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The Automotive industry in India is one of the largest in the world and one of the fastest growing globally. India's passenger car and commercial vehicle manufacturing industry is thesixth largest in the world, with an annual production of more than 3.9 million units in 2 !!."ccording to recent reports, India overtoo# $ra%il and became the sixth largest passenger vehicle producer in the world &beating such old and new auto ma#ers as $elgium, 'nited (ingdom, Italy, )anada, *exico, +ussia, ,pain, -rance, $ra%il., growing !/ to !0 per cent to sell around three million units in the course of 2 !!1!2.In 2 9, India emerged as "sia's fourth largest exporter of passenger cars, behind 2apan, ,outh (orea, and Thailand. In 2 ! , India beat Thailand to become "sia's third largest exporter of passenger cars. "s of 2 ! , India is home to 3 million passenger vehicles. *ore than 3.4 million automotive vehicles were produced in India in 2 ! &an increase of 33.95., ma#ing the country the second &after )hina. fastest growing automobile mar#et in the world. "ccording to the ,ociety of Indian "utomobile *anufacturers, annual vehicle sales are pro6ected to increase to 7 million by 2 !7 and more than 9 million by 2 2 . $y 2 7 , the country is expected to top the world in car volumes with approximately /!! million vehicles on the nation's roads. The ma6ority of India's car manufacturing industry is based around three clusters in the south, west and north. The southern cluster consisting of )hennai and $angalore is the biggest with 375 of the revenue share. The western hub near *umbai and 8une contributes to 335 of the mar#et and the northern cluster around the 9ational )apital +egion contributes 325. )hennai, is also referred to as the :Detroit of India:with the India operations of-ord, ;yundai, +enault, *itsubishi, 9issan, $*<, ;industan *otors, =aimler, )aparo, and8," 8eugeot )itro>n is about to begin their operations by 2 !3. )hennai accounts for / 5 of the country's automotive exports. ?urgaon and *anesar in ;aryana form the northern cluster where the country's largest car manufacturer, *aruti

,u%u#i, is based.The)ha#an corridor near 8une, *aharashtra is the western cluster with companies li#e ?eneral *otors, @ol#swagen, ,#oda, *ahindra and *ahindra, Tata *otors, *ercedes $en%, Aand +over, -iat and -orce *otors having assembly plants in the area. "urangabad with"udi, ,#oda and @ol#swagen also forms part of the western cluster. "nother emerging cluster is in the state of ?u6arat with manufacturing facility of ?eneral *otors in ;alol and further planned for Tata 9ano at their plant in ,anand. -ord, *aruti ,u%u#i and 8eugeot1)itroen plants are also set to come up in ?u6arat. (ol#ata with ;industan *otors, 9oida with ;onda and $angalore with Toyota are some of the other automotive manufacturing regions around the country.

Overview
The Indian "utomobile Industry manufactures over !! million vehicles and exports about !.7 million each year. The dominant products of the industry are two1wheelers with a mar#et share of over 475 and passenger cars with a mar#et share of about !/5.)ommercial vehicles and three1wheelers share about 95 of the mar#et between them. "bout 9!5 of the vehicles sold are used by households and only about 95 for commercial purposes. The industry has a turnover of more than ',= B37 billion and provides direct and indirect employment to over !3 million peopleC The supply chain is similar to the supply chain of the automotive industry in Durope and "merica. Interestingly, the level of trade exports in this sector in India has been medium and imports have been low. ;owever, this is rapidly changing and both exports and imports are increasing. The demand determinants of the industry are factors li#e affordability, product innovation, infrastructure and price of fuel. "lso, the basis of competition in the sector is high and increasing, and its life cycle stage is growth. <ith a rapidly growing middle class, all the advantages of this sector in India are yet to be leveraged.

<ith a high cost of developing production facilities, limited accessibility to new technology, and increasing competition, the barriers to enter the Indian "utomotive sector are high. En the other hand, India has a well1developed tax structure. The power to levy taxes and duties is distributed among the three tiers of ?overnment. The cost structure of the industry is fairly traditional, but the profitability of motor vehicle manufacturers has been rising over the past five years. *a6or players, li#e Tata *otors and *aruti ,u%u#i have material cost of about 0 5 but are recording profits after tax of about /5 to !!5. The level of technology change in the *otor vehicle Industry has been high but, the rate of change in technology has been medium. Investment in the technology by the producers has been high. ,ystem1suppliers of integrated components and sub1systems have become the order of the day. ;owever, further investment in new technologies will help the industry be more competitive. Ever the past few years, the industry has been volatile. )urrently, India's increasing per capita disposable income which is expected to rise by ! /5 by 2 !7 and growth in exports is playing a ma6or role in the rise and competitiveness of the industry. Tata *otors is leading the commercial vehicle segment with a mar#et share of about /35. *aruti ,u%u#i is leading the passenger vehicle segment with a mar#et share of 3/5.;yundai *otor India Aimited and *ahindra and *ahindra are focusing expanding their footprint in the overseas mar#et. ;ero *oto)orp is occupying over 3!5 and sharing 2/5 of the two1wheeler mar#et in India with$a6a6 "uto. $a6a6 "uto in itself is occupying about 705 of the three1wheeler mar#et. )onsumers are very important of the survival of the *otor @ehicle manufacturing industry. In 2 01 9, customer sentiment dropped, which burned on the augmentation in demand of cars. ,teel is the ma6or input used by manufacturers and the rise in price of steel is putting a cost pressure on manufacturers and cost is getting transferred to the end consumer. The price of oil and petrol affect the driving habits of consumers and the type of car they buy.

