Chairman

Mr. R.C Bhargava Mr. Shinzo Nakanishi

Managing Director

Maruti Suzuki India Limited

•The time when scooters had a waiting period.•Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system.•MUL launched its first car Maruti800 on December 14, 1983 at initial price of Rs. 47,500.Mr. HarpalSingh, the first Maruti owner, still drives the car after 26 years.

BRIEF HISTORY

“The leader in the Indian automobile Industry, Creating Customer Delight and Share holder’s Wealth;

A pride of India”

Vision and Core Values

Core Values

• Customer Obsession.

• Fast, Flexible, & Fast Mover.

• Innovation and Creativity.

• Networking and Partnership.

• Openness and Learning

1983 “The people’s car is born”.1987 Maruti goes overseas, exported 500 cars to Hungary.1990 Launched India’s first sedan. (Esteem).1992 Suzuki Motor Company increases stake in MUL to 50 %.1993 Launched Maruti Zen “the world’s car”.1996 1.5 million vehicles rolled out.2000 JD power customer Satisfaction index Award.2001 JD power customer Satisfaction index Award.2001 Maruti versa launched , Maruti true value launched.2002 JD power customer Satisfaction index Award.2002 Maruti finance and insurance launched.2002 Disinvestment, Suzuki Motor Company increases stake in MUL to 54.5%.2003 Maruti gets listed on BSE and NSE (IPO Oversubscribed 11.2 times).2003 JD power customer Satisfaction index Award.2004 JD power customer Satisfaction index Award.2005 Launched Swift.2005 JD power customer Satisfaction index Award.2006 JD power customer Satisfaction index Award.2007 Launched SX4 Luxury sedan and SUV Grand Vitara.2007 JD power customer Satisfaction index Award2008 World premier of concept A-Star at Auto Expo , New Delhi2008 JD power customer Satisfaction index Award.2008 Launched M800 LPG.

Milestones

•Maruti was the first company in India which studied the consumer demand and responded to it well.•Market segmentation policy was adopted that targeted different type of

consumers with different type of models.• Maruti800 targeted medium income group, while the deluxe model

targeted rich income group.•Maruti van targeted businessmen and doctors(ambulance)•The Gypsy targeted the paramilitary forces and the police.•This resulted in complete control of maruti over the market .•The company advertised its different products according to costumers.•A special cell was made to make direct dealing of Gypsy with the

government & the army.

MARKETING STRATEGY OF MULIN LATE 1980’s

The MUL depended more on its M800 model, so when in late 1990’s the new players like when Matiz, Santro and Indica came into the market with more space and better comfort ,at same price, then Maruti lost a major share of market.

Maruti Suzuki was far behind in luxury and SUV car ,the other player like GM, TATA, Mahindra , Mitsubhisi and Toyota were already established in the market ,so replacing them was not easy.

After year 2000,(and 2003 to be more precise)there was a change inautomobile market which where due to -1. The government has reduced regulation on the industry and more foreign players were invited.2. Banks and other financing companies started providing car loans at reasonableinterest rate.

The changing Auto Industry

THE MAJOR FAULTS

Impacts•The Indian consumer now started buying the mid-size cars rather than small cars ,the luxury

cars also gained popularity, SUV’s also started coming in the market.•The increasing level of income of urban people ,the small cars were not considered to be

luxury item any more.

•To gain back its lost share Maruti launched Zen ,Alto and WagonR. These small segment car gained huge response for consumers.

•Maruti also launched aggressive promotional policy to promote them like announcing Zen as the “world’s car”.

•Maruti also made a slogan “count on us”. To emphasize its reliability.

•In 2003 Maruti came up with “change your life campaign” ,it provided vehicle insurance at just Rs 1 to attract the customers. advertisement such as of Alto in which a small boy says to his father ”papa ki karan petrol khatam hi nahi honda” was make customer feel that Alto was best fuel efficient.

•During 2003 and 2004, MUL visualized and implemented a strategy for its dealers to increase their profitability levels in view of increased competition. According to the strategy, the 300 plus -odd dealers of the company were asked to strengthen their manpower, increase the salaries of their sales agents, and offer them better incentives.

• '2599' offer-In 2004, MUL introduced the '2599' offer under which a consumer could buy an M-800 by paying an EMI of Rs 2,599 only, for a period of seven years. The down payment was fixed at Rs 40,000. MUL entered into an agreement with the State Bank of India (SBI), the largest bank in India, to promote this scheme.

