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Journal articles on the topic 'Indian auto component industry'

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Author: Grafiati

Published: 6 September 2023

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1

Krishnamoorthy, S., and Anupam Jaju. "Indian Auto-Rubber Component Market." Vikalpa: The Journal for Decision Makers 22, no. 3 (July 1997): 99–105. http://dx.doi.org/10.1177/0256090919970310.

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As the market is becoming more and more competitive, a careful analysis of the environment and domain of operations of the industry and a well thought out set of strategies has become imperative. In this article, the authors address the opportunities thrown open to the auto-rubber component industry by the economic reforms and the probable areas of growth in the sector. An attempt has been made by them to carry out a brief and unbiased audit of the industry, the market, and other external influences that affect the autorubber component industry.

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2

Sahoo, Tapan. "Strategic Technology Management in Indian Auto Component Industry." Auto Tech Review 2, no. 4 (April 2013): 12–13. http://dx.doi.org/10.1365/s40112-013-0287-x.

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3

Jagannathan, Lakshmi, and Fatima Jacob. "Managing the Supply Chain for Global Success a Case Study of Indian Auto Component Industry." Ushus - Journal of Business Management 6, no. 1 (January 10, 2007): 48–55. http://dx.doi.org/10.12725/ujbm.10.4.

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From a country that sold just a few hundred thousand cars annually a decade ago, over a million cars roll out of Indian factories every year to fuel a vibrant component industry with global quality and technology standards. McKinsey and Company has predicted that the Indian automobile component industry would grow to a whopping $33-40 billion by 2015, out of which the global outsourcing of components could be to the tune of $20-25 billion! The Indian auto component manufacturers would see an exponential growth in output over the next decade. The industry is growing at a compounded rate of 20-25%, much faster than that of the domestic market (10-14 %). Many consider this growth in exports as just the tip of the iceberg similar to that witnessed by the information technology industry in the early 1990s. The sustained growth of Indian auto component industry can be attributed to many factors, but primarily to efficient management of the supply chain.

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M.Elangovan and Dr. K.Ramasamy. "An Analytical Study on Ratios Influencing Profitability of Selected Indian Automobile Players." International Journal of Engineering and Management Research 12, no. 3 (June 14, 2022): 102–7. http://dx.doi.org/10.31033/ijemr.12.3.14.

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Every country with a well-developed transportation network has a well-developed economy. The automobile industry is a critical engine of the nation's economic development. The automobile industry has significant backward and forward links with every area of the economy, as well as a strong and progressive multiplier impact. The automotive industry and the auto component industry are both included in the vehicle industry. It includes passenger waggons, light, medium, and heavy commercial vehicles, as well as multi-utility vehicles such as jeeps, three-wheelers, military vehicles, motorcycles, tractors, and auto-components such as engine parts, batteries, drive transmission parts, electrical, suspension and chassis parts, and body and other parts. In the last several years, India's automobile sector has seen incredible growth in sales, production, innovation, and exports. India's car industry has emerged as one of the best in the world, and the auto-ancillary sector is poised to assist the vehicle sector's expansion. Vehicle manufacturers and auto-parts manufacturers account for a significant component of global motorised manufacturing. Vehicle manufacturers from across the world are keeping a close eye on the Indian auto sector in order to assess future demand and establish India as a global manufacturing base. The current research focuses on three automotive behemoths: TATA Motors, MRF, and Mahindra & Mahindra.

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Nandkeolyar, Dilip, Neeraj Pandey, Ravi Kiran, and Shailendra Kumar. "Why do Indian SMEs fail and succeed?: insights from auto-component industry." International Journal of Indian Culture and Business Management 15, no. 1 (2017): 82. http://dx.doi.org/10.1504/ijicbm.2017.085389.

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Pandey, Neeraj, Ravi Kiran, Shailendra Kumar, and Dilip Nandkeolyar. "Why do Indian SMEs fail and succeed?: insights from auto-component industry." International Journal of Indian Culture and Business Management 15, no. 1 (2017): 82. http://dx.doi.org/10.1504/ijicbm.2017.10006294.

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Chakraborty, Debashis, Julien Chaisse, and Shameek Pahari. "Global auto industry and product standards." Journal of International Trade Law and Policy 19, no. 1 (February 24, 2020): 8–35. http://dx.doi.org/10.1108/jitlp-10-2019-0063.