The #ey to success in the industry is to improve labour productivity, labour flexibility, and capital efficiency. ;aving Fuality manpower,infrastructure improvements, and raw material availability also play a ma6or role. "ccess to latest and most efficient technology and techniFues will bring competitive advantage to the ma6or players. 'tilising manufacturing plants to optimum level and understanding implications from the government policies are the essentials in the "utomotive Industry of India. $oth, Industry and Indian ?overnment are obligated to intervene the Indian "utomotive industry. The Indian government should facilitate infrastructure creation, create favourable and predictable business environment, attract investment and promote research and development. The role of Industry will primarily be in designing and manufacturing products of world1class Fuality establishing cost competitiveness and improving productivity in labour and in capital. <ith a combined effort, the Indian "utomotive industry will emerge as the destination of choice in the world for design and manufacturing of automobiles.The Indian mar#et offers endless possibilities for investors.

History
The first car ran on India's roads in !094. 'ntil the !93 s, cars were imported directly, but in very small numbers. Dmbryonic automotive industry emerged in India in the !93 s. *ahindra G *ahindra was established by two brothers as a trading company in !937, and began assembly of 2eep )213" utility vehicles under license from <illys. The company soon branched out into the manufacture of light commercial vehicles &A)@s. and agricultural tractors. -ollowing the independence, in !934, the ?overnment of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. ;owever, the growth was relatively slow in the !97 s and !9/ s due to nationalisation and the license ra6 which hampered the

Indian private sector. Total restrictions for import of vehicles were set and after !94 the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. )ars were still a ma6or luxury. 2apanese manufacturers entered the Indian mar#et ultimately leading to the establishment of*aruti 'dyog. " number of foreign firms initiated 6oint ventures with Indian companies. In the !90 s, a number of 2apanese manufacturers launched 6oint1 ventures for building motorcycles and light commercial1vehicles. It was at this time that the Indian government chose ,u%u#i for its 6oint1 venture to manufacture small cars. -ollowing the economic liberali%ation in !99! and the gradual wea#ening of the license ra6, a number of Indian and multi1national car companies launched operations. ,ince then, automotive component and automobile manufacturing growth has accelerated to meet domestic and export demands. -ollowing economic liberali%ation in India in !99!, the Indian automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. ,everal Indian automobile manufacturers such as Tata *otors, *aruti,u%u#i and *ahindra and *ahindra, expanded their domestic and international operations. India's robust economic growth led to the further expansion of its domestic automobile mar#et which has attracted significant India1specific investment by multinational automobile manufacturers. In -ebruary 2 9, monthly sales of passenger cars in India exceeded ! , units and have since grown rapidly to a record monthly high of !02,992 units in Ectober 2 9. -rom 2 3 to 2 ! , car sales in India have progressed at a )"?+ of !3.45, and with only ! 5 of Indian households owning a car in 2 9 &whereas this figure reaches 0 5 in ,wit%erland for example. this progression is unli#ely to stop in the coming decade.)ongestion of Indian roads, more than mar#et demand, will li#ely be the limiting factor. ,I"* is the apex industry body representing all the vehicle manufacturers, home1grown and international, in India

Industry Definition
This class consists of units mainly engaged in manufacturing motor vehicles or motor vehicle engines. 8roducts and ,ervices The primary activities of this industry areH *otor cars manufacturing *otor vehicle engine manufacturing The ma6or products and services in this industry areH 8assenger motor vehicle manufacturing segment &8assenger )ars, 'tility @ehicles G *ulti 8urpose @ehicles. )ommercial @ehicles &*edium G ;eavy and Aight )ommercial @ehicles. Two <heelers Three <heelers ,upply )hain of "utomobile Industry The supply chain of automotive industry in India is very similar to the supply chain of the automotive industry in Durope and "merica. The orders of the industry arise from the bottom of the supply chain i. e., from the consumers and go through the automa#ers and climbs up until the third tier suppliers. ;owever, the products, as channelled in every traditional automotive industry, flow from the top of the supply chain to reach the consumers. "utoma#ers in India are the #ey to the supply chain and are responsible for the products and innovation in the industry. The description and the role of each of the contributors to the supply chain are discussed below. Third Tier ,uppliersH These companies provide basic products li#e rubber, glass, steel, plastic and aluminium to the second tier suppliers. ,econd Tier ,uppliersH These companies design vehicle systems or bodies for -irst Tier ,uppliers and ED*s. They wor# on designs provided by the first tier suppliers or ED*s. They also provide engineering resources for detailed designs. ,ome of their services may include welding, fabrication, shearing, bending etc.