THE RESPONSE S OF MARUTI

THE RESPONSE S (continued)•Promotion•Advertisements targeting different segments Promotional offers through out the yearsPsychographics is used :

• Wagon-R : Smarter people (executives)• Omni : People who need to transport goods• Alto : Small car : small family• Zen Estillo : Young trendy people

•Supply Chain•The joint initiatives taken by Maruti and its team of suppliers have generated over 29% cost reduction over three years for Maruti Less than 20 per cent of a car is manufactured in-house. The rest is accounted for by 215 suppliers and hundreds of second and third tier of vendors who, in turn, supply to them.

A. Maruti Suzuki India is India's leading maker of automobiles.

B. A partnership with Suzuki, the company makes models such as the Alto, Gypsy, and Swift. One of its its newest models, the Swift Dzire, is a compact, entry-level sedan that offers a variety of modern features.

C. Maruti Suzuki also exports selected models to many European markets.

D. Annual capacity of about 650,000 cars.(Gurgaon, Delhi, Manesar)

E. Maruti Suzuki enjoys just over a 50% share of its domestic market.

Maruti Suzuki’s Current Profile

"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, Former Managing Director, MUL, in 2004.

Maruti Suzuki’s Current Market Facts

Maruti Suzuki’s Key Success Factors(KSF’s)

A. Technology-Related KSF’s

1. R&D facilities and Japanese collaboration.2. Suzuki internationally known for Small cars3. Launch of World class quality cars like

A- STAR and SPLASH

B. Manufacturing-Related KSF’s

1. Designing cars best suited for Indian market. 2. Cost leadership in the market due to efficient value chain and manufacturing

plants.

C. Distribution-Related KSF’s

1. The record sales performance was affected through the Company's vast dealership network.

2. Car sales outlet increased to 600 covering 393 cities.3. There are 265 ‘Maruti True Value’ outlets spread across 166 cities,

which are engaged in the sale, purchase and exchange of pre-owned cars. ‘Maruti True Value’ is the largest organised pre-owned car salesnetwork in India.

D. Marketing-Related KSF’s

1. Full range of cars- from entry level Maruti 800 & Alto to stylish hatchback A- star, Swift, Wagon R, Estillo and sedans DZire, SX4 and Sports Utility vehicle GrandVitara.2. Communication through advertisement is totally to the need of indian culture 3. Pan-India service network.

E. Skills and Capability -Related KSF’s

1. The service network had a total of 2,628 service outlets including dealer workshop as well as Maruti Authorised Service Stations, covering 1220 cities.

Maruti Suzuki’s Brand Equity

A. Authorized Service StationsMaruti is one of the companies in India which has unparalleled service network. To ensure the vehicles sold by them are serviced properly Maruti has 2628 listed Authorized service stations and 30 Express Service Stations on 30 highways across India.

B. Maruti InsuranceThis service started as a benefit or value addition to customers and was able to ramp up easily. By December 2005 they were able to sell more than two million insurance policies since its inception.

C. Maruti FinanceTo promote its bottom line growth, Maruti launched Maruti Finance in January 2002.Maruti claims that its finance program offers competitive interest rates to its customers, which are lower by 0.25% to 0.5% from the market rates.

D. Maruti TrueValueMaruti True service offered by Maruti Udyog to its customers. It is a market place for

used Maruti Vehicles. One can buy, sell or exchange used Maruti vehicles with the help of this service in India.

E. AccessoriesMaruti started a new initiative under the brand name Maruti Genuine Accessories to offer accessories like alloy wheels, body cover, carpets, door visors, fog lamps, stereo systems, seat covers and other car care products. These products are sold through dealer outlets and authorized service stations throughout India.

F. N2N Fleet ManagementN2N is the short form of End to End Fleet Management and provides lease and fleet

management solution to corporate. This fleet management service include end-to-end solutions across the vehicle's life, which includes Leasing, Maintenance, Convenience services and Remarketing.

G. Maruti Driving SchoolAs part of its corporate social responsibility Maruti Udyog launched the Maruti Driving School in Delhi. Later the services were extended to other cities of India as well. These schools are modelled on international standards, where learners go through classroom and practical sessions. Many international practices like road behaviour and attitudes are also taught in these schools. Before driving actual vehicles participants are trained on simulators.

Strength

1. Brand Loyalty

2.Service and DistrbutionNetwork

3. Japanese Technology

Weakness

1. Changing Customer Preferences.

2. Appears Daddy’s Brand.

Opportunities

1. Attraction Of Youth.

2. Increasing Middle Class Income.

3.Export Small Cars.

