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SHREE HYUNDAI.
PART- A
1. INDUSTRY PROFILE
The Indian automotive industry has witnessed an unprecedented boom in recent year owing the
improvement in living standards of the middle class, and a significant increase in their disposable
incomes. The industry is expected to touch the 10 million mark, to which the commercial vehicle
segment will be a major contributor. Industry experts peg the Indian Automobile Sales growth at
a compounded annual growth rate (CAGR) of 9.5 % by end of 2010.
India is the second largest two-wheeler market in the world.
Fourth largest commercial vehicle market in the world.
Eleventh largest passenger car market in the world.
Fifth largest bus and truck market in the world (by volume).
Envisaged to be the seventh largest automobile market by 2016, and world’s third largest
by 2030 (behind only China and the US).
Domestic Sales
The Society of Indian Automobiles Manufacturers’ Association (SIAM) estimates the sales
figures of 7.5 million motorcycles, 2 million cars (including MPVs, SUVs & MUVs) and 9
million two-wheeler For year 2008-09 fiscal. Consequently, India should be able to contribute
about 6 % to the total global automotive industry output by end 2010.
Automobile Domestic Sales Trends
(Number of Vehicle)
Category 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
Total passenger
vehicles
902,096 1,061,572 1,143,076 1,379,698 1,549,882 1,551,880
Total 260,114 318,430 351,041 467,882 490,494 384,122
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
commercial
vehicles
Three wheelers 284,078 307,862 359,920 403,909 364,781 349,719
Total Two
Wheelers
5,364,249 6,209,765 7,052,391 7,857,548 7,249,278 7,437,670
GRAND
TOTAL
6,810,537 7,897,629 8,906,428 10,109,037 9,654,435 9,723,391
Source: www.osec.ch
Passenger Vehicles 15.96%
Commercial Vehicles 3.95%
Three Wheelers 3.6%
Two Wheelers 76.49%
Source: www.osec.ch
Growth and Development of the Industry2
T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
Auto sales in 2008 and 2009:
Company December
2008
December
2009
%
change
Maruti Suzuki 52,029 71,000 37
Hyundai 15,602 22,252 43
Mahindra &
Mahindra
7,726 16,999 120
General Motors 4,041 8,258 101
Skoda 732 1,113 52
Mahindra Renault 272 308 13
Total 80,402 119,930 49
Source: www.osec.ch
Leading Players
Profile of key Domestic Players:
Name of the
company
Parent company Output Models Plants
Tata Motors
Ltd
Largest
commercial
vehicle player in
the country and
one of the largest
in the
passenger
vehicles
segment.
Capacity –
160’000 units pa
Volumes –
171’870 units in
2004
Operating
income-
US$ 3.8
billion in 2005
Sierra, Sumo,
Safari, Indica,
Indigo
Pune
(Maharashtra)
Mahindra &
Mahindra Ltd
Flagship
company
Capacity –
125’000
Armada, Bolero,
Commander,
Mumbai, Nashik
(Maharashtra)
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
of the Mahindra
Group; largest
player in the
tractor segment
in India
units pa
Volumes –
69’737
units in 2004
Operating
income-
US$ 1.47 billion
in 2005
Marshall, Maxx,
Voyager, Scorpio
Hindustan
Motors
Ltd.
A C.K Birla
group flagship
and one of the
oldest auto
companies in
India.
Capacity –
64’000
units pa
Volumes –
15’782
units
Operating
income-
US$ 159.7
million
in 2004
Lancer,
Ambassador,
Contessa,
Trekker,
RTV, Pushpak,
Pajero
Uttarpara (West
Bengal),
Pithampur
(Madhya
Pradesh),
Trivellore (Tamil
Nadu)
Ashok Leyland Hinduja group Operating
Income
- US$ 952.9
million in 2005
Multiaxle
vehicles,
tractor, ecomet,
engines, Viking
BSI,
Viking BS-II,
Vestibule Bus,
222
CNG bus etc
Ennore, two
plants
at Hosur, the
assembly plants
at
Alwar, Bhandara,
castings plant at
Hyderabad
TVS Motor TVS Group Operating
Income
- US$ 641.9
Mopeds - Excel,
Champ, TVS
50Scooterettes -
Hosur, Mysore
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
million in 2005 Scooty
Motorcycles
- Max 100,
Victor,
Centra, Fiero
Bajaj Auto Bajaj Group Capacity - 2.52
million units
pa Operating
income - US$ 1.3
billion in 2005
Motorcycles -
Boxer, CT 100,
Discover, Wind,
Caliber, Pulsar,
Eliminator
Scooters
- Spirit, Saffire,
Wave
3 Plants at
Akurdi,
Waluj, Chakan.
