Zeitschriftenartikel: „MARUTI SUZUKI“

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Siddiqui, S. Y. „Organizational Change-Maruti Suzuki“. NHRD Network Journal 1, Nr. 5_Special_Issue (November 2007): 117–21. http://dx.doi.org/10.1177/0974173920070525s.

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Kumar, Santosh, und Arunaditya Sahay. „Maruti Suzuki India Limited: toward cleaner mobility“. Emerald Emerging Markets Case Studies 12, Nr. 2 (28.07.2022): 1–36. http://dx.doi.org/10.1108/eemcs-01-2022-0015.

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Learning outcomes The case study “Maruti Suzuki – toward cleaner mobility” has been written keeping in view the requirements in the field of strategic management. The key learning objectives are as follows:• Analysis of business environment.• Product development strategy – creating market segment to gain competitive advantage by leveraging available organizational capabilities.• Strategic decision-making – understanding strategic decision-making process in a complex and highly competitive business scenario. Case overview/synopsis Maruti Suzuki, a leader in Indian automotive market with around 50% market share in passenger cars, was likely to face intense competition because of disruption by electric vehicles. As electric vehicles adoption was increasing globally in developed countries, automotive companies shaped their strategy accordingly to stay relevant. Maruti Suzuki was yet to be ready with electric vehicles and approached this space differently than other competitors. However, with Indian Government pushing toward cleaner mobility, it was yet to be seen how the company would manage to comply with legislations and compete effectively in marketplace. Indian Auto major, Maruti Suzuki, was on the edge to decide future strategy on electric vehicles to sustain its leadership position. The Indian automotive sector was going through the transformation where auto original equipment manufacturers were bringing electric vehicles and supporting policies from government likely to accelerate its adoption. Maruti Suzuki was striving to counter the competition with available resources to create competitive advantage in changing environment and continue to remain profitable with leadership position in Indian automotive market. The company had successfully maintained its leading position over three decades and transformed the automotive space with its strategies ahead of the curve. Now the company was standing at crossroads with regard to future technology on cleaner mobility. Mr Bhargava had to decide whether to throw the hat in EV ring or wait for other alternate technology disruption. Complexity academic level Management studies and executive development programs. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy

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Kumar, Vinod, und Vivek Gautam. „Maruti Suzuki India Limited: the Celerio“. Emerald Emerging Markets Case Studies 5, Nr. 1 (03.03.2015): 1–13. http://dx.doi.org/10.1108/eemcs-03-2014-0058.

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Subject area Marketing, new product launch and innovations. Study level/applicability Postgraduate students. Case overview Maruti Suzuki India Ltd. (MSIL), established in February 1981, formerly known as MarutiUdyog Limited, is a subsidiary of Japanese automobile Manufacturer Suzuki. It has a market share of 37 per cent in passenger car segment in India. Its product portfolio ranges from entry-level Alto to hatchbacks like A-Star, Zen Estilo, etc. to sedans like SX 4 to sports utility vehicles like Grand Vitara. MSIL is always known for delivering value on these lines – low cost of acquisition, high fuel economy, less maintenance hassles and wide service network. MSIL is planning to launch its much awaited hatchback Celerio with revolutionary auto gear shift technology for the first time in India at an affordable price. Promotional campaign is yet to be completed. Online trends reflect the consumer trends of any country. During the Auto Expo Week, Maruti Suzuki Celerio became the most searched hatchback on Google in the subcontinent according to a report published by the Indian Express citing the Google Trends Report. One of the key success factor is communicating the right message to the customers so as to attract them. So, MSIL's challenge is to plan a product launch so as to spread awareness. Expected learning outcomes To discuss the ways in which the product may be differentiated, to acquaint students with the process of developing a slogan for the introduction of Celerio to the existing market, to explain the concept of segmentation to the students, to familiarize students with communication mix and to give the students an idea about need of digital communication to promote the product. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

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Satia, J. K., und P. S. Thomas. „Maruti Udyog Limited“. Vikalpa: The Journal for Decision Makers 14, Nr. 3 (Juli 1989): 57–68. http://dx.doi.org/10.1177/0256090919890307.

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Maruti Udyog Ltd. (MUL) was set up in 1980 by the government to produce automobiles. By collaborating with Suzuki Motor Company in 1982, it was hoped that the famed Japanese style of management would catalyze the small and backward car industry and some of the others to which it was linked. Maruti got off to an excellent start by public sector standards. However, by 1985, fiscal, balance of payments, and technology transfer problems began to surface. With current order books winding down by 1990, questions arise as to MUL's mission, its product-market strategies, its pricing policy, and the value of Japanese participation. Questions also arise regarding the coherence, long term stability, and developmental aims of government's policy towards the automobile industry.

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Ramanuj, Jaydeep, und Salina Memon. „LIQUIDITY AND PROFITABILITY ANALYSIS OF THE SELECTED AUTOMOBILE COMPANIES OF INDIA“. VIDYA - A JOURNAL OF GUJARAT UNIVERSITY 2, Nr. 2 (28.09.2023): 209–14. http://dx.doi.org/10.47413/vidya.v2i2.256.

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Liquidity and profitability ratios are very vital indicators of the company’s performance for the short- and long-term view. Continuing profit help for the future growth of the company and liquidity proves the smooth running of the business on a short-term basis. In this study selected Automobile companies of India are used for the analysis. The purpose of the study is to find out the liquidity and profitability performance of companies. And to check relationship between liquidity and profitability of selected companies. For the purpose of the study three companies are selected from the Automobile sector which are Maruti Suzuki India Ltd., Tata Motors and Mahindra and Mahindra Ltd. The data is collected from annual report of selected companies. The study period is for 10 years. From 2013-14 to 2022-23. For the analysis two statistical techniques arithmetic mean and regression analysis are used. From the analysis it has been observed that in liquidity ratio, Mahindra and Mahindra Ltd. Performed better than Maruti Suzuki India Ltd and Tata Motors Ltd. while in profitability ratio Maruti Suzuki India Ltd. Performed better than Mahindra and Mahindra Ltd and Tata Motors Ltd. The study concludes that there is no statistically significant relationship between the liquidity ratio and profitability ratio.

