“REPORT ON SUZUKI PAKISTAN”
Introduction of Suzuki Pakistan
Pak Suzuki Motors Company Ltd. is known for assembling and distributing Suzuki Japan's automobiles in Pakistan. It has captured the market of Pakistan very quickly because of its low cost strategy. In 1983 the firm was built as an alliance with PAK and Suzuki. Initially Suzuki has almost 25% of the common stocks and they have expanded it rapidly and own 73.09%. Despite it accumulates a far reaching variety of Suzuki vehicles and has target to produce 150, 000 vehicles for every year. Pak Suzuki has the best distribution channel in Pakistan integrated with CRM software.
Our Vision
To be Excellent all around.
Our Mission
To provide automobile of international quality at competitive price.
These are the Mission and Vision Statement of Pak Suzuki Motors Company Ltd, and they generally need to upgrade the abilities and skills of their employees through training and providing them the sense of cooperation and participation.
Product line
Suzuki offers many products such as motorcycles, Automobiles, Heavy bikes, outboard motors but in the domain of Automobiles Suzuki have products such as WAGONR, SWIFT, LIANA, CULTUS, MEHRAN, APV imported, JIMNY imported Bolan, CARGO VAN & RAVI PICKUP.
Corporate strategy of Suzuki
The main reason because of the Suzuki was built on was of a responsible corporate citizenship and managing and ensuring the environmental safety and occupational health matters as it is a core component of Suzuki motors. To fulfil this responsibility Suzuki motors focuses on some components which are:
1. To fulfill top quality of product which meet the satisfaction of our customer
2. We believe in doing operations with compliance with safe environment.
3. ...
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... is a good product but the issue lies with its poor resale market. As Pak Suzuki is a giant company but it has promoted its Motorcycles more than its cars. There are not sufficient promotions for the cars through television, pamphlets, pan flexes etc. The infrastructure of Pak Suzuki showrooms is quite impressive but the flaw is that the labor was not in proper dress code at the Pak Suzuki showroom at Rohri Bypass. The dealing with customers at Suzuki is well planned but the processes of documentation during transaction are too slow at Pak Suzuki situated at Rohri Bypass, this happens due to untrained labor working at Pak Suzuki Rohri Bypass. The lower staff also has behavioral issues, because they do not know how to behave with customers. Therefore, there is a need for effective training programs for employees to improve their efficiency and work processes.
The training and development of employees in William Hill is imperative for the performance or the company as they are in a competitive market. William Hill has to inform workers to be aware of surroundings in the area that they work. Training and Development Training Training is essential for both employees and employer if they want to be effective within the organisation and also for a company like William Hill to stay competitive within their market. The reason why training is important to employees is to enable them to achieve their maximum potential in their current position, it is needed also to develop them to create further opportunities within the organisation because employees are likely to be better educated and become multi-skilled. Training should be ongoing within William Hill in developing the employee’s skills within the business.
David Suzuki, an 80-year-old, third-generation Japanese-Canadian academic, science broadcaster, and environmental activist. During World War 2, his childhood, he was sent to an internment camp with his family and he grew up to hate himself for being who he was, a Japanese. Over the years, he made himself very well-educated. He earned a B.A. in Biology at the Amherst College in Massachusetts, and a Ph.D. In zoology from the University of Chicago. From 1963 – 2001, he was the professor in the genetics department at UBC. His meaningful background and excellent education shape him into a great individual for an environmental activist. This is how he makes his mark on Canada, making him one of the ‘Greatest Canadians’.
BMW having high market share in European and U.S luxury car markets, started facing issues with launch product qualities and also facing a fierce competition from Japanese producers. Currently the market share was still stable but the rigorous growth of Japanese producers would affect BMW in future. These Japanese competitors had set higher standards of conformance.
HD has chosen the strategic direction of targeting women and the younger market that is technologically conscious in order to increase its share in the first time motorcycle owner market space. With the introduction of the new VRSC’S, and the new lowered sporster 833 L and the 1200 L, design for small riders who want more power, also promoting the already existing HD motorcycle owners to step forward and purchasing a bigger model. HD is in a position of attaining a sizeable share in the first time motorcycle owners, the young males, and females’ marketplace. To target the women and the young market with the new product line, the company has adopted the following marketing objectives: to expand its current market (market expansion), diversify its product line (product diversification), and modify its marketing mix to target women and the younger demographic.
Honda, like other automotive companies, also came to the conclusion of firming a joint venture. At the moment, Honda was already famous for motorcycles in UK, but it was less well known in terms of the automobiles. While Honda’s cars enjoyed reputation for good quality and durability, the import restrictions limited its success it the European market. However, the European market was essential for the company’s global expansion. With the joint venture, Honda could avoid the restrictions on the import quota by assembling cars locally, because these cars would be considered locally produced. Moreover, a local partner could assumedly offer a better insight of the market.
