MANGALMAY INSTITUTE OF MANAGEMENT AND TECHNOLOGY,

GREATER NOIDA

ACADEMIC SESSION 2024-25

SUMMER TRAINING PROJECT REPORT

ON

“MARKETING STRATEGIES FOR

“AGILE CAPITAL SERVICES”

BACHELOR OF BUSINESS ADMINISTRATION

To

CHAUDHARY CHARAN SINGH UNIVERSITY, MEERUT

UNDER THE GURDIANCE OF: SUBMITTED BY:

Ms. Neelam Pal Mr. Aditya Kumar Singh
(Project Guide) BBA, 5th Semester
Mr. Surya Shekhar Vishal Roll No: 220992105024
(Program Coordinator)

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 MANGALMAY INSTITUTE OF MANAGEMENT AND TECHNOLOGY,
GREATER NOIDA

Certificate
I “Aditya Kumar Singh” bearing Roll No. 220992105024 BBA-5th Semester, of
Mangalmay Institute of Management & Technology, Greater Noida, U.P. hereby
declare that the Summer Training project report entitled “Marketing Strategies
for Agile Capital Services” is an original work.

Date: Signature of the

Student

Certified that the Summer Training Project Report submitted in partial

fulfilment of requirements for the award of degree of BACHELOR OF
BUSINESS
ADMINISTRATION (BBA) to CHAUDHARY CHARAN SINGH
UNIVERSITY, Meerut Roll No. 220992105024 has been completed under my

guidance and is Satisfactory.

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Signature of Program Coordinator: Signature of Guide:

Mr. Surya Shekhar Vishal Ms. Neelam Pal

(Assistant Professor) (Assistant Professor)

ACKNOWLEDGEMENT

I would like to extend my heartfelt gratitude to everyone who contributed to the

successful completion of this summer training project. First and foremost, I am
deeply thankful to Mangalmay Institute of Management and Technology and
my department for giving me the opportunity to participate in this training,
which has enriched my practical understanding of the business environment.

I express my sincere appreciation to my esteemed Program Coordinator Mr.

Surya Shekhar Vishal and my faculty guide, Ms Neelam Pal, for her continuous
guidance, constructive feedback, and encouragement throughout this project.
Her insights and suggestions have been invaluable in shaping my understanding
and approach.

Lastly, I am grateful to my family and friends for their constant encouragement

and support. This project would not have been possible without the collective
efforts of all those involved

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 Name: Aditya Kumar Singh

Roll No. 220992105024

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 EXECUTIVE SUMMARY
India is one of the fastest growing economies in the world. Financial industries
had seen many ups and downs in India prior to liberalization. The liberalization
of Indian economy enabled India to advance itself in many sectors. Financial is
one such sector wherein India has seen tremendous improvements. To sustain
this rate of growth in financial sector India has to introduce so many measures
to have higher customer satisfaction. Tata Motors is the leading financial
company in India.

This study has been conducted to analyse the Customer Satisfaction with special
reference to AGILE CAPITAL SERVICES in Lucknow. Customer satisfaction
includes Quality, Performance, Price, Service, Brand, etc.

This study has been conducted with special reference to Customers in Lucknow
district. This study has been conducted using Stratified random sampling
method with a sample size of 62 customers.

In this study Percentage analysis had been used and several statistical tests were
used for analysis and interpretation of data. Based on the analysis, it is
represented with suitable charts.

It has been found that the preference and satisfaction level about the products
and services of AGILE CAPITAL SERVICES were good, And the opinion of
the Dealer, Distributer, and Institutional Customer are satisfactory. It has also
been suggested to the Company to provide at most satisfaction to the customers.
It is also suggested to extend their facilities like service, Seasonal discount, etc.
and complete information provided at the delivery section. It has been suggested
to the Company to enhance The Promotion Strategy including advertisement on
Television.

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 TABLE OF CONTENT

Chapter Particular(s) Page

No.

1 Introduction 1-20

2 Literature Review 21-29

3 Research methodology 30-32

4 Company Profile 33-46

5 Analysis and Interpretation of Data 47-50

6 Marketing Strategies 51-67

7 Conclusion and Recommendations 68-70

8 Bibliography 71

9 Appendices 72-75

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 CHAPTER-1

INTRODUCTION

1.1 Marketing:
Marketing, more than any other business activities deals with customers.
Although there are a number of detailed definitions of marketing perhaps
the simplest definition of marketing is managing profitable customer
relationship. We can distinguish between a social and a managerial
definition for marketing. According to a social definition, marketing is a
societal process by which individuals and groups obtain what they need
and want through creating, offering, and exchanging products and
services of value freely with others. As a managerial definition,
marketing has often been described as ―the art of selling products. But
Peter Drucker, a leading management theorist, says that ―the aim of
marketing is to make selling superfluous. The aim of marketing is to
know and understand the customer so well that the product or service fits
him and sells itself. Marketing is the management process that identifies,
anticipates and satisfies customer requirements profitably - The Chartered
Institute of Marketing (CIM). The American Marketing Association
(offers this managerial definition): Marketing (management) is the
process of planning and executing the conception, pricing, promotion,
and distribution of ideas, goods, and services to create exchanges that
satisfy individual and organizational goals.

1.2 Marketing Management:

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 Marketing Management is the process of choosing target markets and
getting, keeping and growing customers through creating, delivering and
communicating superior customer value and satisfaction.

1.3 Difference between Selling and Marketing:

Under take to assess needs, measure their extent and intensity, and
determine whether a profitable the old sense of making a sale is telling
and selling, but in new sense it is satisfying customer needs. Selling
occurs only after a product is produced. By contrast, marketing starts long
before a company has a product. Marketing is the homework that
managers opportunity exists. Marketing continues throughout the
product’s life, trying to find new customers and keep current customers
by improving product appeal and performance, learning from product
sales results, and managing repeat performance. Thus, selling and
advertising are only part of a larger marketing mix-a set of marketing
tools that work together to affect the marketplace.

1.4 Process of Marketing:

The marketing process involves five steps: The first four steps create
value for customers and build strong customer relationships in order to
capture value from customers in return. At the primary stage, marketers
must assess and understand the marketplace and customers’ needs and
demands. Next, marketers design a customer driven marketing strategy
with the goal of getting, keeping and growing target customers. This
stage includes market segmentation, targeting and position. The third step
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 involves designing a marketing program that actually delivers the
superior value. This step includes designing products and services,
pricing the product, distribution and finally promoting the product. The
first three steps provide the basis for the fourth step that is building
profitable customer relationships and creating customer satisfaction. And
finally, the company reaps the reward of strong customer relationship and
satisfaction by capturing value from customers.
Value creation for customers
1. Understand the market place and customer needs and wants
2. Design a customer-driven marketing strategy
3. Construct a marketing program that delivers superior value
4. Build profitable relationships and create customer delight
5. Capture value from customers

1.5 Marketing Tasks:

According to market experts John Evans & Berry Bergman- there are
nine functions of marketing. These are:
1. Customer analysis
2. Buying supplies
3. Selling products and services
4. Product and service planning
5. Pricing
6. Distribution
7. Marketing research
8. Opportunity analysis social responsibility

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1.6 Scope of marketing:
Now a day, marketing offers are not confined into products and services.
The scope of marketing is now becoming larger. Marketing people are
involved in marketing several types of entities: Goods: Physical goods
constitute the bulk of most countries ‘production and marketing effort.
Most of the country produces and markets various types of physical
goods, from eggs to steel to hair dryers. In developing nations, goods—
particularly food, commodities, clothing, and housing—are the mainstay
of the economy. Services: As economies advance, a growing proportion
of their activities are focused on the production of services. The U.S.
economy today consists of a 70–30 services-to-goods mix. Services
include airlines, hotels, and maintenance and repair people, as well as
professionals such as accountants, lawyers, engineers, and doctors. Many
market offerings consist of a variable mix of goods and services.
Experiences: By orchestrate several services and goods, one can create,
stage, and market experiences. Walt Disney World ‘s Magic Kingdom is
an experience. Event: Marketers promote time-based events, such as the
Olympics, trade shows, sports events, and artistic performances. Persons:
Celebrity marketing has become a major business. Artists, musicians,
CEOs, physicians, high profile lawyers and financiers, and other
professionals draw help from celebrity marketers. Place: Cities, states,
regions, and nations compete to attract tourists, factories, company
headquarters, and new residents. Place marketers’ development
specialists, real estate agents, commercial banks, local business
associations, and advertising and public relations agencies.

Properties: Properties are intangible rights of ownership of either real

include economic property (real estate) or financial property (stocks and
bonds). Properties are bought and sold, and this occasions a marketing
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effort by real estate agents (for real estate) and investment companies and
banks (for securities). Organizations actively work to build a strong,
favourable image in the mind of their publics. Philips, the Dutch
electronics company, advertises with the tag line, ―Let ‘s Make Things
Better. The Body Shop and Ben & Jerry ‘s also gain attention by
promoting social causes. Universities, museums, and performing. arts
organizations boost their public images to compete more successfully for
audiences and funds. Information: The production, packaging, and
distribution of information is one of society ‘s major industries. Among
the marketers of information are schools and universities; publishers of
encyclopaedias, nonfiction books, and specialized magazines; makers of
CDs; and Internet Web sites. Ideas: Every market offering has a basic
idea at its core. In essence, products and services are platforms for
delivering some idea or benefit to satisfy a core need.

1.7 Core Concepts of marketing:

1. Needs, Wants and Demands: The successful marketer will try to
understand the target market ‘s needs, wants, and demands. Needs: The
most basic concept of marketing is the human needs. Human needs are
states of felt deprivation. Human needs can be physical needs (Hunger,
thirst, shelter etc) social needs (belongingness and affection) and
individual needs (knowledge and self-expression). There are five types
of needs.
These are
 Stated need (Minimum price)
 Real need (Psychological price)

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  Unstated need (Service for post purchase)
 Delighted need (Supplementary-Gift)
 Secret need (Show up, gesture)

Wants: It is the form of human needs shaped by culture and individual

personality. Needs become wants when they are directed to specific
objects that might satisfy the need. For example, An American needs food
but wants hamburger, French fries and soft drink but a British wants fish,
chicken, chips and soft drinks. So, it differs. Demands: Wants become
demand when backed by purchasing power. Consumers view products as
bundles of benefits and choose product that add up to the most
satisfaction. Demand comprises of three steps first, desire to acquire
something, second, willingness to pay for it, and third, ability to pay for
it. Many people want a Mercedes; only a few are able and willing to buy
one. Companies must measure not only how many people want their
product, but also how many would actually be willing and able to buy it.
However, marketers do not create needs; needs pre-exist marketers.
Marketers, along with other societal influences, influence wants.
Marketers might promote the idea that a Mercedes would satisfy a person
‘s need for social status. They do not, however, create the need for social
status.

2. Product or Offering and Value Proposition:

People satisfy their needs and wants with products. A product is any
offering that can satisfy a need or want, such as one of the 10 basic
offerings of goods, services, experiences, events, persons, places,
properties, organizations, information, and ideas. By an offering customer

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get the value proposition to use or consume the deliver product or
services.

So, Value proposition is the set of benefits or values it promises to deliver

to customers to satisfy their needs. It is actually the answer of customer ‘s
question: ‗Why should I buy your product?

