Week 7 Final Project Milestone Three: Draft of Data Analysis and Conclusions and Recommendations for Action

For Milestone Three, you will analyze the data provided for your problem using descriptive and inferential statistics. The data sets can be found in the given case study for your final project, Maruti Suzuki India: Defending Market Leadership in the A-Segment, within the Exhibit section. You will explain the meaning of the results of your data analysis in practical terms and consider the ethics of analyzing data to ensure it is fair, objective, and scholarly. Please keep in mind that the following data sets are quantitative: Exhibit 2, Exhibit 3, Exhibit 4, Exhibit 6, Exhibit 7, Exhibit 10 and Exhibit 11. To complete this assignment, review the Milestone Three Guidelines and Rubric document.
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QSO 500 Milestone Three Guidelines and Rubric
Overview: For Milestone Three, you will analyze the data provided for your problem using descriptive and inferential statistics. The data sets can be found in the
given case study for your final project, Maruti Suzuki India: Defending Market Leadership in the A-Segment, within the Exhibit section. You will explain the
meaning of the results of your data analysis in practical terms and consider the ethics of analyzing data to ensure it is fair, objective, and scholarly. Please keep in
mind that the following data sets are quantitative: Exhibit 2, Exhibit 3, Exhibit 4, Exhibit 6, Exhibit 7, Exhibit 10 and Exhibit 11.
Using all of your research and your data analysis, you will develop the concluding section of your research report: conclusions and recommendations for action.
Prompt: After you have collected your data, analyze it using descriptive and inferential statistics. Based on your research and analysis, develop
recommendations to address the research problem.
Specifically the following critical elements must be addressed:
Data Analysis:
A. Accurately analyze the data using the appropriate descriptive statistics.
B. Construct appropriate tables or graphs to accurately display the results of the data analysis. Include explanations of the meaning of the
information presented.
C. Accurately analyze the data using the appropriate inferential statistics. Be sure to include the output.
D. Explain the meaning of the results of your data analysis in practical terms (e.g., what were the results? What results were expected? What
results were unexpected? What results were unsettling?).
E. Discuss the ethics of analyzing data to ensure it is fair, objective, and scholarly. What safeguards did you put in place to ensure the integrity of
the study?
Conclusions and Recommendations for Action:
A. Summarize your research findings succinctly for stakeholders.
B. Explain how the research problem can be addressed by incorporating the results from your literature review and data analysis. In other words,
what do you now know about your research problem that you did not know or understand before?
C. Based on the conclusion, make recommendations to address the research problem that are actionable, feasible, and realistic.
D. Recommend appropriate strategies for handling any potential questions and concerns of stakeholders.
E. Based on your study, make appropriate recommendations for additional research that would improve the organization’s effectiveness.
Rubric
Guidelines for Submission: Your milestone must be submitted as a 5- to 7-page Microsoft Word document with double spacing, 12-point Times New Roman font,
one-inch margins, and at least three sources cited in APA format.
Critical Elements
Data Analysis:
Descriptive Statistics
Proficient (100%)
Accurately analyzes the data
using appropriate descriptive
statistics
Data Analysis: Tables
or Graphs
Constructs appropriate tables or
graphs that accurately display
the noteworthy variables with
explanations of the meaning of
the information presented
Data Analysis:
Inferential Statistics
Accurately analyzes the data
using appropriate inferential
statistics, including the output
Data Analysis:
Meaning of the
Results
Explains the meaning of the
results of the data analysis in
practical terms
Data Analysis: Ethics
of Analyzing Data
Conclusions and
Recommendations for
Action: Research
Findings
Discusses the ethics of analyzing
data to ensure it is fair,
objective, and scholarly as well
as safeguards put in place to
ensure the integrity of the study
Summarizes research findings
succinctly for stakeholders
Needs Improvement (75%)
Analyzes the data using
appropriate descriptive
statistics, but analysis is cursory
or contains inaccuracies
Constructs appropriate tables or
graphs to display the results of
the data analysis, but some
tables or graphs are unclear or
contain inaccuracies or lack
explanation of the meaning of
the information presented
Analyzes the data using
appropriate inferential statistics,
but analysis is cursory, contains
inaccuracies, or does not include
the output
Explains the meaning of the