Source: www.osec.ch
Profile of key Foreign Players:
Name of the
company
Parent
Company
Output Models Models Plants
Maruti
Udyog Ltd
Suzuki of
Japan holds
a 54.2 per
cent stake in
the company
Capacity -
500’000 units
pa
Volumes -
472’122 units
including
exports in
2004
Operating
iIncome-
US$ 2.4 billion
in 2005
800, Omni, Alto,
WagonR, Zen,
Baleno, Esteem,
Gypsy, Vitara,
Versa
Gurgaon
(Haryana)
Hyundai Wholly Capacity - Santro, Accent, Irrungattukottai5
T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
Motors India
Ltd
owned
subsidiary of
Hyundai
Motor
Company, S.
Korea
150’000 units
pa
Volumes -
171’905 units
Sonata, Terracan,
i-10, i-20,
(Tamil Nadu)
Daimler
Chrysler
India
100 per cent
subsidiary of
Daimler
Chrysler
Group
Capacity -
10’000 units pa
Volumes -
1’640 units
E class, S class,
C class
Pune
(Maharashtra)
Fiat Motors Subsidiary of
Fiat Auto SpA
Capacity -
50’000 units pa
Volumes -
10’428 units
Uno, Siena,
Palio,
Palio Adventure
Mumbai
(Maharashtra)
Ford Motors
Ltd
Ford Motor
Company, the
world's second
largest
automaker
Capacity -
100’000 units
pa
Volumes -
45’723 units
Ikon, Mondeo Chengaipattu
(Tamil Nadu)
General Motors
Ltd
Collaboration
between
General Motors
Corporation and
C.K. Birla Group
of companies
Capacity –
25’000
units pa
Volumes –
17’986
units
Astra, Corsa,
Swing, Forrester,
Vectra, Sail,
Optra,
Chevrolet Optra
Halol (Gujarat)
Honda Siel Cars
India (HSCI)
Established in
1995, with
Honda
Motor Company,
Capacity –
30’000
units pa
Volumes -
20,550
units
City, Accord,
CR –V
Noida (UP)
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
(Japan) and Siel
Ltd (India) being
the key
promoters.
Toyota
Kirloskar
Joint venture
between
Kirloskar
Group and
Toyota Motor
Corp
Capacity –
50’000
units pa
Volumes -
42,549
units
Qualis, Camry,
Corolla
Bidadi
(Karnataka)
Skoda Auto
India
Skoda Auto,
based in Czech
Republic, is a
part
of Volkswagen
group
Capacity –
10’000
units pa
Volumes –
3’712 units
Octavia, Laura Aurangabad
(Maharashtra)
Hero Honda Joint venture
between Hero
Group, the
world's largest
bicycle
manufacturers
and
the Honda Motor
Company of
Japan
Capacity - 2.8
million
units pa
Operating
income - US$
1.66 billion
in 2005
Motorcycles -
CD
Dawn, CD
Deluxe,
Splendour,
Passion,
Karizma, CBZ,
AmbitionStep
Through - Street
2 plants at
Daruhera and
Gurgaon
Honda
Motorcycle &
Scooters India
Pvt. Ltd
(HMSI)
Wholly owned
subsidiary of
Honda Motor
Company Ltd.,
Capacity-
200’000 vehicles
per
annum
Scooters -
Activa,
Dio, Eterno
Motorcycles -
Manesar
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
Japan Unicorn
Source: www.osec.ch
2. COMPANY PROFILE
A. Background and Inception of the company:
Shree Hyundai is one of the dealership of Hyundai Motors India Limited in BOKARO. It
was established in the year 2007. With the opening of this venture, customers may feel ease as
they are having options to take the view from either of the show room. It seems Mr. B.D.Mishra
decided to open this showroom in Chas (Bokaro) area as there is no any passenger vehicle
showroom in this area and it is going to be the future business area of the Bokaro.