3. Value and satisfaction:

Value can be defined as a ratio between what the customers get and what
they give in return. The customers get benefit and assume costs. Value =
Benefits / Costs. Marketers concern should be to raise the value in the
minds of the customers. When value of the products or services is high,
customers are willing to pay more for the products. Thus;
Value = functional Benefit + Emotional Benefit
Monetary costs +Time costs + Energy costs +Psychic costs
Customer satisfaction is the extent to which a product ‘s perceived
performance matches a buyer ‘s expectation. If performance matches
expectation level, the customer becomes satisfied but if the product ‘s
performance falls short of expectations, the customer will be dissatisfied.
If performance exceeds expectation, the customer will be highly satisfied
or delighted.

4. Exchanges and Transactions:

Exchange: Marketing occurs when people decide to satisfy needs and
wants through exchange. Exchange is defined as the act of obtaining a
desired object from someone by offering something in return. For
exchange potential to exist, five conditions must be satisfied:

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  There are at least two parties
 Each party has something that might be of value to the other party
 Each party is capable of communication and delivery
 Each party is free to accept or reject the exchange offer
 Each party believes it is appropriate or desirable to deal with the
other party.
Transaction: If exchange is the core concept of marketing, transaction is
the marketing ‘s unit of measurement. Two parties are engaged in
exchange if they are negotiating- trying to arrive at mutually agreeable
terms. When an agreement is reached, we say the transaction takes place.
Thus, a transaction is a trade of values between two or more parties.
When the exchange is made, it results into transaction. A transaction
involves several dimensions:
 at least two things of value
 agreed-upon conditions
 a time of agreement
 a place of agreement.

5. Relationships and Networks:

Transaction marketing is part of a larger idea called relationship
marketing. Relationship marketing aims to build long-term mutually
satisfying relations with key parties —customers, suppliers, distributors
—in order to earn and retain their long-term preference and business.
Effective marketers accomplish this by promising and delivering high-
quality products and services at fair prices to the other parties over time.
Relationship marketing builds strong economic, technical, and social ties
among the parties. It cuts down on transaction costs and time. The
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ultimate outcome of relationship marketing is the building of a unique
company asset called a marketing network. A marketing network consists
of the company and its supporting stakeholders (customers, employees,
suppliers, distributors, university scientists, and others) with whom it has
built mutually profitable business relationships.

6. Market:
From the view point of modern marketing, market doesn’t stand for a
place where buyers and sellers gathered to buy or sell goods. A market is
the set of actual and potential buyers. More specifically, a market is an
arrangement of all customers who have needs that may be fulfilled by an
organization ‘s offerings. The size of a market depends of the number of
people who exhibit the need, have resources to engage in exchange and
are willing to offer these resources in exchange for what they want. The
key customer markets can be: Consumer market, Business Market,
Global Market and Non-profit and Government market. Now marketers
view the sellers as the industry and the buyers as the market. The sellers
send goods and services and communications (ads, direct mail, e-mail
messages) to the market; in return they receive money and information
(attitudes, sales data). Today we can distinguish between a marketplace, a
market space and meta market. The marketplace is physical, as when one
goes shopping in a store; market space is digital, as when one goes
shopping on the Internet. E commerce—business transactions conducted
on-line—has many advantages for both consumers and businesses,
including convenience, savings, selection, personalization, and
information. For example, on-line shopping is so convenient that 30
percent of the orders generated by the Web site of REI, a recreational
equipment retailer, is logged from 10 P.M. to 7 A.M., sparing REI the

9
expense of keeping its stores open late or hiring customer service
representatives. However, the e-commerce market space is also bringing
pressure from consumers for lower prices and is threatening
intermediaries such as travel agents, stockbrokers, insurance agents, and
traditional retailers. The meta market concept describes a cluster of
complementary products and services that are closely related in the minds
of consumers but are spread across a diverse set of industries. The
automobile meta market consists of automobile manufacturers, new and
used car dealers, financing companies, insurance companies, mechanics,
spare parts dealers, service shops, auto magazines, classified auto ads in
newspapers, and auto sites on the Internet. Car buyers can get involved in
many parts of this meta market. This has created an opportunity for meta
media rise to assist buyers to move seamlessly through these groups.

7. Marketing Channels:
Marketing channels means the parties that help the company to promote,
sell and distribute its goods to final buyers. To reach a target market, the
marketer uses three kinds of marketing channels:

A. Communication channels: deliver and receive messages form target

buyers and include newspapers, magazines, radio, television, mail,
telephone and the internet.
B. Distribution channels: The marketers use this channel to display, sell
or deliver the physical products or services to the buyer or user. They
include distributors, wholesalers, retailers and agents.
C. Service channels: The marketer also uses service channels to carry
out transaction with potential buyers. Service channels include

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 warehouses, transportation companies, banks and insurance companies
that facilitate transaction.

8. Segmentation, Target market and Positioning:

Market Segmentation means dividing a market into smaller groups of
buyers on the basis of different needs, characteristics or behaviour.
Market segments can be identified by examining geographic,
demographic, psychographic and behavioural differences. The marketer
then decides which segments present the greatest opportunity which is its
target market. For each chosen target market, the firm develops a market
offering. The offering is positioned in the minds of the target buyers as
delivering some central benefits. Thus, product positioning is the way a
product occupies a place in the minds of the customers relative to
competing products. Like, Volvo, positions its car as the safest a customer
can buy, where Ford positioned on economy and Mercedes and Cadillac
positioned on Luxury.

9. Supply Chain:
It is the channel stretching from raw materials to components to final
products that are carried to final buyers. The supply chain of women’s
purse starts with hides and moves through tanning, cutting,
manufacturing, and the marketing channels to bring to bring products to
final customers. This supply chain represents a value delivery system.
Each company captures only a certain percentage of the total value
generated by the supply chain. When a company acquires competitors or
moves upstream or downstream, its aim is to capture a higher percentage
of supply chain value.

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10. Competition:
Competition includes all the actual and potential rival offerings and
substitutes a buyer might consider. There are several possible levels of
competition:

Brand competition: A company sees its competitors as other companies

that offer similar products and services to the same customers at similar
prices. Volkswagen might see its major competitor as Toyota, Honda and
other manufacturers of medium period automobiles. It would not see
itself to compete with Mercedes or Hyundai.
Industry competition: A company sees its competitors as all companies
that make the same product or class of products. Volkswagen would see
itself competing against all other automobile manufacturers. Form
competition: A company sees its competitors as all companies that
manufacture products that supply the same service. Volkswagen might
see itself as competing against not only other auto mobile but also against
manufacturers of motor cycle, bicycles and trucks. Generic competition:
A company sees its competitors as all companies that compete for the
same consumer dollars. Volkswagen might see itself competing with
companies that sell major consumer durables, foreign vacations and new
homes as substitutes of spending on a Volkswagen.

11. Marketing Environment:

Competition represents only one force in the environment in which all
marketers operate. The overall marketing environment consists of the task
environment and the broad environment. The task environment includes
the immediate actors involved in producing, distributing, and promoting
the offering, including the company, suppliers, distributors, dealers, and

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the target customers. Material suppliers and service suppliers such as
marketing research agencies, advertising agencies, Web site designers,
banking and insurance companies, and transportation and
telecommunications companies are included in the supplier group.
Agents, brokers, manufacturer representatives, and others who facilitate
finding and selling to customers are included with distributors and
dealers. The broad environment consists of six components: demographic
environment, economic environment, natural environment, technological
environment, political-legal environment, and social-cultural
environment. These environments contain forces that can have a major
impact on the actors in the task environment, which is why smart
marketers track environmental trends and changes closely.

12. The marketing program and marketing mix:

A marketing program consists of numerous decisions on the mix of
marketing tools to use for their target market. The marketing mix is the
set of marketing tools the firm uses to pursue its marketing objectives in
the target market. McCarthy classified these tools into four broad groups
that he called the four P ‘s of marketing: product, price, place and
promotion.
a. Product: Product means the combination of goods and services
that the company offers to the target market
b. Price: Price is the amount of money customers have to pay to
obtain the product.
c. Place: Place includes company activities that make the product
available to target consumers.
d. Promotion: Promotion means the activities that communicate
the merits of the product and persuade target customers to buy
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 it. Four P’s represent the sellers view of the marketing tools
available for influencing buyers. From a buyer ‘s point of view,
each marketing tool is designed to deliver a customer benefit.
Robert Lauter boom suggested that the seller‘s four P‘s
corresponded to the customer‘s four C‘s that the seller‘s four
P‘s corresponded to the customer‘s four C‘s.
Four P’s Four C’s
Product Customer Solution
Price Customer Cost
Place Convenience
Promotion Communication
The latest way to view four P‘s from buyers‘ perspective is SIVA
which stands for Solution: How can I get a solution of my
problem? (Represents the product) Information: Where can I learn
more about it? (Represents promotion) Value: What is m total
sacrifice to get this solution? (Represents Price) Access: Where can
I find it?
(Represents place). Extended Marketing Mix (3 Ps)
Now a day’s three more Ps have been added to the marketing mix
namely People, Process and Physical Evidence. This marketing
mix is known as extended marketing mix. People: All people
involved with consumption of a service are important. For example
workers, management, consumers etc.

Process: Procedure, mechanism and flow of activities by which services

are used. Physical Evidence: - The environment in which the service or
product is delivered, tangible are the one which helps to communicate
and intangible is the knowledge of the people around us.
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1.8 Demand Management in Marketing:
Marketers face different market conditions which are related to different
states of demand. Especially the pricing strategy largely depends on the
variability of demand. According to Kotler, the eight major states of
demand are:
1. Negative Demand: A market is in a state of negative demand if a
major part of the market dislikes the product and may even pay a price
to avoid

it. The marketing task is to analyse why the market dislikes the
product and whether a marketing program consisting of product
redesign, lower prices and more positive promotion can change the
market beliefs and attitudes. For example: vegetarians have a negative
demand for meat, people in general have negative demands for
vaccinations, dental work or surgery.

2. No Demand: Target customers may be unaware of or uninterested in

the product. The marketing task is to find ways to connect the benefits
of the product with the person‘s natural needs and interests. For
example: the products that have usually no value to people, like a
newspaper published in last week. Or, any products that have value
but not in a particular market, like snowmobiles in areas of warm
climate.
3. Latent Demand: Many consumers may share a strong need that
cannot be satisfied by any existing product. The marketing task is to
measure the size of the potential market and develop effective goods

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 and services that would satisfy the demand. Like vaccinations of HIV
or harmless cigarettes.
4. Decline Demand: Every organization, sooner or later, faces declining
demand for one or more of its products. The marketing task is to
reverse the declining demand through creative remarketing of the
product. Like: the demands for compact disks (CD) are declining now
a day.
5. Decline Demand: Every organization, sooner or later, faces declining
demand for one or more of its products. The marketing task is to
reverse the declining demand through creative remarketing of the
product. Like: the demands for compact disks (CD) are declining now
a day.
6. Full Demand: Organizations face full demand when they are pleased
with their volume of business. The marketing task is to maintain the
current level of demand in the face of changing customer preferences
and increasing competition. The organization must maintain or
improve
its quality and continually measure consumer satisfaction to make sure
it is doing a good job.
7. Overfull Demand: Some organizations face a demand level that is
higher than they can or want to handle. The marketing task, called
demarketing, requires finding ways to reduce the demand temporarily
or permanently. General demarketing seeks to discourage overall
demand and consists of such steps as raising prices and reducing
promotion and service. Selective de marketing consists of trying to
reduce the demand coming from those parts of the market that are less
profitable or less in need of the product. De marketing aims not to
destroy demand but only to reduce its level temporarily or

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 permanently. For example: The campaign in our country that insist
people to take potatoes as replacement of rice.
8. Unwholesome Demand: Unwholesome products will attract
organized efforts to discourage their consumption. The marketing task
is to get people who like something to give it up, using such tools as
fear messages, price hikes, and reduced availability. Like books and
film piracy, inhaling drugs and so on.