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Paulose, Daly Meppurath. „Maruti Suzuki: reinventing for the big league“. International Journal of Teaching and Case Studies 8, Nr. 4 (2017): 303. http://dx.doi.org/10.1504/ijtcs.2017.088934.

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Paulose, Daly Meppurath. „Maruti Suzuki: reinventing for the big league“. International Journal of Teaching and Case Studies 8, Nr. 4 (2017): 303. http://dx.doi.org/10.1504/ijtcs.2017.10009875.

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Rath, Badal B. „Maruti Ertiga launch in India by new category creation“. Emerald Emerging Markets Case Studies 3, Nr. 6 (14.11.2013): 1–8. http://dx.doi.org/10.1108/eemcs-08-2012-0147.

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Subject area Marketing. Sub subjects: customer segmentation, targeting, positioning and new product launch strategies. Study level/applicability This case can be taught at degree and master level management programmes including distance education mode in business schools having marketing management as one of the subjects. Case overview Maruti Suzuki a leading global Japanese car manufacturer recently launched a new multi utility passenger car with the brand name Ertiga. Ertiga was launched by Maruti Suzuki as life utility vehicle (LUV) using lifestyle categorization instead of using car categorization to position Ertiga using LUV theme. This new category created called LUV is in car categorization between high end hatchbacks and multi utility vehicles/sedans. This case highlights how Maruti Suzuki through effective market research was able to identify a new category and also create and offer a car to the Indian market. This case covers some of the innovative promotional strategies like in film promotions and brand placements which was used to promote Ertiga in India. Expected learning outcomes The case is designed to enable students to understand the concept of segmentation, targeting, and positioning about the various products launch strategies companies adopt in the emerging markets. Also this case covers the marketing mix concepts and how it was adopted during the Ertiga launch in India. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.

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Rathod, Kishankumar M., und Abhishek D. Pandya. „An Analytical Study of Liquidity and Assets Management Ratio of Selected Automobile Company in India“. Journal of Social Commerce 1, Nr. 1 (26.01.2022): 13–20. http://dx.doi.org/10.56209/jommerce.v1i1.5.

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The primary objective of this research is to assess the liquidity and asset management positions of selected vehicle manufacturers and to give recommendations for improving their liquidity and asset management positions. The current research spans five years, from 2015-2016 to 2019-2020. Three organizations were chosen for this research, and five ratios were calculated: the current ratio, the liquidity ratio, the working capital turnover ratio, the total asset turnover ratio, and the fixed asset turnover ratio. ANOVA was employed to test the hypothesis. The research's principal results reveal that there is no statistically significant variation in the different asset management and liquidity ratios of chosen vehicle businesses during the study period. According to data interpretation, the comparison of all the selected three automobile industry's ratios indicates that Maruti Suzuki Ltd. is in a better position than the other selected automobile companies, as its average of the selected ratios is 12.85, which is higher than the other selected automobile companies. Thus, Maruti Suzuki Ltd. outperforms the other automotive manufacturers.

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Rathod, Kishankumar M., und Abhishek D. Pandya. „An Analytical Study of Liquidity and Assets Management Ratio of Selected Automobile Company in India“. Journal of Social Commerce 1, Nr. 1 (26.01.2022): 13–20. http://dx.doi.org/10.56209/jsc.v1i1.5.

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The primary objective of this research is to assess the liquidity and asset management positions of selected vehicle manufacturers and to give recommendations for improving their liquidity and asset management positions. The current research spans five years, from 2015-2016 to 2019-2020. Three organizations were chosen for this research, and five ratios were calculated: the current ratio, the liquidity ratio, the working capital turnover ratio, the total asset turnover ratio, and the fixed asset turnover ratio. ANOVA was employed to test the hypothesis. The research's principal results reveal that there is no statistically significant variation in the different asset management and liquidity ratios of chosen vehicle businesses during the study period. According to data interpretation, the comparison of all the selected three automobile industry's ratios indicates that Maruti Suzuki Ltd. is in a better position than the other selected automobile companies, as its average of the selected ratios is 12.85, which is higher than the other selected automobile companies. Thus, Maruti Suzuki Ltd. outperforms the other automotive manufacturers.

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., Ramita. „Forecasting of Maruti Suzuki returns using ARCH/GARCH model“. International Journal of Research in Finance and Management 1, Nr. 2 (01.07.2018): 24–27. http://dx.doi.org/10.33545/26175754.2018.v1.i2a.11.

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Kumar, S., D. Kumar und K. Singh. „Physical, optical, and mechanical properties of commercially available windshield glasses using various cars“. Journal of Physics: Conference Series 2426, Nr. 1 (01.02.2023): 012032. http://dx.doi.org/10.1088/1742-6596/2426/1/012032.

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Abstract Windshield glasses of Maruti Alto 800 (A800), Hyundai i20 (H20), and Maruti Suzuki Eeco (SE) are taken from an automotive repair shop for investigating their physical, optical, and mechanical properties to check their durability. These glasses are amorphous, which is confirmed by X-ray diffraction (XRD). Energy dispersive spectroscopy confirms that the windshield glasses contain SiO2, Na2O, MgO, CaO, Al2O3, and K2O in variable atomic percentages. The optical bandgap, refractive index, and Urbach energy are calculated using UV-Vis spectroscopy. The highest optical band gap is observed for SE. Micro Vickers hardness test is used to study the fracture toughness and hardness of the glasses. It is found that H20 has the highest hardness as well as toughness in all the windshield glasses.