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Purpose This paper aims to analyze whether the domestic policy reforms in India would suffice, or there is a need to conform to stricter international standards as well. The paper is arranged along the following lines. First, the paper offers a brief review of the cooperation in the field of harmonization of vehicle regulations which is provided by the so-called WP.29 Forum. Second, the United Nations Economic Commission for Europe (UNECE) standards and their membership along with Indian participation in the forum are presented. Third, reforms in India through the “Make in India” (MII) initiative and its trade in the auto-component segment are analyzed. Fourth, the possible non-tariff barriers (NTBs) on imports of auto-components in select partner countries is computed and presented. Fifth, the penetration pattern of partner countries in India’s automotive sector export value chain is analyzed. Finally, based on the observations, key policy conclusions are drawn both from global and Indian perspectives. Design/methodology/approach This paper blends expertise in law and economics and enables readers to have a finer understanding of the automotive sector which is one of the most internationalized product groups in world trade, characterized by not only cross-border movement of final products, but also of intermediate products like auto-parts and components as well as major global investment and relocation decisions. This paper focuses on India for four crucial reasons, which makes India both a key player (and potential disruptor) at global level and the rather complex approach chosen by the country vis-a-vis many regulations (including UNECE and WTO), reflecting its tendency to rely on domestic consolidation through measures such as the 2014 MII initiative. Findings The data analysis in the current paper indicates that after conforming to the UNECE 1998 standard, India’s relative trade with these countries has increased both in terms of auto-components and automobile products. Moreover, the value contribution from these partner countries in India’s exports is rising. On the other hand, the relative share of the UNECE 1958 countries in India’s trade basket has declined and a mixed trend is noticed for the common contracting parties (CPs). In addition, the share of the countries without accession to any of the UNECE agreements in India’s trade has shown an upward trend. The observation indicates that the divergence in automotive product standards might crucially influence India’s trade flows. It seems that in the short run, an orientation for exporting to UNECE 1998 partners and non-members emerges as a dominant strategy, underlining a specialization in medium-quality segment. Nevertheless, the long-term robustness of such a move deserves closer analysis, particularly by focusing on whether India may need to join the UNECE 1958 agreement to sustain its export growth. Before joining UNECE 1998, the sector has enjoyed protection through high tariff barriers. Given the differing perspective on opening-up, automobile sector earlier emerged as an obstacle in conclusion of EU–India Bilateral Trade and Investment Agreement (BTIA), which is being negotiated since 2007. However, after entry into an regional trade agreement (RTA), tariff preference in itself may not provide a country the requisite market access. The recent standard-setting exercises in ASEAN, a group with which India is deepening trade integration since 2010, may be considered as a case in point. Research limitations/implications The analysis so far indicates that absence of participation in UNECE 1958 standard may restrict future options for India. Presently, Indian vehicle exports are reaching UNECE 1998 member countries (e.g., Ford India sending Ecosport to USA). It is also directed towards African and Latin American countries, presently not part of any agreement. However, the ASEAN countries, currently partnering India through free trade agreement (FTA), are increasingly moving towards UNECE 1958 standards. India’s sectoral trade surplus with ASEAN countries over 2009-2013 to 2014-2018 has declined from US$548.44mn to US$529.53mn, respectively. The potential challenges in reaching ASEAN and other UNECE 1958 member countries, in turn, may influence the relocation decisions of global auto majors in India, defeating the core purpose of MII initiative. Practical implications Given the scenario, a number of policy choices for India emerge. First, joining UNECE 1958 may not be a short-run option for India, but after evaluating the evolving trade pattern, in the long run, the country may consider adopting certain core 1958 standards, in line with its economic interests. Such a move may facilitate greater export flows from India to UNECE 1958 countries. The experience of Indonesia and Vietnam, who have conformed to select UNECE 1958 standards in spite of not being formally part of any agreement, deserves mention in this regard. Second, it is observed that India’s trade balance (TB) is not improving for several Regional Comprehensive Economic Partnership (RCEP) member countries, in spite of obtaining tariff preferences through an existing trade bloc. Part of the poor performance has been explained by Indian exporters often using the most favoured nation route rather than the preferential route, to avoid the associated compliance-related complexities. The standards and mutual recognition agreements (MRAs) conformance provisions in ASEAN–India FTA are also found to be weaker vis-à-vis the comparable provisions for other ASEAN-centric bilateral RTAs with other RCEP members. This underlines the need for both rules of origin (ROO) reforms and agreement on MRAs, which may enhance the trade potential in general and in automotive sector in particular. In the short run, India should therefore attempt to enhance exports to the UNECE 1998 members and CPs, given the commonality in standards. However, in the long run, there is a need to explore harmonization with certain core 1958 standards, to promote exports in general and even within its RTAs in particular. Originality/value The automotive sector is one of the most internationalized product groups in world trade. It is known that harmonization of product standards with partner countries can facilitate bilateral trade flows. Presently, three agreements exist for harmonization of automotive standards relating to passenger and vehicle safety under the aegis of UNECE – UNECE 1958, UNECE 1997 and UNECE 1998. Through a series of reforms and launch of the MII initiative in 2014, India has deepened its presence in world automotive sector trade and aspires to play a bigger role in coming days. Moreover, India is a WTO member and has joined the UNECE 1998 standard in 2006, which means that several important conventions regulate and bind the country. The current paper intends to analyze whether the domestic policy reforms in India would suffice in promoting the exports from this sector, or there is a need to conform to stricter international standards. The data analysis reveals that India’s relative trade orientation is deepening towards the UNECE 1998 members and countries not part of any UNECE agreements. On the other hand, the relative trade share of the UNECE 1958 countries in India’s trade basket has declined and a mixed trend is noticed for the common CPs. The analysis indicates that the divergence in automotive product standards might crucially influence India’s trade flows in general and participation in international production networks in particular. The paper argues that in the long run, India needs to consider adherence to certain UNECE 1958 standards as well as speeding up the pending domestic reforms.

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Singh, Bhim, S. K. Garg, and S. K. Sharma. "Development of index for measuring leanness: study of an Indian auto component industry." Measuring Business Excellence 14, no. 2 (June 2010): 46–53. http://dx.doi.org/10.1108/13683041011047858.

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9

Tambade, Hemantkumar, Rohit Kr Singh, and Sachin Modgil. "Identification and evaluation of determinants of competitiveness in the Indian auto-component industry." Benchmarking: An International Journal 26, no. 3 (April 1, 2019): 922–50. http://dx.doi.org/10.1108/bij-09-2017-0260.