Shree Hyundai’ working philosophy is particularly based on “Prepare employees for the future
developments with developments in their personality.” As competition is very much intense
hence the management is working hard for customer relationship to achieve future business
growth.
As it is newly opened organization hence as every other organization it is also facing some
management problems. Management is trying to overcome all these problems and achieving
systematic workings here. Each and every department is distinguished for the employees. Every
employee is having its own designation and job profile and he/she has to work under that profile
only. For each segment of the vehicles, Shree Hyundai is having its separate executives.
Departments are connected through local area networks.
The main aim of management here is self development of employees. So that, they can be
empowered for the benefit of the organization and be able to take future responsibilities. It starts
with the joining of the employee in the organization. Initially, they have to work under various
departments till his/her probation period would be over. They have to start their works from the
ground level, so that they can understand the reality of the business here. Daily reporting at the
morning and the evening make them up to date with the objectives and their future targets. The
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
senior management knows that how they are doing their work and in which way they have to be
directed.
ABOUT HMIL
Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor
Company, South Korea and is the largest passenger car exporter and the second largest car
manufacturer of India. HMIL presently markets 54 variants of passenger cars across segments.
These includes the Santro in the B segment, the i10, the Getz Prime & the premium hatchback
i20 in the B+ segment, the Accent and the Verna in the C segment, the Sonata Transform in the
E segment and the Tucson in the SUV segment.
Hyundai Motor India Ltd, continuing its tradition of being the fastest growing passenger car
manufacturer, registered total sales of 559,880 vehicles in the calendar year (CY) 2009, an
increase of 14.4 percent over CY 2008. In the domestic market it clocked a growth of 18.1
percent as compared to 2008 with 289,863 units, while overseas sales grew by 10.7 percent, with
export of 270,017 units. HMIL currently exports cars to more than 110 countries across EU,
Africa, Middle East, Latin America and Asia. It has been the number one exporter of passenger
car of the country for the sixth year in a row.
HMIL's fully integrated state-of-the-art manufacturing plant near Chennai boasts of the most
advanced production, quality and testing capabilities in the country. In continuation of its
commitment to provide the Indian customer with global technology, HMIL commissioned its
second plant in February 2008 which produces an additional 300,000 units per annum, raising
HMIL's total production capacity to 600,000 units per annum.
HMIL has invested to expand capacity in line with its positioning as HMC's global export hub
for compact cars. Apart from the expansion of production capacity, HMIL currently has 286
strong dealer network and 540 strong service points across India, which will be further bolstered
in 2010.
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
In December 2008, HMIL launched the much awaited premium compact the i20 after it had a
global preview at the Paris Motor Show in October, 2008. In 2009, HMIL also launched the new
facelift Sonata Transform and the new Verna which are vastly improved models compared to the
outgoing models. In March, 2009 Hyundai i10 clocked the fastest 3 lakh sales since its launch in
October, 2007. HMIL also became the only car manufacturer to introduce Automatic
transmission across segments with the launch of the i20 1.4 Litre Petrol Automatic. The i20 also
simultaneously got a powerful 1.4 Litre CRDi engine in July 2009. The i20 achieved the highest
safety rating by the European NCAP. In September 2009, HMIL introduced the new refurbished
Santro with luxurious interiors and improved exterior features. The Santro has been the highest
selling model for Hyundai with more than 15 Lakhs units sold since its launch in India in 1998.
Hyundai Motor India in December 2009 also crossed the 25 Lakh car production milestone.
Hyundai Motor India remains one of the fastest growing car manufacturers in the country. The
company’s overall performance in the automobile sector was recognized by the media as it was
awarded with the prestigious ‘Manufacturer of the Year’ award by both UTVi Autocar Car and
NDTV Profit-Car & Bike in 2009
HMIL has invested to expand capacity in line with its positioning as HMC's global export hub
for compact cars. Apart from the expansion of production capacity, HMIL currently has 251
strong dealer network across India, which will be further bolstered in 2009.
B. Nature of Business Carried:
Shree Hyundai is a dealer of cars of Hyundai motors. The business carried by Shree
Hyundai is of dealership. It is an also an authorized service centre and it totally aims in
selling cars both passenger and SUV vehicles as per demand of customers.