1.9 Marketing Management Philosophies:

Marketing management is the carrying out the task to achieve desired
exchanges with target markets. Marketing activities should be carried out
under a well thought out philosophy of efficiency, effectiveness and
social responsibility. The philosophies are the guidance for marketing
efforts. It emphasizes on the weight that should be given to the interests
of the organizations, customers and society. There are some concepts
under which organizations conduct their marketing activities. These are:
1. Production Concept
2. Product Concept
3. Selling Concept
4. Marketing Concept 5. Societal Marketing Concept
6. Holistic Concept.

Production Concept:
It holds that consumers will Favor products that are available and highly
affordable. Therefore, management should focus on improving
production and distribution efficiency that means high production
17
efficiency, low costs and mass distribution. This concept is still useful in
two types of situations, when the demand exceeds the supply and when
the product ‘s cost is too high and improved productivity is needed to
bring it down. It is used when a company wants to expand the market.
 Managers assume that consumers are primarily interested in
product availability and low cost.
 Managers assume that consumers are primarily interested in
product availability and low cost.
 Focuses on making superior product and improving them.
 Buyers admire well-made products and can evaluate quality and
performance.
 Product concept can lead to marketing myopia (that means lack of
for short or long-term view regarding the product decision).

Selling Concept:
It holds the idea that consumers will not buy enough of the organization‘s
products unless the organization undertakes a large-scale selling and
promotion effort. This concept is typically practiced with unsought
goods, those that buyers do not normally think of buying, such as
encyclopaedias or insurance. Most firms practice the selling concept
when they have over capacity. This concept takes an inside-out
perspective. It starts with the factory, focuses on the company‘s existing
products and calls for heavy selling and promotion to obtain profitable
sales.

 Consumer typically show buying inertia/resistance & must be

coaxed into buying.
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  To sell what they make rather than make what market wants.

Marketing Concept:
It holds the idea that achieving organizational goals depend on
determining the needs and wants of target markets and delivering the
desired satisfactions more effectively and efficiently than competitors do.
The main task for marketers not to find the right customers for the
product, but the right products for the customers.
It can be expressed in many ways: Marketer balance creating more value
for customers against making more profits.
 Marketing concept rest on four pillars: a) Target market b)
Customer needs c) Integrated marketing d) Profitability.
 Love the customer not the product.
 Putting people first.

Societal Marketing Concept:

It holds the idea that the organization should determine the needs, wants
and interests of target markets and deliver the desired satisfactions more
effectively and efficiently than do competitors in a way that maintains or
improves the consumer‘s and society‘s wellbeing. This concept calls on
marketers to balance three considerations in setting their marketing
policies: company profits, consumer wants and society‘s interests. It
emphasizes on both the short run wants and long run welfare of
consumers.

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Holistic Concept:
This is the most recent concept of marketing which is based on the
development, design and implementation of marketing programs
processes and activities from a broad integrated perspective. It is the
integration of internal marketing, integrated marketing, relationship
marketing and performance marketing concept.
(a) Internal Marketing Concept: This concept holds the idea
to satisfy the internal people or employees within the organization,
so that they work for the satisfaction of the customers. The first
step to satisfy the customers is to satisfy the internal people first or
to motivate them first.
(b) Integrated Marketing Concept: It refers to an approach
where all the departments of the organization work in a
coordinated manner to support and serve the customers. Any single
section cannot serve the customers without the help of other
sections. The customer‘s satisfaction is achieved when all the

20
 departments have the common goals and intention to serve the
customers.
(c) Relationship Marketing Concept: It refers the long-term
relationship with the customers. It emphasizes on creating,
maintaining and developing a long term value laden or value based
relationship with the target customers benefits and costs.
(d) Performance marketing: Holistic marketing incorporates
performance marketing and understanding the returns to the
business from marketing activities and programs as well as their
legal, ethical, social, and environmental effects. Performance
marketing thus includes: Financial accountability and Social
responsible marketing.

CHAPTER – 2
LITRATURE REVIEW

ESTABLISHMENT OF AGILE CAPITAL SERVICES UDYOG LIMITED

1 Incorporated on February 24, 1981.
2 Mou signed on April 4, 1982.
3 License and j.v agreement signed on October 2, 1982.
4 Plants located at Gurgaon, Haryana.
5 Head office located at New Delhi.
6 Ownership – GOI 49.74%, SMC 50%, MEMBF 0.26%

AGILE CAPITAL SERVICES was established in February 1981 by Sanjay

Gandhi on Background of Government of India though the actual production
commenced only in 1983. It started with the AGILE CAPITAL SERVICES 800,
21
based on the Suzuki Alto key car which at the time was the only modern car
available in India. Its only competitors Originally, 74% of the company was
owned by the Indian government, and 26% by Suzuki of Japan. As of May
2007, the government of India sold its complete share to Indian financial
institutions and no longer has any stake in AGILE CAPITAL SERVICES
Udyog.

In 2015 AGILE CAPITAL SERVICES launched NEXA, a new dealership

format for its premium cars. AGILE CAPITAL SERVICES currently sells the
Baleno, Baleno RS, S-Cross, Ciaz and Ignis through NEXA outlets. SCross was
the first car to be sold through NEXA outlets. To build something endurable,
one has to invest considerable amount of time, thought and money. A similar
story went into the making of AGILE CAPITAL SERVICES Nexa.

Maruti Suzuki is the most loved car brand of India for its great value, fuel
efficiency and huge service network. As per reports, the brand controls over
45% of the Indian car market with its small cars. Some of its popular products
involve
AGILE CAPITAL SERVICES 800, Zen, Swift Dzire, Alto and Van (Omni).

However, over the years, the brand has not been able to foray into the premium
car segment despite repeated attempts with products such as Kizashi and Vitara.

Some of the reasons for this failure are attributed to reasons like AGILE
CAPITAL SERVICES being known as affordable, fuel efficient and great value
providing car brand. Secondly, it has not been positioned as high-end brand, and
hence so people ask - Why should I pay such a high price for a AGILE
CAPITAL
SERVICES Car?
22
However, lately, Maruti Suzuki has returned with a fresh attempt to enter the
highend car segment with the launch of first of its kind premium retail network -
Nexa.
In recent times, Nexa is one of the biggest bets from the AGILE CAPITAL
SERVICES in the Indian market.

AGILE CAPITAL SERVICESNEXA

Nexa is a retail network from AGILE CAPITAL SERVICES that caters the
highend consumers who have gone beyond their first cars and are now looking
for an experience. It offers a high level of sophistication and is based on the
principles of exclusivity, pampering and listening to the consumer. But creating
Nexa was a mammoth task for both the brand and Hakuho do India team, the
agency entrusted with the responsibility of creating Nexa. On to the drawing
board, the agency had to revisit the entire journey of customer's experience
while buying an AGILE CAPITAL SERVICES.

Designed on 'monochromatic' theme, Nexa dealerships are developed to lure

customers looking to buy premium cars, as these would offer them a plusher
buying experience. The Nexa outlets will have a black & white monochrome
colour scheme so that the spotlight is on the displayed products. The company
also informed that just like the S-Cross, all the vehicles to be sold through Nexa
will just feature a Suzuki logo and won't carry a AGILE CAPITAL SERVICES
name plate.

The aim of Nexa dealerships is to maintain a premium feel and offer the
customers a more per Exclusive dealerships that retail only the premium
23
offerings from AGILE CAPITAL SERVICES such as the SCross and Baleno.
Future products could include the Ignis and Ciaz facelift.

 Fully trained ‘relationship managers’ that cater all the needs of the
customers.
 The showrooms are equipped with iPads and Apple TVs in order to
visualise every aspect of the cars on sale.
 Smartphone app to track service history, book servicing appointments,
emergency support, accessory purchase, etc.
 Black and White monochromatic colour theme for NEXA dealerships
 Dedicated delivery area inside the showroom. The customer drives
his/her new car right out of the showroom. Dealerships will also play
your favourite music at the time of delivery

VISION:

We have chosen a road and that drives us extra miles to achieve every
endeavour.
Here is what we at AGILE CAPITAL SERVICES believe in:
 Customer Obsession
 Fast, Flexible & First Mover
 Fast, Flexible & First Mover
 Networking & Partnership
 Openness & Learning

VALUES:
24
  CUSTOMER OBSESSION
 FAST, FLEXIBLE AND FAST MOVER
 INNOVATION AND CREATIVITY
 NETWORKING AND PARTNERSHIP

AGILE CAPITAL SERVICES -MARKETING GENIUS

Here came the most important aspect of the launch – the marketing strategy.
This was a factor that could make or mar the success of the Santro. Hyundai tied
up with the advertising agency Saatchi and Saatchi, who hit upon a novel
strategy. Bollywood star Shah Rukh Khan was roped in to be the brand
ambassador. A three-pronged strategy was designed to attract the consumer:
Educate Indian Consumers about Hyundai
 Create hype and expectations about the Santro
 Explain the virtues of the Santro
The TV & Press Campaign broke in June 1998. The initial TV spots and the
press campaign showed Shah Rukh Khan being approached by a Hyundai
official to advertise the Santro. Shah Rukh was not convinced about Hyundai
and he was shown to ask all questions a normal Indian consumer is expected to
ask. What is Hyundai? Why should I advertise for the Santro? Will it match
customer service expectations? What about dealer networks? How can an
international car meet the requirements of Indian roads? As the campaign went
through all of these questions, the Hyundai official answered Shah Rukh Khan.
By the time the car was actually launched, Shah Rukh Khan proclaims, “he is
convinced”. He declares that he is now ready to advertise the Santro since he is
certain that the Santro is the car for India. This high profile campaign backed by
some very innovative media buying, which went for maximum coverage with
25
the minimum budget, broke all grounds in terms of creating consumer
expectations and hype in the market.

Along with the Advertising Campaign, the Sales Team worked burning midnight
oil in creating the dealer network across the length and breadth of the country.
The wide dealer network would prove to be invaluable in ensuring that the
Santro would be available to anyone who wants to buy it. An important pre-
requisite for the dealer network was a fully functional workshop area with
imported international standard equipment and engineers trained in Hyundai’s
parent training centre in South Korea and localised training provided in the
Chennai
Plant.

ARRIVAL OF SMALL CARS IN INDIAN MARKET WAS THE

BEST THING TO HAVE HAPPENED TO AGILE CAPITAL
SERVICES

The race for India's small-car market has begun. But only those among the big
four who get all their strategies right will win this unforgiving contest. The
prize: not just the largest automobile segment, but also survival in this market.
They're lined up for the last lap. With Market India becoming a minefield for the
world's largest auto-makers, the Formula I has become brighter than the red
lights that have stopped them in their tracks so far--only the small car will
enable endurance. Bumper- to bumper, therefore, the combatants are
accelerating towards the smallcar segment. Amounting to 60 per cent of the Rs
14,500-crore automobiles market, and hitherto monopolised by the Rs 8,454-
crore AGILE CAPITAL SERVICES Udyog with its AGILE CAPITAL
26
SERVICES 800 and Zen, it's the final frontier between survival and extinction.
So far, accustomed as they are to the priorities of the customer in the developed
markets, the global automakers have taken many wrong turns in India. Only
now, after many knocks, crashes, and repair jobs, are they back on track,
heading towards their destination.