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Purpose The purpose of this paper is to identify dimensions of competitiveness, factors affecting the competitiveness and building the framework of competitiveness for the Indian auto-component industry and further develop and validate a survey instrument based on the identified factors. Design/methodology/approach Dimensions of competitiveness and factors affecting it are extracted out after extensive literature review. A theoretical framework is developed using these factors. A survey instrument is developed based on the theoretical framework and validated through a pilot survey. Findings In total, 30 variables are found to be reliable in establishing the potential indicators of competitiveness. There are three significant contributions to the theory of competitiveness. It provides a theoretical framework of competitiveness to address the current market conditions of volatility. Second, it incorporates the dimensions like supply chain management, presence of global value chains and employee empowerment. Third, it clearly identifies the dimensions of competitiveness relevant in current context, like ethical behavior of firms, protection of intellectual property and innovation. Practical implications The proposed approach provides a good basis for assessing the competitive performance of the companies. This can help researchers and practitioners in deciding how to improve the competitiveness of a company. Originality/value The research proposes a theoretical framework for measuring the competitiveness of firms from a specific industry. This study indicates the factors affecting the competitiveness of Indian auto-component industry. The findings can be useful for both researchers and practitioners.

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N, Manjunatha. "EXPORT ORIENTATION, TECHNOLOGICAL CAPABILITIES AND EXPORT PERFORMANCE." JOURNAL OF INTERNATIONAL BUSINESS AND ECONOMY 22, no. 2 (February 8, 2021): 102–24. http://dx.doi.org/10.51240/jibe.2021.2.5.

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The practice of exports by the companies in India leads to generating foreign exchange, builds international relations and reputation for both countries as well as the firm irrespective of the type of industry. Particularly the intensity of competition is a bit more among manufacturing companies in export orientation. The success of any business entity in the international market is dependent on the level of seriousness with respect to the intensity of export orientation and technological capabilities. The primary objective of conducting this research is to understand the relationship of variables such as export orientation and technological capabilities of the firm with the export performance of auto component manufactures in south India. Pertinent variables are used to test the hypothesis with the help of linear regression analysis. It is also understood that it is a firm’s ability of export orientation and technological capabilities have an influential impact on auto component manufacturing companies’ export performance in south India. The significant contribution of the study helps South Indian Auto component manufacturers to formulate better export strategies to capture market share and export revenue.

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11

Humphrey, John. "Assembler-Supplier Relations in the Auto Industry: Globalisation and National Development." Competition & Change 4, no. 3 (September 2000): 245–71. http://dx.doi.org/10.1177/102452940000400301.

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Governments in developing countries continue actively to promote the auto industry. However, the benefits derived from this industry are changing as a result of global restructuring. The key relationships in the auto industry are between the major assemblers and a small number of first-tier suppliers with global reach. The latter are increasingly responsible for designing and delivering component systems and sub-assemblies at multiple locations around the world. This restructuring has direct consequences for auto component manufacturers in developing countries. This paper examines the extent to which the practices of standardisation of vehicle designs across countries and the use of the same supplier across many markets are being applied in these countries. It examines the consequences of this change for the auto components industries of Brazil and India.

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12

Saranga, Haritha. "The Indian auto component industry – Estimation of operational efficiency and its determinants using DEA." European Journal of Operational Research 196, no. 2 (July 2009): 707–18. http://dx.doi.org/10.1016/j.ejor.2008.03.045.

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13

Joshi, Deepika, Ajay Pal Singh Rathore, Dipti Sharma, and Bimal Nepal. "Determinants of competitiveness and their relative importance: a study of Indian auto-component industry." International Journal of Services and Operations Management 10, no. 4 (2011): 426. http://dx.doi.org/10.1504/ijsom.2011.043465.

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Thiagarajan, Anthony, Utpal Baul, and J. Sekkizhar. "The Impact of Intellectual Capital Efficiency on Financial Performance in the Indian Auto - Component Industry." Indian Journal of Finance 12, no. 3 (March 1, 2018): 7. http://dx.doi.org/10.17010/ijf/2018/v12i3/121995.

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Jagannathan, Lakshmi. "QS 9000 as a Stepping Stone to TQM a Study in Indian Auto Component Industry." Adarsh Journal of Management Research 1, no. 1 (September 1, 2008): 1. http://dx.doi.org/10.21095/ajmr/2008/v1/i1/88369.

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M, Sandeepthi Robert, and Nirmala J. "Foreign Direct Investment in Automobile Sector in India." RESEARCH REVIEW International Journal of Multidisciplinary 8, no. 7 (July 15, 2023): 71–74. http://dx.doi.org/10.31305/rrijm.2023.v08.n07.010.

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India believes that manufacturing is crucial for national development, and the manufacturing sector contributes significantly to the country's GDP. Among various production sectors in India's manufacturing industry, foreign promoters have played a noteworthy economic role. The automobile industry and its auto components sector hold a prominent position in the global market. This paper focuses on the growth of Foreign Direct Investment (FDI) inflows in the Indian Automobile sector and examines the impact of the industry's size on FDI inflows. Notably, during the financial years 2021-2022, FDI in the Indian Automobile sector witnessed a remarkable growth of 326.1164%, ranking fifth in attracting the highest FDI inflows. The size of the industry holds a significant influence on the growth of FDI inflows in India.

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Gupta, Praveen. "Bharat Forge: entrepreneurial leadership triumphs disruptive times." CASE Journal 18, no. 1 (December 24, 2021): 126–42. http://dx.doi.org/10.1108/tcj-02-2020-0011.