C. Vision, Mission and Quality Policy:
MISSION:
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
The mission of the Shree Hyundai is committed to develop the firm as a big
competitor and service provider in the Jharkhand Passenger car market.
VISION:
The dealer announced "Innovation for Customers" as our mid–to long–term vision with
five core strategies: global orientation, respect for human values, customer satisfaction,
technology innovation, and cultural creation. They desire to create an automobile culture
of putting customer first via developing human–centered and environment–friendly
technological innovation.
QUALITY POLICY:
Based on a respect for human dignity, it make efforts to meet the expectations of all
stakeholders including customers and business partners by building a constructive
relationship amongst management, labor, executives and employees. Also, they focus on
communicating their corporate values both internally and externally, and gaining
confidence from all stakeholders.
D. Products Profile:
MODEL VARIANT Ex-Showroom Price
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
(As on 19/02/2010)
(In Rupees)
SANTRO
Non A/C (S) 2,69,524
Non A/C (M) 2,72,985
GL (S) 3,34,971
GL (M) 3,38,432
GLS (S) 3,22,168
GLS(M) 3,58,628
I-10
D-Lite (S) 3,38,276
D-Lite (M) 3,41,757
Era 1.1L (S) 3,73,514
Era 1.1L (M) 3,76,996
Magna 1.1L (S) 3,87,693
Magna 1.1L (M) 3,91,174
Magna 1.2L Kappa (S) 3,99,794
Magna 1.2L Kappa (M) 4,03,275
Magna 1.2L-AT (M) 4,48,874
Sportz GLS1.2L (S) 4,27,061
Sportz GLS1.2L (M) 4,30,543
Sportz GLS1.2L-AT(M) 4,72,967
Asta GLS 1.2L (S) 4,85,749
Asta GLS 1.2L (M) 4,89,231
GLE 1.1 3,62,281
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
Getz GVS 1.1 3,92,281
GVS 1.1 (175 tyre+ rear spoiler) 4,02,281
I-20
Magna 1.2L 4,83,999
Asta 1.2L 5,63,999
Magna Diesel 1.4L (ABS) 6,23,599
Asta Diesel 1.4L 6,87,199
Accent
Executive IMM 5,03,901
GLE 5,24,652
ECO 5,33,900
Verna
1.6 VTVT 6,46,038
1.6 SX VTVT 7,20,838
1.5 CRDi VGT 7,69,070
1.5 SX CRDi VGT 8,18,967
Sonata
Embera MT (Leather) 13,30,067
Embera AT (Fabric) 13,61,639
Embera AT (Leather) 13,92,927
Embera 2.0 CRDi 14,43,917
Embera MT (Fabric) 12,98,786
TUSCON CRDi 16,96,114
E. Area of Operation:
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
The firm operates regionally in the Jharkhand circle. The showrooms are situated
in the important markets of Jharkhand that are Bokaro(Head office), Dumka,
Ramgarh, Ranchi and Purulia (Bengal). But the HMIL under which the dealership
situated operates globally in both Passenger cars segments and SUVs segment.
F. Ownership Pattern:
The firm is private limited firm and the dealership is directly under the HMIL.
Owner – Mr. B.D. Mishra
CEO- Mr. Nitesh Kumar Mishra
Branch Manager and Manager Sales– Mr. Manish Prasad
G. Competitors Information:
Car segment – Maruti Suzuki
M-800 had dominated the Indian car market since it was launched in 1984. The
introduction of new cars by competitors made the M-800 look obsolete as it had not been
changed in any major way for over two decades. Apart from the increased competition,
MUL also had a few other problems on its plate.
There was a delay in setting up of a plant in India for manufacturing diesel engines and
transmission systems for cars. The engines for its diesel variants were imported from other
countries, and there were limits on the quantities it could import. In the market, MUL's
models like the Zen, Alto, WagonR, and Baleno were showing mixed results.
Utility Vehicle segment – Mahindra
Marketing Strategy of Mahindra and Mahindra Limited for Scorpio
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
In June 2003, 'Scorpio,' a sports utility vehicle (SUV) from Mahindra and Mahindra Ltd. (M&M),
a leading Indian automobile company, celebrated the first anniversary of its launch.
This one year journey had been quite fruitful for Scorpio, which had impressed many industry
observers and customers.
