Sameer SIP

Bellad Hyundai, Hubli
Executive Summary
The summer in plant training was carried out at “Bellad Hyundai” Hubballi. The automobile
industry today is the most lucrative industry. Due to the increase in disposable income in both
rural and urban sector and easy finance being provided by all the financial institutes, the 2022-23
financial year turned out to be a major success for the Indian automotive industry. Which has
registered almost double-digit growth during last fiscal year. India overtook Germany as the
fourth largest global automotive market, right behind China, the United States and Japan.
The total vehicle sales in India during FY 2023 grew by 9.2 per cent with total sales of 4.39
million units, compared to Germany, which saw a growth of a decent 2.19 per cent, with total
sales accounting for 3.33 million. This includes the sale of passenger vehicles, commercial
vehicles, sold during April 2022 - March 2023.Further competition is heating up in the sector
with a host of new players coming in and other like Porsche, Bentley, Audi, and BMW all set to
venture in the Indian markets.
Period of Work
Worked as “SERVICE ADVISOR” from December 5, 2023 to February 5, 2024.
Objectives:
1. To determine the customer satisfaction and loyalty towards Bellad Hyundai.

2. To know whether the performance of Bellad Hyundai cars is matching the customer
expectations.
3. To understand the customer satisfaction towards the product quality and hassle-free
delivery experience at Bellad Hyundai.
4. To ascertain the level of customer satisfaction towards after sales services provided by
Bellad Hyundai.
Companies’ website
https://bellad.hyundaimotor.in/
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Learnings:
 How to target objectives depending on the problem statement, and proceeding on the same
lines to solve the problem.
 Sources of getting a data for the research.
 The various products and services that are being offered by Bellad Hyundai.
 Employee behavior towards each other and a new person to the organization.
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INTRODUCTION TO COMPANY
Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor Company
(HMC), South Korea and is the largest passenger car exporter and the second largest car
manufacturer in India. HMIL presently markets 9 models of passenger cars across segments. The
Hatchback segment includes the Grand i10 Nois, the i20. The Sedan segment includes the Verna
and Aura as a compact sedan, also has The Creta, Venue, Alcazar and Tucson in the SUV
Segment. HMIL’s fully integrated state of-the-art manufacturing plant near Chennai boasts of the
most advanced production, quality and testing capabilities in the country. To cater to rising
demand, HMIL commission edits second plant in February2008, which produces an additional
300,000units per annum, raising HMIL ‘s total production capacity to 600,000 units per annum.
In continuation with its commitment to providing Indian customers with cutting edge global
technology, HMIL has set up a modern multi-million-dollar research and development facility in
the cyber city of Hyderabad. It aims to become a center of excellence for automobile engineering
and ensure quick turnaround time to changing consumer needs. As HMC ‘s global export hub for
compact cars, HMIL is the first automotive company in India to achieve the export of 10lakh
cars in just over a decade. HMIL currently exports cars to more than 110 countries across EU,
Africa, Middle East Latin America, Asia and Australia. It has been the number one exporter of
passenger car of the country for the sixth year in arrow. To support its growth and expansion
plans, HMIL currently has a 290 strong dealer network and 580 strong service points across
India.
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Hyundai Motor India Limited was formed in 6 May 1996 by The Hyundai Motor
Company of Korea. The first production plant was established in Irrungattukotai near Chennai,
Lindahl’s first car, The Hyundai Santro was launched in 23, September 1998 and was runaway’s
success.
Within a few months of its inception HMIL became the second largest automobile manufacturer
and the largest automobile exporter in India. Hyundai sells several models in India, the most
popular being The Santro, Grand i10 Nio’s and the i20. Other models Include Alcazar, Kona,
Elantra, Verna, Creta and Tucson.
2004, Hyundai was ranked second in "initial quality" in a survey/study by J.D. Power and