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Theoretical basis There had been many pieces of research on international expansion approaches, and they continued to grow. However, research about the firms belonging to emerging nations and that went global were still in the early stages. It had been argued that most theories on international expansion had focused on explaining the internationalization of large firms, majorly originating in developed countries. This case study offers an intriguing reading about an Indian MNC, successfully entering the developed markets and competing thereof amidst tough and complex world. Moreover, the leaders like Baba Kalyani met the stiff challenge from complexities and disruption successfully through entrepreneurial mindset. The case study offers insights into “Creating Value Through Entrepreneurial Leadership Framework”. Research methodology The case study has been developed through secondary data sources. The published online resources, the firm's annual reports formed the basis of the research work. Author accessed online news articles, auto component industry experts' views and reports from global consultancy firms, and auto industry body such as SIAM (Society of Indian Automobile Manufacturers) reports helped the research. The views and interviews by promoters of the company are available online for deeper insights and analysis. Case overview/synopsis An Indian multinational, Bharat Forge Limited (BFL), was a shining example of achieving global manufacturing standards through perseverance and entrepreneurial leadership. For more than the past four decades, BFL faced complexities, uncertainties and disruptions multiple times, and every time, the business world saw a resurgent company, Bharat Forge. The company achieved growth through diversification, related and unrelated, acquisition, product innovation, portfolio expansion and expansion in domestic and global development. Competitive market, economic slowdown, innovation and technology disruption had not deterred BFL from growing into a worldwide auto component giant. BFL overcame all hurdles with grit and enterprise. It achieved a paradigm shift with over half the revenue from non-automotive sectors such as defence, electric vehicle components, e-mobility, power electronics and aluminium light-weighting. Complexity academic level This case is planned for MBA students, primarily in the second half of the course curriculum. It can be executed in marketing, strategic marketing and strategic management courses. The conceptual framework pertaining to corporate strategy, global expansion, diversification, product development, innovation, disruption, market development and entrepreneurial leadership can be taught through the case. The case is suitable for MBA executive students as well, in courses mentioned above in addition to courses such as strategic leadership.

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Kumaraswamy, Arun, Ram Mudambi, Haritha Saranga, and Arindam Tripathy. "Catch-up strategies in the Indian auto components industry: Domestic firms’ responses to market liberalization." Journal of International Business Studies 43, no. 4 (March 8, 2012): 368–95. http://dx.doi.org/10.1057/jibs.2012.4.

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Parhi, Mamata. "Inching towards global competitiveness: Adoption of Advanced Manufacturing Technologies (AMTs) in Indian auto components industry." International Journal of Technology and Globalisation 5, no. 1/2 (2010): 93. http://dx.doi.org/10.1504/ijtg.2010.033668.

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Idris, Fazli, and M. Muzamil Naqshbandi. "Exploring competitive priorities in the service sector: evidence from India." International Journal of Quality and Service Sciences 11, no. 2 (June 12, 2019): 167–86. http://dx.doi.org/10.1108/ijqss-02-2018-0021.

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Purpose The purpose of this study is to explain the components of competitive priorities of Indian service firms, to find out the competitive priorities of different service industries in India and to find out how these competitive priorities change across low- and high-performing service firms. Design/methodology/approach An empirical study of 166 firms from five different service industries is undertaken in New Delhi and its surroundings. Findings The results reveal the presence of three competitive priorities in the services sector in India: cost, flexibility and quality/delivery, with quality/delivery being the most distinctive competitive priority. Hotel and auto-repair industries are found to be focused on controlling costs, while hospitals, banks and private colleges prioritized quality/delivery. For high-performing firms, cost is the top most competitive priority, followed by quality/delivery and flexibility, while for low-performing firms, quality/delivery remains the top most competitive priority, followed by flexibility and cost. Originality/value The paper enhances the understanding of competitive priorities in the Indian services sector. The identification of competitive priorities of different service industries in India and their dynamics across different industries add value to the current literature and fill an important research gap. Additionally, surveying diverse industries in this paper reveals a holistic picture of the Indian service industry and helps achieve some degree of cross-industry perspective.

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Iyer, Ananth, Haritha Saranga, and Sridhar Seshadri. "Effect of Quality Management Systems and Total Quality Management on Productivity Before and After: Empirical Evidence from the Indian Auto Component Industry." Production and Operations Management 22, no. 2 (February 23, 2013): 283–301. http://dx.doi.org/10.1111/poms.12000.

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Pathak, Anagha, Kiran Deshpande, and Sandesh Jadkar. "Application of Solar Thermal Energy for Medium Temperature Heating in Automobile Industry." IRA-International Journal of Technology & Engineering (ISSN 2455-4480) 7, no. 2 (S) (July 10, 2017): 19. http://dx.doi.org/10.21013/jte.icsesd201703.

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There is a huge potential to deploy solar thermal energy in process heat applications in industrial sectors. Around 50 % of industrial heat demand is less than 250 °C which can be addressed through solar energy. The heat energy requirement of industries like automobile, auto ancillary, metal processing, food and beverages, textile, chemical, pharmaceuticals, paper and pulp, hospitality, and educational institutes etc. can be partially met with solar hybridization based solutions. The automobile industry is one of the large consumers of fossil fuel energy in the world. The automobile industry is major economic growth driver of India and has its 60 % fuel dependence on electricity and remaining on oil based products. With abundant area available on roof top, and need for medium temperature operation makes this sector most suitable for substitution of fossil fuel with renewable solar energy. Auto sector has requirement of heat in the temperature range of 80-140 oC or steam up to 2 bar pressure for various processes like component washing, degreasing, drying, boiler feed water preheating, LPG vaporization and cooling. This paper discusses use of solar energy through seamless integration with existing heat source for a few processes involved in automobile industries. Integration of the concentrated solar thermal technology (CST) with the existing heating system is discussed with a case study for commonly used processes in auto industry such as component washing, degreasing and phosphating. The present study is undertaken in a leading automobile plant in India. Component cleaning, degreasing and phosphating are important processes which are carried out in multiple water tanks of varying temperatures. Temperatures of tanks are maintained by electrical heaters which consumes substantial amount of electricity. Non-imaging solar collectors, also known as compound parabolic concentrators (CPC) are used for generation of hot water at required process temperature. The CPC are non-tracking collectors which concentrate diffuse and beam radiation to generate hot water at required temperature. The solar heat generation plant consists of CPC collectors, circulation pump and water storage tank with controls. The heat gained by solar collectors is transferred through the storage tank to the process. An electric heater is switched on automatically when the desired temperature cannot be reached during lower radiation level or during non-sunny hours/days. This solar heating system is designed with CPC collectors that generate process heating water as high as 90OC. It also seamlessly integrates with the existing system without compromising on its reliability, while reducing electricity consumption drastically. The system is commissioned in April, 2013 and since then it has saved ~ 1,75,000 units of electricity/year and in turn 164 MT of emission of CO2 annually.