-irst Tier ,uppliersH These companies provide ma6or systems directly to assemblers. These companies have global coverage to follow their customers to various locations around the world. They design and innovate to provide :blac#1box: solutions for the reFuirements of their customers. $lac#1box solutions are solutions created by suppliers using their own technology to meet the performance and interface reFuirements set by assemblers. -irst tier suppliers are responsible not only for the assembly of parts into complete units li#e dashboard, bra#es1axle1suspension,seats, or coc#pit but also for the management of second1tier suppliers. "utoma#ersI@ehicle *anufacturersIEriginal DFuipment *anufacturers &ED*s.H "fter researching consumers' wants and needs, automa#ers begin designing models which are tailored to consumers' demands. The design process normally ta#es five years. These companies have manufacturing units where engines are manufactured and parts supplied by first tier suppliers and second tier suppliers are assembled. "utoma#ers are the #ey to the supply chain of the automotive industry. Dxamples of these companies are Tata *otors,*aruti ,u%u#i, Toyota, and ;onda. Innovation, design capability and branding are the main focus of these companies. =ealersH Ence the vehicles are ready they are shipped to the regional branch and from there, to the authorised dealers of the companies. The dealers then sell the vehicles to the end customers. 8arts and "ccessoryH These companies provide products li#e tires, windshields, and air bags etc. to automa#ers and dealers or directly to customers. ,ervice 8rovidersH ,ome of the services to the customers include servicing of vehicles, repairing parts, or financing of vehicles. *any dealers provide these services but, customers can also choose to go to independent service providers.

Automobile production

Type of Vehicl e

20042005

20052006

20062007

20072008

20082009

20092010

20102011

Passenger Vehiclels 1,209,87 1,309,30 1,545,22 1,777,58 1,838,69 2,357,41 2,987,296 6 0 3 3 7 1

Commerc ial 353,703 391,083 519,982 549,006 417,126 567,556 752,735 Vehicles Three 374,445 434,423 556,126 500,660 501,030 619,194 799,553 Wheelers Two 6,529,82 7,608,69 8,466,66 8,026,68 8,418,62 10,512,9 13,376,45 Wheeler 9 7 6 1 6 03 1 8,467,85 9,743,50 11,087,9 10,853,9 11,175,4 14,057,0 17,916,03 3 3 97 30 79 64 5

Total

Automobile sales
Type of Vehicle 20042005 20052006 20062007 20072008 20082009 20092010 20102011

Passenger 1,061,57 1,143,07 1,549,88 1,552,70 1,379,979 1,951,333 2,520,421 Vehicles 2 6 2 3 Commerc ial 318,430 351,041 467,765 490,494 384,194 532,721 676,408 Vehicles Three 307,862 359,920 403,910 364,781 349,727 440,392 526,022 Wheelers Two 6,209,76 7,052,39 7,249,27 7,437,61 11,790,30 7,872,334 9,370,951 Wheelers 5 1 8 9 5 15,593,15 7,897,62 8,906,42 10,123,98 9,654,43 9,724,24 12,295,39 6 9 8 8 5 3 7

Total

Product and service segmentation
The automotive industry of India is categorised into passenger cars, two1wheelers, commercial vehicles and three1wheelers, with two1 wheelers dominating the mar#et. *ore than 475 of the vehicles sold are two1wheelers. 9early 795 of these two1wheelers sold weremotorcycles and about !25 were scooters. *opeds occupy a small portion in the two1wheeler mar#et howeverJ electric two1 wheelers are yet to penetrate. The passenger vehicles are further categorised into passenger cars, utility vehicles and multi1purpose vehicles. "ll sedan, hatchbac#,

station wagon and sports cars fall under passenger cars. Tata 9ano is the world's cheapest passenger car, manufactured by Tata *otors 1 a leading automa#er of India. *ulti1purpose vehicles or people1carriers are similar in shape to a van and are taller than a sedan, hatchbac# or a station wagon, and are designed for maximum interior room. 'tility vehicles are designed for specific tas#s. The passenger vehicles manufacturing account for about !75 of the mar#et in India. )ommercial vehicles are categorised into heavy, medium and light. They account for about 75 of the mar#et. Three1wheelers are categorised into passenger carriers and goods carriers. Three1 wheelers account for about 35 of the mar#et in India. Segment Passenger Car !"# $tilit% Vehicles !$Vs# !"# &'lti P'r(ose !&PVs# !"# Vehicles 2003-04 2004-05 2005-06 2006-07 2007-08 10 22 2 15 10 39 2 23 9 91 2 18 10 65 2 18 12 42 2 39