results of the data analysis, but
explanation is cursory, contains
inaccuracies, or is not in
practical terms
Discusses the ethics of analyzing
data to ensure it is fair,
objective, and scholarly, but
discussion is cursory, contains
inaccuracies, or does not include
safeguards put in place to
ensure the integrity of the study
Summarizes research findings
for stakeholders, but summary is
too comprehensive or lacks
clarity
Not Evident (0%)
Does not analyze the data using
appropriate descriptive statistics
Value
10
Does not construct appropriate
tables or graphs to display the
results of the data analysis
10
Does not analyze the data using
appropriate inferential statistics
10
Does not explain the meaning of
the results of the data analysis
10
Does not discuss the ethics of
analyzing data to ensure it is
fair, objective, and scholarly
10
Does not summarize research
findings for stakeholders
9
Conclusions and
Recommendations for
Action: Research
Problem
Explains how the research
problem can be addressed by
incorporating results from the
literature review and data
analysis
Conclusions and
Recommendations for
Action:
Recommendations
Makes recommendations to
address the research problem
that are actionable, feasible, and
realistic based on the conclusion
Conclusions and
Recommendations for
Action: Questions and
Concerns of
Stakeholders
Conclusions and
Recommendations for
Action: Additional
Research
Recommends appropriate
strategies for handling any
potential questions and
concerns of stakeholders
Articulation of
Response
Makes appropriate
recommendations for additional
research that would improve the
organization’s effectiveness
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Explains how the research
problem can be addressed by
incorporating results from the
literature review and data
analysis, but explanation is
cursory or illogical
Makes recommendations to
address the research problem,
but they are not all actionable,
feasible, and/or realistic or
based on the conclusion
Recommends strategies for
handling any potential questions
and concerns of stakeholders,
but not all recommendations
are appropriate
Makes recommendations for
additional research that would
improve the organization’s
effectiveness, but not all
recommendations are
appropriate
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Does not explain how the
research problem can be
addressed
9
Does not make
recommendations to address
the research problem
9
Does not recommend strategies
for handling any potential
questions and concerns of
stakeholders
9
Does not make
recommendations for additional
research that would improve the
organization’s effectiveness
9
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
5
Total
100%
For the exclusive use of M. Phillips, 2017.
W15582
MARUTI SUZUKI INDIA: DEFENDING MARKET LEADERSHIP IN THE
A-SEGMENT
Jaydeep Mukherjee, Gaurav Mathur and Nikhil Dhar wrote this case solely to provide material for class discussion. The authors do
not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain
names and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western
University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com.
Copyright © 2015, Richard Ivey School of Business Foundation
Version: 2015-12-17
Maruti Suzuki India Ltd. (MSIL), a subsidiary of Suzuki Motor Corporation Japan, had dominated the Indian
automotive industry with an unchallenged leadership position in the “A-segment” since its inception in 1983. The
Indian car market was normally divided into four product categories: hatch, sedan, sport utility vehicle (SUV)/multiutility vehicle (MUV) and van. The hatch segment could be further divided into entry-hatch, mid-size-hatch and
premium-hatch segments. The overall hatch segment was known as the A-segment (see Exhibit 1). Growth of the
Indian car market was driven primarily by growth in this segment.
From 2008 to 2013, MSIL’s competition had made inroads in the A-segment with cars like the Hyundai Eon, the
Hyundai i10, the Tata Nano, the General Motors Beat and the Honda Brio. During this period, MSIL’s A-segment
market share declined from 61 per cent to 49 per cent. Industry sources estimated that the Indian car market would
grow to annual sales of 4.7 million units — and the A-segment to 2.4 million units — by 2017/18. A continued drop
in market share in the A-segment could jeopardize MSIL’s competitive advantage in the Indian car market. The
company needed to reassess its strategy to sustain its market position (see Exhibit 2).
Among other initiatives planned in March 2013, the MSIL board had sought a product roadmap to sustain its
dominance in the A-segment. Typically, new product development and introduction required four to five years to
design, develop, test and produce with a budgeted spend of approximately ?6 billion,1 apart from associated
opportunity costs; hence, it was an important activity for MSIL. The general manager of the product planning
department was entrusted with the assignment.