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Vamsi Krishna Jasti, Naga, and Aditya Sharma. "Lean manufacturing implementation using value stream mapping as a tool." International Journal of Lean Six Sigma 5, no. 1 (February 25, 2014): 89–116. http://dx.doi.org/10.1108/ijlss-04-2012-0002.

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Purpose – Value stream mapping (VSM) is a lean manufacturing (LM) tool used for analyzing material and information flow on a specific product family. The purpose of this article is to address the importance of VSM in LM environment in an Indian auto components industry. Design/methodology/approach – The case study approach has been used to show the applicability and importance of VSM in an Indian auto components company, in which the current state of manufacturing is mapped with the help of VSM symbols. According to the current state mapping, the study conducted analysis and identifies the area of improvement needed in terms of work in process, lead time and cycle time. The study further implemented kaizen on the current state map and developed future state map while including these kaizens. Findings – The study clearly shows that the VSM brings out the positive impact on process ratio, TAKT time, process inventory level, line speed, total lead and process time and reduced man power. It is helping the company in satisfying their customers with respect to quality, cost and delivery. Research limitations/implications – The main limitation of the study is the confined focus on a single industry. The case should be extended to other industries in order to support the findings and for the purpose of the wider generalization. Practical implications – The results obtained from the study will help other industries and sectors to implement VSM in LM environment. Originality/value – The article deals with a real case study, which shows application of VSM for implementing lean principles.

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N, Manjunatha. "The Relationship of Firm, Managerial & Product Characteristics with Standardization of Export Marketing Strategies in Auto Component Manufacturing Industry." Journal of International Business and Economy 21, no. 2 (July 1, 2020): 32–66. http://dx.doi.org/10.51240/jibe.2020.2.2.

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Every manufacturing firm formulates one or the other marketing strategies to capture more market share and revenue. Managers of each firm irrespective of the type of business make export policies to keep competitors away in international markets. The success of a firm’s export performance lies in the positive influence of internal and external factors. The objective of the research study is to explore the relationship between a firm’s internal factors such as firm’s, managerial and product characteristics on export marketing strategy standardisation in the auto component manufacturing industry specially those firms locating in southern parts of India. Descriptive research methodology has been applied for analysing the data. The linear regression model has been used in the present study and tested the significant association among the variables related to internal forces and standardisation of export marketing strategies. The finding shows that, export marketing capabilities, managers export commitment, product characteristics have a significant relationship with product standardisation. Export marketing capabilities, managers export commitment, managers export motivation have positive influence on price standardisation similarly, export marketing capabilities, managers export commitment have significant relationship with distribution standardization. Similarly, firm’s internationalisation capabilities manager’s export commitment and managers export knowledge and product characteristics have significant impact on promotion standardisation. This research article is confined to the auto component industry which is engaged in export activities and limited to the statndardisation of marketing strategies in international business.

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M.B., Raghupathy. "Amtek Auto – financing under distress." Emerald Emerging Markets Case Studies 11, no. 4 (December 15, 2021): 1–42. http://dx.doi.org/10.1108/eemcs-03-2021-0071.

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Learning outcomes The primary teaching objective is to discuss the capital raising efforts of a firm under financial distress. It also provides supporting data to calculate cost of capital, DuPont/modified DuPont values and Altman’s Z-Score that can appropriately be incorporated into the discussion. Case-B provides information and data of the company’s recent performance and to changes in bankruptcy law in India. Overall, this case study provides ample scope to discuss, understand and provide the solution to the following key corporate finance themes as follows: 1. Analyzing accounting statements and examine potential earnings quality issue. 2. Predicting default and bankruptcy using qualitative analysis, financial ratios, traditional and modified DuPont models and Altman’s Z score model. 3. Examining the capital raising efforts of a distressed firm, which has already defaulted on borrowings. 4. To explore the impact of changes in regulation on the turnaround efforts of the firm as well as on the promoters of the firm. Case overview/synopsis Since 2005, Amtek Auto moved at a breathtaking speed with the goal of reaching $10bn in sales, from the current level of about $1.2bn. The group had acquired more than a dozen companies spending about Rs.5,000cr. ($850m) during this period primarily through borrowed funds. However, the market and business expansion was not happening as expected. The company’s capacity utilization was just about 40% (approx.) during much of this period. The mounting fixed costs of operation and debt servicing grew to the level of unsustainability, led the firm to default on its borrowing. Now the company had to quickly recapitalize itself to run its operations and retain the premier position in auto component industry. The company and its promoters were considering various methods of debt restructuring, asset sale and further equity infusion. Complexity academic level Introductory and elective level corporate finance. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance.

