Academic literature on the topic 'INDIAN HATCHBACK MARKET'

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.

Subject area The major issues discussed in the case are related to first-mover advantage, segmenting, targeting and positioning and marketing strategy. Study level/applicability The case could be discussed in a postgraduate program for marketing and brand management and also for strategic management. It could also be used for an executive development program for marketing and business strategy. Case overview The present case is on the Renault Duster, a compact SUV (sports utility vehicle) launched by Renault India in 2012. Equipped with attractive design, innovative features and smart technology, the company used buzz marketing and social media marketing to promote the brand. Competitive pricing of Duster attracted both premium hatchback and sedan buyers in India as the company realized both sales and awards. However, sales started declining from the second half of 2013, and competition used both pricing strategy and exhaustive mass media advertising to compete with the Duster. The other cars from Renault India could not replicate the success of the Duster, which was contributing to around 80 per cent of the total sales of the company in India. Renault thus faced the challenge of losing their ground in the Indian market if they could not revive the sales of the Duster. Expected learning outcomes Product differentiation and brand positioning (the case is a good example of first-mover advantage); market segmentation and creating a new segment; branding strategy and the role of marketing communications in the same; analyze the role of a long term growth strategy and how it influences product/marketing strategy (business strategy course); understand the probable threats of business due to overdependence on one product (business strategy course); understand the impact of inter-firm rivalry on brandsuccess (business strategy course). Supplementary materials Teaching notes areavailable for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

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.

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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Maruti Suzuki India Limited, formerly known as Maruti Udyog Limited, India’s largest passenger car company is a subsidiary of the Japanese automotive manufacturer Suzuki accounting for over 50% of the domestic car market. The company was formed as a government company in 1981 and was sold to Suzuki Motor Corporation in 2003. Consumer behaviour, on the other hand is the study of when, why, how, and where people do or do not buy a product. It typically blends elements from psychology, sociology, social anthropology and economics. It basically attempts to analyse the trends behind the buyer decision making process, both individually and in groups. Customer behaviour study is based on consumer buying behaviour including the demographics and behavioural variables, with the customer playing the three distinct roles of user, payer and buyer. The main purpose of this study is to analyse and understand the consumer behaviour in the Indian Hatchback Automobile Industry majorly dominated by Maruti Suzuki India ltd., with a neck-to-neck competition between Maruti Suzuki WagonR and Maruti Suzuki Swift. The methodology used for completion of this project is basically using the secondary that is the data is available in the public domain like from the reports, articles, newspaper and the data that was made available by the company itself. Also, apart from this, primary data was collected using a questionnaire to know why Maruti Suzuki is the dominant player in the Indian Automobile Industry and to analyse the trends and patterns for buying Maruti Suzuki hatchback cars. The strategy utilized for fulfilment of this task is fundamentally utilizing the auxiliary that is the information is accessible in the public space like from the reports, articles, paper and the information that was made accessible by the actual organization. Likewise separated from this essential information was additionally gathered utilizing a Google structure so as to better understand the consumer’s perspective in the Indian Hatchback Market and to back up the research.

Abstract It has three brands in play, but only flagship Volkswagen (VW) has captured significant space in mind and market. Now, the German auto group is looking to unleash the collective power of Skoda, VW, and Audi in India with the prospect of more brands being launched. Lutz Kothe first stepped on Indian soil in 2008 to attend the Auto Expo in New Delhi. At 4 am the head of marketing at VW India strode into the Park Hotel and, when checking in, said he was from Volkswagen. The name didn’t ring a bell with the front office staff. That’s when Kothe learnt his first lesson: Europe’s largest carmaker was a virtually unknown entity in India. Lesson No 2 was to follow soon. Kothe walked into the VW pavilion at the Expo but he couldn’t see any cars on display. Kothe panicked as the VW global board was scheduled to stopover. Then he realized why he couldn’t see the cars: they were all covered in dust. Over the next couple of hours he scurried around and got the place spick and span—in the nick of time before the board visit. Kothe’s second takeaway: if VW has to get it right in the country, it needs to marry German planning with Indian ingenuity. By all accounts, VW has been getting better at that endeavour with every passing year. It entered India late, but in just four years since it set up India operations, the German carmaker has sold a little over 1 lakh cars (till October 2011). Its seven models of compacts, sedans, and luxury cars have helped VW carve out a 3.5% market share—something the Detroit giants have not been able to do after more than a decade in the country. What’s more, the VW group is not a one-horse wonder. Globally, it owns a clutch of marquee auto names, from Audi, Bentley, and Lamborghini to Porsche, SEAT, and Skoda. In India, the group is present with three of these brands—Skoda came in first a decade ago, and Audi and VW hit Indian roads in 2007. The troika has still to collectively pull its weight in the group’s quest to become a carmaker to reckon with. But if ever there was a time to get the show on the road, it is now. The current slowdown notwithstanding, demand for and interest in passenger vehicles-from small cars to high-end luxury coupes-have heightened. That has emboldened the VW group to consider getting in more of its brands into the country-one-time Spanish auto major SEAT is likely to be brought in under the VW umbrella, as are luxury brands Porsche and Lamborghini (currently, they are imported by independent dealers). The Long Road Ahead Even as things stand today, the presence and power of multiple brands—VW, Skoda, and Audi—gives VW a distinct edge over many of its multinational competitors. ‘No other car maker with every model being so distinct,’ says John Chacko, VW group chief representative for India. ‘But naturally it will be the core brand that will have a lot of load on itself, in terms of (absorbing) investment, suppliers and volumes,’ adds Chacko. Backed by hatchback Polo and sedan Vento, the ‘core brand’s’ sales jumped 10-fold in 2010 to 32,627 units over a year ago. Till October 2011, that figure had more than doubled to a little over 66,000. Like most global carmakers, VW has adopted a top-down strategy, entering with the Passat and the Jetta (a large and a small family car, respectively). But it was only after the entry of the Polo (in early 2010) and the Vento (in mid-2010) that the pace of VW’s sales quickened. The company is now eyeing a market share of 10% by 2015. A chunk of that growth will come from the launch of the compact car up in a segment one rung lower than the Polo, by early 2013, benefits across the three brands. One synergy is in manufacturing. In 2006, VW invested Rs 3,300 crore in a factory in Chakan on the outskirts of Pune to produce the high-volume Polo and Vento. The unit, which can produce 1,30,000 units annually, also makes the premium compact, the Skoda Fabia, and will also roll out the soon-to-be-launched Skoda Rapid sedan.