THE INDIAN CAR MARKET
India’s total passenger vehicle industry (including passenger cars and commercial vehicles) was the sixth largest in
the world, with annual production of more than 3.9 million units in 2011, while the country’s passenger car market
was the seventh largest in the world, with sales of almost 2.7 million units in 2011. As a car manufacturer, India was
growing at an exceptional speed; in 2003, for the first time, national production exceeded the 1 million mark, going
on to exceed the 2 million mark in 2006.2
1
All figures are in ? (INR or Indian rupee) unless stated otherwise; ?1 = US$0.02 on May 5, 2015.
Society of Indian Automotive Manufacturers, “Industry Performance in 2014-15,” www.siamindia.com/statistics.aspx?
mpgid=8&pgidtrail=9, accessed July 30, 2015.
2
This document is authorized for use only by Matthew Phillips in QSO-500 Business Research 17TW2 taught by Lindsay Conole, Southern New Hampshire University from October 2017 to
February 2018.
For the exclusive use of M. Phillips, 2017.
Page 2
9B15A016
MSIL utilized the findings of several macroeconomic studies to draw up its future plans. It also had a research wing
that provided information to its planning, marketing and legal departments. Apart from that, it initiated its own
research related to competition, dealership health, sales figures and market potential as well as consumer insights.
Reports indicated a significant opportunity in the Indian passenger car market, in the form of growing gross
domestic product (GDP), increasing income (i.e., more disposable income among consumers), increasing bank
networks and credit facilities, and low car penetration (18 car owners per 1,000 people, whereas Brazil and China
had figures of around 200 per 1,000). Major global players like General Motors, Ford and Toyota had initially
offered only sedan cars and SUVs, but had eventually introduced products in the A-segment — typically, the most
compact cars from their international portfolios. Most of these compact cars were in the premium-hatch category of
the Indian market. Thus, the sedan, SUV and premium-hatch segments witnessed higher competition. These
segments were also supported with some high-profile advertisements and consumer promotions from the car
manufacturers, which fuelled growth.
As a consequence, the entire A-segment also became very competitive for well entrenched players like MSIL,
Hyundai and Tata Motors. Stakes for the entry- and mid-hatch segments also increased among these competitors.
Competition was expected to intensify with more multinational companies entering the Indian market, in addition to
existing players introducing India-specific products (targeting the entry- and mid-hatch segment) (see Exhibit 3).
The Indian market saw increased proliferation of features from the luxury segment becoming available in the lowerend car segments. Features such as air conditioning, power steering and power windows were aspirational for the
hatch segment in 2009, but became standard features in the hatch models by 2012/13. Similarly, features available in
the luxury sedan segment during 2008, such as touch-screen audio, electric- and auto-foldable mirrors, and
automatic air conditioning, were standard across the sedan segment in 2012/13.
The used car market in India grew at a compound annual growth rate (CAGR) of 22 per cent from a volume of 1
million units to 2.6 million units from 2007 to 2012. The market was projected to grow at a rate of 22 to 24 per cent
from 2012 to 2017. Within the used car market, small cars accounted for 67 per cent of the total sales in 2011/12.
The ratio of new car sales to used car sales in India was expected to reach 1:1.8 by 2016/17 (from 1:1.3 in 2011/12).
However, even with this increase, India’s ratio would be low compared to developed markets, where the ratio was
1:3.
COMPANY BACKGROUND
MSIL, formerly known as Maruti Udyog Limited, started operations in 1983, when the Government of India and
Suzuki Motor Corporation established a joint venture company to sell small cars in India. Suzuki increased its equity
from 26 per cent to 40 per cent in 1987, and further, to 50 per cent in 1992, and 56.21 per cent in 2012 (the
remainder was owned by public and financial institutions). The company was listed on the Bombay Stock Exchange
and the National Stock Exchange of India.
MSIL’s vision statement was: “The leader in the Indian automobile industry. Creating customer delight and
shareholders’ wealth: A pride of India.” Its core values were “customer obsession, fast, flexible and first mover,
innovation and creativity, networking and partnership, and openness and learning.”
By 2013, the company had established a strong brand image by offering solid, reliable products. MSIL’s corporate
communications emphasized emotional connection, using the message, “India comes home in a Maruti Suzuki.”