0 87

0 82

0 75

0 82

0 98

Total Passenger Vehicles !"# 13 25 Passenger Carriers !"# )oo*s Carriers !"# 0 36 2 01

13 44 0 32 2 19

12 83 0 32 2 01

13 65 0 28 2 44

15 79 0 43 2 10

Total Medium & Heavy 2 37 Commercial Vehicles !"#

2 51

2 33

2 73

2 53

Segment Passenger Carriers !"# )oo*s Carriers !"# Total Light Vehicles !"# Commercial

2003-04 2004-05 2005-06 2006-07 2007-08 0 28 1 17 0 25 1 27 0 25 1 36 0 24 1 67 0 32 1 77

1 45

1 52

1 61

1 90

2 10

Total Commercial Vehicles 3 82 !"# Passenger Carriers !"# )oo*s Carriers !"# Total Three Wheelers !"# +coters,+cooterettee !"# &otorc%cles,+te(-Thro'ghs !"# &o(e*s !"# .lectric Two Wheelers !"# Total Two Wheelers !"# 2 56 1 61 4 17 13 01

4 03

3 94

4 63

4 63

2 17 1 73 3 90 11 68

2 39 1 65 4 04 10 21

2 34 1 65 4 00 9 31

2 51 1 51 4 01 11 57

61 24

62 86

65 24

64 83

59 35

4 52 78 76

4 08 78 63

3 74 79 18

3 52 0 07 77 73

4 47 0 19 75 57

Segment

2003-04 2004-05 2005-06 2006-07 2007-08 100 00

Grand Total !"#

100 00

100 00

100 00

100 00

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*aruti ,u%u#i

is India and 9epal's leading automobile manufacturer and the mar#et leader in the car segment, both in terms of volume of vehicles sold and revenue earned. 'ntil recently, !0.205 of the company was owned by the Indian government, and 73.25 by ,u%u#i of 2apan. The $281led government held an initial public offering of 275 of the company in 2une 2 3. "s of ! *ay 2 4, the government of India sold its complete share to Indian financial institutions and no longer has any sta#e in *aruti 'dyog. Maruti Udyog Limited (MUL was established in -ebruary !90!, though the actual production commenced in !903 with the *aruti 0 , based on the ,u%u#i "lto #ei car which at the time was the only modern car available in India, its only competitors1 the ;industan "mbassador and 8remier 8admini were both around 27 years out of date at that point. Through 2 3, *aruti ,u%u#i has produced over 7 *illion vehicles. *aruti ,u%u#is are sold in India and various several other countries, depending upon export orders. *odels similar to *aruti ,u%u#is &but not manufactured by *aruti 'dyog. are sold by ,u%u#i *otor )orporation and manufactured in 8a#istan and other,outh "sian countries. The company exports more than 7 , cars annually and has an extremely large domestic mar#et in India selling over 43 , cars annually. *aruti 0 , till 2 3, was the India's largest selling compact car ever since it was launched in !903. *ore than a million units of this car have been sold worldwide so far. )urrently, *aruti ,u%u#i "lto tops the sales charts but *aruti ,u%u#i's ,wift has ta#en over this titles by !9 models in "pril 2 !2.The company imports diesel

engines for all maruti ,u%u#i cars from the fiat motors the great Italian company.The ?erman car company @ol#swagen has a !9.95 non1 controlling shareholding in ,u%u#i *otor )orporation. tpHIIwww.thehindubusinessline.comIcompaniesIarticle3349337.eceK titleL*aruti sales fall 75 in *ay K dateL ! 6'9D2 !2MM =ue to the large number of *aruti 0 s sold in the Indian mar#et, the term :*aruti: is commonly used to refer to this compact car model. Its manufacturing facilities are located at two facilities ?urgaon and *anesar south of =elhi. *aruti ,u%u#iNs ?urgaon facility has an installed capacity of 9 , units per annum. The *anesar facilities, launched in -ebruary 2 4 comprise a vehicle assembly plant with a capacity of 77 , units per year and a =iesel Dngine plant with an annual capacity of ! , engines and transmissions. *anesar and ?urgaon facilities have a combined capability to produce over !3, 7 , units annually. *ore than half the cars sold in India are *aruti ,u%u#i cars. The company is a subsidiary of ,u%u#i *otor )orporation, 2apan, which owns 73.2 per cent of *aruti ,u%u#i. The rest is owned by public and financial institutions. It is listed on the $ombay ,toc# Dxchange and 9ational ,toc# Dxchange of India. =uring 2 41 0, *aruti ,u%u#i sold 4/3,032 cars, of which 73, 23 were exported. In all, over six million *aruti ,u%u#i cars are on Indian roads since the first car was rolled out on !3 =ecember !903. *aruti ,u%u#i offers !7 models, *aruti 0 , "lto, <agon+, Dstilo,"1 star, +it%, ,wift, ,wift =Oire, ,P3, Emni, Deco, ?ypsy, ?rand @itara, (i%ashi and the newly launched Drtiga. ,wift, ,wift =Oire, "1 star and ,P3 are manufactured in *anesar, ?rand @itara and (i%ashi are imported from 2apan as completely built units&)$'., remaining all models are manufactured in *aruti ,u%u#i's ?urgaon 8lant. The company is believed to be moving towards introduction of a new version of *aruti 0 by 9ovember 2 !2, which will be more fuel efficient, though slightly costlier than "lto and existing *aruti 0 . ,u%u#i *otor )orporation, the parent company, is a global leader in mini and compact cars for three decades. ,u%u#iNs technical superiority lies in its ability to pac# power and performance into a