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M. Yasodha et al.,, M. Yasodha et al ,. „‘A Study on Trend Analysis of Maruti Suzuki India Limited’“. International Journal of Economics, Commerce and Research 9, Nr. 1 (2019): 13–20. http://dx.doi.org/10.24247/ijecrjun20193.

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Nagar, Komal. „Can Maruti Suzuki’s wagonr steer through the repositioning drive?“ Emerald Emerging Markets Case Studies 11, Nr. 4 (26.11.2021): 1–26. http://dx.doi.org/10.1108/eemcs-03-2020-0068.

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Case overview Maruti Suzuki India Limited (MSIL), a joint venture between Maruti Udyog Limited, India and Suzuki Motors, Japan, is considering repositioning its WagonR brand amidst issues of overall decline in sales in the automobile industry. With a market share of more than 53%, MSIL is the market leader in passenger vehicle segment in India, yet it is facing difficulties in driving up sales. The company’s portfolio comprises entry-hatch, mid-hatch, premium-hatch, sedan, SUV/MUV, crossover and van. The case dilemma involves the decision that MSIL’s management should take for the repositioning of WagonR, a compact hatchback, at a time when the automobile industry is showing no signs of recovery. Is it opportune to reposition WagonR, given the current situation of the passenger car market in India? If yes, what can MSIL learn from its past positioning efforts and how can it use insights about consumers’ current perceptions of WagonR’s brand image to arrive at a repositioning decision? Leaning objectives Using the case will help address the following objectives: to expose students to the challenges of repositioning an established brand; appreciate the need for and importance of repositioning established brands; evaluate existing positioning and market conditions for making a sound decision; and develop analytical skills that will prepare them to make decisions in real business scenarios. Complexity academic level The study is suitable for Masters level students in courses on Marketing Management, but it can also work well in elective courses such as brand management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

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N.K. Gupta und Shilki Bhatia. „A Comparison of CSR Disclosure Guidelines and a Self-Prepared CSR Disclosure Index- A Study of Select Automotive Companies“. Think India 18, Nr. 2 (12.05.2015): 01–09. http://dx.doi.org/10.26643/think-india.v18i2.7795.

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In India, corporate social responsibility and its disclosure got attention during the eighties and have been gaining importance with time in present economic environment, especially after adoption of liberalization, privatization, and globalization (LPG) (Goswami, 2011). Guidelines, principles, and codes are being developed by various regulatory bodies in India and across the globe to increase transparency and accountability about both a companys daily operations and the impact of these operations on society (Tran, 2014) In this paper, the author has studied the CSR guidelines laid down by Global Reporting Initiative G3.1 (GRI-G-3) and The National Voluntary Guidelines by Ministry of Corporate Affairs (NVG-MCA) and has compared them with a self-composed CSR Disclosure Index (CSRDI). The social responsibility initiatives taken by select Indian Automotive Companies have been analyzed and the companies have been rated as per the disclosures made by them. The main focus of the research is to compare the CSR Rankings of companies as per CSRDI with the companies rankings as per GRI-G-3 and NVG-MCA. It was observed that out of 30 sensex companies, Maruti Suzuki and TATA Motors have been the pioneers in contribution towards CSR initiatives. The top five rated companies were TATA Motors, Maruti Suzuki, Mahindra and Mahindra, Hero Motocorp, Bajaj Auto, and Apollo Tyres.

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Singh, Pradeep Kumar. „Competitive Differentiation through Intangibles – A Case Study of Maruti Suzuki Ltd.“ Research Bulletin 47, Nr. 3-4 (17.06.2022): 49. http://dx.doi.org/10.33516/rb.v47i3-4.49-70p.

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Siddiqui, SY. „Institution Building through Organizational Change - A Case Study of Maruti Suzuki“. NHRD Network Journal 2, Nr. 7 (Oktober 2009): 47–53. http://dx.doi.org/10.1177/0974173920090709.

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Telang, Achyut, und Souvik Roy. „Hyundai’s Challenge to Maruti Suzuki in the Dynamic Indian Automobile Sector“. Asian Journal of Management Cases 13, Nr. 1 (März 2016): 56–66. http://dx.doi.org/10.1177/0972820116634472.

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Shukla, Hitesh, und Viral Chotai. „Turn Around and T through Leadership: A Case of Maruti Suzuki India“. FIIB Business Review 6, Nr. 2 (29.08.2017): 19. http://dx.doi.org/10.29368/fiib.6.2.2017.19-24.

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Purkayastha, Debapratim. „Labor Unrest at Maruti Suzuki India Limited (for Dark Side Case Competition)“. Academy of Management Proceedings 2013, Nr. 1 (Januar 2013): 18029. http://dx.doi.org/10.5465/ambpp.2013.18029abstract.

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Shukla, Hitesh, und Viral Chotai. „Turn Around and Transformation through Leadership: A Case of Maruti Suzuki India“. FIIB Business Review 6, Nr. 2 (April 2017): 19–24. http://dx.doi.org/10.1177/2455265820170203.

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Virani, Dr Varsha. „Sustainable Growth Rate: Refining a Measure – a Case Study of Tata Motors and Maruti Suzuki“. Indian Journal of Applied Research 3, Nr. 4 (01.10.2011): 317–19. http://dx.doi.org/10.15373/2249555x/apr2013/104.

