Customer Relationship Management at Maruti Suzuki Submitted on 20-Feb-2012 Group#08 (Section B) Basu Agarwal Bikram Satapathy Saloni Goel Shruti Mishra Srinivas Dhenuvukonda Great Lakes Institute of Management‚ Chennai (FT12416) (FT12417) (FT12455) (FT12462) (FT12467) 1 Index Page 1.0 Introduction 3 2.0 Various Technologies at Maruti Suzuki 4 Level of CRM 3.0 5 3.1 Data base 5 3.2. Direct marketing-Data analysis 6 3.3 Cross-selling
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Maruti Suzuki Vision and core values SNAPSHOT | Date of Establishment | 1981 | Revenue | 0 ( USD in Millions ) | Market Cap | 406250.880869 ( Rs. in Millions ) | Corporate Address | Plot No 1‚Nelson Mandela Marg‚Vasant KunjNew Delhi-110070‚ Delhi www.marutisuzuki.com | Management Details | Chairperson - Rc Bhargava MD - S Nakanishi Directors - Amal Ganguli‚ Davinder Singh‚ Davinder Singh Brar‚ Hirofumi Nagao‚ Kazuhiko Ayabe‚ Keiichi Asai‚ Kenichi Ayukawa‚ Kinji Saito‚ Manvinder
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Nakanishi‚ Shuji Oishi‚ Toshiaki Hasuike‚ Toshihiro Suzuki‚ Tsuneo Ohashi Business Operation Automobiles - Passenger Cars Background Maruti Suzuki India Limited (MSIL)‚ formerly known as Maruti Udyog Limited‚ a subsidiary of Suzuki Motor Corporation of Japan‚ is India’s largest passenger car company‚ accounting for over 50 per cent of the domestic car market. Maruti Udyog Limited was incorporated in 1981 under the provisions of Indian Companies Act 1956 and the government of India selected Suzuki
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A PROJECT REPORT ON “Market Study of all Segments of Car And New launches” Of Maruti Suzuki India Limited‚ Jaipur Submitted in partial fulfillment of Masters of Business Administration (Full Time) To Rajasthan Technical University‚ Kota Under the Supervision of Mr. Gopal Agarwal (Sales Manager) M/s K.P. Automotives P. Ltd.‚ Jaipur Submitted By VIPIN JAIN (Masters of Business Administration-II) Maharishi Arvind Institute of Engineering and Technology 2006-08 Jaipur CONTENTS 1
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company‚ Maruti has entered the car insurance business as well.It offers the customer all the advantages of settling insurance claims directly with any of the company’s authorized dealers. This business provides complete fleet solutions to corporations and institutions. Branded Maruti N2N‚ this service includes the following: customized car policies‚ economical car leasing‚ maintenance‚ servicing‚registration‚ insurance‚ emergency assistance‚ accident management and eventual re-sale of cars. MARUTI GENUINE
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Barriers to the Successful Implementation of the Balanced Scorecard - the Case of Plava Laguna J.S.C. CONTENTS CHAPTER 1: INTRODUCTION .............................................................................. 1 1.1. 1.2. 1.3. 1.4. Background and motivation for the study...................................................... 1 Problem statement ....................................................................................... 2 Research purpose .............................
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VOL.5 NO.4 Summer 2004 Aligning the Balanced Scorecard and a Firm’s Strategy Using the Analytic Hierarchy Process B Y D E WAY N E L . S E A R C Y‚ C M A ‚ C PA ‚ C I A IS USED TO PROVIDE INSIGHTS TO SIX THE ANALYTIC HIERARCHY PROCESS (AHP) COMPANIES TO DETERMINE IF EACH COMPANY’S PERFORMANCE SYSTEM IS ALIGNED WITH ITS STRATEGIC OBJECTIVES OF IMPLEMENTING LEAN ENTERPRISE POLICIES. A STEP-BY STEP PROCESS FOR USING - EXCEL IN AHP APPLICATIONS IS DESCRIBED. I n
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SFU The Balance Scorecard Initiative BUS 322 – Written Case Miranda Zhang 7/29/2014 Executive Summary This report provides the analysis of case study given to me. Gail Palmer Ashton Graduate School of Business ranks among the top schools of USA but the dean of the institute feels that the school has deviated from its foundations. This analysis proposes implementation of the balanced scorecard and performance metrics in order to achieve the four strategic goals of the institution.
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The HR Scorecard: Linking People‚ Strategy‚ and Performance by Dave Ulrich This Book Is Rapidly Becoming An Industry Best Practice Framework Providing the tools and systems required for leading a measurement managed HR architecture‚ this important book heralds the emergence of human resources as a strategic powerhouse in todays organizations. Three experts in the field outline a powerful measurement system that highlights the indisputable role HR can play as both a prime source of sustainable
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The balanced scorecard The balanced scorecard is an approach for the company to transfer the strategies‚ objectives and missions into performance measures. It aims at assist the organization to complete and manage the strategies which the organization set up. The balanced scorecard has different perspectives‚ such as financial‚ customer‚ community and internal processes and employees. And also each perspective has two different indicators‚ lead and lag. Lag indicator is a measurement for the company
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