8

Outstanding look Steering System

Transmission System Fuel System

Cooling System Suspension

Interpretation

Survey transpired that most of the respondents were bewitched by the M & M's newly launched Xylo's look as 22 respondents corroborated this fact. However, 8 respondents favoured its transmission system to be best feature in Xylo. There were 7 respondents who were tempted by its suspension system.

Q.5

How do you rate overall performance of M & M's Xylo ? Overall performance Excellent Good Average Poor No. of Respondents 22 17 8 3

25

22

20

17

15

10

Excellent

Good

Average

Poor

Interpretation Survey transpired that 8 respondents in District Sirsa rate M & M's Xylo as "Average", 17 respondents consider them as "Good", 22 as Excellent and the remaining 3 respondents were not satisfied with the performance of Xylo.

Q6.

While buying the M & M product what are the important factors influences the promotional scheme?

Factor for Schemes No. of Respondents

Exchange offer 16

Special discount 14

Prize 8

Any other 12

12 16

14

Exchange offer

Special discount

Prize

Any other

Interpretation Survey transpired that 16 respondents consider that exchange offers influence the company's schemes, however, 8 respondents went with prizes given by the company,14 respondents are bewitched with the special discounts and 12 respondents considers other schemes.

Q.7

What do you think may be the biggest strength of M & M 's product? Durabilit y 4 Mileage Services of company / Dealers 18 any other 9

Biggest strength of M&M

No. of Respondents 19

19

18 4

Durability

Mileage

Services of company / Dealers

any other

Interpretation It has came to light during the Survey that out of 50 respondent customers, 4 respondents rated the strength of M & M because of its Mileage, 19 respondents for Durability, 18 respondents for the services provided by either company or Dealers whereas 9 respondents of them had their own respective view.

Q. 8 Would you like to recommend M & M products to your friend or relatives? Recommendation Yes No. No. of Respondents 46 4

46 50 45 40 35 30 25 20 15 10 5 0 4

Yes

No.

Interpretation It has come to light during the Survey that out of 50 respondent customers, 46 respondents were interest to recommend M & M products whereas 4 respondents were reluctant to recommend.

Q. 9 Whether any dealer contacted to suo-moto regarding the product, purchased by you from the dealer/agent? Contact by Dealer Yes No. No. of Respondents 14 36

36 40 35 30 25 20 15 10 5 0 14

Yes

No.

Interpretation It has come to light during the Survey that out of 50 respondent customers, 14 respondents had been ever contacted the dealer o M & M regarding their product whereas 36 respondents were not.

Q.10 According to you which is the leading competitor to M & M in India Leading competitor No. of Respondents Maruti Udyog 42 Tata Motors 2 Ford 2 Any other 4

4 2 2

42

Maruti Udyog

Tata Motors

Ford

Any other

Interpretation During the survey it has came to light that most of the respondents believe that the only competitor of M & M is Maruti as enunciated by 42 respondents. However, only 2-2 each respondent went with Tata Motors and Ford. On the other hand, 4 respondents have their respective opinions.

Q. 11

If you are going to purchase any vehicle would you prefer M & M's Xylo in future? Preferring Xylo while purchasing Yes No No. of Respondents 39 11

39 40 35 30 25 20 11 15 10 5 0

Yes

No

Interpretation : During the survey it has came to light that out of 50 of respondents, 39 respondents were intending to purchase M & M's Xylo whereas 11 respondents were not willing to purchase M & M's Xylo.

CHAPTER-5 FINDINGS AND RECOMMENDATIONS

The conclusion derived from conducting the study regarding Maruti Suzuki in Sirsa City and finding of the study are as follows.
1. Advertising play a major role for the sales promotion schemes,

whereas other factors can not be ruled out.

2. Company/Dealer's services is also the a prominent feature, which

should be provided to the customers

3. Most of the respondent-customers that it's services provided to

customers is the biggest strength of the company.

4. Most of the customers were happy with company's product and

willing to recommend company's product, which is a good sign for the company.
5. Most of the customers were ever contacted by the dealers after the

purchase.
6. Regarding non-customers, they have good ideology regarding the

company

7. Alto came in the knowledge of people from advertisements as

admitted by 30% of the respondents who came to know about it from Dealer followed by 6% and 4% respondents going with banners and magazines respectively.
8. 16% of respondent customers in District Sirsa consider about the

price of the vehicle while purchasing, 30% prefers services provided by the companies, 38 durability of the product, whereas remaining 16% respondents prefers the brand name of the company.
9. Maruti Suzuki newly launched Alto K-10 look as 22 respondents

corroborated this fact. However, 11 respondents favoured its transmission system to be best feature in Alto K-10 . There were 7 respondents who were tempted by its suspension system.
10. 16% of respondent in District Sirsa rates Maruti Suzuki Alto K-10

as "Average" 34% as "Good", 44% as Excellent and the remaining 6% were not satisfied with the company's Alto K-10.
11. 32% of respondent customers in District Sirsa consider and

exchange offers influences the company's schemes, however, 16% went with prizes given by the company and 28% respondents are bewitched with the special discounts and 24% considers other schemes.
12. Out of 50 respondent customers in District Sirsa 92% were interest

to recommend Maruti Suzuki products whereas 8% were reluctant to recommend.