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Baporikar, Neeta, and Mukund Deshpande. "SMEs and Branding Strategies." International Journal of Applied Management Sciences and Engineering 4, no. 1 (January 2017): 43–55. http://dx.doi.org/10.4018/ijamse.2017010104.

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SMEs, in a competitive world, have been realizing that they are not just selling products or services but a mass of branded products, services and people to sustain in the business. Therefore, movement is captivating in the SMEs to introduce competency through branding for obtaining and enhancing market share. Auto-Component is a great feeder industry in the Automobiles Sector that has put India on Global map. Therefore, studying branding in this industry brings reveals that marketing policies especially branding strategies are significantly helping Pune SMEs become competitive and gain highest market share in the world. The focus of this paper though grounded theory and in-depth literature review, secondary data and close observation is to understand the branding strategies and further understand how core and complimentary instruments are used to improve effectiveness of marketing in SMEs.

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Malik, Manzoor Hassan, and Nirmala Velan. "An assessment of impact of globalization on Indian IT and ITES exports." Journal of Science and Technology Policy Management 10, no. 3 (October 2, 2019): 751–68. http://dx.doi.org/10.1108/jstpm-05-2018-0046.

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PurposeThe purpose of this paper is to present the growth trends in IT industry after the period of globalization in 1990s and to investigate the short-run and long-run dynamics between IT software and service exports, globalization and economic growth in India.Design/methodology/approachAnnual time series data on IT exports, net national product and openness index have been collected from National Association of Software and Service Companies, the Reserve Bank of India database on Indian economy and the World Bank for the present study. The methodology adopted for studying the first objective are growth trend models, descriptive statistics and graphs prepared on the basis of data from the IT sector. Growth trends in key performance variables, such as total output, export, domestic output and employment have been analyzed. In the case of second objective, vector auto regression model has been used based on variance decomposition and impulse response function to capture the short-run and long-run dynamics between IT exports, globalization and economic growth in India.FindingsResults of the growth trend model show the relative growth performance of software services receipts shows its strong advancement compared to the other sub-components of current account of balance of payments of India. It is found that economic growth responds positively to the shocks in IT exports and openness of economy. Further, IT software and service exports and openness index contribute to economic growth more in the long-run rather than in the short run.Research limitations/implicationsThe IT software and service exports is dynamic field of economic activity amid heavy dependence on both domestic and external economic and political environment; hence, the rate of change is so rapid, and the relevance of factors may change over time.Practical implicationsThe paper has implications for achieving sustainability in IT software and service exports growth. It is recommended that economic growth can be enhanced by implementing policies that not only improve the efficiency of the sector but also focus on optimization of the potential of the Indian IT industry.Originality/valueThis paper focuses on originality in delineating the growth trends and analysis of capturing the short-run and long-run dynamics between IT exports, globalization and economic growth in India.

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Sharma, Pankaj, and Varun Chaturvedi. "Determinants of Growth - Indian Banking Industry & Auto Industry." Management Dynamics 6, no. 2 (April 26, 2022): 27–38. http://dx.doi.org/10.57198/2583-4932.1207.

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Balakrishnan, Karthik, Sridhar Seshadri, Anshul Sheopuri, and Ananth Iyer. "Indian Auto-Component Supply Chain at the Crossroads." Interfaces 37, no. 4 (August 2007): 310–23. http://dx.doi.org/10.1287/inte.1070.0282.

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Pasricha, Asheet. "Indian Forging Industry Seeks Opportunities in Non-Auto Sector." Auto Tech Review 3, no. 6 (June 2014): 12–13. http://dx.doi.org/10.1365/s40112-014-0651-5.

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G., Badri Narayanan, and Pankaj Vashisht. "Indian Auto Industry: A Global Hub in the Making?" Review of Development and Change 18, no. 2 (December 2013): 149–72. http://dx.doi.org/10.1177/0972266120130205.

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Mishra, Manoj, and A. Sahay. "Assessing innovation quotient (InQ) of Indian auto component manufacturers." World Review of Entrepreneurship, Management and Sustainable Development 6, no. 1/2 (2010): 113. http://dx.doi.org/10.1504/wremsd.2010.031641.

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Barnes, Justin, and Raphael Kaplinsky. "Globalisation and Trade Policy Reform: Whither the Automobile Components Sector in South Africa?" Competition & Change 4, no. 2 (June 2000): 211–43. http://dx.doi.org/10.1177/102452940000400203.

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As in the case of many formerly inward oriented economies, South African industry is facing a new competitive environment as trade barriers fall. The initial result of this reform in trade policy has been a sharp increase in the trade deficit in the automobile and components sector. A survey of the major auto assemblers and a comparative review of the automobile sector in Brazil and India suggests that the prognosis for the future of the South African components industry is not good unless corrective action is taken. This will involve responses from a variety of stakeholders. A number of policy responses are discussed identifying both the relevant stakeholders and the policy instruments which might be utilised.

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D'Costa, Anthony P. "Globalisation, crisis and industrial relations in the Indian auto industry." International Journal of Automotive Technology and Management 11, no. 2 (2011): 114. http://dx.doi.org/10.1504/ijatm.2011.039540.

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Sinha, Neena, Ajay K. Garg, Sanjay Dhingra, and Neelam Dhall. "Mapping the linkage between Organizational Culture and TQM." Benchmarking: An International Journal 23, no. 1 (February 1, 2016): 208–35. http://dx.doi.org/10.1108/bij-12-2014-0112.