A year ago, within the first eight days of its launch, Scorpio had attracted over 10,000 customers
to its dealer showrooms and over 3,000 customer enquiries, resulting in 1000 order bookings.
According to company sources, by the time it completed its first birthday, Scorpio had sold
15,000 units across India.
Media reports, automobile enthusiasts and industry analysts had all given the SUV extremely
positive reports. With demand for the vehicle growing steadily, M&M even had to increase its
production from 1,800 units per month in 2002 to 2,000 per month in June 2003, and 2,500 per
month by late 2003.
Thanks to the high decibel advertising support, Scorpio had acquired high brand recall among
consumers. In fact, it was said to be one of the very few automobile brands in India that
successfully boosted the image of their parent companies (in this case M&M) as well.
H. Infrastructural Facilities:
The firm has good infrastructural facilities these are:
o It is situated in the main market place of the Bokaro Steel City.
o The showroom has good facilities such as Playing area for children who are
coming with the customers,
o Good servicing facilities for cars with advanced technologies,
o Good entertainment facilities available for customers who were wait during the
servicing of their car,
o The showroom uses new technology in their management information
system(MIS).
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
I. Achievement and Awards:
o Achieved the most car seller dealership in Jharkhand.
o Win the best car seller award in Bokaro from Chas Chamber of Commerce.
J. Work flow Model:
There are three broad processes at a showroom.
Pre-sales
Sales
Post –sales
All these are inter-related to each other.
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T-JOHN INSTITUTE OF TECHNOLOGY
CUSTOMER APPROACH
MODEL
FEATURES
COLOUR
BOOKING OF CAR
PROCESSING OF ORDER
Order to Manufacturer
Supply of cars from Manufacturer
Delivery to ShowroomsWit in 5 days
DELIVERY OF ORDERS
Customer choose the payment option i.e., car finance or cash.
After all Documentation the car
is finally delivered to customer
SHREE HYUNDAI.
The pre-sales process is very important because if a customer has a satisfying experience during
this process, it greatly increases the chances of him purchasing the car from your showroom. At
this stage, the customer is indecisive as to which car to buy and from where to buy.
The pre-sales activities include:
Cold Calling and Identification of Prospects
Creation of Customer Card
Acquire Knowledge about MUL ‘s range of cars, competitor cars
Knowledge about other allied services like finance, insurance, pre owned cars, extended
warranty etc.
Knowledge about accessories, range offered, prices etc. and about preventive
maintenance of the car.
THE SALES ACTIVITIES INCLUDE:
Visit the prospects
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T-JOHN INSTITUTE OF TECHNOLOGY
Walk in Enquiry Telephonic Enquiry
Product Demonstration
Test Drive
SHREE HYUNDAI.
Understanding needs of the prospects
Give a proposition to the customer.
Create interest and preference for MUL
Give a detailed demonstration and test drive
Provide clarification to queries and handle objections
Follow-up with the customer
Secure order from customer
Offer allied services like finance, insurance, accessories etc.
Advice customer on all matters related to his car.
In case there are too many Sales cases, a special focus is required to serve these customers
since ultimately, the customers are also the showroom’s customers and there are suggested ways
to handle them.
K. Future growth and prospects:
Shree Hyundai’s future growth is very bright because it is the newly growing firm in the
Bokaro market. It is the division of Ranju automobiles (Pvt.) Ltd. which is already a well
established Bajaj showroom in the Bokaro market. The customers of Bokaro is already
aware about the Ranju Automobile because this is the very old firm and dealership in
Jharkhand. Due to this customers are committed toward this dealership and due to this
customers do not go for any other showroom of Hyundai.
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
3. McKinsey’s 7S framework :
STRATEGY
Shree Hyundai’s marketing strategy is differentiated marketing.
Its primary consumer target is middle to upper income professionals who need true value
for their money and comfortable ride in city conditions. Its primary business target is
midsized to large sized corporates that want to help their managers and employees by
providing them a car for ease of transport.
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
Its secondary business target is entrepreneurs and small business owners who want to
provide discounts to managers buying a new car
STRUCTURE
Overall Structure of the Shree Hyundai:
SKILL
Shree Hyundai product is Passenger Cars, so they should be handled carefully. So it required
skilled manpower for handling, and skill in the sense testing of cars.