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Chawla, Ginni, Tripti Singh, Sonal Agarwal und Rupali Singh. „Resolving an Inevitable Crisis: Whose Stake Is It?“ Global Business Review 19, Nr. 4 (03.06.2018): 1090–109. http://dx.doi.org/10.1177/0972150918773006.

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Maruti Suzuki India Limited, a subsidiary of Suzuki Motor Corporation, Japan, was doing very well in its early 2000s, having neared the pinnacle of success until 2011, when a major crisis supervened, resulting in a stark decline in the production and the profits of the company. The thematic review provides a general overview of the industrial relations scenario in India and describes the events that forced company into such a precarious situation. The time-series case analysis method with a holistic design approach has been adopted, and key events have been chronologically presented. Hypothetical players and competing parties have been fashioned within reasonable limits to draw a realistic picture of the situation. Competing sources of information such as print and electronic media have been used to gather and report facts and figures. The case is yet another testimony to the several issues that have been silently plaguing industrial relations over the years in Indian industries.

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R, DR VENKATESH. „CUSTOMER SATISFACTION SERVICES TOWARDS MARUTI SUZUKI LTD. - A CASE STUDY IN MYSORE DISTRICT.“ YMER Digital 21, Nr. 07 (04.07.2022): 57–68. http://dx.doi.org/10.37896/ymer21.07/04.

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To satisfying customers in increased competition is help the producer in overall situation of manufactured goods or service for development and management. In the business to meet their customer’s expectations is creates a positive experience for them. This experience is based on time after time meeting their expectations in. They focus employees on the importance of satisfying user’s expectations. Furthermore, when these ratings sink them in problems that can affect sales and profitability. When users have high expectations and the actuality drop short, they will be disappointed and will likely rate their experience as less than satisfying. For this reason, business continually seeking feedback to improve satisfaction. Their principal use is double within firms, the collection, analysis and scattering of these data send a message about the importance of make offer to users and ensuring that they have a helpful experience with the firms goods and services. In this empirical study it would like to highlight on Customer Satisfaction Services towards MARUTI SUZUKI LTD. A case study in Mysore. Keywords: ratings sink, profitability, scattering, focus employees

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Khawaskar, Monika, und Dr Prashanth Dhutekar. „Comparative Analysis of Steel Wheel Rim & Alloy Wheel Rim of a Car with Respective Materials“. International Journal for Research in Applied Science and Engineering Technology 11, Nr. 6 (30.06.2023): 1959–69. http://dx.doi.org/10.22214/ijraset.2023.53992.

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Abstract: This project conducts a comparative analysis of steel and alloy wheel rims for the Maruti Suzuki Baleno Sigma and Alpha variants. The aim is to assess the performance and suitability of these rim types for the specific vehicle models. Through a systematic examination of design considerations, structural analysis, and overall performance evaluation, the project provides valuable insights into the characteristics and capabilities of Carbon steel and Aluminium alloy wheel rims. CAD modeling, finite element analysis (FEA), and performance assessment techniques are employed to analyze stress distribution, strain levels, and deformation patterns. By understanding the differences and performance attributes of steel and alloy rims, the project assists in enhancing the overall performance and aesthetics of the vehicles.

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Vanitha, R., und V. Chinraj. „A Study on Cointagration and Error correction Model Based on Maruti Suzuki and Tata Motors Closing Share“. International Journal of Research Publication and Reviews 4, Nr. 10 (02.10.2023): 1051–55. http://dx.doi.org/10.55248/gengpi.4.1023.102615.

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Mushtaq, Babar, und S. A. Atif Salar. „A Study on Impact of Sales on Financial Performance of Maruti Suzuki India Limited“. Al-Barkaat Journal of Finance & Management 6, Nr. 2 (2014): 51. http://dx.doi.org/10.5958/2229-4503.2014.00006.x.

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Narayanamurthy, Gopalakrishnan, Pradeep Kumar Hota, Surya Prakash Pati und Manoranjan Dhal. „Maruti Manesar lockout: the flip side of people management“. Emerald Emerging Markets Case Studies 5, Nr. 2 (16.04.2015): 1–14. http://dx.doi.org/10.1108/eemcs-02-2014-0042.

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Subject area Human Resource Management (HRM), Industrial Relations, Labor Law (Indian business context), Organizational Behavior, Trade Union and Employer-Employee Relationship. Study level/applicability Academic students (MBA and BBA), management trainees, HR managers and top management of organizations interested in understanding the importance HRM practices. Case overview This case describes an Industrial Relations situation in an automobile company in India. It begins with the mention of Maruti Suzuki India Limited's (MSIL) brush with an unprecedented labor violence that rocked its Manesar facility on July 18, 2012, eventually leading to the lock out of the same on July 21, 2012. Further, it describes the background of the company, employer-employee relationship, a series of strikes experienced by the company, incidents that led to the violence, incidents that happened on the day of violence and finally actions taken after the violence by the company, the government and the union. With such details, the case raises questions on the prolonged people management issues afflicting MSIL. It endeavors to educate the discussants on the specifics of an industrial relations system and the role of each actor toward maintaining industrial peace. Expected learning outcomes Understanding the role of actors of industrial relations toward effective HRM in the organization. Analyzing the compliance of the actors under the existing labor laws as applicable to the organization. Comprehending the attitude of employees, employers and industry toward each other and also toward the job. To understand the nuances of people management function and its contribution toward the violence that eventually resulted in lockout. To comprehend various organizational behavior concepts that shall help synergize the employees' objectives and employer's goal. To analyze the complete incident with relevant organizational and industrial relations (IR) theories. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

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Jha, H. M., Ashish K. Srivastava, P. V. Bokad, L. B. Deshmukh und S. M. Mishra. „Countering Disruptive Innovation Strategy in Indian Passenger Car Industry: A Case of Maruti Suzuki India Limited“. South Asian Journal of Business and Management Cases 3, Nr. 2 (24.11.2014): 119–28. http://dx.doi.org/10.1177/2277977914548343.