But neither the road nor the end-point of their journey is wide enough for all of
them. At a projected 6-lakh units by 2000, demand for cars is still 25 per cent
less than the number of F-150 pick-up trucks sold by the $153.62-billion Ford
Motor Co. in 1997. But the importance of India on the world auto map is
strategic. With an estimated total capacity of 58 million units a year, the global
auto industry is racing far a head of the demand of 45 million units. Markets in
North America, Europe, and Japan- which account for 74 per cent of the
demand--have become saturated. Global car-manufacturers will need to plant
their feet in a low-cost, young, stable market to sell their products to create a
global supply-base for cars and components. The first wave of manufacturers
simply failed to make a splash in India. They were revving up for a growth that
never happened. Their entry reasoning: since India had been a small-car market
for years, it was only a matter of time before it enlarged to accommodate bigger,
luxury cars. That the logic was flawed has now become evident. India is still a
small-car market for anyone who wants both revenues and profits.

Not surprisingly, Ford (which launched the 1,300-cc petrol and the 1,800-cc
diesel Escort in 1996), the $178.17-billion General Motors (which entered with
the 1,600-cc Opel Astra in 1996), and the $72-billion Daewoo Group's Rs
963.37crore Daewoo Motors (which launched the 1,498-cc Cielo in 1995) are
limping at the starting-block. None of the 3 has managed to chalk up sales of
more than 18,000 units a year. Even AGILE CAPITAL SERVICES Udyog--a
joint venture between the $12.12-billion Suzuki Motor Corporation of Japan and

27
the Government of India--has been unable to grow the luxury segment. At
18,000 units in 1997-98, its 1,300-cc Esteem luxury car's sales fell by 28 per
cent. Explains B.V.R. Subbu, 43, Director (Sales & Marketing), Hyundai Motor
India: "Traditional mid-car buyers are turning to small cars; they are waiting for
new technologies." Within 8 months of the 1,468-cc City's launch in January,
1998, the $48.87-billion Honda Motor has sold 4,180 cars in the Indian market,
which is more than the combined sales (3,317 units) of the Astra and the Escort.
But despite Honda's initial success, the luxury-car segment has plateaued, and
there seems to be room for just one player. In the past 3 years, the segment has
shrunk in value, dashing car-makers' hopes of rebuilding their futures in India.
Naturally, the only safe haven that remains is the small-car segment, which is
2.45 lakh units in size. And the only segment expected to grow at 15 per cent a
year for the next 5 years. The new millennium cannot but belong to the small
car. However, economics of upstream manufacture will only ensure survival.
Sophisticated downstream skills are essential to make inroads into the tough
AGILE CAPITAL

SERVICES Udyog territory.

BUILDING COMPETITIVE STRATEGIES:

But strategies, like cars, must feed on volumes. And how much is the
subcompact segment likely to yield in 1998-99? AGILE CAPITAL SERVICES
Udyog expects the sales of the Zen to cross the 1-lakh-unit mark. Assuming that
at least a third of the small-car owning population--which includes customers
who have been using the AGILE CAPITAL SERVICES 800, say, for at least 3
years-graduates to a sub-compact, that means a market for at least another 1
lakh cars. Even if the 2-lakh mark is not breached in the next 5 months, 1999-

28
2000 will be the Year Of The Upgrade, the economy permitting. Which is why
the second wave is focused on the small segment--from the mini to the sub-
compact to the small car. On that relatively stable bandwagon is perched the
goliath, AGILE CAPITAL SERVICES Udyog, 2 newcomers--the $28-billion
Hyundai Motor of South Korea and the Rs 7,450.34-crore telco-- and one
revitalised company, Daewoo Motors. By drawing on their intrinsic strengths,
each is evolving a unique strategy to overtake competition. BT test drives the
strategic responses of the second wave and assesses their chances of survival.

In less than two decades, India has ascended the ladder of global
competitiveness and improved its business environment for investors through a
consistent focus on economic reforms. Even more creditable is the fact that this
growth comes on the back of an ever-strengthening social infrastructure
supported by vibrant democracy. India today is the hotbed of entrepreneurial
activity. Wealth creators and world-beaters are visible in sectors after sector.
India’s economy has more than doubled in real terms since reform began in
1991. Consumer demand, increasing three to five times faster than the economy,
reflects the aspirations of a vibrant, growing and young middle class; India is
home to 20 per cent of the world’s population under the age of 24. With more
than 200 television channels offering a window to the world, Indians are
perhaps the most rapidly evolving consumers across the globe. Successful
economic reforms, favourable media disposition and an overall positive
economic scenario have placed a spotlight on the country. Indian companies are
making overseas acquisitions, capital markets are booming, FIIs are pumping
money in, FOREX reserves are a record high and the political economy has
gained credibility in the global investor community and world media.
Innovative products, innovative processes, innovative manufacturing methods
are enticing foreign investors and multinationals to India. What is `India' for the
world? It is a millennia-old civilisation. It is also the world's premier IT services
29
provider. The world's back office A global R & D hub. Emerging small-car hub.
Repository, arguably, of the world's largest number of engineers, doctors,
accountants, and so on. To bring it all down to a single idea – India is ready with
various touch points: from nation branding to product branding. Car
manufacturers everywhere are struck by India’s engineering and design
capabilities. Toyota is planning to set up a research centre in India. Daimler
Chrysler and General Motors have done that already and Honda Siel, Ford
India, Ashok Leyland and AGILE CAPITAL SERVICES spend millions of
dollars on research and development activities and it plans to make India a hub
for Suzuki’s small cars.

CHAPTER 3
RESEARCH METHODOLOGY

The purpose of methodology section in the report making is to describe the

research process that is followed while doing the main part. This would
however include the research design, the sampling procedure, and the data
collection method. This section is perhaps difficult to write as it would also
involve some technical terms and may be much of the audience will nor be able
to understand the terminology used. The methodology followed by the
researcher, during the preparation of the report was:
30
Research Design:
A research design is purely and simply the framework or plan for a study that
guides the collection and analysis of data. The survey research was used in this
project, because consumer’s feedback was necessary for obtaining the data.

Research Instrument:
For doing the survey research, structured questionnaire with both open-ended
and closed-ended questions was used.

Mode of Survey:
The mode of survey was personal interview with the respondents during the
filling up of the questionnaires.

Personal Visits:
As a part of the analysis, it was necessary to visit the students of different
school, as it would always help me knowing the nature of students. We visited
different schools and asked the student different questions which are formatted
in the questionnaire

Data Sources

Primary Data:
Primary data is that kind of data which is collected directly by the investigator
himself for the purpose of the specific study. Primary Data is collected by the
investigator through interviews of company employees, vendors, distributor etc.
Data such collected is original in character. The advantage of this method of
collection is the authentic. A questionnaire of about 50 questions was made and
31
it was given to the dealers to fill it up for our research. The research was a kind
of conclusive research as it helps in the testing of hypothesis. The method of
sampling was the Random method as it is unbiased.

Secondary Data:
When an investigator uses the data that has been already collected by others, is
called secondary data. The secondary data could be collected from Journals,
Reports, libraries, magazines, fair & conference and other publications. The
advantages of the secondary data can be –It is economical, both in terms of
money and time spent. The researcher of the report also did the same and
collected secondary data from various internet sites like [Link],
[Link], [Link] and many more. The researcher of the report
also visited various libraries for collection of the introduction part.

Questionnaire design:
We make questionnaire to know which category of people opts for which kind
of plans. In this category the factors included are such as income, background,
age, etc. This includes 2 types of questions
 Open ended
 Close ended
1. Open Ended: In this respondent are not bounded to answer within a set
of choices and can give their own views
2. Close-ended: in this respondent are bounded to answer within a set of
choices.

32
I have designed my questionnaire on the basis of close-ended questions as it is
more feasible to calculate data from it

sample design:
While developing a sample design, following points should be kept in mind:
 Sampling unit: A decision has to be taken concerning a sampling unit
before selecting sample. Sampling unit may be a geographical one such
as state, district, village etc or a construction unit such as house, flat etc.
or it, may be as social unit such as family, club, school etc or it may be an
individual. the researcher will have to decide one or more of such units
that he has to select for his study.
 Size of the sample: This refers to the number of items to be selected from
the universe to constitute a sample. This is a major problem before a
researcher. The size of the sample should be neither is excessively large,
nor too small. it should be optimum.
 An optimum sample is one which fulfils the requirements of efficiency,
representatives, reliability and flexibility.

33
 CHAPTER – 4

COMPANY PROFILE

Agile Capital Services is the choice of many reputed Multinational

Organizations and businesses because of its commitment to deliver best results.
ACS pride itself with the reputation of being the trusted and reliable talent
acquisition partner as well as providing expert guidance towards achieving
financial independence to its clients.

We are having experts who are providing consultancy services regarding

financial and investment sector to individual so that they can secure financial
future of themselves and their family. Providing the professional and expert
advice in wealth maximization, career planning and bridging the gap between
the job seeker and talent seeker. Our experts provide financial advice in the
34
simplest way possible because we believe in managing wealth in less
complicated way Agile Capital Services Is One Of India's Emerging
Consulting Firm. At Agile Capital, We Provide Wealth Management
Services To High And Ultra High- Net-Worth Individuals (Hnis & Uhnis).

Our highly trained and specialized team engage with clients from across the
country as well as those based abroad. in addition to our custom-designed
solutions, we focus on 'un complicating' the entire process of investment for
each client. our focus on building long-term relationships defines our business.
our advisory backed by a strong product and research team, underscores the
unmatched value of the ACS proposition.

At AGILE CAPITAL, we cater to financial needs of individual and

corporate
clients.

Our Vision is to significantly increase the Wealth of our Clients by providing

them the best Financial Services as well as the most valuable recruitment
services.

35
Our Mission We thrive to provide the best and the simplest Wealth Management
advice through Honest Financial Solutions as well as inspire the candidates to
explore job opportunities across various Industrial Sector.

Our Identity
Our professionals and experts working round the clock to provide best HR and
financial solutions to our clients and organizations in order to give them edge
over their competitor. We are committed to provide best opportunities for the
job seekers.

Agile Capital Services Pvt. Ltd. is a conglomerate company in the contemporary

human capital/staffing arena, Vocational Training and SAP IT Support with an
aim to lead the way endowing with comprehensive solutions for growing
organizations. We, at Agile Capital Services Pvt. Ltd. seek to venture a
trustworthy drive providing the most reliable professional custom key in the
areas such as recruitment, Manpower Outsourcing, Vocational Training and SAP
IT Support. Agile Capital Services Pvt. Ltd. solely focuses on the enhancement
of client organizations by providing quality services on various aspects of their

36
human resources, Training and IT Support and by letting the organization focus
on its core issues.'

On the recruitment’s side we follow a three pronged approach during the

search process which is customized for every client:

 Understanding our client’s need and customizing our search process and
resources deployed accordingly.
 A two layer vetting process (Telephonic and face-to-face) before short
listing profiles for the client’s requirement.
 Providing a detailed tracker to the client with our assessment and flagged
information.

During entire process of recruitment’s, from search to joining, our clients have
full access to the entire management team and recruitment’s team deployed to
trouble shoot and re-calibrate their specific solution.