compact, lightweight engine that is clean and fuel efficient. 9early 47, people are employed directly by *aruti ,u%u#i and its partners. It has been rated first in customer satisfaction among all car ma#ers in India from !999 to 2 9 by 2 = 8ower "sia 8acific. *aruti ,u%u#i will be introducing new 0 cc model by =iwali in 2 !2.The model is supposed to be fuel efficient, hence more expensive

!oint venture related issues
+elationship between the ?overnment of India, under the 'nited -ront &India. coalition and ,u%u#i *otor )orporation over the 6oint venture was a point of heated debate in the Indian media till ,u%u#i *otor )orporation gained the controlling sta#e. This highly profitable 6oint venture that had a near monopolistic trade in the Indian automobile mar#et and the nature of the partnership built up till then was the underlying reason for most issues. The success of the 6oint venture led ,u%u#i to increase its eFuity from 2/5 to 3 5 in !904 and further to 7 5 in !992. In !902 both the venture partners had entered into an agreement to nominate their candidate for the post of *anaging =irector and every *anaging =irector will have tenure of five years +.). $hargava was the initial managing director of the company since the inception of the 6oint venture. Till today he is regarded as instrumental for the success of *aruti ,u%u#i. 2oining in !902 he held several #ey positions in the company before heading the company as *anaging =irector. )urrently he is on the $oard of =irectors. "fter completing his five year tenure, *r. $hargava later assumed the office of 8art1Time )hairman. The ?overnment nominated *r. ,.,.A.9. $has#arudu as the *anaging =irector on 24 "ugust !994. *r. $has#arudu had 6oined *aruti ,u%u#i in !903 after spending 2! years in the 8ublic sector underta#ing $harat ;eavy Dlectricals Aimited as ?eneral *anager. In !904 he was promoted as )hief ?eneral *anager. In !900 he was named =irector, 8roductions and 8ro6ects. The next year &!909. he was named =irector of *aterials and in !993 he became 2oint *anaging =irector.

,u%u#i *otor )orporation didn't attend the "nnual ?eneral *eeting of the $oard with the reason of it being called on a short notice.Aater ,u%u#i *otor )orporation went on record to state that $has#arudu was :incompetent: and wanted someone else. ;owever, the *inistry of Industries, ?overnment of India refuted the charges. *edia stated from the *aruti ,u%u#i sources that $has#arudu was interested to indigenise most of components for the models including gear boxes especially for *aruti 0 . ,u%u#i also felt that $has#arudu was a proxy for the ?overnment and would not let it increase its sta#e in the venture.If *aruti ,u%u#i would have been able to indigenise gear boxes then *aruti ,u%u#i would have been able to manufacture all the models without the technical assistance from ,u%u#i. Till today the issue of locali%ation of gear boxes is highlighted in the press

Industrial relations
,ince its founding in !903, *aruti 'dyog Aimited experienced few problems with its labour force. The Indian labour it hired readily accepted 2apanese wor# culture and the modern manufacturing process. In !994, there was a change in ownership, and *aruti became predominantly government controlled. ,hortly thereafter, conflict between the 'nited -ront ?overnment and ,u%u#i started. Aabour unrest started under management of Indian central government. In 2 , a ma6or industrial relations issue began and employees of *aruti went on an indefinite stri#e, demanding among other things, ma6or revisions to their wages, incentives and pensions. Dmployees used slowdown in Ectober 2 , to press a revision to their incentive1lin#ed pay. In parallel, after elections and a new central government led by 9=" alliance, India pursued a disinvestments policy. "long with many other government owned companies, the new administration proposed to sell part of its sta#e in *aruti ,u%u#i in a public offering. The wor#er's union opposed this sell1off plan on the grounds that the company will lose a ma6or business advantage of being subsidised by the ?overnment, and the union has better protection while the company remains in control of the government.