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Purpose – The purpose of this paper is to examine the impact of Organisational Culture (OC) on total quality management (TQM) implementation in Indian small and medium enterprises (SMEs) in the auto component sector. Specifically; it attempts to propose a model linking OC and TQM for this sector. Design/methodology/approach – Survey method was used for data collection by targeting the whole population of 482 Indian auto component SMEs drawn from Auto Component Manufacturers Association members’ database. Out of 482, 150 completely filled questionnaires were taken for data analysis. Proposed relationships among identified dimensions of OC and TQM interventions have been validated through parameter estimation statistics and goodness-of-fit statistics using path analysis technique of structural equation modelling using AMOS 18.0. Findings – Based on the results, a culture influenced TQM model has been developed. The model demonstrates a linkage between cultural dimensions and TQM interventions, thereby suggesting that OC characterised by “openness”, “confrontation”, “trust”, “authenticity”, “proaction”, “autonomy”, “collaboration” and “experimentation” has a significant and positive impact on TQM implementation. Practical implications – The study presents many practical implications, specifically for quality managers in Indian auto component SMEs. The study has developed a culture influenced TQM model which identifies dimensions of OC that promote TQM implementation. The study also identifies various interventions of TQM in their order of significance, which can be used by SMEs in mapping the critical links between OC and TQM through this model. Thus, findings of the present study will help SMEs in this sector to move up the value chain and sustain their global competitiveness. Originality/value – The study provides a culture influenced TQM model which would assist managers in quality implementation in Indian auto component SMEs.

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Krishnamoorthy, K., and R. Vijayapriya. "Evaluation of financial soundness of Indian auto Ancillary industries using Altman Z-rate model." Accounting 9, no. 2 (2023): 67–72. http://dx.doi.org/10.5267/j.ac.2023.1.002.

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The automobile industry is an obvious indication of a country's economic development. Because it requires high performance and quality parts, it is also an innovation and comprehension intensive sector. Because of its deep forward and backward links with many key segments of the economy, the automobile sector is also prominent in India. Because of the strong supply support provided by various auto ancillary manufacturing companies, this sector has a strong multiplier effect and has the potential to be a driver of economic growth. The auto ancillary market is focused on the production and sale of transitional equipment and automotive parts used in the manufacture of automobiles. It is an important part of India's automotive industry. Such industries allow vehicle manufacturers to concentrate on their core competencies. The auto ancillary manufacturing Industry, with its high growth prospects, is one of the emerging industries in Indian markets. The Altman Z rating is a beneficial expedient for identifying a company's economic resilience and the probability of insolvency. The Z rating method was once used in this to find out to check the economic fitness of Indian auto ancillary manufacturing companies. The economic facts of 10 auto ancillary manufacturing companies listed groups on the National Stock Exchange (NSE) have been used to study each unique and rising market Altman Z rating formulae. The findings point out that not all the enterprises listed on the NSE are financially healthy. According to the study, some of the Indian auto ancillary manufacturing companies are sound and dependable without few companies, and some of the auto ancillary manufacturing companies are not likely to face monetary misery or insolvency soon.

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Sahoo, Tapan, D. K. Banwet, and K. Momaya. "Strategic technology management in the auto component industry in India." Journal of Advances in Management Research 8, no. 1 (May 24, 2011): 9–29. http://dx.doi.org/10.1108/09727981111129282.

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Wu, Yi, Xiao Han Hu, and Jing Nie. "An Empirical Study on Extended Producer Responsibility in Auto-Manufacturing Industry." Advanced Materials Research 225-226 (April 2011): 57–60. http://dx.doi.org/10.4028/www.scientific.net/amr.225-226.57.

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Extended producer responsibility has become an important managerial system to dematerialize our economy. This paper aims to verify the five promotional factors of extended producer responsibility, and to investigate its applicability in the auto-manufacturing industry. A questionnaire survey has been conducted in the auto-maufacturing industry, followed by principle component analysis and description analysis of the data collected. As a result, five promotional factors have been verified and auto-manufacturing industry is proved a promising industry in terms of EPR implementation. Future strategies are put forward based on the promotional factors.

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Singh, Rajesh K., Suresh K. Garg, and S. G. Deshmukh. "Strategy development for competitiveness: a study on Indian auto component sector." International Journal of Productivity and Performance Management 56, no. 4 (May 2007): 285–304. http://dx.doi.org/10.1108/17410400710745315.

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Mishra, Manit, and S. C. Sahoo. "Bajaj Auto Limited: Synergizing Product Engineering and Market Engineering Initiatives." Asian Case Research Journal 17, no. 02 (December 2013): 305–38. http://dx.doi.org/10.1142/s0218927513500144.

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The case chronicles the rise-fall-rise saga of the Indian two-wheeler major Bajaj Auto Limited from the perspective of product engineering and market engineering initiatives. The Indian two-wheeler industry went through a metamorphosis over the last two decades as consumer preference shifted from inconspicuous scooter to elegant motorcycle. Even as Bajaj implemented product and market engineering initiatives to satisfy changing consumer tastes, its market share was not a reflection of its efforts until it integrated these two vital domains. The case elucidates upon the decision situations encountered by the top management of Bajaj in its quest to attain consumer centricity through synergistic assimilation of product engineering skills and market engineering acumen. The case is divided into eight sections. The introduction section traces the history of Indian two-wheeler industry from the product and market engineering perspective and elucidates upon the challenge of creating a customer-centred company through synergistic assimilation of both these vital domains. The second section offers a view of the present two-wheeler industry landscape; critically evaluates the consumer value system to reveal the different benefit-based customer segments; and, documents the shifting loyalty of Indian consumers from archaic scooters to aesthetic motorcycles. The third section maps the industry in terms of price and engine capacity so as to sketch out the competitive scenario. The fourth section highlights the trials and tribulations that the organization has undergone on its way to learning the ropes towards better integration of product engineering and market engineering initiatives. The fifth section provides a description of the various product innovation measures taken by Bajaj in the decade gone by to win back its lost glory. The sixth section delineates Bajaj's endeavour in the last decade to harness latent consumer needs, wants and desires to its advantage. The section on competitors' product and market engineering strategies puts into perspective the product engineering and market engineering strategies of Bajaj's key competitors — Hero Honda and TVS. The case culminates with the conclusion section wherein the authors have discussed how the synergy achieved between the product engineering and market engineering initiatives in the last decade has catapulted Bajaj back into reckoning as a proactive player in the Indian two-wheeler industry.