Threats

1. Foreign Brands.

2.Fuel Prices.

•Dealer network across the country wide dealership network allows the company to service customers over a wider geographical area than competitors. Currently, MUL has 500 salesoutlets that cover 312 cities, as compared to 162 outlets of Hyundai Motors and 140 outlets of Tata Motors.

•True Value OperationsMUL providing its customers an opportunity to resale their car to MUL or exchange with a new Maruti car under its “True Value” network has proven really beneficial. In FY07 True Value network touched 10000 units a month and more than 90% of that resulted in the exchange of a new car.

•Presence across segmentsIn a car manufacturing plant, the press shop, paint shop, engine and transmission assembly, and machine shop are used for manufacturing different models.

•Commonality of platforms-Commonality between the platforms of various models lead to lower product development efforts and higher benefits of economies of scale, uses only two platforms.Strong support in R & D and Product from parent -MUL’s strength lies in the strong parentage of SMC, Japan.

Competitive Advantage of MUL

PRODUCT MIX

Small Cars

Hatch-Backs

SUV’s

MUV’s

Five Forces

Model of Competitive Environment

BuyersBargaining

Power

(High)

RIVALRY AMONG Industry

(High)

POTENTIAL NEW ENTRANTS

(Moderate)

FIRMS IN OTHER INDUSTRIES OFFERING SUBSTITUTE PRODUCTS

(Moderate)

SUPPLERS Bargaining

Power

(Moderate)

1. Industry Rivalry

A. High Fixed costs

When total costs are mostly fixed costs, the firm must produce capacity to attainthe lowest unit costs. Since the firm must sell this large quantity of product, highlevels of production lead to a fight for market share and results in increasedrivalry. The industry is typically capital intensive and thus involves high fixedcosts.

B. Slow market growth

In growing market, firms can improve their economies. Though the market growthhas been impressive in the last few years (about 8 to 15%), it takes a beat ineven slight economic disturbances as it involves a luxury good. Aggressive

pricing is needed to sustain growth in such situations.C. Low switching costs

Free switching between products makes it difficult for the companies to capturecustomers. Since, the purchase of the product involves a good amount ofdecision making.

2. Threat of substitutes

A. Increasing Two wheelers/Motor Cycle Market, Because of rising fuel prices.B. Public Transportation.( Local trains, Metros, Buses)

Maruti ‘s Advantage Price performance comparison favours heavily towards Maruti in most product categories. Also the high availability and quality of services offered by Maruti gives the customer a better trade-off.

3. Buyer Power

A. When buyer power is strong, the buyer is the one who sets the price in the market.For Maruti , the sales volumes have shown increasing trend over past so many years.

B. Difficult to measure since repurchases are rare.C. Buyers get incentives in the form of cost discounts and better after sales

services.

4. Supplier Power

Steel is a major input in this industry and so steel prices have a sharp and immediate impact on the product price.

Substitute inputs are restricted to non critical or additional components like electronic gadgets and interior design components.

The industry being capital intensive switching costs of suppliers Is high, other than steel as raw material which is highly price sensitive and the firm may easily move towards a supplier with lower cost.

Critical Components and Few Suppliers.

General Components and various Suppliers.

High Supplier Power

Low Supplier Power

5. Barriers to Entry / Threat of Entry

Government policies

Encouragement of competition by the new policies and to avoid monopolistic Activities.Liberal policies for foreign brands to enter into India.

Patents and Proprietary knowledge

Maruti’s R&D capability has evolved. Its contribution to global design projects has been recognised, first with the Swift and now the Concept A-Star. Let us do more. Further, Maruti Suzuki has been rated first incustomer satisfaction for eight years in a row. The same applies to thedealer practices, supply chain, quality processes, information technology, parts operations and so on.

Economies of scale

Economies of scale are becoming increasingly important ascompetition is driving the profit margins to lower levels. Also being a capitalintensive industry economies of scale have important consequences

Suzuki Motor Corp is, reportedly, rethinking its India plans in line with market dynamics.

Suzuki plans to rework its investment, product, marketing, and engineering strategies for

India.

As a first step, the car major effected a major organizational revamp and is all set to pump

in an additional Rs 7,200 crore for upgrading Maruti Suzuki's marketing and research

facilities in the country.