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Origin of Indian passenger car industry dates back to the year 1928. First 55 years saw negligible to slow growth in this industry till Maruti Udyog Ltd, later named as Maruti Suzuki India Ltd (MSIL), was incorporated in 1983. The MSIL, through its wide range of cars across different segments spread over 15 brands and over 150 variants, became the leader of the Indian car market during the next two-and-a-half decades. Suddenly, the MSIL showed a significant fall from over half of its share (53.13 per cent) of Indian car market to a market share of 44.9 per cent in the fiscal year 2010–2011, despite robust growth of 21.6 per cent of MSIL in the fiscal year 2010–2011 and a faster industry growth at 34.3 per cent during this fiscal. This declining market share of the leader of Indian car market has been investigated by the authors using industry analysis and reports, Society of Indian Automobile Manufacturers’ reports and publications, media coverage and other secondary sources available in print and web media, and MSIL’s own source for the last five years from 2006–2007 to 2010–2011. The article thus tries to bring out the strategic perspectives of MSIL that helped it reach the top of Indian car market segment and does the environmental scanning to identify factors that dipped it to low. It is found that in the last three years has come about what has been popularized as the ‘disruptive innovation strategy’ in the passenger car industry of India occupying the centre of the wheel. With increasing loss in its market prominence and market share, how does MSILpropose to meet the challenges of survival and sustainability on product price, customization and customer service is the issue of this case.

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Chopra, Gayatri. „Consumer Preference Towards Maruti Suzuki and Hyundai Motors: A Comparative Study of The Automobile Sector“. International Journal of Management Studies V, Nr. 3(6) (01.07.2018): 84. http://dx.doi.org/10.18843/ijms/v5i3(6)/12.

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Jinsiwale, Naman, Vishal Achwal und Suman Sharma. „Experimental Study for Heat Transfer Performance in Maruti Suzuki Alto 800 Radiator using Different Coolants“. International Journal of Engineering Trends and Technology 56, Nr. 2 (25.02.2018): 96–102. http://dx.doi.org/10.14445/22315381/ijett-v56p217.

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Nowak, Jörg. „March for Justice: The Protest of India's Maruti Suzuki Auto Workers against Imprisonment and Dismissals“. WorkingUSA 17, Nr. 4 (Dezember 2014): 579–86. http://dx.doi.org/10.1111/wusa.12140.

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Saha, Amitava, und Dr Kushal De. „The Impact of Advertisement on Financial Performance: A Case Study“. Saudi Journal of Business and Management Studies 7, Nr. 2 (28.02.2022): 65–69. http://dx.doi.org/10.36348/sjbms.2022.v07i02.003.

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The impact of advertisement on financial performance of a company is manifold and it plays as a leverage to increase net sales which have created positive effect on profit. The present study tries to examine how advertisement expenditure affects the variables like net sales of the product, retained earnings, earnings per share and profit after tax by a representative study on Maruti Suzuki India Limited from 2009-10 to 2019-20. It is seen that all the variables have a positive correlation with advertisement which implies that cost of advertisement have a causal relationship with the variables. It is found that advertisement expenses of the company have motivated the target customers’ buying behavior and is reflected through the increase in net sales and profits of the product over a period of time.

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Gregory, Paul, und Krishna Kanna V. „Role of Sales Consultants in Car Showrooms being the backbone of the Car Industry in India“. International Journal of Advance Research and Innovation 6, Nr. 2 (2018): 53–59. http://dx.doi.org/10.51976/ijari.621809.

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Selling a car in the Indian market is not a piece of cake. Every customer is unique and their expectations are unique, such that it is the duty of the seller to convince every customer, such that they would achieve satisfaction at both ends. India is a market of many brands, right from the middle-class people’s favorite Maruti Suzuki to luxury vehicles such as Audi, BMW and many more. Selling a car is not just with the technical part, satisfying the customer not just with the aspects of vehicle, it is also with the behavior of the seller and his approach towards the customers. In this article, certain aspects of sale of cars have been discussed in both the customers end and also in the seller’s end. This article will throws light on the non-technical sales aspects.

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Dr. Sudip Chakraborty und Shilpi Kumari. „A Comparative Study on Working Capital Management of Tata Motors Limited and Maruti Suzuki India Limited“. International Journal of Engineering and Management Research 11, Nr. 5 (26.10.2021): 80–89. http://dx.doi.org/10.31033/ijemr.11.5.10.

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The automobile industry in India is one of the speedily growing industry. Working Capital Management is important in this industry due to increasing demand and huge investment in this sector requires proper management. Working Capital Management perform a vital role in the success and failure of a business due to its effect on the performance and liquidity. Thereby this study has been undertaken to Comparative analyse working capital management of Tata Motors Limited and Maruti Suzuki India Limited for the period of seven years from 2013-14 to 2019-20. In this study three objectives are set for research. The first one was to assess the impact of working capital on sales, second was to assess the impact of working capital on profitability and third was to evaluate the working capital performance of the companies under study through the use of various financial ratios. The study reflects that the efficiency of working capital management of the companies is influenced by the Liquidity Ratios, Debtor Turnover Ratio, Inventory Turnover Ratio and profitability Ratio.

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Levey, Marc M. „The High Court in India Relies on OECD Approach for Marketing Intangibles in the Maruti Suzuki Case“. Intertax 38, Issue 12 (01.12.2010): 672–80. http://dx.doi.org/10.54648/taxi2010071.