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T-JOHN INSTITUTE OF TECHNOLOGY
Employee 1
Employee 2
Employee 3
Managing Director
Branch Manager and Manager ‘sales & marketing’
Corporate &Exchange , Hyundai Advantage
Pre-Owned Cars Finance Dept.
GDMS and Back Office
Accessories & Spares
Service Dept.
S.E. 1
S.E. 2
S.E. 3
S.E. 4
S.E. 5
S.E. 6
Sales Executives
Chief Executive Officer
S.E. 7
Team Leader,Sales
Employee 1
Employee 2
Employee 3
Service Employees 01 to 30
SHREE HYUNDAI.
Training will be conducted in Hyundai Jamshedpur (Jharkhand). For newly recruited employees
will be given basic training program for 10 weeks. And 10 weeks training will be given for
employees for junior technical officer, about machines. Training will be given to employees to
know about the total features of cars in Shree Hyundai.
STYLE
Top down Approach
The management acts with autonomy and independence in excercising strategic
supervision, discharging its fiduciary responsibilities, and in ensuring that the company observes
the highest standards of ethics, transparency and disclosure.
Participating Approach
At Shree Hyundai the management is participating in nature. Anyone in the company can
put in their view points before the management for any improvement in the prospects of the
company, manpower, working environment,etc….
SYSTEM
The marketing department is divided into 5 Teams. For all the different marketing teams, one
Team Leader is assigned. The team leaders take care of their team’s activities and report to the
marketing manager that is further reported to the CEO. The marketing is totally target based and
based on targets given by HMIL, the task is distributed to different teams.
The customers are handled by the same personnel from the beginning to the end. Spot incentive
Schemes etc is placed in the system to motivate the employees. The conversion and Target
fulfillment is traced out via the software.
STAFF
CATEGORY NO. OF STAFF TYPE OF WORK
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
Sales Consultants 10 Generate sales from market
Back Office 02 Maintain the data of customers
Finance Dept. 06 Maintain the financial data
Spares And Accessories 04 Maintain the data and Stock of
parts and spares
Corporate and Exchange 03 Deal in all the pre-owned cars
of Hyundai
Service Dept. 40 Servicing of cars and data
maintenance of Serviced cars
in service station of Shree
Hyundai.
EDP 06 Maintain Showroom data and
customers complaints, etc
DUTIES AND RESPONSIBILITIES OF STAFF
To report him/ her to duty at the place to which he/she posted.
To undergo the prescribed probation under specify period and undergo such training and
for a period has may be arranged for him/her and acquit him/her self creditably in the
training imported to him/her.
To obey and abide the rules, regulations, service conditions and standing orders which
the may adopt, prescribe, frame are issue from time to time to govern its employees.
SHARED VALUES
Review of Customer Care Activities.
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
The review of customer care activities is done through morning meetings and weekly meetings
on customer care. The documents that are necessary during the weekly review are: PSR related,
Internal SSI forms related,HMIL related and other information related.
Customers for Life
A week after the delivery, the concerned sales person must fix an appointment with the customer
and visit him along with the service advisor. He should personally hand over the photographs
clicked also the vehicle’s registration certificate and try to become the customer’s car advisor for
life and never lose touch with the customer.
Show Room Ambience
The hours of operation, outside and insides of the showroom along with reception, car display
area, selling area, customer lounge and delivery area should be taken care of.
Customer Meets
Organizing customer meets helps in improving SSI, helps in introducing the workshop staff to
the customers and in getting referrals and there are guidelines for the same.
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T-JOHN INSTITUTE OF TECHNOLOGY
SHREE HYUNDAI.
4. SWOT ANALYSIS
STRENGTH:
Second largest manufacturer of Passenger vehicles in India due to this customers
are attracted towards the company in Bokaro..
Ranju Automobiles Pvt. Ltd. is very old firm in Bokaro due to this customers of
Bokaro area and its surroundings aware about this.
WEAKNESS:
SUV car has only two model i.e., TUCSON and TERRACAN which is fewer
available in India due to uneconomic and out of reach for middle class Families.
Manufacture only Passenger vehicles but some models are not economic such as
Verna, Accent, etc
OPPORTUNITY:
Shree Hyundai has opportunity to grow as a big competitor in Jharkhand
automobile sector.
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If the cars are more economic then the sales will be more boom and the company
turn into first position in Indian automobile sector and win from their competitors
i.e., Maruti Suzuki, Tata Motors, GM and M&M.