Executive Search and Selection

 Recruitment mandates across levels, across Industry.
 Volume / bulk hiring
37
  Recruitments for contract/temporary hiring
 Support staff hiring
 Advertising / job posting
 Resume short-listing and analysis
 Interview scheduling
 Interview candidates
 Offer letter generation

Agile Capital Services Pvt. Ltd. Value Proposition

 Outsourced HR services (e.g. recruitment process outsourcing, employee

benefits).
 Manpower Outsourcing on contract
 Outsourced Finance & Accounting (e.g. payroll, Time reporting,
payables, expense claims)
 General Administration Services (e.g. office administration, procurement)
 Workforce management

38
  Managed employee lifecycle services
 New hire/existing network on-boarding and induction
 Time and attendance management
 Payroll processing
 Benefits administration
 Compliances
 Settlements
 Insurance
 HR Helpdesk/Contact centre
 Claims administration

India is one of the youngest nations in the world with more than 62% of its
population in the working age group (15-59 years), and more than 54% of its
total population below 25 years of age. This presents a formidable opportunity
as well as a huge challenge. Every year, out of 15 million youth entering the
job-market, over 75% are not job-ready. This stark difference is due to lack of
technical and soft skills. Paucity of highly trained workforce, as well as non-
employ-ability of large sections of the conventionally educated youth, who
possess limited job skills are the dual challenges to be addressed to reap the
demographic dividend.

Agile Capital Services Pvt. Ltd. is supporting to enhance the skills of millions of
youth across the country and empower them with livelihood linked skilling
programs. It aims to build an inclusive, enabled and skilled society by skilling
youth and providing employment in identified core sectors including Education,
Retail, Automobile, Hospitality, Health Care, Building and Construction,
Telecom and Beauty & Wellness to name a few. Agile Capital Services Pvt. Ltd.
offers employability programmes to unemployed rural youth, poor urban youth,
39
Persons with Disabilities (PwDs), youth with below poverty line demographics,
women including adolescent girls and youth from socially disadvantaged groups
and creates corporate ready workforce. It bridges the gap between millions of
jobs opportunities across multiple sectors and the skills of the available
workforce.

Various type of training’s conducted are:

 Vocational Skills Training
 Digital Literacy
 Up-skilling Programmes
 Soft Skills Training
 Behavioural Training
 Customized Training

Programmes Key Sectors:

Community Mobilization:
Agile Capital Services Pvt. Ltd. reaches out to youth to sensitize and convince
them, answer their queries and successfully enrol them in relevant programmes.
Appropriate communication tools are used to showcase the success stories
pertaining to region specific skilling programs and information on the exact job
roles is disseminated with an objective to create a demand for the skilling
initiatives.

Training & Certification:

40
The candidates are then screened, batches are formed and training is conducted
by Certified Vocational Skill Instructors on approved Qualification Packs (QPs).
The training is a blend of both classroom and practical exposure. Industrial visit
are an integral part of the training and helps the candidates in gaining an
exposure of the actual work environment Candidates are assessed and certified
on successful completion of training.

Quality is paramount for Agile Capital Services Pvt. Ltd.. The same is
ascertained through training the candidates using the best-in-class training
methodology as well as through conducting rigorous training for the skill
instructors. From mandatory boot camps to periodic refresher workshops to
functional training & specialized training like Instructional Design boot camps,
the skill instructors at Agile Capital Services Pvt. Ltd. are nurtured with
continuous learning & development opportunities. Instructional Design
Workshops are also organized for the skill instructors at regular intervals for
their skill up gradation.

Placement Support & Settlement:

Agile Capital Services Pvt. Ltd. works on a backward integration approach.
Once the schemes are announced by the government, Agile Capital Services
Pvt. Ltd. reaches out to corporate across different geographical locations of
India. Basis the geographical spread of candidates, Agile Capital Services Pvt.

Ltd. sets up centrally located centre’s and starts the process from mobilization to
certification. Once the candidates are certified, job fairs are organized which are
attended by leading companies from nearby locations. Post their placements,
candidates are tracked and mentored/counselled throughout the initial working
days.

41
  Apparel Made-Ups Home Furnishing Sector Skill Council
 Healthcare Sector Skill Council
 Life Sciences Sector Skill Development Council
 Retailers Association’s Skill Council of India
 Telecom Sector Skill Council
 Tourism & Hospitality Skill Council
 Automotive Skills Development Council
 Electronics Sector Skills Council of India
 Construction Skill Development Council Of India
 Banking Financial Services & Insurance Sector Skills Council

Skills for Schools and Colleges:

A business sees success when its foundation is strong. The same goes for a
nation. A nation becomes strong only when its foundation, i.e., its youth is
empowered.
Empowerment is achieved when the right set of skills are disseminated among
the students at the right time.
We, at Agile Capital Services Pvt. Ltd. Learning, believe that the journey of a
candidate from a potential to an apt talent begins with skills training at the
grassroots level, i.e., schools and colleges. With the implementation of Skills
Skill Development Framework (SDF) from class IX onwards, the awareness as
well as demand for vocational training is going to soar across all levels. We not
only train the students in schools but also deliver capacity building training to
schools. In addition, we provide Effective School Management and Leadership
training to Principals, Vice Principals and Heads of institutions. We also provide
comprehensive end-to- end solutions in the skills assessment domain.

42
Agile Capital Services Pvt. Ltd. is playing a pivotal role in Introduction of
vocational education from class 9 onwards by following the Skill Development
Framework (SDF) .The SDF enables a person to acquire the desired competency
levels, transit to the job market and up-skill their competencies when required.

SDF Training Methodology:

Focused on holistic learning and development of students, this novel training

intervention includes face- to-face classes by professional trainers, practical
classes, field visits/ industry visits, guest lectures, preparation of models/ charts/
projects, preparation of student portfolios and role plays.

43
Skills Assessment:
AV Profess Ionel Learning provides comprehensive end-to- end solutions in the
skills assessment domain. The range of services include:

 Setting up of exam centre’s

 Deployment of exam centre staff
 Exam centre operations
 Managing the candidate flow
 Security and quality of exams
 Project Management
 Training
 Audits and Supervision of Exam Delivery

Agile Capital Services Pvt. Ltd. manages and provides these skills assessment
solutions for one of the world’s leading organization which promotes cultural
relations, educational opportunities as well as testing and assessment services.

SAP FUNCTIONAL & TECHNICAL:

Agile Capital Services Pvt. Ltd. provides the following models for flexible
engagements with clients from its offshore software development center. These
models are designed to address diverse requirements and build close
relationships with clients, from project based engagements to outsourced
software development SaaS support. These models are proven to improve
operational efficiencies and reduce costs through mature systems and processes
built over a decade of serving customers.
Working with teams from different countries and cultures has helped Agile
Capital Services Pvt. Ltd. develop a process that is flexible and can be adapted
to the specific needs of the engagement. Agile Capital Services Pvt. Ltd.
44
understands that the same solution may have to be rendered differently when
delivering to a different target audience in a different country. This
understanding helps in ensuring that the requirements are well understood for
the specific audience(s) and in reducing the time and effort required in sharing
this understanding.
Agile Capital Services Pvt. Ltd. has developed an offshore model that has
matured over the years, applying the learning from the experiences in various
engagements and working with different partners – both service and product
companies.
Agile Capital Services Pvt. Ltd. uses processes and tools that address the critical
success factors for engagements utilizing the onshore-offshore model.
Largely, two modes of offshore development can be identified – one, in which
all of the development is typically handled by a single offshore team and the
other, in which development is by distributed teams, usually one onsite and
another offshore.

SAP ABAP DEVELOPMENT:

Agile Capital Services Pvt. Ltd. ABAP developers acquire well-built technical
and analytical skills in development. Our development encounter ranges from
the core SAP modules to claim to fame regions, for example, SAP HR, SD,
HCM, FICO, MM, SD, PP & PM. Our SAP ABAP developers create inventive
solutions for help your SAP infrastructure. We have been giving Onsite and
Remote development services at a cost effective price. Our remote development
arrangement enables clients to spend IT budgets on value-added development
instead of paying consultant expenses. Our group of the SAP ABAP specialists
can possibly create custom reports and interfaces with ABAP programming that
exceeds expectations in the market for its remarkable execution. The application
created in the SAP ABAP does not rely upon a specific server or database stage;
45
henceforth it can be moved starting with one stage then onto the next easily. By
considering the same, we as a SAP ABAP development have built up the protest
which has the best execution in view of our conveyance procedure.

SAP PERFORMANCE OPTIMIZATION:

Although companies invest in their SAP ERP Software, a proper professional
and expert guidance and support are mandatory to make the most of their
investment in such program.

We are the widely known SAP consulting company in Pune who comprehend
both our client’s functional business necessities as well as the technical design
of the program. Numerous domestic and offshore companies trust on our
services because we assist our clients to profit from a range of new development
possibilities, the prospect of skilled resources and enhanced cost flexibility. We
boost our client’s business by delivering development specific to clients right on
time. We do it by means of our up-to-date know-hows and our well trained,
dexterous team of application specialists and programmers. This team is directly
in connection with the client’s offices and companies by means of dedicated
links thus work in the similar setting as the client’s company.

SAP S/4 HANA SOLUTIONS:

SAP S/4 HANA is a new generation of ERP solutions running in real time,
integrating predictive analytics, big data and mobile access. These solutions will
support organisations in transforming workplaces, engaging with customers in
new ways and providing new opportunities to collaborate. By unifying data in
real time, SAP S/4 HANA provides instant insights enabling better decisions.
SAP S/4 HANA will eventually replace all SAP systems. SAP S/4 HANA is
46
more than just a new technology. It is designed to drive instant value across
lines of business and industries with the ultimate sophistication. It provides:

 Real time: Eliminate batch processing and data reconciliation.

 Responsiveness: Improve user satisfaction by reducing waiting time.
 Simulation: Explore the impact of business decisions on the outcome.
 Predictions: Discover and respond to future opportunities and
challenges.
 Drilldowns: Analyse at any level without exporting data.
 Recommendations: Built-in data driven decision support systems.

POST – IMPLEMENTATION SUPPORT:

In several cases, after a new system has been implemented, SAP inclusive, it has
been observed that organizations are often challenged by the use of the
technology. And this we have found to be hindered by factors such as:
 Culture
 Lack of willingness to change
 Training gap
 But most especially, insufficient skillful personnel to use the system

Our observation of this occurrence in both local and international organizations,

led us into putting together, a strong Post Implementation Support Team,
Comprising of individuals, who are highly skilled in various modules of SAP,
with wealth of several years of experience in various Industries.

Our support Team works with your organization leading you through the
transition periods and beyond, training the process owners, instilling in them
enough knowledge to enable them perform their day-to-day processes
efficiently and also, to be able to handle a first and second level trouble shooting
of the system without supervision.
47
 CHAPTER 5

ANALYSIS AND INTERPRETATION OF DATA

SWOT ANALYSIS

STRENGTHS
Brand Name: AGILE CAPITAL SERVICES has emerged as a strong brand
name in recent times. Backed with the parent company AGILE CAPITAL
SERVICES this is recognized as a strong player in worldwide automotive
market, Swift has definitely a value associated with it any individual will like
associated with.

Large Distribution Network: With a strong dealer network of around 3000

dealers al around the country, AGILE CAPITAL SERVICES has made its
presence felt in each and every corner of India.

Wide Product offerings at different price points: AGILE CAPITAL

SERVICES has launched various models in various segments and hence has a
very good product mix of offerings as different price points.

48
Cheapest cars in respective segments: AGILE CAPITAL SERVICES has
always followed an aggressive pricing policy. As a result it has its cars priced at
lowest possible rates in respective segments.

Encouraging Exports: Backed by a strong production and a global setup at

Gurgaon, AGILE CAPITAL SERVICES is exporting a lot. An export of worth
Rs. 1,325 crores has been achieved in last six months.

Awarded Many Awards: AGILE CAPITAL SERVICES has been awarded with
many awards and recognitions like “The Star Company” amongst unlisted
companies by Business Standard this year. Its various models like Swift has
achieved many awards, thereby increasing the brand value of the company.