MSIL products enjoyed a sturdy, reliable and economical image in the minds of consumers, and A-segment
consumers were proud to own a Maruti Suzuki car. The company’s market share reached 85 per cent in 1997, before
gradually reducing due to intense competition. By February 2012, the company had sold 10 million vehicles in
India. In addition, it was ranked number one in consumer satisfaction for an unprecedented 13th time in a row in the
J.D. Power India customer satisfaction index in 2012.3
3
J. D. Power, 2012, “Customer Expectations of Convenience during Vehicle Service Rises Significantly in India,”
http://india.jdpower.com/press-releases/2012-india-customer-service-index-csi-study, accessed November 17, 2015.
This document is authorized for use only by Matthew Phillips in QSO-500 Business Research 17TW2 taught by Lindsay Conole, Southern New Hampshire University from October 2017 to
February 2018.
For the exclusive use of M. Phillips, 2017.
Page 3
9B15A016
Indian consumers generally spent two times the cost of acquisition on repairs and maintenance over the lifecycle of
a car, as per the research conducted by MSIL. MSIL products had lower overall costs of ownership. This was
achieved by reducing product cost through localization, value analysis and value engineering (VAVE), and
improved quality. The company had developed ancillary industries in and around its factory, indigenized the
necessary components and increased the local content in its products.
In 2012/13, MSIL achieved revenue of ?426 billion and a profit of ?23.9 billion. The company had two state-of-theart factories. In 2010, it rolled out 1 million vehicles in a year, which was a remarkable landmark for an automobile
company in India.
The depth of MSIL’s distribution channels played a key role in helping the company to maintain its leadership
position in the Indian passenger car industry. By the end of 2012, it had a sales network spread across 878 cities
nationwide and a service network spanning 1,422 cities and towns. However, establishing and maintaining
distribution outlets in rural markets remained a key challenge for MSIL. Initiatives to maintain constant dealership
motivation — through hefty trade promotions, attractive foreign trips and corporate recognition for smaller
dealerships — were crucial to success. MSIL dealerships were confident of brand pull, good sales and service
support, and fair dealings. Dealerships located in cities that were not in the top 50 cities of India (in terms of car
sales) took great pride in being part of the Maruti Suzuki family and this association gave them greater recognition
in their own business and social circles.
COMPETITION
With its aggressive tactics, broad product range, appropriate price points, attractive promotions and wide
distribution, Hyundai was MSIL’s greatest competitor in the A-segment. Its product range comprised the Eon, the
i10 and the i20, which were designed to cater to the changing requirements of Indian consumers. Hyundai had the
added advantage over MSIL of having successful products like the Verna in the premium car segment, which helped
in building brand image and improving profit potential.
Tata Motors posed a different type of competition to MSIL. The brand was trusted across different consumer
products and had good presence in the transport vehicle segment. Most A-segment consumers had travelled in Tata
buses and experienced the sturdiness and ubiquity of the company’s vehicles. Tata entered the hatch market with the
Indica, which was an indigenously developed car and hence, had an emotional connection with many consumers.
The product was a success in the hatch segment and it catered to personal and commercial segments. With its
spacious interiors, sturdy structure and relatively cheap operating costs, the Indica was a preferred product for both
short- and long-distance travel. The vehicle was very popular in the taxi segment, as well as with consumers who
used it for their own businesses.
The Nano was Tata’s most innovative product and had enjoyed a high-profile launch. It was conceptualized as a
product that bridged the gap between two-wheeled vehicles and the entry-level A-segment car. It was expected to be
a game changer in that it was completely designed in India using the frugal engineering4 methodology to provide an
affordable alternative to two-wheeled vehicles, which constituted a huge market in India. Despite these selling
points, the product was not as well accepted in the Indian market as was expected, which was reflected in the sales
figures (see Exhibit 4).
Hyundai and Tata Motors had plant capacities of 600,000 and 1.1 million vehicles, respectively. Hyundai designed
its vehicles in Korea and established a global image for its products. Tata motors had its design centres in India and
Europe. MSIL had its research and development centre in India, which was Suzuki Motor Corporation’s main
research and development centre in Asia (apart from Japan). This gave MSIL an edge over its competitors, as it had
4
“The central tenet behind every frugal engineer …
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