THREATS:
Risk Factors
In the course of its business, Hyundai is exposed to a variety of market and
other risks including the effects of demand dynamics, commodity prices, currency
exchange rates, interest rates, as well as risk associated with financial issues,
hazard events and specific assets risk. Whenever possible, we use the instrument
of insurance to mitigate the risk.
Threats from Competitors
o Maruti Udyog Limited
Maruti Suzuki’s is also the old car showroom in Bokaro due to this
the competition is high with Shree hyundai
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5. Analysis of Financial Summary
Particulars 2007-08
(in laces)
2008-09
(in laces)
Sales ( nos) 2070147 2621400
Growth in Sales (nos) (%) 23.4 26.6
Total Income 5997 7563
Growth in Total Income (%) 15.5 26.1
Profit before Tax 1072 1217
Profit after Tax 728 810
Share Capital 39.94 39.94
Reserves and Surplus 1099 1453
Total Debt 175 202
Net Fixed Assets 589 715
Total Assets(Net) 1314 1695
Market Capitalisation 9797 10943
Economic Value Added(EVA) 569 564
KEY RATIOS
Long Term Debt/Equity 0 0
OPBIT*/Net sales-% 16.8 15.7
OPBT**/Net Sales*(%) 15.6 14.6
Profit after tax/Total Income(%) 12.1 10.7
Return on Avg. Equity (%) 72.9 61.6
Return on Avg. Capital Employed(%)
92.8 80.9
EVA/Capital Employed(%) 49.3 37.5
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Dividend Per Share ( Rs) 20 20
Dividend Payout (%) 61.9 56.3
Earnings Per Share (Rs) 36.5 40.6
Market Value/Book Value 8.6 7.3
Particulars Corresponding nine months endedDecember 31, 2008
Year endedMarch 31, 2009(Audited)
No. of Four-wheelers Sold 1,935,981 2,621,400
Gross sales/ Income from operations
6,356.21 8596.81
Less: Excise duty 874.89 1,175.16
Net sales/ Incomefrom operations
5,481.32 7,421.65
Other income 105.27 141.03
Total Turnover 5,586.59 7,562.68
Total Expenditure 4,610.03 6,257.14
[A] {Increase}/ Decrease in stockin trade
(9.14) (14.95)
[B] Consumption ofraw materials
3,845.23 5,214.57
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[C] Staff cost 195.04 267.97
[D] Other expenditure 578.90 789.55
Interest (net) (0.65) (1.09)
Depreciation 63.03 89.38
Profit for theperiod before tax
914.18 1,217.25
Provision for tax - Current 297.11 395.22
- Deferred 13.71 11.56
Net profit (8-9) 603.36 810.47
Paid-up Equity Share Capital
39.94 39.94
Face value per equityshare (Rs.)
2.00 2.00
Reserves excluding revaluation reserve
1,453.44
Basic/diluted earningsper share
30.22 40.59
Aggregate of non-promoters shareholding
(Rs. 2.00 per share) (Rs. 2.00 per share)
Number of shares 89,945,570 89,945,570
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Percentage ofholding (to total holding)
45.04% 45.04%
Interpretation:
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6. LEARNING EXPERIENCE
There was a great opportunity for me to do my research work there. I was a part of many
promotional schemes in sales. Learnt about the automobile sector, company’s history, how they
promote the company, how to manage sales dept to get more sales, etc….
I started my research in the company and as well as I was looking at other works that was
allotted to me. The best learning experience was that I started from the very basics of getting the
overall idea.
This helped me get useful insight and understanding of various automotive products, the market
details about them and the benefits provided by them to the customers. Apart from the assigned
roles and responsibilities, the Branch manager facilitated me with a training which covers the
sales and permotional schemes of Shree Hyundai. and how they are arranging sales and how they
make strategies to increase sales, about their corporate culture, organizational structure.
I had a very pleasant learning their, I got to know about corporate and its working style of
different departments. The guide helps me to understand the customers in the Bokaro market. In
conclusion, I would like to state that by the experience of this training, the theoretical knowledge
has no meaning without the practical approach. Both theoretical and practical knowledge serves
as the two faces of the same coin. This learning experiences is valuable for me because I got a
opportunity to understand the market situations and customer values.
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