Associates in North America. Hyundai is now one of the top 100 most valuable brands
worldwide according to Interbrand. Since 2002, Hyundai has also been one of the worldwide
official sponsors of the FIFA World Cup.
Hyundai Motor's global steady sellers such as the Azera, Sonata, Elantra, Tucson, and Santa Fe
models, along with its regionally tailored models optimized for different markets such as China,
Europe, Russia etc., have been receiving extremely positive reviews from its customers.
Refusing to rest on its laurels and to respond quickly to the rapidly changing auto industry and
take the lead in the future mobility market.
Hyundai Motor has secured world class eco-friendly technologies in preparation for the shift to
electrified vehicles. In 2013 it began mass production of a hydrogen fuel cell electric vehicle
(FCEV), the Tucson (ix35), for the first time in the world, proving its technological expertise in
this field. In 2018, the company launched NEXO FCEV, a fuel cell electric car that can run over
580 kilometres on a single charge. Hyundai Motor has also proven itself to be a leader in the area
of autonomous driving, with its Autonomous Ioniq Electric vehicle achieving a level 4 standard
by Society of Automotive Engineers (SAE) after completing a self-driving performance in real
road conditions in January 2017. Hyundai Motor will do its utmost to secure competitiveness in
future mobility business areas through active investment and collaboration with global
information and communications (ICT) leaders and related research institutes.
In 2006, the South Korean government initiated an investigation of Chung Mong-koo's practices
as head of Hyundai, suspecting him of corruption. On 28 April 2006, Chung was arrested, and
charged for embezzlement of 100 billion South Korean won (US$106 million). As a result,
Hyundai vice chairman and CEO, Kim Dong-jin, replaced him as head of the company.
On 30 September 2011, Yang Seung-Suk announced his retirement as CEO of Hyundai Motor
Co. In the interim replacement period, Chung Mong-koo and Kim Eok-jo divided the duties of
the CEO position.
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In 2014, Hyundai started an initiative to focus on improving vehicle dynamics in its vehicles and
hired Albert Biermann, former Vice President of Engineering at BMW M, to direct chassis
development for Hyundai vehicles, stating: "The company intends to become a technical leader
in ride and handling, producing vehicles that lead their respective segments for driver
engagement."
On 14 October 2020, Euisun Chung was inaugurated as the new chairman of the Hyundai Motor
Group. His father, Chung Mong-koo, has been made Honorary Chairman. In April 2021, the
company said that its profits rose by 187%, the highest rise in four years. The company recorded
a profit of $1.16 billion from the beginning of 2021 until March.
In February 2021, CNBC reported that Apple and Hyundai-Kia are close to finalizing a deal to
build an autonomous Apple car. The vehicle was said to be completely designed by Apple and
would be built in Hyundai or Kia plants, and could potentially go into production in
2024. However, Hyundai Motor announced shortly after that it is no longer in talks with Apple.
In June 2021, Hyundai Motor Group completed its acquisition of a controlling interest in the
robotics firm, Boston Dynamics. Hyundai Motor Group now takes an 80% share of the company.
The India centre located at Faridabad, Haryana will conduct durability studies of existing models
and benchmark parts and systems for constant improvement.
The key activity of the centre is to "contribute in new car development from pilot stage to create
quality product with zero defect".
The centre will also be responsible for ensuring "top level safety quality" through proactive
customer-oriented management system and understanding feedback from them to eliminate
potential risks. The centre also has an objective to study market conditions and other Asia Pacific
regions to develop new cars and adapt strategies for continuous product quality improvement.
The company opened a training centre at the facility. It will have its own body and paint unit.
The new service training will ensure overall skill development of entire service profile of dealer
manpower. The final projects will be displayed in art shows across India.
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BOARD OF DIRECTORS
Eui sun Chung Unso Kim

Chairman of Hyundai. Managing Director.
Jaehoon Chang Gang Hyun Seo.

