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STRATEGY
Group 3
1. Overview
Headquartered in Chennai, the Rs.7300 plus crore Murugappa Group is India's leading
business conglomerate, which fosters an environment of professionalism for its strong
workforce of 28,000 employees. The group has 29 registered companies, which are
market leaders in diverse areas of business viz. engineering, abrasives, finance, general
insurance, sanitary ware, cycles, sugar, farm inputs, fertilizers, plantations, bio products
and nutraceuticals. The Group has manufacturing units in 12 states.
The Group has forged strong joint venture alliances with leading international companies
like Roca, Cargill, Cerdak, DBS Bank, Mitsui Sumitomo and Groupe Chimique Tunisien
and has consolidated its status as one of the fastest growing diversified business house in
India.
1.3. Vision
No one should lose business with whom you do business, so the company will be
successful.
1.4. Mission
Ethical norms in dealing with all the stakeholders
Provide value of money to customers through quality and services
Treat employees with respect; provide opportunity to learn innovativeness and creativity
in business.
Table No.1
Interpretation.
The market share of TI s not significant in terms of its competitors which must be
improved through market and product development. It should exploit the market in
special category and standard category.
Weaknesses:
Accuracy of future analysis.
Lack of established manufacturing capabilities.
No products offering in motorcycle category.
Lack of global operations.
No new market tapping.(North)
Opportunities:
Internet/Mobile introduces new avenues to customer. This can save costs of
dealerships.
New markets in India and around the world
Entry into the lower cost bicycle market may add to market share.
Entry into market where Bicycles are the substitute product.
Threats:
The popularity of less expensive substitute products (Scooty)
More competitors entering the market.(China,Tiawan)
Shift of demand for higher priced to lower priced bicycles.
Unsure trends in the bicycle industry.
Firm Infrastructure.
a) Unionised
b) Competitive Pay structure
c) Fringe benefits
d) Divisional Monitoring
Technology
a) Indigenous Technical system and facilities
b) Appropriate R&D
c) Total Quality management
Procurement
All necessary inputs provided by one location shop floor only few input are imported.
3.2. PRIMARY ACTIVITIES
Out Bound. Complete Knocked Down kits to dealers in small quantities in cases.
Marketing/Sales.
a) Well knitted dealers network and sub-dealers.
b) Sales cum services showrooms
c) Effective advertisement and sales promotion through celebrities organizing events.
Services.
a) Cyclinics
b) Services and Spare parts available at show rooms
4.1. Rival.
TI is facing stiff competition from the rival companies Like, Avon, Atlas, Hero and few
foreign competitors. The competition is strong in standard cycles because the market
growth of standard cycles is slow. But it is weak in a sense that market for special cycles
is growing rapidly. Switching cost in special is low so the buyer may shift the demand.
Over all the industry is growing so there is strong threat of new players particularly form
China, Indonesia and Taiwan with low priced cycles. It is also weak because access to
distribution channels is difficult and strict regulatory control of the Government.
4.3. Substitute
4.4. Supplier
TI is not facing sizeable threat from suppliers because the major parts of cycles are
manufactured by them except some of the parts for special cycles are imported from
Japan.
4.5. Buyers
The Dealers and sub-dealers are compelling to provide the cycles of their choice
(Special) which may cause losing the market for standard cycles. Buyers switching
cost is low because of the availability of Hero, Atlas, Avon and Chinese Cycles in the
market.
The TI should consider following future strategies for the market development.
a) Northern markets should be focused for broadening sales.
b) Offering cycles to Indian Postal Services.
c) Offering cycles and tricycles to Ice Cream vendors, Home delivery services
restaurants, Tea Companies and Soft Drink Companies.
d) Offer cycles to courier companies.
e) Offering cycles for athletes.
a) The TI should develop an advanced version of standard cycles for rural area by
adding shock absorbers to carry heavy load with ease.
b) light and folding cycles should be developed the urban areas to avoid traffic
congestion and parking problems.
c) A purpose built cycle with wide carrier for lunch providers in the urban areas.
d) Purpose built cycles for house wives with added carriers.
6. Recommendations
Overall, there is great room for improvement on TI’s position. Although the threats to TI
are large, the company has opportunity that it is not currently taking advantage of
favourable environment. Although the situation is not attractive, with the right change in
strategy, TI can have a brighter future.