The standoff between the union and the management continued through 2 !. The management refused union demands citing increased competition and lower margins. The central government prevailed and privati%ed *aruti in 2 2. ,u%u#i became the ma6ority owner of *aruti 'dyog Aimited

"urrent Modals of Maruti #u$u%i
0 &Aaunched !903. 2. Emni &Aaunched !903. 3. ?ypsy &launched !907. 3. <agon+ &Aaunched !999. 7. "lto &Aaunched !994. /. ,wift &Aaunched 2 7. 4. Dstilo &Aaunched 2 4. 0. ,P3 &Aaunched 2 4. 9. ,wift =Oire &Aaunched 2 0. ! . "1star &Aaunched 2 0. !!. +it% &Aaunched 2 9. !2. Deco &Aaunched 2 ! .
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History
"udi has been selling Auxury cars in India the Audi India was established in *arch of@ol#swagen ?roup ,ales India. "udi is countries worldwide and since 2 3J "udi products on the Indian mar#et. since 2 3, however 2 4 as a division represented in !! has been selling its

In *arch 2 4, "udi set up its own sales company for India. $y establishing "udi India as a =ivision of @ol#swagen ?roup ,ales India 8vt. Atd. in *umbai, "udi is ma#ing a clear long1term statement in the country with ambitious growths plans. "udiNs goal is to become the leading automobile luxury brand in the Indian mar#et in the next few years.

The "udi India strategy encompasses significant investments in branding, mar#eting, exclusive dealerships and after sales service for the upcoming years. "t present, "udi is assembling the "udi "/ and the "udi "3 for the Indian mar#et in "urangabad. Manufacturing facilities

Audi India uses Q#oda "uto India 8rivate Aimited manufacturing facilities in "urangabad, *aharashtra to assemble the "udi "3 and"udi "/ models locally. "udi productions at Q#oda "uto, "urangabad Manufactured&assembled locally
  

"udi "3 "udi "/ "udi R7

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"udi "4 "udi "0 &A<$ only. "udi TT &3.2 -,I @/ only. "udi +,7 "udi +0 @0 and "udi +0 @! "udi R4

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$*<I9=I"

'M( India is a ! 5 subsidiary of the $*< ?roup headFuartered at ?urgaon near 9ew =elhi in the 9ational )apital +egion. $*< India also has its own manufacturing facility in)hennai.

Operations
Till date $*< ?roup has invested more than +s !0 )rores in India. The wide range of $*< activities in India include the establishment of a production plant in )hennai, Tamil 9adu, parts warehouse in *umbai and development of a dealer organi%ation across ma6or metropolitan centers of the country. The $*< 8lant at )hennai produces among others, the $*< 3 ,eries, $*< 7 ,eries, $*< P! in petrol and diesel variants and the $*< 4 series. The new $*< P3 is also produced. The $*< 8lant )hennai has the capacity to produce !!, units per year on a double shift basi

)mployees
The total number of employees at $*< India is !3 6obs will be created in the dealer and service networ#. Dealers*ips $*< India is the pioneer in bringing luxurious dealerships to India. $*< India has set a decisive course by setting up $*< dealerships of international standards across the country. $*< India has also set very high standards in service Fuality and customer care. $y end of 2 !2, $*< India will aggressively expand its dealer networ# by increasing the number of outlets to 3 across ma6or metropolitan centers and emerging mar#ets in India &from the present 22 outlets.. )urrently, $*< India is present at 22 locations in the Indian mar#etH "hmedabad 1 8arsoli *otors, $angalore 1 9avnit . 'p to !2

*otors,$hubaneswar 1 E,A 8restige, (o%hi#ode 1 8latino )lassic, )handigarh 1 (rishna "utomobiles, )hennai 1 ('9 Dxclusive, )oimbatore 1 ('9 Dxclusive, =elhi 1 $ird "utomotive, =eutsche *otoren, ?oa 1 $avaria *otors, ;yderabad 1 ('9 Dxclusive, Indore 1 Infinity )ars,2aipur 1 ,anghi )lassic, (ochi 1 8latino )lassic, (ol#ata 1 E,A 8restige, Audhiana 1 (rishna "utomobiles, *umbai 1 Infinity )ars, 9avnit *otors, 9agpur 1 *unich *otors, 8une 1 $avaria *otors, +aipur 1 *unich *otors, ,urat 1 8arsoli *otors.

