Indian Luxury Car Market Changing Lanes

2014 ◽  
pp. 153-166
Author(s):  
Pardeep Bawa
Keyword(s):  
Growth Rate ◽  
Market Share ◽  
Market Dynamics ◽  
Passenger Car ◽  
Distribution Strategy ◽  
Car Market ◽  
Car Sales ◽  
Promotional Efforts ◽  
Lifestyle Pattern ◽  
Percent Decline

Aston Martin has recently introduced itself to India. Many perceive it as a routine entry of another car maker. However, this specific entry isn’t coincidence, but a calculated move. It has to do with the recent unexpected growth in the Indian luxury car market which is more than just market dynamics. It is something which reflects a changing lifestyle pattern of a class which is called affluent. The growth rate for these cars with a price tag which is above Rs. 25 lacs has been 20% on average for the some years. When the whole world was facing recession the Indian luxury car market grew by 23% to 6671 units as per the Society of Indian Automobile Manufacturers (SIAM) despite half a percent decline in passenger car sales, to 11.04 lakh vehicles (Dovel, 2011). 2010 has shown growth in the automobile sector which was up by 25%. Indian luxury car market had been dominated by Mercedes Benz (entered in India in mid 1994) until 2009 where it was outscored by BMW which entered India in 2006. Mercedes Benz’s market share of 90% shrank to 38% and its market share largely fell to BMW which has 42%. This case will study the factors responsible for the growth of the Indian luxury car market with reference to BMW’s quick growth to the top with the help of cars customized for Indian infrastructure conditions, an aggressive distribution strategy, pricing designed in lieu of competition, and comprehensively smart promotional efforts.

scholarly journals Ford and the New Auto Industry

2019 ◽  
Author(s):  
Jose Daniel Arroyo
Keyword(s):  
Market Share ◽  
Mainland China ◽  
Ford Motor Company ◽  
Passenger Cars ◽  
Passenger Car ◽  
Market Expansion ◽  
Car Market ◽  
New Vision ◽  
Development Approach ◽  
The Masses

The iconic Ford Motor Company is considered one of the pillars of the automotive industry. Its first vehicle, the Model T, introduced the concept of mass production and automobile affordability to the masses. Today, the market is full of domestic and foreign competitors, yet, Ford has struggled to remain competitive, even though it promotes itself as America’s best-selling brand. Its stock was recently downgraded, and recently, it announced its intentions to only sell sports utility vehicles, trucks, Mustangs and Focus, in other words, it will stop selling most of its passenger cars. Conversely, Toyota continues to lead the market in passenger car sales, while newcomer Tesla struggles to deliver on its backlog of 500,000 electric vehicle orders. Ford has strong brand equity, has automated production facilities and a large franchised dealer network across the globe. Yet, it is rapidly losing passenger car market share, its profits are eroding, and its new vision is confusing. Furthermore, the company is facing a significant threat from well capitalized new competitors entering from the tech industry. The company, on the other hand, has enjoyed significant success in mainland China, where the demand for American automobiles continuous to be strong. Yet, the company needs to assume a cost leadership position and attempt to use this strategy to increase market share. The contention in this paper is that an adequate approach for the company appears to be a combination of market penetration in the domestic front, market expansion in Asia and other parts of the globe, and a product development approach that ushers cost reductions.

scholarly journals A Descriptive Analysis on Automobile Sales

2019 ◽  
Vol 1 (2) ◽  
pp. 25-27
Author(s):  
KAYALVIZHI SUBRAMANIAN
Keyword(s):  
Descriptive Analysis ◽  
Market Dynamics ◽  
Automobile Market ◽  
Passenger Car ◽  
Vehicle Segment ◽  
Car Market ◽  
Macroeconomic Control ◽  
The World ◽  
Automobile Sales ◽  
Ongoing Development

The automobile market are the fastest developing segment in the planet.  India being one of the worthwhile centers for the vehicle advertise which attracts auto majors from everywhere throughout the world. The ongoing development in the passenger car market in India is substantially more than mere market dynamics in a specific vehicle segment. It is a impression of the changing lifestyle of the wealthy class in the nation. This study provides the establishment for government’s macroeconomic control and automobile manufacturer’s production.

Countering Disruptive Innovation Strategy in Indian Passenger Car Industry: A Case of Maruti Suzuki India Limited

2014 ◽  
Vol 3 (2) ◽  
pp. 119-128
Author(s):  
H.M. Jha ◽  
Ashish K. Srivastava ◽  
P.V. Bokad ◽  
L.B. Deshmukh ◽  
S.M. Mishra
Keyword(s):  
Market Share ◽  
Media Coverage ◽  
Disruptive Innovation ◽  
Innovation Strategy ◽  
Fiscal Year ◽  
Product Price ◽  
Passenger Car ◽  
Car Industry ◽  
Car Market ◽  
Wide Range