The Rs 7,200-crore investment will add to the already earmarked Rs 9,000 crore,

expected to spruce up manufacturing facilities in India. Suzuki plans to up capacity to one

million units by year 2010. The Indian operations of the company are not anywhere near

Suzuki Motor Corp’s output numbers. Suzuki Motor Corp still produces 1.2 million

vehicles, while Maruti Suzuki is yet to reach even the million-unit mark.

Aimed at establishing spare parts depots, vehicle stockyards, and display showrooms for

the million units that will be produced in India, the revamp would also include the

company’s research and development and engineering functions being upgraded. The

company plans to set up a new research and development centre in the northern state of

Haryana.

Meanwhile, Maruti Suzuki has said that it has reported a 26.95 per cent increase in net

profit for the quarter ended September 30, aided by a double-digit growth in its domestic

market sales. The company posted a net profit of Rs 466.5 crore. While domestic sales

went up 17.8 per cent to 1,79,154 units, exports almost doubled to 15,171 units.

Source: The Hindu

SUZUKI REDRAWS INDIA PLAN

Current and Future Market Strategies

Design small cars suitable for the Indian conditions as a strategy to beat the stiff competition with the entry of

global auto makers.

Company would capitalise on Suzuki’s research and development capabilities and internal resources to finance its expansion, thereby cushioning itself from the higher interest rates and

borrowing costs and become cost competitive.

Company’s plan to stay away from the ultra low-cost segment.

Maruti Suzuki is looking to make India an exclusive base to manufacture small cars for Europe.

Maruti ties up with Corporation BankFriday February 6, 2009

Following Hyundai’s tie-up with Syndicate Bank and Tata Motors’ tie up with the State Bank of India, the country’s biggest carmaker – Maruti Suzuki too has decided to work with the Corporation Bank to sell its cars. The bank announced yesterday that it had tied up with Maruti to finance the company’s vehicles.

Current Maruti Suzuki’s India News

Maruti Suzuki sales up 5.6 per cent in January; others go downTuesday February 3, 2009

After three months of declining sales, Maruti Suzuki has registered a growth of 5.6 per centin domestic sales in January 2009. The company sold 67,005 cars last month, as against 63,253units in the corresponding period the previous year. Auto industry experts have attributed

this growth to the massive discounts offered by Maruti on its models.

Maruti Swift touches 3 lakh sales markTuesday February 17, 2009

Maruti Suzuki’s premium hatchback, the Maruti Swift, crossed the 3 lakh sales mark this week, becoming the fastest car model to reach that milestone, in India. It took Maruti 3 years and 6 weeks to sell 3 lakh units of the Swift. Company representatives said that an online club for all Swift owners, known as the ‘Swift Life’, is being set up.

Maruti expects to grow 5-7 per cent in February 2009Tuesday February 17, 2009

Maruti Suzuki India Limited (MSIL), after reporting the highest ever monthly sales in January this year, is expecting a sales growth of between 5 and 7 per cent in February as well. The company increased its production in January and is continuing the same this month, in order to meet growing demand. Its three hot selling models -the DZire.

Maruti Suzuki Heads with a Green Approach

Practicing 3RMaruti Suzuki defines 3R as reduce, reuse, and recycle. The company is in continuous process of promoting 100% recyclable and reusable car parts. It also targets reducing fresh water consumption and implement rain water harvesting.

Promoting Green ProcurementMaruti Suzuki is also encouraging its customers to act upon environment friendly approach. Even at the supplier’s end the company conducts regular training and education programmes. Along with the suppliers, such sessions are also held at all possible places comprising people from all arenas of the car industry.

Promoting Energy ConservationExcelling in spreading the need of eco-friendly car technologies for car industry, Maruti Suzuki also promotes energy conservation. It does this through various initiatives, education, and improvements on the shop floor. In recent years, the adoption of energy saving technologies has increased tremendously.

"One of Maruti's great strengths is that we have internal resources to finance both R&Dexpansion as well as capital investments. The higher interest rates,and the risk of making large borrowings to finance capital costs, will not affect us.“ --Chairman

Maruti Suzuki is now very much on the global map, recently being rated as the fourthmost reputed automobile company in the world. This has happened because of theContribution of all the stakeholders of Maruti.

"The employees of Maruti, whether they are technicians, engineers or sales persons, have fully imbibed the Japanese work culture of making constant improvement, and placing the prosperity of the Company as the means of their own advancement.“ --- Chairman

Some Word About MARUTI SUZUKI INDIA LIMITED (MSIL)

THANK YOU

“Count on us”

Ankit Jhamtani081206I.S.M.E (2009)+91 99861 38338