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The ‘Maruti’ Suzuki India Ltd v. Additional Commissioner of Income Tax Transfer Pricing Officer of New Delhi decision is a novel Indian judicial decision that attempts to address the concept of marketing intangibles. While following the US decision in DHL Corp. et al. v. Comm’r, which also addressed marketing intangibles, the High Court of Delhi’s decision is fraught with inconsistencies and impracticality notwithstanding its credible view of the marketing intangible concept. While the Indian Supreme Court has set aside this decision and the TPO will examine the matter in accordance with existing law, the decision has put into play more questions and concerns than answers. At a minimum, practitioners and the Organisation for Economic Co-operation and Development (OECD) Committee on Fiscal Affairs, which address the transfer pricing aspects of intangibles, have a strong basis from which to address these questions and concerns and provide meaningful guidance.

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Adhikari, Atanu, und Srabanti Mukherjee. „The New Amby: The Second Debut“. Asian Case Research Journal 23, Nr. 01 (Juni 2019): 39–63. http://dx.doi.org/10.1142/s0218927519500020.

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Ambassador, a product by Hindustan Motors previously deemed the “King of Indian Roads” has lost its clout with the emergence of the New Economic Policy in India (1991) because of resistance to change and lack of marketing orientation. Not only did the new corporate entrants appear as threats to them, but the consumers’ changing demographics, needs, and preferences also went against the company. Therefore, Ambassador, the elegant Indian mystic, was pushed to the taxi segment. But the taxi segment was gradually populated by competitors such as Maruti Suzuki or Tata Indica. The Ambassador brand had again gone into limbo. As a final attempt to survive, the company planned to bring in the New Amby Sub-4 Meter in 2013. However, the managing director was in a dilemma whether to position it as a taxi or a passenger car and what should be the marketing strategy for it.

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M, Vivek Prabu, und Dharani K S. „Sequel outcome of automobile sector on account of covid – 19 through technical analysis“. Kongunadu Research Journal 8, Nr. 2 (30.12.2021): 39–43. http://dx.doi.org/10.26524/krj.2021.17.

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The COVID – 19 pandemic has deteriorated multiple facets of the stable functioning of economies of most countries. Social restrictions associated with the immediate response to the pandemic has curtailed dynamic functioning of many industries that buttress the economic development of countries. Performance of automotive industries was expected to nosedive following the travel restrictions. One of the major sources of profit for the automotive industries in India is their consumer base in countries like U. K, Germany, and China etc. Severity of the pandemic in these countries entailed trade regulations that propelled a negative trend in the market growth of Indian automotive industries. But the economy of automotive sector of India was saved from a free fall by the countering effect of the domestic demand in private transportation. This paper presents the technical analysis on the Maruti Suzuki Private Limited to measure the stock movement of the Automobile sector in the Indian Stock Market.

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Nowak, Jörg. „Strikes and Labor Unrest in the Automobile Industry in India: The Case of Maruti Suzuki India Limited“. WorkingUSA 19, Nr. 3 (09.09.2016): 419–36. http://dx.doi.org/10.1111/wusa.12250.

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40

Park, Young-Ryeol, So-Hyeon Jo und Jung-Min Park. „A Competitive History and International Marketing Strategy in the Indian Automobile Market: Focused on Hyundai Motor and Maruti Suzuki“. Korean Business Education Review 37, Nr. 3 (30.04.2022): 209–32. http://dx.doi.org/10.23839/kabe.2022.37.3.209.

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Yadav, Sachita. „RELATIONSHIP BETWEEN LIQUIDITY, PROFITABILITY, FINANCIAL LEVERAGE AND DIVIDEND POLICY: WITH SPECIAL REFERENCE TO AUTOMOBILE SECTOR IN INDIA“. INDIAN JOURNAL OF APPLIED ECONOMICS AND BUSINESS 4, Nr. 2 (2022): 217–28. http://dx.doi.org/10.47509/ijaeb.2022.v04i02.05.

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This research is going to investigate the relationship between financial ratios and dividend policy of the automotive companies in India during the period 2010 to 2021. The Correlation, Regression, and Granger Causality Test has been used to identified the relationship between the dividend policy, liquidity, profitability and financial leverage of the Automotive Sector in India. The result of the empirical analysis showed that company like Maruti Suzuki has a high and stable dividend policy among all other automotive companies the current ratio and debt equity ratio are significantly negatively correlated with dividend pay-out ratio. M&M shown a positive and significant relationship between dividend pay-out ratio, return on assets and return on equity. This indicated that these companies pay more dividend in case of more earnings. The result of the study has drawn a conclusion that dividend policy is a discrete decision of the management of the company. Few companies are considering factors like liquidity, leverage, return on assets and return on equity while deciding the dividend policy and some companies are considering stable dividend policy irrespective of the other mentioned factors

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A. Jaganathan, A. Jaganathan. „A Study the Buyer Behaviour Towards Small Cars Produced by Maruti Suzuki India Limited in the Nilgiris District of Tamil Nadu“. International Journal of Human Resource Management and Research 8, Nr. 6 (2018): 79–88. http://dx.doi.org/10.24247/ijhrmrdec20188.

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Raghu. G. Anand, Raghu G. Anand. „A Study on the Financial Performance using Comparative Analysis and Ratio Analysis as a Tool with Reference to Maruti Suzuki India Limited“. International Journal of Accounting and Financial Management Research 7, Nr. 4 (2017): 1–8. http://dx.doi.org/10.24247/ijafmroct20171.

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Bawkar, Ashish. „Design and Fatigue Optimization of Drive Shaft“. International Journal for Research in Applied Science and Engineering Technology 9, Nr. VIII (10.08.2021): 194–203. http://dx.doi.org/10.22214/ijraset.2021.37285.

