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论文作者:www.51lunwen.org论文属性:硕士毕业论文 thesis登出时间:2015-05-12编辑:felicia点击率:31103
论文字数:11529论文编号:org201505082019378082语种:英语 English地区:爱尔兰价格:免费论文
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摘要:这篇论文主要介绍了印度汽车行业的发展,通过了解印度汽车行业的发展状态分析印度的经济发展。
I believe in Dr. C. K. Prahlad's concept of finding value at the bottom of the pyramid. We are trying to increase market penetration through several innovative schemes. There is still a very large segment of our population which cannot afford a car.'
Jagdish Khattar, Managing Director, MUL, in 2004
Maruti Udyog Limited is a subsidiary of the Suzuki Motor Corporation of Japan and has been the leader of the Indian car market since its establishment in 1981. Its manufacturing plants, located south of New Delhi in Gurgaon and Manesar, has an installed capacity of 450,000 units per annum, with a capability to produce around half a million vehicles. The company has a portfolio of 11 vehicle brands and is listed on both the Bombay and National Stock Exchanges in India.
ESTABLISHMENT OF MARUTI UDYOG LIMITED
· Incorporated on February 24, 1981.
· MOU signed on April 4, 1982.
· License and JV agreement signed on Oct2, 1982.
· Plants located at Gurgaon, Haryana, Head office located at New Delhi. Ownership - GOI 49.74%, SMC 50% MEMBF 0.26%
VISION
'The leader in the Indian Automobile Industry, Creating customer delight and shareholders' wealth; A pride of India.'
The case 'Marketing strategies of Maruti Udyog' examines the market expansion strategies adopted by Maruti Udyog Limited (MUL), India's biggest carmaker, in response to intense competition and a decline in sales of its bread-and-butter model - the Maruti 800. MUL enjoyed a near-monopoly status, until the Government of India liberalized the economy in 1991. This led to the entry of foreign players like Hyundai, Fiat, Mitsubishi, and Toyota. Even Indian auto players like Tata Motors and Mahindra and Mahindra entered the fray to give MUL tough challenges. MUL began to introduce new models, and upgrade its existing models in response to market demand. For instance, the company introduced the hatchback 'Swift' to shed its image of being a manufacturer of low-cost staid cars. The case study looks into how MUL came back from the crunch to retain its place as the top carmaker in India. It also deals with the tussle between Suzuki Motor Corporation and the Government of India over ownership issues. The case highlights the promotional offers undertaken by MUL in its quest for market dominance and examines how the company was able to mould itself according to the market requirements, by entering new domains and reaching out to potential customers through its 'True Value' and other promotional offers.
A joint venture between the Government of India and Suzuki Motors, automotive manufacturer Maruti Udyog Limited has the largest dealer and service network in India and commands a 60 percent market share of the Indian car market. In the JD Power Survey for the year 2000, Maruti was ranked number one in customer satisfaction marking the first instance where a leader in the Indian market was also recognized as a leader in customer satisfaction. To help maintain this high level of customer satisfaction, Maruti was looking for a way to s本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。