13. Out of 50 respondent customers in District Sirsa 28% customers

had been ever contacted the dealer o Maruti Suzuki regarding their product whereas 2% were not.

Recommendations and Suggestions

Maruti Suzuki Customer Care Centre should be installed and a tollfree telephone NUMBER should be installed for customers to get their grievances redressed and for non-customers to know about the company's policies and it's products.

Maruti Suzuki is able to defend it's present position in the market. Now they should try to penetrate Substitutes' position. They have to

convince users of other brands to shift to them. So the strategy must be competitive on all sides.

Maruti Suzuki has a big market. So, now they should try to acquire it, as they have already made a good name in market. To compete the other products they have to conform the International Standards Whether it is a quality or service standards or price etc.

There is a need for Advertising Maruti Suzuki and its various applications to expand the total market. Advertisements should be informative and educative in nature so as to create awareness, but the company should never forget to emphasize on specific brand.

The company must improve its decision making system to such an extent that it can be possible for the company to make frequent decisions to Cope with the Market Conditions.

The Pricing Policies of the company should be framed very cautiously. The policy should be consistent along with some flexibility in prices. There must be provisions for changes in the prices in certain specific situations. It will enable the company to fix always the competitive prices.

Most of the customers are quality conscious so quality should be maintained.

Time to time sale promotional schemes viz. Road shows and canopies on the roads at various Chowks of city should be placed to aware the public regarding Maruti Suzuki.

More advertising material should be provided to dealers to attract the customers. Company should emphasize on Advertisements through Print and Electronic Media both. So that people can get more aware about company.

Sales Force should be increased So that people can get aware about the Maruti Suzuki Products and their Concepts.

Employees and Advisors should be trained on human behavior and that they should be made clear that customer is always right.

BIBLIOGRAPHY

www.teammahindra.com Brochures of Mahindra & Mahindra www.mahindrabolero.com Random House Dictionary, 1975 Glossary of the terms related to quality assurance from the Tempus Joint European Project for the Development of Quality Assurance Etymology of product, etymonline.com. Kotler, P., Armstrong, G., Brown, L., and Adam, S. (2006) Marketing, 7th Ed. Pearson Education Australia/Prentice Hall. Kotler, Philip; Gary Armstrong (1989). Principles of Marketing, fourth edition (Annotated Instructor's Edition). Prentice-Hall, Inc.. pp. 639 (glossary definition). ISBN 0137061293. "2002 Economic Census, Finance and Insurance" US Census Bureau, 2002, p.14. Insurance carrier product lines at the Open Directory Project Leo Aspinwall, 1958, Social Marketing AED Resourse p. 45

Questionnaire
Name : Father's Name : . 1. i) ii) iii) iv) Q2. i) ii) iii) Q3. your vehicle? i) ii) iii) iv) Xylo Price Brand Name Product Durability Services provided by company Sex .. Occupation .

How do you come to know about this M & M' Xylo? Dealer Advertisement Magazines Banners LCVs UVs Tractors

Which type of brand of M & M you use?

While making purchase what are the key factors you expect in

Q. 4 What is the best feature you observe in M & M's newly launched

i) ii) iii) iv) v) vi) Q.5 i) ii) iii) iv)

Outstanding look Transmission System Cooling System Steering System Fuel System Suspension Excellent Good Average Poor

How do you rate overall performance of M & M's Xylo ?

Q6.

While buying the M & M product what are the important factors influences the promotional scheme? i) ii) iii) iv) Exchange offer Special discount Prize Any other

Q.7

What, do you think may be the biggest strength of M & M 's product?

i) ii) iii) iv) relatives? i) ii)

Durability Mileage Services of company / Dealers Any other

Q. 8 Would you like to recommend M & M products to your friend or Yes No.

Q. 9 Whether any dealer contacted to suo-moto regarding the product, purchased by you from the dealer/agent? i) ii) India i) ii) iii) iv) M's Xylo in future? i) ii) Yes No. Maruti Udyog Tata Motors Ford Any other Yes No.

Q.10 According to you which is the leading competitor to M & M in

Q. 11 If you are going to purchase any vehicle would you prefer M &