Economy with technology: AGILE CAPITAL SERVICES Suzuki’s cars have

always seen as a company producing cars blending economy with technology.
Swift’s initiative of putting a 16-bit microprocessor on board has proved as one
of the major reasons for its success and that too for the lowest price in its
segment.

WEAKNESSES
Lack of in house R & D: AGILE CAPITAL SERVICES do not have a
Comprehensive R & D department.

New model introduction to only cosmetic changes: There is no major design

changes incorporated in AGILE CAPITAL SERVICES products. Only some
cosmetic changes have been made.

Dominance mainly at lower level: AGILE CAPITAL SERVICES dominance

in Indian market is only at its lower-level segments like Swift in B-Segment and

49
Accent n C-Segment. It has to focus on its upper segment models to strengthen
its position in Indian car industry.

OPPORTUNITIES
Rise of Indian middle class and small cities: As a phenomenon growth is seen
in recent times in Indian middle class and the purchasing power of working-
class individuals. Also, a rise in small cities across the country has given a great
opportunity to AGILE CAPITAL SERVICES for achieving a higher growth rate
in coming times.

A Booming Economy: Indian economy is growing at a rate of on an average of

7% every year thereby giving an opportunity of larger sales in each and every
segment.

Rising exports: With a export of Rs. 1,325 crores in last six months, AGILE
CAPITAL SERVICES has a great opportunity of achieving a export target of
Rs.

2,700 crores in this fiscal year.

THREATS
Many players fighting for the same cake: There a many major players in the
BSegment and since the size of market is not expanding rapidly, AGILE
CAPITAL SERVICES has a major threat in form of tough competition.

Entry of new players: with coming of Tata India and other players planning to
come out with much more models in B-Segment, the competition is just getting
hotter.

50
Cannibalism: to some extent the Zen is affecting Swift because of its price.
Thus AGILE CAPITAL SERVICES has to focus more on its positioning
strategy of Zen and Swift.

CHALLENGES OR PROBLEM ENCOUNTERED:

The MD & CEO of AGILE CAPITAL SERVICES is quick to admit

though that it is not easy to develop a product as it takes time along
with technology and experience which are not easily transferable
skills. Indian engineers have, of course, been sent to Japan R&D over
the last decade to try and understand what it takes.

“Gradually, their capability has increased but there is still a gap

between Japanese engineers and their Indian counterparts. It is
becoming narrower though and we need to develop people’s
capabilities to the desired level,”.

This kind of work is more about creativity than skills alone. While
enhancing or upgrading skills is important, creative capabilities play a
bigger role in development. “Creativity is not easy to learn and needs
to be captured earlier. It is not the same for all people and takes
time,”.

Developing this talent becomes especially important as India is

already the biggest market for Suzuki and tipped to play a bigger role
in the coming years. “The Indian market is evolving with diverse
customer patterns and preferences right from entry to luxury cars.
51
There are many categories of customers and we also need to keep
changing keeping in line with demand,”.

CHAPTER 6

MARKETING STRATEGIES OF AGILE CAPITAL

SERVICES(PVT.) LIMITED

The marketing strategy of the AGILE CAPITAL SERVICES Pvt. Ltd. can be
measured from the following story:

EFFICIENT PRODUCTION AND DISTRIBUTION

CAPABILITIES
Just three months after it launched Swift, AGILE CAPITAL SERVICES Udyog
Limited has already sold over 8,000 units of the car and added another 5,000
next month. There's a four-month waiting period for the 1,298-cc hatchback --
the company claims more than 9,000 bookings before the car was launched.
And that's even while competitors -- Corsa Sail, Hyundai Getz and Fiat Palio --
are available off the shelf. Not surprisingly, MUL now has a lot riding on the
car: there's over Rs 440 crore (Rs 4.40 billion) invested in the project (Rs 250
52
croreodd is MUL's share). Not only is the company hoping that the Swift will
help expand the market for the B-plus segment (premium hatchbacks), it's also
counting on Swift to make a style statement -- that Suzuki can deliver
goodlooking cars on Indian roads. For a company that has been known more for
its value-for-money proposition -- from the 800 to the Esteem -- that's
important. "It's not as if our cars weren't style statements. It's just that with
Swift, we have made a break from the past," reveals a company official. The
buzz around Swift began in December 2004 -- five months before its launch. All
new Wagon Rs and AGILE CAPITAL SERVICES Omnis came with stickers
and sunshields that proclaimed "My next car is a Swift." Unlike most car
launches, where the look of the vehicle is kept under wraps until the last
possible moment, photos and specs were made available at showrooms several
months earlier. Models of the car were placed on high platforms at busy
intersections in Delhi; while cars were on display in malls. "It works well for
those who don't have the inclination to really go to a dealer and check out the
car," says a company official. The launch was staggered over three to four days
in 15 cities across the country, coinciding with the worldwide launch of the car.
MUL also made good use of its Rs 20 crore (Rs
200 million) marketing budget. For the first time, it opted for an in-film
placement -- Swift appeared in the Bollywood hit Bunty Aur Babli, which was
released on the same day as the car launch, May 27. And it trained 1,000
salespeople -- called "energisers" -- to exclusively sell the Swift. Perhaps the
Swift's biggest plus is its price. Introduced at Rs 387,000 for the base model, it
was close to about Rs 50,000 less than its competitors. Even the top-end version
was Rs 70,000 cheaper than the Hyundai Getz GLS. MUL does not want to give
this pricing advantage away. Although it hiked prices by Rs 10,000 in early
June, advance bookings were honoured at the introductory price. And since the
car is priced at just under Rs 400,000, Delhi residents pay only 2 per cent road
tax, compared to 4 per cent for a car that costs more than Rs 400,000.
53
Suzuki Motor Corporation's expansion plans, which set the Japanese company
on a collision course with the government, could turn out to be a big push for
the automobile components industry. The 250,000 cars per annum assembly unit
announced by Suzuki could result in an investment of up to Rs 7,500 crore (Rs
75 billion) by the components industry. The entire sourcing for the venture is
proposed to be done locally. Though AGILE CAPITAL SERVICES Udyog,
which will own 70 per cent of the venture, is yet to announce its investment in
the project, the automobile components industry expects it to be around Rs
2,500 crore (Rs 25 billion). As every rupee spent in a car project needs to be
backed by a downstream investment of Rs 3 in components, vendors say the
industry could see an investment of Rs 7,500 crore. "We are very bullish on this
development, though we are yet to do our calculations on what the Suzuki
Motor investment means to us exactly," Surinder Kapur, chairman of the Sona
Group, one of the largest vendors of AGILE CAPITAL SERVICES Udyog, told
Business Standard. Any new demand can be met only by adding fresh capacity.
"The automobile components industry has to make substantial investments in
increasing capacity to meet the additional demand," said Dilip Chenoy, director
general, Society of Indian Automobile Manufacturers. McKinsey & Co had in a
recent study said the Indian automobile component industry had the potential to
become a $33-40 billion industry by 2015. Suzuki's expansion plans could turn
out to be a big push in that direction.

Having successfully completed the supply of fuel neck and real axle for AGILE
CAPITAL SERVICES Udyog Ltd (MUL) vehicles during last fiscal, Jay Bharat
AGILE CAPITAL SERVICES Ltd (JBML), the Rs 422-crore manufacturer of
components for automotive applications, is now working on another expansion
programme. The company is also planning to set up a coating facility and
additional welding lines. Further, it has also decided to expand its existing
capacity to meet the increased demand of MUL. "At present, the company is
working on a major expansion plan for new model of AGILE CAPITAL
54
SERVICES YN4 and will be setting up facilities for manufacturing of the rear
axle in technical collaboration with Yorozu Corporation, Japan," a JBML
official told the researcher. However, declining to divulge the details on
investments involved in the expansion project and the implementation schedule,
he said, "the details for the finalisation of technical collaboration and expansion
project are still being worked out in constant consultations with AGILE
CAPITAL SERVICES Udyog. We will announce them as and when they were
finalised." The official said that AGILE CAPITAL SERVICES Udyog has
recorded first ever sales of 4,72,122 vehicles in its 20 years of operations with
30 per cent growth over the previous year. "Our performance is mainly
attributable to performance of MUL, our main customer. During last fiscal, we
have recorded an increase of 35.39 per cent in sales over the previous year."
Stating that the company has already started commercial supplies of fuel neck to
MUL during last fiscal, the JBML official said the test trials have been
conducted for rear axle and the commercial supplies would start during the first
half of current fiscal. Expressing concern over the unprecedented hike in steel
prices, the official said the steel prices during last fiscal increased by almost 40
per cent. According to him, reduction in import duty on components,
strengthening of rupee against dollar, thus making import cheaper, and signing
of free trade agreement with other countries would further add to the concerns.

THOROUGH PROFESSIONAL MANAGEMENT

PHILOSOPHY

Japanese Management Philosophy of Team Spirit

 Common uniform
 Open office
 Common Canteen

55
  Open office – Easy accessibility, Speedy Communication and decision
making
 Morning Meetings
 Morning Exercises
The unit sales of the company during 2005-06 grew faster than the rest of the
domestic car industry, and was the highest ever in AGILE CAPITAL
SERVICES ’s history. Gross Sales Revenue grew by 11 per cent over the
previous year. Net
Profit increased by 39 per cent compared to 2004-05. The ratio of Net Profit to
Net Sales was 9.9 per cent compared to 7.8 per cent in 2004-05. During the
year, work on the company’s new ventures proceeded as per plan.

LATEST FACULITIES:
This state-of-the-art facility, located in Manesar in Haryana, begins with an
initial capacity of 100,000 units per year. This will be over and above the
capability of over 600,000 units a year in our existing facility in Gurgaon,
Haryana. The new car plant at Manesar, together with Suzuki Motor
Corporation’s new plant in Sagara, Japan, has been designed to meet the Suzuki
group’s global aspirations in the future. As such, the Manesar plant comes
equipped with many sophisticated systems and processes to ensure high quality
and productivity on the shop floor.
The company is also committed to upgrading facilities at the existing plant in
Gurgaon. The total investment by AGILE CAPITAL SERVICES and Suzuki in
the new car plant, the diesel engine and transmission facility, upgradation of the
existing plant and in launching new models will be close to Rs 6000 crore. The
other major venture – the diesel engine plant --- is also on course to begin
operations in this calendar year. The plant will manufacture state-of-the-art, 1.3
litre diesel engines for cars. It will start with an initial capacity of 100,000 diesel
engines per year. This will enable AGILE CAPITAL SERVICES ’s entry into
56
the significant diesel car segment of the domestic passenger car market. These
new facilities will strengthen the company’s leadership position in the domestic
passenger car market. At the same time, they symbolize Suzuki Motor
Corporation’s continued commitment to India.

IMPRESSIVE GLOBAL HOLD

The company will launch a new export model during 2008-09. This compact car
model, while serving the Indian market, would be for export mainly to Europe.
The company will target to export 100,000 units of this model annually. A few
months ago, Suzuki Motor Corporation and Nissan Motor Company decided to
widen the scope of their global strategic alliance. As a first step, they agreed to
collaborate in manufacturing by utilizing the facilities of the company. In the
new scenario, India and AGILE CAPITAL SERVICES have acquired a very
important role in this alliance. The increased scale of operations on account of
the Nissan contract is likely to further improve cost and quality competitiveness
at the AGILE CAPITAL SERVICES facilities, which in turn will benefit
customers in the domestic market. The company shares the Government of
India’s vision of making India a global hub for compact cars. With AGILE
CAPITAL SERVICES emerging as a contract manufacturer for Nissan, India
takes one step forward in realizing that vision.