Chief Executive officer. HMC Internal director.
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INDUSTRY INFORMATION
Company type Public.
Traded as KRX: 005380

LSE: HYUD.
Industry Automobile.
Founded 29 December 1967; 56 years ago.
Founder Chung Ju-Yung.
Headquarters Seoul.
South Korea.
Area served Worldwide.
Key people  Chung Eui-sun (Chair)

 Chang
Jaehoon (President and CEO)
 SangYup Lee.
Production output: 4,858,000 units.
Revenue 117.61 trillion.
Operating income 6.68 trillion.
Net income 5.69 trillion.
Total assets 233.95 trillion.
Total equity 82.61 trillion.
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Hyundai has six research and development centers, located in South Korea (three
offices), Germany, Japan and India. Additionally, a center in California develops designs for the
United States.
Hyundai established the Hyundai Design Center in Fountain Valley, California in 1990. The
center moved to a new $30 million facility in Irvine, California in 2003, and was renamed the
Hyundai Kia Motors Design and Technical Center. The facility also housed Hyundai America
Technical Center, Inc, a subsidiary responsible for all engineering activities in the U.S. for
Hyundai.
Hyundai America Technical Center moved to its new 200,000-square-foot (19,000 m2), $117
million headquarters in Superior Township, Michigan (near Ann Arbor) in 2005.
In 2004, Hyundai America Technical Center completed construction of its Hyundai/Kia proving
ground in California City, California. The 4,300-acre (17 km2) facility is located in the Mojave
Desert and features a 6.4-mile (10.3 km) oval track, a Vehicle Dynamics Area, a vehicle-
handling course inside the oval track, a paved hill road, and several special surface roads. A
30,000-square-foot (2,800 m2) complex featuring offices and indoor testing areas is located on
the premises as well. The facility was built at a cost of $50 million.
In the 2021 review of WIPO's annual World Intellectual Property Indicators Hyundai ranked as
4th in the world for its 141 industrial design registrations being published under the Hague
System during 2020.[32] This position is up on their previous 7th-place ranking for 57 industrial
design registrations being published in 2019.
Hyundai has invested in manufacturing plants in North America, India, the Czech Republic,
Russia, China and Turkey as well as research and development centres in Europe, Asia, North
America and the Pacific Rim. In 2004, Hyundai Motor Company had $57.2 billion in sales in
South Korea making it the country's second largest corporation, or chaebol, after Samsung.
Worldwide sales in 2005 reached 2,533,695 units, an 11 percent increase over the previous year.
In 2011, Hyundai sold 4.05 million cars worldwide and the Hyundai Motor Group was the
world's fourth largest automaker behind GM, Volkswagen and Toyota. Hyundai vehicles are sold
in 193 countries through some 5,000 dealerships.
In February 2021, CNBC reported that Apple and Hyundai-Kia are close to finalizing a deal to
build an autonomous Apple car. The vehicle was said to be completely designed by Apple and
would be built in Hyundai or Kia plants, and could potentially go into production in 2024.
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Hyundai Asia Resources, Inc. (HARI) was the distributor of Hyundai passenger
cars and currently the official distributor of Hyundai commercial vehicles in the country. They
were appointed by Hyundai Motor Company of South Korea in August 2001 as the official
distributor of Hyundai vehicles in the Philippines. It had earned its spot as the third top player in
the Philippine automotive industry. But due to the outrage of COVID-19 pandemic, they decided
to abandon the passenger car market which resulted to their sales decline and the numerous of
controversies surrounds them even before the pandemic. HARI has expected sales to be further
boosted by its Hyundai Modern Jeepneys with the implementation of the Public Utility Vehicle
Modernization Program.
Vision and Mission:

Vision:
Bellad group will strive to excel by following highest standard of fairness, ethics and
professionalism to create a sense of belongingness and commitment to its customers,
employee’s, principals and business associates and contribute to the society and green revolution.
Mission:
a. Reach a turnover of Rs. 1000crores
b. Consistency in service.
c. Great efforts towards continuous improvement of operations.
d. Harness group potential through trust, teamwork and competency.
Business Background:
Bellad and Company commenced the business in1964 with the distribution of seeds, fertilizers,
Pesticides, Pump sets, Timex and Westar Wrist Watches, Tata Fone, Gulf, Pennzoil and Shell
Lubricants etc., the firm also had dealership for Eicher Tractors, Swaraj Mazda, Daewoo Motors,
Ashok Leyland etc.- which are completely closed now. Bellad Group the flagship company now
has following sub business group under its portfolio of companies.
1) Bellad and company- HMT Tractors, Swaraj Tractors, Hero Moto crop, Sony, Hyundai
Customer care center, Class India Pvt Ltd, Wind Mill, Construction and Real Estate.
2) Bellad Enterprises Pvt Ltd-Chevrolet, FCA-Jeep and TATA Motors.
3) Bellad and Company Pvt Ltd- Case New Holland.
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Dealer Profile:
Name of the Organization Bellad and Company.