Models
$*< India produces the following models at its factory in )hennai $*< 3 ,eries &$*< 32 i, $*< 32 d, $*< 32 d =ynamic, $*< 32 d Dxclusive. $*< 7 ,eries &$*< 723i, $*< 72 d, $*< 727d, $*< 73 d. $*< P! &$*< P! s=rive!0i, $*< P! s=rive2 d, $*< P! s=rive2 d Dxclusive. $*< P &P3 x=rive3 d, P3 x=rive2 d. It imports the following )$' manufactured models in IndiaH $*< 3 ,eries &$*< 33 d )onvertible. $*< 7 ,eries &$*< 737i. $*< ?ran Turismo 'M( +inancial #ervices India $*< -inancial ,ervices India is a ! 5 subsidiary of the $*< ?roup and is headFuartered in ?urgaon &9ational )apital +egion.. $*< -inancial ,ervices operates as a 9on1$an#ing -inance )ompany &9$-). in India. $*< -inancial ,ervices operates with its three business linesH +etail -inance, )ommercial -inance and Insurance ,olutions &through cooperation partners.. The services offered through $*< -inancial ,ervices are significantly valuable to

the premium clientele in India who reFuire exclusive and flexible financial solution

International Purc*ase Office
The International 8urchasing Effice &I8E. established at $*< IndiaNs ;eadFuarters in ?urgaon identifies and assesses potential suppliers for $*<, *I9I, and $*< *otorcycles ta#ing into account $*< ?roupNs reFuirements for Fuality, technology and logistics. The I8E strongly focuses on increasing the sourcing of production material &components. as well as IT and engineering services from India to the $*< ?roup International 8roduction 9etwor#.

,*e 'M( -roup
The $*< ?roup is one of the most successful manufacturers of automobiles and motorcycles in the world with its $*<, *I9I and +olls1+oyce brands. "s a global company, the $*< ?roup operates 27 production and assembly facilities in !3 countries and has a global sales networ# in more than !3 countries. =uring the financial year 2 ! , the $*< ?roup sold !.3/ million cars and more than !! , motorcycles worldwide. The profit before tax for 2 ! was euro 3.0 billion on revenues amounting to euro / .7 billion. "t 3! =ecember 2 ! , the $*< ?roup had a wor#force of approximately 97,7 employees. The success of the $*< ?roup has always been built on long1term thin#ing and responsible action. The company has therefore established ecological and social sustainability throughout the value chain, comprehensive product responsibility and a clear commitment to conserving resources as an integral part of its strategy. "s a result of its efforts, the $*< ?roup has been ran#ed industry leader in the =ow 2ones ,ustainability Indexes for the last seven years.

Merce$e&-5en! #n$ia
Merce$e&-5en! #n$ia '/t6 %t$6

Type #n$ &try *o n$e$ +ea$, arter& -ey people 'ro$ ct&

+'/si*iar% 3'tomoti7e 1994 P'ne, &aharashtra, 5n*ia Peter T @onegg 8'?'r% Vehicles Commercial Vehicles 800 !2007# 9aimler 3) www merce*es-/en: co in

1mployee& 'arent 2e3&ite

Mercedes.'en$ India is a subsidiary of =aimler "? based in India.

History
=aimler entered the Indian mar#et and set up *ercedes1$en% India Atd in !993. The company was later renamed =aimler)hrysler India 8rivate Atd after the merger of parent company =aimler with )hrysler. "fter =aimler)hrysler sold off most of its eFuity interests in )hrysler in 2 4, it changed its name to =aimler "?. "s a result, =aimler)hrysler India was renamed Mercedes-Benz India once again. *ercedes1$en% India is a ! 51owned subsidiary of =aimler "?. The company is based in 8une. *ercedes1$en% reached the top ! most trusted brands of India published by The $rand Trust +eport and also won the $est $rand "ward by "uto India $est $rand "wards 2 !!. *ercedes1$en% launched its third generation *1)lass sports utility vehicle &,'@. on !7 *ay 2 !2, in 9ew =elhi. Manufacturing facilities =aimler has a commercial vehicle plant outside of )hennai which it is currently upgrading with an investment of 4 million Duros. The passenger cars manufacturing plant is located in 8une. Models The )1)lass and D1)lass are assembled locally while others are fully imported from ?ermany.

/e*icles Manufactured&assembled locally
 

*ercedes1$en% )1)lass &,edan only. *ercedes1$en% D1)lass &,edan, )oupe, and )abrio.

Imported
       

*ercedes1$en% )A1)lass *ercedes1$en% )A,1)lass *ercedes1$en% ?A1)lass *ercedes1$en% *1)lass *ercedes1$en% +1)lass *ercedes1$en% ,1)lass *ercedes1$en% ,A1)lass *ercedes1$en% ,A(1)lass

;yundai *otor India Aimited +y n$ai %imite$ Motor #n$ia

Type #n$ &try *o n$e$ +ea$, arter& -ey people 'ro$ ct& 'arent 2e3&ite

+'/si*iar% 3'tomoti7e 6 &a% 1996 Chennai, 5n*ia &r 0o +hin +eo !&9# 3'tomo/iles @%'n*ai &otor Com(an% www h%'n*ai co in

Hyundai Motor India Limited is a wholly owned subsidiary of the ;yundai *otor )ompany in India. It is the 2nd largest automobile manufacturer in India after *aruti ,u%u#i.