MOST EFFICIENT RESEARCH AND DEVELOPMENT

While Suzuki and AGILE CAPITAL SERVICES remain committed to
excellence in manufacturing, both companies are also increasing collaboration
in R & D. Suzuki Motor Corporation sees a major role for AGILE CAPITAL
SERVICES in the area of R & D for cars in Asia. Building on the success of the
Swift experience, where AGILE CAPITAL SERVICES engineers trained in
Japan worked closely with their Suzuki counterparts to design and develop a

57
new model, the effort will be empower AGILE CAPITAL SERVICES to
independently develop cars to suit preferences of Indian customers. The focus
will be on tapping the vast talent pool available in India and develop people
through extended training at Suzuki Motor Corporation, Japan. This, combined
with augmentation of R & D facilities, will help AGILE CAPITAL SERVICES
acquire a preeminent position in Suzuki’s global R & D set-up. AGILE
CAPITAL SERVICES ’S STARATEGY TO COME
UP WITH NEW MODELS & SURPRISE MARKETERS.

The company is aiming at sales of one million cars per year in 2010. Investment
in new facilities and in R & D, as outlined above, are both part of the strategy to
achieve the ambitious sales goal. In addition, the company will launch a series
of new models to be able to attain the one million sale target. It plans to launch
five new models in the next five years to meet the needs of Indian customers.
This will be over and above face-lifts of any existing models and launch of new
variants. To sell one million cars in a year, the company will have to expand the
network of sales outlets as well as service workshops across the country. This
process, which gathered pace in recent years, is likely to accelerate in the next
few years. Besides increasing the number of outlets, the company will also
revamp the quality of infrastructure and service at these outlets.

GRABBING COMPACT CAR OPPORTUNITY

The company believes that the low penetration rate of cars in India and the
relatively lower percentage of first time buyers present a tremendous
opportunity for growth. Therefore, the company’s optimism stems from positive
macro economic factors, including significant GDP growth, bias towards lower
taxes, a young population, focus on roads and rural infrastructure and growing
consumerist aspirations. Like China before it, the Indian car market may be on
the threshold of explosive growth. This growth is likely to be driven by the
58
entrylevel segment. Over 25 million Indians have bought two wheelers in the
past five years, and will boost demand once they upgrade to four wheels. The
company, with a range of models in the entry level and compact segments, is
best placed to tap this opportunity. Suzuki Motor Corporation has been the
leader of the minicar market in Japan for over three decades. It has the right
technology and the right products to tap the compact car opportunity in India.
The expansion of their sales and service network, innovative and focused
marketing initiatives, aggressive cost reduction and productivity improvement
programmes, their tie-ups with regional finance companies and banks to expand
the reach of organised finance, are all efforts to reach out to entry level
customers.

SHOWED GREAT SOCIAL RESPONSIBILITY

The company is conscious of its responsibility as a corporate citizen. During the
year, the company has expanded the number and reach of AGILE CAPITAL
SERVICES Driving Schools across the country. Equipped with driving
simulators and specially trained instructors, these schools provide a
comprehensive thoriumpractical curriculum modelled on the best international
driving schools. They have been very well received, especially among women
learners.

The recent decision of Suzuki to set up a separate joint venture for the
manufacture of diesel engines and a new plant had raised concerns that MUL
may not be able to benefit substantially from any future expansion plans.
However, government intervention before the crucial board meeting to decide
on the joint venture assured MUL a substantial 70% stake in the joint venture
for the new vehicle manufacturing plant. MUL has been enjoying good growth
in sales this fiscal with overall sales in the Apr-Oct period growing by 20.6%

59
YoY to 302871. Going forward too, we expect MUL to enjoy good sales growth
given its wide distribution network, high customer recall and attractive pricing.
We maintain our Out Performer rating on the stock with a target of Rs444.

AGILE CAPITAL SERVICES Udyog Limited has led India’s car market for
more than a quarter of a century. First established in 1981, the company is now
a fully-fledged subsidiary of the Suzuki Motor Corporation. Its principal
activities include the manufacture and sale of motor vehicles and spare parts via
a 300strong dealer network scattered across India. The year 2002 saw AGILE
CAPITAL SERVICES add finance, leasing, insurance, and pre-owned car
businesses to its portfolio, increasing the scale of its operations and prompting a
review of its processes and systems. Oracle Consulting was engaged to install a
number of Oracle E-Business Suite modules and integrate them with AGILE
CAPITAL SERVICES ’s existing systems. The eight month project involved
managing up to 50 people, including AGILE CAPITAL SERVICES staff,
Oracle consultants, and employees of third-party organizations. Oracle also
assisted AGILE CAPITAL SERVICES with change management, a critical part
of the process to ensure quick user acceptance.

GREAT MANAGEMENT CONTROL

Prior to employing Oracle, AGILE CAPITAL SERVICES used a number of
home-grown systems to manage its various lines of business. Many of these
disparate systems could not talk to each other, requiring staff to enter data
multiple times and consolidate information to generate management reports.
The addition of four new business sectors in 2002 created further pressures,
requiring constant monitoring and human intervention to keep the system
operating across the hundreds of locations AGILE CAPITAL SERVICES serves
within India. To support this growth and improve efficiency, the company
decided to revamp its information technology systems to provide end-to-end
60
visibility into the organization. “We were looking for a flexible, expandable
system that was easy to manage,” said Rajesh Uppal, chief general manager,
information technology, AGILE CAPITAL SERVICES Udyog. “This would
reduce the complexity of the IT environment and our reliance on certain people
to maintain the systems. And because our business is undergoing a period of
rapid expansion, it was important to have a standard system that could scale
easily.” To minimize the impact of the system change on its business, AGILE
CAPITAL SERVICES decided on a
phased migration to Oracle E-Business Suite. As a first step, the company
decided to replace its financial, purchasing, and human resources systems with
Oracle Financials, Oracle Procurement, and a range of Oracle Human Resources
applications. Oracle Consulting was selected to supervise the implementation,
including determining AGILE CAPITAL SERVICES ’s requirements and
developing a project plan, designing the system, deploying the software,
managing the various parties involved, and providing post-implementation
support.

TIGHT PROJECT MANAGEMENT

As with all Oracle Consulting-led deployments, consultants sat down with
AGILE CAPITAL SERVICES managers and key business users to scope out
their requirements. A steering committee was set up to guide the implementation
and ensure consultants had recourse to senior executives for advice. The project
plan delineated the responsibilities of each party and incorporated monthly
milestones and testing deadlines. Oracle Consulting ensured a fast, problem-free
installation by employing Oracle’s Business Flow Accelerators—an
implementation approach that leverages predefined business flow templates to
reduce the time and cost associated with application deployments. A key project
challenge was interfacing the Oracle modules with AGILE CAPITAL
61
SERVICES ’s legacy systems, including direct item procurement, dispatch
systems, the time card system for attendance, and the Hyperion business
intelligence platform. The integration had to be completed without any impact
on the company’s business, which frequently deals in large volumes. For
example, AGILE CAPITAL SERVICES generates more than 2,000 invoices
each day and any lengthy interruptions could have disastrous impacts on cash
flow further down the line.

GREAT FUTURE PLANS

After the success of the financials, procurement, and human resources
deployment, AGILE CAPITAL SERVICES is considering expanding its Oracle
footprint. The company is evaluating Oracle Advanced Supply Chain
Management and Oracle Enterprise Asset Management. “We would like to
automate supply chain management and integrate this process with the Oracle
ERP system,” said Uppal. “We are also looking at linking more systems with
Oracle, so we can access real-time information across all our businesses. I
expect Oracle Consulting to play a role in future projects.”

A CRITICAL ANALYSIS OF MARKETING STRATEGY OF

AGILE CAPITAL SERVICES SUZUKI
Strategy and timing are the Himalayas of marketing. Everything else is the
Catskills. - Al Ries AGILE CAPITAL SERVICES has been successful in
capturing the car market because of the excellent product it has produced. The
market research conducted by AGILE CAPITAL SERVICES showed that Indian
cars were overcrowded, with turbans and sarees to be accommodated.

62
The idea was to create a voluminous compact car. The “tall boy’ model was
taken from the Atoz and it was redesigned to meet Indian conditions. The car
also gives high mileage. The engine delivers adequate torque i.e. the ability to
pull loads even at very low speeds---this proves to be very essential for slow
and trafficheavy Indian conditions. The most important is the seating, which is,
high and gives “road command”.

AGILE CAPITAL SERVICES was competing with AGILE CAPITAL

SERVICES in the small car segment and it offered technology that other car
makers thought was too advanced for the slow growing Indian market. AGILE
CAPITAL SERVICES has now built up a reputation such that it is the first
preference of anybody who has driven or ridden in it.

The marketing strategy employed by AGILE CAPITAL SERVICES can be

studied with insights into their STP analysis and Marketing Mix.

PEST ANALYSIS
In order to understand the conditions under which the AGILE CAPITAL
SERVICES products were launched in the Indian market, it’s necessary to

analyse the factors that influenced its effectiveness.

Political Conditions

 AGILE CAPITAL SERVICE Sintered India when liberalization was at its

peak. As a result, everyone was very open to the idea of foreign
companies collaboration (AGILE CAPITAL SERVICES India + Suzuki
Japan) setting up base in India.

63
  The government insisted on the Companies using 70% local content in
the manufacture of the cars as they would have generated tremendous
revenue for India. AGILE CAPITAL SERVICES achieved this in a very
short time.

 A positive EXIM policy also has helped AGILE CAPITAL SERVICES to

boost its top line with Exports of AGILE CAPITAL SERVICES products

to other countries.

Economic Conditions
The economic conditions during the launch of AGILE CAPITAL SERVICES
were very relaxed and liberal. AGILE CAPITAL SERVICES was launched
when the country had just opened its doors to liberalization. So there were no
strict norms or bylaws that the company had to adhere by.
The resources available in India were utilized by the multinationals (Suzuki),
which generated considerable revenue for the government.

A booming banking sector and a phenomenal growth in Auto Loans market has
made AGILE CAPITAL SERVICES more affordable.

Social Conditions
A rise in Middle class and concept of small nuclear families has propelled a
demand of BSegment cars. AGILE CAPITAL SERVICES provides an exact
choice for this demand leading to its high growth.

Technological Conditions

64
Since AGILE CAPITAL SERVICES manufacturers everything from the
smallest of screws to the biggest of machines in its factory it is able to maintain
the efficiency of the machines. AGILE CAPITAL SERVICES therefore
manufactures cars under best of conditions with the best of machinery. As a
result, the cars manufactured are of top quality.

STP – SEGMENTATION, TARGETING, POSITIONING

Marketing is not an event, but a process . . . It has a beginning, a middle, but
never an end, for it is a process. You improve it, perfect it, change it, even pause
it. But you never stop it completely.
- Jay Conrad Levinson

Segmentation
Segmentation is based upon considerable evidence that a single marketing
approach or formula will not work for all members of the community to be
served.

Geographic
The region of interest of AGILE CAPITAL SERVICES is whole India with
special focus on Type A and fast growing Type B cities across India.

Demographic

Age – Anybody of age between 20 – 40 yrs.

65
Income – Anybody with an income of over 4 lakh p.a.

Occupation – Millennials employed as professionals, managers and those want

to buy their first car. Social Class – Middle class, Upper middle, Lower Upper
and Upper uppers.