The three alternative strategies are: cooperative strategy: strategy alliance (focus on joint venture), international strategy: transnational strategy, and differentiation strategy: integration cost leadership and differentiation strategy. After we have finished on doing those three alternative strategies’ evaluation and selection, we agreed on using the differentiation strategy: integrated cost leadership and differentiation strategy (hybrid strategy) as the strategic alternative for Harley Davidson. In the next couple paragraphs we are going to discuss in detail how to implement the integrated cost leadership and differentiation strategy and action planning for Harley Davidson. The integrated cost leadership strategy and differentiation strategy is the business level strategy that most of managerial people consider as the hybrid strategy (www.ccsenet.org). The hybrid strategy has become the most important and successful strategy that attracted many organizations to choose and implement this particular strategy. As global competition keeps on increases, it is crucial for each organization starts to think about building its own economic of scale, lower production costs while developing on its innovative products or services for
Harley and the Davidson Brothers built many prototypes and launched them over the years. Modern Harley-branded motorcycles now fall into one of six model families: Touring, Softail, Dyna, Sportster, Vrod and Street. These model families are distinguished by the frame, engine, suspension, and many other distinct characteristics. They are more often knows as heavy weight motorcycle producers with a loyal network of consumers all around the world.
Company Overview: Bayerische Motoren Werke AG (BMW) is a German holding company and automobile manufacturer that focuses on the automobile and motorcycle markets worldwide. Franz Josef Popp founded the company in March 1916. BMW is headquartered in Munich, Bavaria, Germany. It also owns and produces Mini cars, and is the parent company of Rolls-Royce Motor Cars. BMW produces motorcycles under BMW Motorrad. It divides its activities into the three main segments: Automobiles, Motorcycles and Financial Services. Its BMW automobile range encompasses the 1 Series, including three-door, five-door, coupe and convertible models; the 3 Series, including sedan, touring, coupe and convertible models; the brand new 4 series, featuring an only coupe design; the 5 Series, available in sedan and touring models; the 6 Series, available as a coupe or convertible; the 7 Series large sedan; the Z4 roadster and coupe; the sports utility vehicles, X3, X5 and X6 and M models, such as M3, M5 and M6. It has producing, assembly, service and sales subsidiaries throughout the world. For the sake of this project, I will be focusing on BMW’s automobile range mentioned above but specifically the 3 series line. The BMW 3 series proves to be the most profitable line due to its relatively low cost and affordability whilst featuring the thrill and power of a German engineered vehicle.
Italian manufacturer Piaggio ranks as one of the world’s top four players in its core business. It has consolidated leadership in the European 2-wheeler market. Piaggio should not miscalculate its competitors. Competition in the industry is very powerful, not only nationally but internationally as well. This is due to two well-established companies in this sector which are the Japanese Yamaha and Honda. Yamaha and Honda strengths are their long-run experience in the sector and the high quality image of products. Due to participations to the motorcycle championships, these two companies constantly receive positive feedbacks to their efforts in researching for first class products. In the future, other kinds of competitors are expected to arise: Chinese companies whose ability to imitate and create similar products at highly competitive prices is getting more and more dangerous (Piaggio, 2008)
Honda- focused differentiation, medium pricing, breadth of product line is high. Strengths are quality, reliability, overall value, and styling.
Toyota Motor Corporation is one of the largest automakers in the world. At its annual conference in Tokyo on May 8, 2008, the company announced that activities through March 2008 generated a sales figure of $252.7 billion, a new record for the company. However, the company is lowering expectations for the coming year due to a stronger yen, a slowing American economy, and the rising cost of raw materials (Rowley, 2008). If Toyota is to continue increasing its revenue, it must examine its business practice and determine on a course of action to maximize its profit.
Introduction: Toyota Motor Corporation is a very successful automobile manufacturer that is recognized globally. They have continued to obtain and retain a competitive advantage over their counterparts, despite recalls over many years. Regardless of recalls, Toyota has been quick to rectify their shortcomings and continue to lead the automotive industry with their innovative measures. In this essay, I will discuss key internal factors for Toyota. Within those factors will include Toyota’s core competencies, which are what they do really well in comparison to their competition, three of their strength’s, which will include their posture within the automobile market and their heavy focus on research and development, and two of their weaknesses.
...e Indian automotive market is one of the most competitive markets with ultra low costs in the world, which makes it an attractive place for foreign automotive manufacturers. India is now being used as a global automobile hub to produce and to sell in India and to the global market.
Bayerische Motoren Werke AG, shortly known as BMW, is a German manufacturer of luxurious automobiles and motorcycles. BMW group is not simply one name: it is also the parent company of other premium brands such as the MINI, the Rolls-Royce and the motorcycling company Husqvarna. For the purpose of providing a maximum of details, this essay will just focus on the automobile part of BMW as it is more significant than the motorcycle segment and since they have a lot of overlapping factors.
There are five categories of motorcycles can be found in the world. Each of motorcycles has their advantages that give convenience and satisfaction for people. The categories of motorcycles such as cruiser, sport bike, standard, dual purpose and dirt bike. The categories of motorcycles can be recognized as seventh category fro...