Registered Showroom Bellad Hyundai, P. B Road
Bhairedevarakoppa, Hubli 580023.
Contact Number 0836-2218201.
Year of Establishment 2006.
Type of Company Private Limited Company.
Selling Product Passenger Vehicle.
Owner of the Company Arvind C Bellad.
Branches 1.
Number of Employees 20.
Salary Payment Mode Transferred to the Employees
Accounts.
Awards Many Awards such as,
 Best overall accessories Sales award
 Target Sales Achievement Award
 etc.
Competitors Of Bellad Hyundai showroom:
 Shri Bhavani Motors.

 Maruti Suzuki Arena (RNS Motors).
 Vinayak Motors.
 Revankar Motors.
 Sharavati Motors.
Bellad Awards:
 Best consistency awards.

 Highest retail target.
 Best RSO performances.
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 Best service awards.
Sony center:
The group has taken the authorized dealership in 1995 (Sales and Services). Now the Firm has
Exclusive showrooms at Hubli and Belgaum.
Hero Moto Corp:
In October 2001 the group has taken the authorized dealership of Hero Honda Motor Cycles
which is now Hero Motor Crop (sales and services). They are one of the leading dealers in North
Karnataka. Now the firm has exclusive Showrooms at Hubli and Dharwad. Dharwad branch has
started since 2015.
Construction and Real Estate:
The group is also in the construction and Real Estate Business from 2006 Hyundai Motor India
Ltd: In august 2006 the group has taken the authorized dealership of Hyundai Cars (Sales,
Services and Parts) and has been carrying on the business in the districts of Dharwad, Haveri and
Gadag. The firm has set up exclusive Showroom for Hyundai Cars at Hubli, Haveri and Gadag.
Customer Care Centre:
The customer care center commenced in the year 2010. The firm has exclusive call centre at
Gokul Road, Hubli. Finance and Service-Related Activities are carried out in this unit. Class
India Pvt Ltd: In July 2012 the group has taken the authorized dealership of class India Pvt Ltd
(Sales, Services and Parts) for Agriculture harvesting machines and has been Carrying on the
business I the districts of Dharwad, Haveri, Gadag, Belgaum and Uttar Kannada.
Hubli Swaraj Tractors:
In October 2013 the group has taken the authorized dealership of Mahindra Swaraj Tractors
(sales, Services and parts) this business is carried out in Hubli, Mudhol, Badami and Hunagund.
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FCA (Fiat Chrysler and Abarth) – Jeep:
The group has taken new dealership of multiband FCA in Nov 2017. (Sales, Services and spare
parts) business will be carried out in districts of Dharwad, Haveri, Karwar, Gadag, Bajpur,
Gulbarga, Hospet, Bellary and Raichur. Exclusive Showroom is at Hubli.
Tata Motors:
Group has taken dealership of TATA Motors (4 wheelers- passenger cars) in Feb 2018.Sales,
Services and Spare parts business will be carried out. Exclusive Showroom is at Bellary, Hospet,
Koppal and Raichur.
General Motors India Ltd – Chevrolet:
GM taken over by Chevrolet Sales Corporation Ltd. With Sales, Services, and Spare parts of
Chevrolet cars. In the year 2003, the group formed one more company as Bellad Enterprise Pvt
Ltd (BEPL) to carry out the dealership of General Motors Cars. From January 2018 Chevrolet is
exclusive Service Center. The firm has set up an exclusive Service center/workshops for
Chevrolet cars at Hubli, Belgaum and Bellary.
Hyundai future Plans:
 Hyundai India has announced a Rs 4000 CR investment which will help them launch
affordable and premium electric models, including SUV’s and sedans in India.
 Hyundai recently launched Ionic 5 Electric SUV in the Indian market during the Auto Expo-
2023. Deliveries yet to commence.
 Hyundai is also working on a Mini SUV to compete against the Tata Punch and Citroen C3.
The Mini SUV is likely to be Lunched at the end of 2023.
Organization Structure
Sales Manager 12 | P a g e
Branch Manager
Upcoming Hyundai Cars in India

Around 7 upcoming Hyundai cars like Alcazar2024, Kona Electric 2024, Creta-line,
Tucson2024, Palisade will be launched in India in 2024-2026.
Model Price
Hyundai Alcazar 2024 16.78 to 21.28 Lakh.