;I,TE+S
;*IA's first car, the ;yundai ,antro was launched in 23 ,eptember !990 and was a runaway success. <ithin a few months of its inception ;*IA became the second largest automobile manufacturer and the largest automobile exporter in India.;yundai *otor India Aimited &;*IA. is a wholly owned subsidiary of ;yundai *otor

)ompany &;*)., ,outh (orea and is the largest passenger car exporter and the second largest car manufacturer in India. ;*IA presently mar#ets / models of passenger cars across segments. The "2 segment includes the ,antro, i! and the i2 , the "3 segment includes the "ccent and the @erna, the "7 segment includes the ,onata Transform and the ,'@ segment includes the ,anta -e. ;*IANs manufacturing plant near )hennai claims to have the most advanced production, Fuality and testing capabilities in the country. To cater to rising demand, ;*IA commissioned its second plant in -ebruary 2 0, which produces an additional 3 , units per annum, raising ;*IANs total production capacity to / , units per annum. ;*IA has set up a research and development facility in the cyber city of ;yderabad. "s ;*)Ns global export hub for compact cars, ;*IA is the first automotive company in India to achieve the export of ! la#h cars in 6ust over a decade. ;*IA currently exports cars to more than !! countries across D', "frica, *iddle Dast, Aatin "merica, "sia and "ustralia. It has been the number one exporter of passenger car of the country for the sixth year in a row. To support its growth and expansion plans, ;*IA currently has a 3 4 strong dealer networ# and /24 strong service points across India, which will see further expansion in 2 ! . In 2uly 2 !2, "rvind ,axena, the =irector of *ar#eting and ,ales stepped down from the position after serving the company for 4 long years. ;yundai -luidic @erna

Manufactured locally
!. ;yundai "ccent Dxecutive &Aaunched 2 !!. 2. ;yundai ,antro Ping &Aaunched 2 3. 3. ;yundai 'ber )ool i2 &Aaunched 2 0. 3. ;yundai 9ext ?en i! &Aaunched 2 ! . 7. ;yundai -luidic @erna &Aaunched 2 !!.

/. ;yundai DE9 &Aaunched 2 !!.

Imported
!. ;yundai Terracan &2 3T2 4. 2. ;yundai Dlantra &2 3T2 4. 3. ;yundai Tucson &2 7T2 ! . 3. ;yundai ,onata Transform &2 ! T2 !!.

;onda ,iel )ars India
+on$a Siel 7ar& #n$ia %imite$

Type #n$ &try *o n$e$

Aoint 7ent're 3'tomoti7e 9ecem/er 1995

+ea$, arter& )reater 2oi*a, $ttar Pra*esh 0 m3er location& -ey people of )reater 2oi*a, $ttar Pra*esh 0hiwa*i, 4aBasthan &r Ta;ashi 2agai, Presi*entan* C.<C1D 3'tomo/iles

'ro$ ct&

'arent 2e3&ite

@on*a &otor Com(an% www hon*acarin*ia com

Honda #iel "ars India Limited (H#"I is a 6oint venture between the ;onda *otor )ompany of 2apan and ,iel Aimited for the production, mar#eting and export of passenger cars in India. It began operations in =ecember !997. It operates production facilities at ?reater 9oida in 'ttar 8radesh and at $hiwadi in+a6asthan. The company's total investment in its production facilities in India as of 2 ! was over !/.2 billion.

+acilities
;,)I's first manufacturing unit at ?reater 9oida commenced operations in !994. ,etup at an initial investment of over 3.7 billion, the plant is spread over !7 acres & ./! #m2.. The initial capacity of the plant was 3 , cars per annum, which was thereafter increased to 7 , cars on a two1shift basis. The capacity has further been enhanced to ! , units annually as of 2 0. This expansion led to an increase in the covered area in the plant from ! 4, mU to over !3 , mU. The company invested 4.0 billion in $hiwadi for its second production plant with an annual production capacity of 7 , units. It operates under the I,E 9 ! standard for Fuality management and I,E !3 ! for environment management. 0th ?eneration ;onda "ccord ;,)I produces the following vehicles in India for local and export mar#etsH
    

;onda )ity &Aaunched !990. ;onda "ccord &Aaunched 2 !. ;onda )ivic &Aaunched 2 /. ;onda 2a%% &Aaunched 2 9. ;onda $rio &Aaunched 2 !!.

It also imports the ;onda )+1@ for sale in the local mar#et. #ales ;,)I has !24 dealerships across 49 cities in 2 states and 3 'nion Territories of India. It sold 77,003 units during the period "pril ' 9 1 -ebruary '! as against 37, 72 units during the same period a year ago, recording an increase of over 235. ;onda 6a%% is #nown as ;onda fit in other countries.

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