Psychographic
Personality – Dreamers, those who want to achieve big, ambitious, price
conscious, took their first step towards success and value driven.

Behavioural
Benefits – Quality, Style, Price (economical) User status – Potential users and
first time users Buyer – Readiness Stage – Those who are aware, informed,
interested and intend to buy.

Targeting
In evaluating the market segments AGILE CAPITAL SERVICES has looked at
two factors - The segments overall attractiveness and the companies resources.
As is very clearly seen AGILE CAPITAL SERVICES has opted for a selective
specialization kind of targeting. AGILE CAPITAL SERVICES has selected a
number of segments each objectively attractive and appropriate. There is
minimal synergy among the segments but each is a cash cow. This multi
segment strategy has had the effect of diversifying the firm’s risk.

66
Having Bollywood celebrities to endorse its cars paid off for AGILE CAPITAL
SERVICES Suzuki. Bollywood celebrities like Sunny Deol as a brand
ambassador targets two sections of the society. Firstly, his glamorous and
sophisticated image appealed to the elite effecting their purchase decisions.
Secondly, his adorable persona appealed to the middle-class buyers who wanted
a good car for the ‘big’ investment they were making and for people who were
graduating from the second hand car.

The low-price tag of AGILE CAPITAL SERVICES initiated a price war among
all companies and forced Tata Indica to pre-pone its launch. The initial low-
price tag and strengthened by a solid marketing initiatives in form of print
advertisements provided a solid foundation for AGILE CAPITAL SERVICES in
India which showed in its sales of 17000 units in just 5 months.

AGILE CAPITAL SERVICES has identified its target market based on its
pricing strategy. Swift aims to be the price leader in B-Segment cars. It has
always priced its base model lower than Zen or Indica giving all the features
which they give in their higher models. With a constant change in its positioning
strategy, AGILE CAPITAL SERVICES Swift has succeeded in identifying its
target market every time and emerging as the fastest selling car in its own
segment. With the invent of Swift, AGILE CAPITAL SERVICES is looking
towards entire new segment of consumers and all set to target it to emerge as the
market leader in B- Segment cars.

Positioning
Since its inception, Swift has undergone a lot of changes in terms of its
positioning. First it was Swift, then Swift VXI, and then came finally Swift
VDI.

When Swift was initially launched it was positioned as “The Complete Family
Car”. Since Swift was launched in B-Segment, it had Santro and Tata Indica as
67
its biggest competitors in that segment. The stylish ‘Tall Boy’ Design of Swift
together with its slogan helped it to position itself as one of the cars to look
upon. With a constant change in its positioning, AGILE CAPITAL SERVICES
always tried to keep alive the buzz associated with Swift.

AGILE CAPITAL SERVICES repositioned Swift as “Sunshine Car (smart car

for young people)” from earlier “complete family car”. This was done because
the competitors were coming out with similar products and then AGILE
CAPITAL SERVICES started what they call as ‘Emotional Positioning’. This
repositioning of Swift also helped it to target the segment of first-time car
buyers. Even the print ads at this time were designed in a way to project Swift
as the first car for the fastest growing consumer segment of India at that time,
The Young Professionals, of the service industry that combined with various
loan facilities were too eager to buy their first car. This led to a phenomenal
growth in its sales and further strengthening its position as a brand in consumer
mind. Thus, the repositioning of Swift gave it an edge over its competitors and
also to emerge as a tough rival to AGILE CAPITAL SERVICES 800 as ‘The
First Car’.

RESEARCH ON MARKETING STRATEGY RESEARCH

PROBLEM OR LIMITATIONS OF RESEARCH
Due to the following unavoidable and uncontrollable factors the results might
not be accurate. Some of the problems might face while conducting the survey
are as follows:

 Certain open-ended questions have been put in the questionnaire to give

respondents freedom to express their perception.
 Time and cost constraints were also there.
 Chances of some biasness couldn’t be eliminated.
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  A sample size of 100 has been used due to time limitations.
 The data has been collected from Delhi(North) and there the perception
of the people from the smaller towns could not be judged.
 Al the data has been collected at random but it is always liable fro
biasness.
 The primary data has been collected from the middle and upper section of
the society.

CHAPTER 7

CONCLUSION AND RECOMMENDATIONS

CONCLUSION
AGILE CAPITAL SERVICES Udyog Ltd., a joint venture between the
Government of India and the Suzuki Motor Corporation of Japan was India’s
largest automobile company in 2005. It operated in the passenger vehicle market
and manufactured affordable and fuel-efficient cars for the Indian masses.

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AGILE CAPITAL SERVICES 800 was its flagship small sized car and was the
bestselling car in India since decades. In 2005, Suzuki launched their global car
‘Swift’ in international markets and later in India. Swift was the first stylish
compact car from the stable of AGILE CAPITAL SERVICES and was a
differentiator from its earlier products. The launch of Swift had brought AGILE
CAPITAL SERVICES in lime-light and various global international automobile
manufacturers announced their plans to boost their investments in India and
launch competing cars. The competition was expected to intensify to grab the
burgeoning customer base and again in 2015 AGILE CAPITAL SERVICES
launches retail market name as NEXA for premium cars which boast the
marketing sector of AGILE CAPITAL SERVICES pvt. ltd.

The Indian car market currently appears to be at a crossroads, where car

marketers are attempting to change customer perceptions of their brands and
where specific buying motivations appear to be replacing generalities.

This meanwhile, is quite unlike the west where buyers consider aesthetics,
comfort and safety, not necessarily in that order, before finalising a purchase.
“It’s smarter to think about emotions and attitudes, if marketers are to do a
better job of marrying what a car offers to the consumer’s image of the
offerings.

The mindset of the Indian consumer is such that he is delighted if he buys a pen
a little cheaper than his neighbour. Things are, however, slowly changing and
customers at the upper end of the market are now ready to pay more for more. I
hope that this approach will soon enter the small car segment, maybe not with
the same intensity.

“Success will largely be determined to the extent a company can differentiate

itself in terms of intangibles that go with a car”. Thus, success could well hinge
on the best of bundle of services that a carmaker can provide. AGILE CAPITAL

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SERVICES grew from zero to the 500,000 mark and the number One sales spot
in India in just five years. Looking at the present scenario it can be said that
though there is lot of competition in the auto world AGILE CAPITAL
SERVICES is picking up well.

RECOMMENDATIONS

Key attribute components:

 Operational attributes.
 Globalization is yet another opportunity, if followed effectively &
promptly.
 Brand Image.
 Customer Specific Details.
 An excellent service & support infrastructure.
 Ability to provide the cutting-edge technology at best-value-for-money.
 Strong customer relationships.
 World Class Quality standards maintained for PPP (People, Processes &
Performance). Alliance with global technology leaders.

 The message should to the customers be sent in these components only to

have the maximum benefit from the advertisement.
 With the fast-growing economy the pricing strategy needs to be tackled
with care as it can decide upon long term decisions of the company.

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 CHAPTER 8

BIBILIOGRAPHY

Books & Journals:

 Marketing Management by Phillip Kotler

 Brand positioning by Subroto Sengupta

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  Positioning: The Battle for your mind by Al Ries & Jack Trout
 Ahluwalia, I.J. (1988). "Industrial Policy and Performance in India" in
Lucas, R.E.B. and G.F.
 Papanek (eds.) (1988). The Indian Economy: Recent Development and
Future Prospects. Delhi: Oxford University Press, pp. 151-162
 Ahluwalia, I.J. (1996). "India's Opening up to Trade and Investment" in
I.J. Ahluwalia, Rakesh Mohan and Omkar Goswami, Policy Reform in
India .
Edited by Charles Oman. Paris: OECD, pp. 17-41
 AIAM (1999). Recommendations for Developing Indian Automotive
Policy. Association of Indian Automobile Manufacturers, New Delhi

Newspapers, Journals & Magazines:

 Business World
 The Economist
 Economic Times
 Autocar Indias

CHAPTER 9

APPENDICES

Q1. Are you aware about the present boom in Market?

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  Yes
 No

Q2. What method do you follow for marketing of your products?

 Only Direct sales Method (28%)

 Only Indirect Dealership Method (18%)
 Both 54%

Q3. Do you think Advertisement is an effective method of selling your

automobile products?

 Yes 45%
 No 18%
 Do not know/ Cannot say (27%)

Q4. What type of advertising will be helpful in increasing saleability of your

auto products?
 Product Specific (34%)
 Company Specific (22%)
 Personality oriented (17%)
 Do not know / Cannot say (27%)

Q5. Do you think that branding helps in the marketing of your automobile
products?
 Yes 34%
 No 27%
 Do not know/ Cannot say (39%)
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Q6. Do you think that auto fairs are effective methods of sale promotion?
 Yes 55%
 No 12%
 Do not know/ Cannot say (33%)

Q7. Do you think that Foreign Direct Investment (FDI) should be allowed in
the auto mobile sector in India?
 Yes 34%
 No 32%
 Do not know/ Cannot say (34%)

Interviews as per open ended format

Q8. Being a leading automobile business group could you please elaborate
on production systems vis-à-vis Vendor Management?

Answer: A lean manufacturing system is the order of the day. State-of-the-art

systems to monitor and ensure best of breed processes are the key within their
business systems. Also important is an efficient supply chain system fully
supportive to the lean manufacturing system.

Q9. Where does Indian automobile industry stand on the global map of
Auto mobile industries in the world?

Answer: The Indian Auto Industry has just started getting a foothold on the
global map. Presently the business is around US$ 8.7 billion of which
approximately $1 billion is the export market. As per the latest McKinsey
75
report, the auto component business has a potential to grow by 30% and touch
US$ 35 to 40 billion by 2015 of which 20 to 25 billion US could be export
focused.

Q10. Do you have a dealer network? Do you sell directly or through

dealers?

Answer: As regards their marketing strategy, it could be derived from their

responses that they have a large dealer network. A customer may also contact
their branch office in his/her area to get the names and addresses. They can also
supply sections directly. For smaller lots, the traders/ dealers may be contacted.

Q11. Does branding of products helps to improve the marketing potential of

your products?

 Yes 68%
 No 12%
 Do not know/ Can not say (20%)

Q12. Future of the automobile industry in India.

 The boom will continue (75%)

 The boom is a temporary economic situation (12%)
 Do not know/ Can not say (13%)
Q13. Major Weakness of AGILE CAPITAL SERVICES Suzuki’s Marketing
strategy.

 Branding 14%
 Publicity 09%
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  Infrastructure assessment and Development (77%)

Q14. How do the Foreign Automobile Companies affect the prospects of the
domestic players in the Indian market?

 32% have reduced the profit margin of the domestic players.

 53% have made the automobile industry more competitive.
 7% do not have significant effects on the domestic players operating in
the automobile industry.
 8% do not know / cannot say.

Q15. AGILE CAPITAL SERVICES has a future growth. You opinion?

 75% AGILE CAPITAL SERVICES is gradually spreading its wings and
being a very big company has the capacity to absorb short term losses,
hence has a very good prospect for the future market in India.
 20% Its future is like any other private automobile companies in India.
 5% Do not know/ cannot say

Q16. Which is the major factor to increase the sale of your products?
 Only Brand 17%
 Demand-Supply factors 35%
 Only Quality 23%
 Other factors 25%

Q17. Do you think brand extension is necessary for the company? If yes,
why?
 78% Yes
 4% No
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  18% Do not know / Can not say

Q18. Which are the products of the company that are favourite among the
customers? Please give the reasons as you think.
 55% Quality based
 30% Economical/ Cheap
 6% Branded
 9% Do not know /Can not say

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