Hyundai Kona Electric 2024 25 Lakh.
Hyundai Creta Nine 17.50 Lakh.
Hyundai Tucson 2024 30 Lakh.
Hyundai palisade 40 Lakh.
Hyundai Santa Fe 2025 45 Lakh.
Hyundai IONIQ 6 65 Lakh.
Hyundai’s Digital Marketing Strategies
The objective of Hyundai’s digital marketing campaign was to enrich the market presence of the
brand and to reach out to the target buyers to strengthen the brand’s positioning through
integrated communication, thereby driving sales. It was inevitable for Hyundai to strongly
establish their digital presence and gain competitive advantage in the automobile industry. The
following strategies have been undertaken by Hyundai Motors: -
1. Social Media Marketing: -
Social media marketing is really important when it comes to gathering the audience at large
and a brand like Hyundai uses it to its full advantage. The posts released by the company on its
social media platforms are related to the promotion of new launches of vehicles and services,
environment & sustainability, industry-related tips and guidance, health & hygiene, festival
wishes, beyond mobility vehicles, and car features, etc. The type of content that the brand
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utilizes is informational, and promotional. Hyundai keeps its customers hooked up

on all the platforms and they are super active in all the channels.
2. Influencer Marketing: -
On an international level, Hyundai has more than 94 influencers continuously promoting

Hyundai on various social media platforms. In India, Shah Rukh Khan has been the brand
ambassador of the company for a period of about 25 years. Talking about sponsorships, Hyundai
originally partnered with FIFA in 1999, when they entered a sponsorship arrangement with the
organization to sponsor 13 FIFA events, including the 2002 FIFA World Cup Korea/Japan.
Recently, Hyundai Motor India Ltd. Has signed a four-year agreement as an associate sponsor
with the Board Of Control for Cricket in India (BCCI) for all the international matches played in
India.
3. E-commerce: -
Hyundai has a well-optimized website with 6 sections i.e. Find a Car, Click to Buy, Connect to
Service, Hyundai Story, Mobility Solutions, and Contact Us. Hyundai on its website also shares
Hyundai stories and the latest news happenings at the company. Hyundai has an online selling
portal from which they sell a car. On its website, users who are interested in buying a Hyundai
car can also book a test drive of any car by paying its fees, such as SUVs, Sedan, Hatchback &
Electric car models.
4. SEO Strategies: -
Search Engine Optimization (SEO) ranking refers to a website or webpage’s position on search
engine results pages (SERP) in response to a search query. SEO helps in achieving the long-term
goals for a brand. Hyundai is working hard enough to strengthen its position in Google SERP
results and, it has obtained a good ranking and favorable placement help in raising the profile of
the brand. In short, SEO strategies have played a crucial role for the development of the website
as well as in providing more visibility to the relevant audience.
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5. Content
Marketing :- The
company
consistently
uploads pictures or
videos regarding
new models that
are hitting the
market, their
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characteristics,
the colours
they come in, how
they differ from
older models in
terms of new
features, etc. It
broadcasts its news
in TVs
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and newspapers
to boost its brand
value in
customer’s
minds. While on
its websites, it
covers news and
stories
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that interest
their target
audience. It has
never tried to
sell its brand
directly but it has
always followed
the
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path of
indirectly
promoting it
through engaging
and
informative
content.
5. Content
Marketing :- The
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company
consistently
uploads pictures or
videos regarding
new models that
are hitting the
market, their
characteristics, the
colours
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they come in,

