The Maruti Story How a Public Sector Company Put India on Wheels, Used
A story that proves that Indians when empowered can change the course of history The targets were stupendous and almost unachievable. Slightly over two years to find a suitable partner, finalize all legal documentation, build a factory, create a sales and service network and develop and launch a people's car that would sell , a year, in a sector where Indian expertise was limited.
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In your cart, save the other item s for later in order to get NextDay delivery. We moved your item s to Saved for Later. There was a problem with saving your item s for later. So that somehow makes me believe that this car requires more work before it becomes the phenomenon that it was touted to be. It was not possible to make a car that would meet with the standards which we feel a car should have at that price range. Otherwise, we would have reduced the cost of the Maruti But we felt that it was just not possible to do it.
The Maruti Story : How A Public Sector Company Put India On Wheels
With the number of choices now available, do you think that Maruti has lost its relevance with the urban, young Indian? The income levels of a lot of young people have increased dramatically in the last few years. Whereas earlier a guy who is in his early 30s would be very happy to be able to afford a Maruti, today he looks at a Toyota Camry or Honda Accord. Still there is a large bulk of Indian consumers who are not in that income bracket. And they are looking for cheap, affordable smaller cars.
And whether it is Maruti or Hyundai or Tata, they all have a relevance. How difficult is it to maintain a long-standing partnership with a company that comes from a completely different business culture than ours? The Japanese are different from us, yet they are much easier to work with in many ways. The big difference between Western companies and the Japanese is that the Japanese work much more on personal relationships and trust, whereas the Western companies are more contract oriented. What makes the Japanese guy trust you? They only look to see whether you are genuinely committed to the company before anybody else—including yourself.
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If they find that your priorities are more towards your own self, they will not trust you. For them the company is mai-baap, God whatever you want to call them. So they look for that in you.
My personal chemistry with Mr Osamu Suzuki became better over the years. On many matters I could persuade him to change his mind, which none of the Japanese could do. A story that proves that Indians when empowered can change the course of history The targets were stupendous and almost unachievable.
Slightly over two years to find a suitable partner, finalize all legal documentation, build a factory, create a sales and service network and develop and launch a people's car that would sell , a year, in a sector where Indian expertise was limited. After an eventful tenure, during which he had postings in Uttar Pradesh, Jammu and Kashmir and in the Central government, he was deputed to BHEL as its commercial director in He was appointed managing director of MUL in In , he also assumed the responsibility of chairman of the board. Except for a few years following his retirement in , he has continued to be closely associated with the company, from as chairman once again.
Mr Bhargava is on the boards of a number of leading Indian companies across a diverse range of sectors. He has also been providing advisory and consultancy services to several Indian and foreign companies, and is actively involved with the Confederation of Indian Industry.
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