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This work aims towards the design and optimization of the drive shaft as there is increasing demand for weight reduction in an automobile vehicle. The drive shaft is basically a torque transmitting element which transmit the torque from the differential gearbox to the respective wheels. In general, the drive shafts are subjected to fluctuating loads as the torque requirement changes according to the road conditions. Due to this, the drive shaft should be designed considering fatigue failure. The Maruti Suzuki Ertiga model is chosen for design and optimization of the drive shaft. For the fatigue life predicting of the drive shaft, the S-N curve approach is used. Furthermore, the inner diameter of the shaft is varied to obtain the optimized diameter of a hollow shaft which can withstand these fluctuating loads without failure. Along with fatigue life prediction, the natural frequency of the hollow shaft is also calculated. Furthermore, the parametric analysis is carried out of fatigue FOS, Von mises stress, weight and natural frequency of the shaft by varying the diameter ratio of the hollow shaft, and the nature of variation of these parameters are plotted in their respective graphs. The design is validated by performing FEA analysis for each case of a hollow shaft using Ansys software. Finally, from the FEA analysis we conclude that the optimized dimensions of the hollow drive shaft are safe.

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SACHDEVA, J. K. „Indo Japanese Trade Potential in the Context of Bilateral Relations“. Journal of Global Economy 6, Nr. 3 (30.09.2010): 225–37. http://dx.doi.org/10.1956/jge.v6i3.63.

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India and Japan share a special relationship as fellow democracies seeking greater economic engagement in Asia. The major traded commodities changed from cotton-related products in the early 1900s to heavy machinery in the 1970s.Â Â During the same period heavy industrial products were the major export commodities from Japan besides metal and metal products like iron and steel and steel plates. The 1980s marked the beginning of a new phase in Indo-Japan relations with the establishment ofÂ the Maruti-Suzuki plant. There was a minor set back in relation in 1999 when India went through its nuclear test. In August 2000, however, Japanese Prime Minister Yoshiro Mori made a visit to India that helped propel ties forward. The relations have further been strengthened with the visit of Japanese Prime Minister Yukio Hatoyama in 2009. This paper attempts to analyze imports and exports of commodities and products to and fro these countries to see the effect of bilateral relations on trade, after India initiated trade reforms in 1991. Data under HSN systems has been gathered from UNCOMTRADE database and grouped under heads as Agricultural commodities, products from food industry, earth crest, manufactured products, electronics and others. The time series has been analysed using dummy variables for trade reforms and tie ups. Potential products shall be explored using market share - growth matrix. Series has been detrended to see how variables responsible for trade between two countries adjust themselves in short run.Â Â

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SROKA, Zbigniew, Wojciech WALKOWIAK, Marek REKSA, Czesław KOLANEK und Chandu Valuvila THULASIDHARAN PILLAI. „Solving the problem of air quality in Indian cities by retrofitting the EGR“. Combustion Engines 173, Nr. 2 (01.05.2018): 61–66. http://dx.doi.org/10.19206/ce-2018-210.

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This paper touches problem of transportation pollution focusing on NOx reducing in the India. There were India country chosen for study as the second populated country and most polluted cities in the world. As from statistics, it is known that more than 65% of Indian cars are old and they are the main reason of air pollution. Most of the old cars do not have any control measures for eliminating deadli-est gases. Dumping the old cars is not possible, as the poor owns most of the old cars. For eliminating the pollution from old cars, the possible remedy is to control the emission of pollutants. Comparing to all gases in exhaust, nitrogen oxides are the dangerous one. It can may cause up to death. The best method to control the NOx gas is EGR (Exhaust Gas Recirculation) valves. This research mainly focuses on the possible ways of installing EGR in old engines and fabricate an EGR in one of the Indian cars. Maruti Suzuki 800 is best of for fabricating EGR, as it is a base model and most sold Indian car. As the result, there tremendous decreasing in NOx emission also the emission CO2 was reduced. The investigation about fabricating EGR in old vehicle results a positive output after calculated the cost of the fabrication, time consumption, work challenges and other facts. As Indian government adopt this concept, they can reduce the pollu-tion from all types of vehicles to a great extend in few years of time with low investment.

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Soni, Shriprakash, und Govind Chandak. „Fundamental Analysis of Car Manufacturing Companies in India for 1.4.2005 to 31.3.2016“. International Research Journal of Management, IT & Social Sciences 4, Nr. 1 (13.01.2017): 34. http://dx.doi.org/10.21744/irjmis.v4i1.345.

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The most important strength in today’s volatile financial market is information. Investors always confused on the information as to where to invest, when to invest and how much to invest their money. Generally, the information derives from market or some different sources. To act on this information, analysts, experts, and researchers start researching whether the information has positive or negative impact. At individual level, an investor can also do the fundamental analysis, which will give him a better foundation for his investment decisions. This analysis helps investors in taking decision. If investor will take decision based on wrong information, the losses incurred could be tremendous and harmful and the recovery of the investment can take a lot of time or sometimes it can be irrecoverable. Hence, investors should spend a sizable amount of time for scrutinizing financial position of the company, shares of the company and calculating estimations of the same. The fundamental analysis helps to understand the patterns in company’s financial performance. One can easily predict the future performance based on fundamental analysis by using financial statements. It is generally useful for long-term investment. As quoted by John Forman, “Fundamental analysis is very powerful in terms of determining long-term direction, but lacks short-term applicability”. The researchers used some of the important key variables for a period of 10 years i.e. from 2006-07 to 2015-16 for top five automobile companies (Car-Indian Manufacturing) namely TATA Motors DVR, Mahindra CIE Automotive, SML-Isuzu, Force India and Maruti Suzuki India. The researchers also compared the fundamentals of these 5 companies and applied different statistical tools.