how they differ
from older models
in
terms of new
features, etc. It
broadcasts its news
in TVs
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and newspapers
to boost its brand
value in
customer’s
minds. While on
its websites, it
covers news and
stories
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that interest
their target
audience. It has
never tried to
sell its brand
directly but it has
always followed
the
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path of
indirectly
promoting it
through engaging
and
informative
content.
5. Content Marketing: -
The company consistently uploads pictures or videos regarding new models that are hitting the
market, their characteristics, the colours they come in, how they differ from older models in
terms of new features, etc. It broadcasts its news in TV and newspapers to boost its brand value
in customer’s minds. While on its websites, it covers news and stories that interest their target
audience. It has never tried to sell its brand directly but it has always followed the path of
indirectly promoting it through engaging and informative content.
6. Creative Advertising: -
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Hyundai’s advertising campaigns are known for their creativity and humor, often featuring
memorable characters and catchy jingles. These ads help build brand awareness and create a
positive emotional connection with the viewers. These are focused on creating a positive
customer experience. From offering financing and leasing options to providing exceptional
customer service, Hyundai prioritizes the needs and preferences of its customers.
7. Hyundai Assurance: -
In 2009, Hyundai launched the “Hyundai Assurance” campaign in response to the economic
recession. The campaign offered customers the ability to return their new car within a year if
they lost their job, providing a safety net during uncertain times. The campaign was a huge
success and helped boost Hyundai’s sales during a difficult period.
Products:
Grand i10 Nio’s

Price: 6.86L to
10.05L Engine: 1.2L
petrol
Transmission: Amt/Manual
Fuel Type: Petrol/CNG
Mileage: 17 to 21.4 kmpl/
28km Body Type: Hatchback
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Aura
Price: 7.76L to 11.77L
Engine: 1.2L petrol
Transmission: Amt/Manual
Fuel Type: Petrol/CNG
Mileage: 17 to
21.4kmpl/28km Body Type:
Sedan
I20
Price: 8.88L to 14.06L Engine:
1.2petrol/1.5diesel/1L turbo
Transmission: Manual/DCT/iMT
Fuel Type: Petrol/Diesel
Mileage: 19kmpl/22kmpl
Body Type: Premium Hatchback
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Venue
Price: 9.44L to 16.87L
Engine: 1.2LP/1.5LD/1LT
Transmission:
Manual/DCT/iMT Fuel Type:
Petrol/Diesel Mileage:
16kmpl/20kmpl
Body Type: Compact SUV
Alcazar
Price: 20.91L to 25.66L
Engine: 2.0LP/1.5LD
Transmission:
Manual/DCT Fuel Type:
15.5kmpl/18.5kmpl Body
Type: SUV
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Tucson
Price: 35.27L to 43.85
Engine: 2.0LP/2.0LD
Transmission: DCT Fuel
Type: Petrol/Diesel
Mileage:
15.2kmpl/18.2kmpl Body
Type: SUV
Verna
Price: 11.63L to 19.80L
Engine: 1.2LP/1.5LD/1L T
Transmission: Manual/DCT
Fuel Type: Petrol/Diesel
Mileage: 17kmpl/21Kmpl
Body Type: Premium Sedan
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Kona Electric
price: 28L to 34L
Transmission: Torq Converter