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Dhall, Neelam, and Neena Sinha. "TQM in Indian auto component SMEs: role of contextual or institutional factors." International Journal of Entrepreneurship and Small Business 40, no. 4 (2020): 488. http://dx.doi.org/10.1504/ijesb.2020.10031116.

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Sinha, Neena, and Neelam Dhall. "TQM in Indian auto component SMEs: role of contextual or institutional factors." International Journal of Entrepreneurship and Small Business 40, no. 4 (2020): 488. http://dx.doi.org/10.1504/ijesb.2020.109012.

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Arokiaraj, David, Chandirasekaran Ganeshkumar, and Pascal Victer Paul. "Innovative management system for environmental sustainability practices among Indian auto-component manufacturers." International Journal of Business Innovation and Research 23, no. 2 (2020): 168. http://dx.doi.org/10.1504/ijbir.2020.10032331.

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Arokiaraj, David, Chandirasekaran Ganeshkumar, and Pascal Victer Paul. "Innovative management system for environmental sustainability practices among Indian auto-component manufacturers." International Journal of Business Innovation and Research 23, no. 2 (2020): 168. http://dx.doi.org/10.1504/ijbir.2020.110095.

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45

Kathuria, Lalit Mohan, and Jaspreet Singh. "Indian Auto Component Sector: A Perceptual Study of Small and Medium Enterprises." Asia-Pacific Journal of Management Research and Innovation 11, no. 4 (December 2015): 288–95. http://dx.doi.org/10.1177/2319510x15602968.

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46

Vaid, Jatin, Subodh Kesharwani, and Arvind Kumar Dubey. "A Study of MICE Tourism Dynamics in Auto Expo 2016." Global Journal of Enterprise Information System 8, no. 4 (April 14, 2017): 71. http://dx.doi.org/10.18311/gjeis/2016/15776.

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Business tourisms sector, which is also known as MICE – Meetings, Incentives, Conferences and Exhibitions Sector - is a high value, high visibility niche tourism sector. It is one of the fastest growing sectors of tourism industry. As per International Congress and Convention Association, International Convention Industry is estimated to be US $ 280 billion. India ranks 31st globally with a share of US $ 4.8 billion, and a potential to be among the top 20 destinations in the world for hosting international conventions, exhibitions and events. Auto Expo is Asia's largest automotive show. From providing a platform to the Indian automotive industry for showcasing its expertise to becoming a sourcing hub for the global automobile industry to launch itself in the Indian market, Auto Expo has evolved significantly since its inception in 1985. In view of the growth potential of business tourism sector and its impact on nation’s economy, this research paper envisages to contribute to the understanding of MICE Tourism dynamics in Auto Expo with respect to the perceptions of four key players, viz., delegates visiting the event; exhibitors; venue management; and key organizers. The study profiles the delegates and measures their perceptions with respect to their purpose of visit, and satisfaction levels in respect of venue infrastructural facilities and variety of automobiles exhibited. The paper also studies the various categories of organizations exhibiting in Auto Expo; their purpose of participation; the degree to which their business outcomes have been met; and their satisfaction levels with respect to venue infrastructure. The paper also discusses the roles and perceptions of key organizers like ACMA, CII and SIAM in sponsoring the event. Finally, it also studies the strategies formulated by India Expo Mart (Venue) in marketing Auto Expo to major stakeholders, thereby providing a comprehensive understanding of MICE Tourism dynamics.

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Mehra, Vikas. "Decision-Making: A Study of Intending Indian Car Buyer'S Consideration Set in the Small Car Market (Segment B)." Vision: The Journal of Business Perspective 9, no. 4 (October 2005): 43–50. http://dx.doi.org/10.1177/097226290500900404.

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The economic liberalization of 1991 turned the Indian economy into a competitive market-place. Every sector of the economy—whether industrial or consumer – was opened up to competition from global players. The Indian passenger car industry also attracted considerable attention both nationally and internationally, particularly in the last decade (post 1993). The industry attracted investment from domestic as well as overseas players. New players, who entered the country after auto sector de-licensing in 1993, created additional capacities and domestic players followed by augmenting their own capacities.

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Padmavathi, Uppugunduri. "Significance of financial leverage in capital structure decisions in indian auto mobile industry." ACADEMICIA: An International Multidisciplinary Research Journal 6, no. 9 (2016): 48. http://dx.doi.org/10.5958/2249-7137.2016.00052.5.

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Sahay, Arvind, and Gordhan Kumar Saini. "Indo-Thai FTA: Indian CTV/CPT and Auto Industry – A Desk Based Analysis." Foreign Trade Review 41, no. 3 (October 2006): 25–51. http://dx.doi.org/10.1177/0015732515060302.

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Joshi, Deepika, Bimal Nepal, Ajay Pal Singh Rathore, and Dipti Sharma. "On supply chain competitiveness of Indian automotive component manufacturing industry." International Journal of Production Economics 143, no. 1 (May 2013): 151–61. http://dx.doi.org/10.1016/j.ijpe.2012.12.023.

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