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Khandelwal, Kanika Aggarwal, und Nishtha Mohendra. „Espoused Organizational Values, Vision, and Corporate Social Responsibility: Does it Matter to Organizational Members?“ Vikalpa: The Journal for Decision Makers 35, Nr. 3 (Juli 2010): 19–36. http://dx.doi.org/10.1177/0256090920100302.

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Organizational values are beliefs held by organizational members regarding the means and ends that organizations �ought to� identify in the running of the enterprise. The most basic level of commonality that provides a common identity and shared sense of purpose is reflected in the company's vision. Research suggests that when employees share organizational values, they feel more loyal, committed, identify more strongly with the organization, and are more likely to stay. Espoused values that are expressed on behalf of the organization or attributed to an organization by its senior managers in public statements may be distinct from practised values. While the relationship between espoused values and organizational practices continues being researched, espoused values are also used to enhance organizations' images. Espousing socially relevant values and corporate social responsibility (CSR) is gaining enormous importance today. The main objective of this study was to investigate organizational values (both espoused and practised), vision, and CSR. It also aimed to assess employees' awareness and understanding of core values, vision, and CSR. Further, it also aimed to investigate differences among employees' awareness of core values, vision, and CSR according to gender, age, department, hierarchy, and tenure. The sample comprised 90 executives in one of India's largest automobile company, Maruti Suzuki India Limited. Maruti is a market leader, enjoying a market share of 55 per cent in the car segment. The measures included: (1) Understanding organizational values questionnaire" (self-constructed); (2) Semi-structured interviews with 20 executives; and (3) Document analysis of five years� Annual Reports and Chairman�s speeches at Annual General Meetings. Results showed that: The espoused values were: customer obsession, fast/flexible/first mover, innovation and creativity, networking and partnership and openness and learning. Employees� awareness of espoused values, vision, and CSR was moderate, very low, and fairly high, respectively. Only age and tenure influenced awareness of CSR and one core value, respectively. Older employees had better awareness of CSR than younger employees. More experienced employees were more aware of ‘customer obsession’ as compared to the less experienced ones. Awareness and understanding of vision among employees was very inadequate, with 50 per cent of employees unable to state or explain it. In contrast, the awareness of CSR was very high (95%). A small gap existed between espoused and practised values; e.g., the most important core value of customer obsession was not mentioned by even one employee as important for success in the organization. These findings have implications for making efforts towards value internalization by holding workshops, training programmes and implementing values in performance appraisal systems. It is suggested that CSR be reconceptualized as a corporate social necessity, and may even replace organizational vision as a powerful tool for managing employee-relevant outcomes. It is also recommended that organizations' strategy on CSR must be in line with their core competency to provide them with a competitive edge.

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Paul, Rik, und Debapratim Purkayastha. „Customer retention at Hyundai Motor India Ltd“. Emerald Emerging Markets Case Studies 3, Nr. 3 (28.06.2013): 1–12. http://dx.doi.org/10.1108/eemcs-06-2013-0078.

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Title – Customer retention at Hyundai Motor India Ltd. Subject area – Marketing management, services marketing, customer relationship management and strategic marketing management. Study level/applicability – This case can be taught effectively to MBA/MS students. Case overview – Hyundai Motor India Ltd (HMIL) commenced operations in India in 1996 and launched its first car in India – the Hyundai Santro – in 1998. Since then, there has been no looking back for the company. Its domestic and export sales figures have risen manifold each year and the car maker has gone on to become the second largest manufacturer in the Indian car market with a market share of 18.10 percent as of 2010-2011. By 2009-2010, most of the major international car makers were setting up production facilities in India. The market was set to become highly competitive and it became imperative for manufacturers like Maruti Suzuki India Ltd (MSIL) and HMIL to retain their customers in order to maintain their market share. Nalin Kapoor, General Manager (Sales & Marketing) was contemplating the marketing strategies he could use to counter the stiff competition. Customer retention was one of the major problems in the automobile industry as the purchase time span varied between three and five years and the cost of brand switching was nil. HMIL had been pursuing customer relationship management activities but its customer retention ratio was declining. Kapoor and his team decided to study the loyalty programs of some companies in the automobile industry to ascertain whether launching a loyalty card could solve their problem of retention. The marketing strategy department with the help of a management intern extensively studied the existing loyalty program of Hero Honda, MSIL, and Ford to identify how those programs were designed and promoted to the customer. The reports also indicated the shortcomings of each program and the features which were highly accepted by the customer. The loyalty program also had cost implications as there was a need for a strong technical support team to run it successfully. With the reports in hand, Kapoor was in a dilemma on whether launching a loyalty card would be feasible or not. If yes, then how should it be structured to motivate the customers to stay loyal to the company? Also, how could the cost in terms of promotion, training, and technical support be justified? If not a loyalty program, then what marketing strategies should the company pursue to retain customers effectively? The problem demanded immediate attention and action and Kapoor was well aware of the implications that a delay in decision making would have for the market share of the company in the growing and dynamic automobile industry in India. Expected learning outcomes – These include: the concept of customer relationship management; relationship marketing; customer retention; customer loyalty; customer profitability segments; relationship bonds; and designing loyalty programs. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.

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Ramya, Dr A., und Dr S. Kavitha. „A Study on Financial Analysis of Maruthi Suzuki India Limited Company“. IOSR Journal of Business and Management 19, Nr. 07 (Juli 2017): 93–101. http://dx.doi.org/10.9790/487x-19070293101.

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