Battery: 39.2kWh
Range: 452km
Body Type: SUV
Creta
Price: 13.55L to 23.28L
Engine:
1.5LP/1.5LD/1.5LT
Transmission:
Manual/DCT/iM
T
Fuel Type:
16kmpl/19kmpl Body
Type: SUV
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Creta
Price: 14.55L to 20.28L
Engine: 1482 cc - 1497 cc
Transmission:
Manual/DCT/iM
T
Fuel Type:
17.4 - 21.8 kmpl
Type: SUV
BELLAD AND COMPANY PRIVATE LIMITED:
Chandrakant Bellad founded the BELLAD GROUP in 1964 under the name Bellad & Company.
Family members and closely owned businesses make up the Promoters. The partners have
extensive backgrounds in this industry.
The group has expanded its trading activities to include lubricant distribution, the sale of
consumer products, the automotive industry, and power generation. Currently, Mr. Arvind Bellad
serves as the company's managing director, Mr. Chandrakant G. Bellad is its chairman, and Mrs.
Leelavati C. Bellad is its director.
The Bellad Group's partners are Mr. Arvind C. Bellad, Smt. Leelavati C. Bellad, and Shri
Chandrakant G. Bellad. Mr. Arvind C. Bellad's father is Mr. Chandrakant G. Bellad. He has
served as the Dharwad Constituency's MLA and has done so four times. He has been in the
industry for 46 years.
Bellad has retail outlets in the Automobile industry, since 60 years they started Swaraj tractor in
Hubli and now they are dealing with all the parameters of the automobile industry like- Hybrid
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cars, tractors, Ev vehicles, etc. Recently they have 21 showrooms all over
Karnataka, in cities like Hubballi, Dharwad, Gadag, Hospete, Ballari, Koppal, Raichur,
Gangavati, Jamkhandi, Mudhol, Badami, Belagavi, Kalaburagi, and Hospete.
Some important activities of Bellad:
 Started LKG and UKG in government schools. He noticed the dip in school attendance of
Govt run schools. After discussing with parents of the children he started preschool as a pilot
project in one school. This experiment was successful which led him to extend this idea to 62
govt schools. There was a rise in the student intake due to this.
 Campaigned for setting up of an Indian Institute of Technology (IIT) at Dharwad along with
some others. IIT has been set up at Dharwad due to these efforts.
 Worked for developing and implementing clean energy in rural areas. Conducted the study,
prepared a report and started implementing it.
 Created a mobile phone app to listen to grievance of the people of his constituency.
Procedure Of Services:
1.First Free Service:
In First Free service only cleaning of air filter and oil filter is done. In the service no oil change
is done. And if required brake oil top-up and engine oil top-up and coolant top-up is done.
2.Second Free Service:
In Second Free service change of air filter and change of ac filter is done. There is changing of
oil as well as oil filter is carried out. Here brakes are also serviced.
Paid Service:
1.First paid service:
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Paid service are done for every 10000 kilometers. In this type of service, the
complaints from the customers are solved and change of some parts also occur.
2.Second Paid Service:
In This paid service every single charge is taken for the repair including the labour charges.
DURATION:
6 months or 10000kms (Before 30th dec 2023 date of delivery vehicle).