Origin of Indian passenger car industry dates back to the year 1928. First 55 years saw negligible to slow growth in this industry till Maruti Udyog Ltd, later named as Maruti Suzuki India Ltd (MSIL), was incorporated in 1983. The MSIL, through its wide range of cars across different segments spread over 15 brands and over 150 variants, became the leader of the Indian car market during the next two-and-a-half decades. Suddenly, the MSIL showed a significant fall from over half of its share (53.13 per cent) of Indian car market to a market share of 44.9 per cent in the fiscal year 2010–2011, despite robust growth of 21.6 per cent of MSIL in the fiscal year 2010–2011 and a faster industry growth at 34.3 per cent during this fiscal. This declining market share of the leader of Indian car market has been investigated by the authors using industry analysis and reports, Society of Indian Automobile Manufacturers’ reports and publications, media coverage and other secondary sources available in print and web media, and MSIL’s own source for the last five years from 2006–2007 to 2010–2011. The article thus tries to bring out the strategic perspectives of MSIL that helped it reach the top of Indian car market segment and does the environmental scanning to identify factors that dipped it to low. It is found that in the last three years has come about what has been popularized as the ‘disruptive innovation strategy’ in the passenger car industry of India occupying the centre of the wheel. With increasing loss in its market prominence and market share, how does MSILpropose to meet the challenges of survival and sustainability on product price, customization and customer service is the issue of this case.

Forecast of passenger car market structure and environmental impact analysis in China

2021 ◽  
Vol 772 ◽  
pp. 144950
Author(s):  
Dong Guo ◽  
Wei Yan ◽  
Xingbang Gao ◽  
Yujiao Hao ◽  
Yi Xu ◽  
...  
Keyword(s):  
Environmental Impact ◽  
Market Structure ◽  
Impact Analysis ◽  
Passenger Car ◽  
Environmental Impact Analysis ◽  
Car Market

The Bonduelle Group's Distribution Strategy

2022 ◽  
pp. 150-176
Author(s):  
Véronique Boulocher-Passet ◽  
Randall D. Harris ◽  
Sabine Ruaud
Keyword(s):  
Market Share ◽  
Family Business ◽  
Food Processing ◽  
Distribution Network ◽  
Distribution Strategy ◽  
The Family

This case study discusses the distribution strategy of the Bonduelle Group and the ability to and value of becoming a retail brand for the world's leading producer and supplier of ready-to-eat processed vegetables. In 2010, the family business opened its first flagship store named ‘Bonduelle Bienvenue'. It was entirely dedicated to processed vegetables and offering a big range in the same selling space. The objective of this prototype was not to substitute the company's existing distribution network, or even to hinder it, but to complement it by providing brand visibility and enabling an increase in Bonduelle Group's market share within households. Introducing the reader to the company, the first steps of the concept store back in 2012, and the following other D2C initiatives of the group, this case aims to address the advantages and drawbacks for a food processing brand to engage in selling directly to end consumers.

scholarly journals Media mix elements affecting brand equity: A study of the Indian passenger car market

2010 ◽  
Vol 22 (4) ◽  
pp. 173-185 ◽  
Author(s):  
Tanmay Chattopadhyay ◽  
Rudrendu Narayan Dutta ◽  
Shradha Sivani
Keyword(s):  
Brand Equity ◽  
Passenger Car ◽  
Car Market ◽  
Media Mix

Study on Optimum Product Portfolio of Coach Board for Metallurgical Enterprise Based on Four-Dimensional Analysis Method

2010 ◽  
Vol 148-149 ◽  
pp. 702-706
Author(s):  
Liang Han ◽  
Rong Du
Keyword(s):  
Growth Rate ◽  
Dimensional Analysis ◽  
Market Share ◽  
Matrix Method ◽  
Three Dimensional ◽  
Product Portfolio ◽  
Sales Growth ◽  
Analysis Method ◽  
Metallurgical Enterprise ◽  
Dimensional Analysis Method

The paper analyzes the application of traditional Boston matrix method and three dimensional analysis chart method on product portfolio of metallurgical enterprise, and raises a four dimensional analysis method by inheriting their advantages and improve disadvantages. It is more effectively and practically to establish optimum product portfolio of domestic metallurgical enterprise by the four dimensional analysis method and the four elements are market share, sales growth rate, profitability and sales efficiency. When metallurgical enterprises analyze the optimum product portfolio using four dimensional analysis method, they should take sales efficiency fully into account, adjust product portfolio timely and at last realize the optimum product portfolio.

Der Durchbruch des PKW zum Massenkonsumgut 1950-1964

2010 ◽  
Vol 51 (1) ◽  
Author(s):  
Christopher Kopper
Keyword(s):  
Additional Benefit ◽  
Price Regulation ◽  
Blue Collar ◽  
Car Ownership ◽  
Blue Collar Workers ◽  
Car Market ◽  
Car Sales ◽  
Used Car ◽  
Used Cars ◽  
Market Strategies

AbstractUntil now, research on the breakthrough of mass motorization has neglected the importance of the used car market. Empirical evidence proves that the used car market had a significant impact on the growth of car ownership and the purchase of cars among white and blue-collar workers. The transparency and flexibility of the used car market, the lack of price regulation and the degressive curve of used car prices facilitated car ownership among medium income Germans as early as the late 1950s. German car manufacturers recognized the potential of the used car market for the promotion of new car sales, but adopted different market strategies. US companies like Opel and Ford changed their models frequently to promote the sale of new cars and to accelerate the obsolescence of older models, whereas Volkswagen followed the strategy of incremental changes in order to create a higher value for used cars and to generate an additional benefit for new car customers.

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