1 year or 10000kms (After 1st dec 2023 date of delivery vehicle).
1st Service: 2 months or 1500 to 1800kms.

2nd Service: 1 year or 8000 to 10000kms.
3rd Service: 2 year or 18000 to 20000kms.
INTRODUCTION TO INDUSTRY
HISTORY
Chung Ju-Yung
founded the
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Hyundai
Engineering
and
Construction
Company in
1947. Hyundai
Motor Company
was later
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established in
1967. The
company’s first
model, the
Cortina, was
released
in cooperation
with Ford Motor
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Company in
1968.
HISTORY
Chung Ju-Yung
founded the
Hyundai
Engineering
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and
Construction
Company in
1947. Hyundai
Motor Company
was later
established in
1967. The
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company’s
first model, the
Cortina, was
released
in cooperation
with Ford Motor
Company in
1968.
37 | P a g e
HISTORY
Chung Ju-Yung
founded the
Hyundai
Engineering
and
Construction
Company in
38 | P a g e
1947.
Hyundai
Motor Company
was later
established in
1967. The
company’s first
model, the
39 | P a g e
Cortina, was
released
in cooperation
with Ford Motor
Company in
1968.
HISTORY
40 | P a g e
Chung Ju-
Yung founded
the Hyundai
Engineering
and
Construction
Company in
1947. Hyundai
41 | P a g e
Motor
Company was
later established
in 1967. The
company’s first
model, the
Cortina, was
released
42 | P a g e
in cooperation
with Ford Motor
Company in
1968. HISTORY
Chung Ju-Yung
founded the
Hyundai
Engineering
43 | P a g e
and
Construction
Company in
1947. Hyundai
Motor Company
was later
established in
1967. The
44 | P a g e
company’s
first model, the
Cortina, was
released
in cooperation
with Ford Motor
Company in
1968.
45 | P a g e
The Indian automobile industry is one of the fastest-growing in the world, and plays a significant
role in the country's economy. It encompasses various segments such as passenger vehicles,
commercial vehicles, two-wheelers, and three-wheelers. The industry is dominated by both
domestic and international players, and offers a wide range of products to meet the diverse needs
of consumers. The Indian market is known for its preference for fuel-efficient and low-cost
vehicles. With a growing middle class, rising disposable incomes, and increased government
support, the Indian automobile industry is poised for further growth in the coming years.
The automotive industry in India is the fourth-largest in the world as per 2021 statistics. In 2023,
India became fourth largest country in the world by valuation of automotive industry. As of
2023, India is the 3rd largest automobile market in the world, surpassing Japan and Germany in
terms of sales.
Currently India's auto industry is worth of more than US$100 billion and contributes 8% of the
country's total export and accounts for 2.3% of India's GDP. India's major automobile
manufacturing companies includes Maruti Suzuki, Tata Motors, Ashok Leyland, Mahindra &
Mahindra, Force Motors, Tractors and Farm Equipment Limited, Eicher Motors, Royal Enfield,
Sonalika Tractors, Hindustan Motors, Hradyesh, ICML, Kerala Automobiles Limited, Reva,
Pravaig Dynamics, Premier, Tara International and Vehicle Factory Jabalpur.
Market size:
The size of the Indian automobile industry was estimated to be around $74 billion, and it is
projected to continue growing in the coming years. The industry encompasses a wide range of
segments, including passenger vehicles, commercial vehicles, two-wheelers, and three-wheelers,
each of which contributes significantly to the overall market size. The Indian market is known
for its preference for small, fuel-efficient, and low-cost vehicles, and the industry has responded
with a range of products to meet this demand. With a growing middle class, rising disposable
incomes, and increased government support, the Indian automobile The Indian automobile
industry is one of the fastest-growing in the world, and plays a significant role in the country's
economy. It encompasses various segments such as passenger vehicles, commercial vehicles,
two-wheelers, and three-wheelers. The industry is dominated by both domestic and international
players, and offers a wide range of products to meet the diverse needs of consumers. The Indian
market is known for its preference for fuel-efficient and low-cost vehicles.
46 | P a g e
With a growing middle class, rising disposable incomes, and increased government support, the
Indian automobile industry is poised for further growth in the coming years.
The automotive industry in India is the fourth-largest in the world as per 2023 statistics. In 2023,
India became fourth largest country in the world by valuation of automotive industry. As of
2023, India is the 3rd largest automobile market in the world, surpassing Japan and Germany in
terms of sales. Currently India's auto industry is worth of more than US$100 billion and
contributes 8% of the country's total export and accounts for 2.3% of India's GDP. India's major
automobile manufacturing companies includes Maruti Suzuki, Tata Motors, Ashok Leyland,
Mahindra & Mahindra, Force Motors, Tractors and Farm Equipment Limited, Eicher Motors,
Royal Enfield, Sonalika Tractors, Hindustan Motors, Hradyesh, ICML, Kerala Automobiles
Limited, Reva, Pravaig Dynamics, Premier, Tara International and Vehicle Factory Jabalpur.
Market size: As of 2023, the size of the Indian automobile industry was estimated to be around
$74 billion, and it is projected to continue growing in the coming years. The industry
encompasses a wide range of segments, including passenger vehicles, commercial vehicles, two-
wheelers, and three-wheelers, each of which contributes significantly to the overall market size.
The Indian market is known for its preference for small, fuel-efficient, and low-cost vehicles,
and the industry has responded with a range of products to meet this demand.
History of Automobile Industry in India:
The first automobile rolled down an Indian road in 1897. Only a few imports of cars were
available during the 1930s. In India, a fledgling automotive sector first appeared in the 1940s.
Launched in 1942, Hindustan Motors first produced Morris’s automobiles, then, in 1944,
longtime rival Premier produced Dodge and Plymouth for Chrysler Corporation, and, starting in
the 1960s, Fiat products. In 1945, two brothers founded Mahindra & Mahindra and started
assembling Jeep CJ-3A utility vehicles. J. R. D. Tata, the founder of the Tata Group, established
TATA Engineering and Locomotive Company (now Tata Motors) in Jamshedpur during the
same period. India's government and the business sector-initiated initiatives to develop an
automotive component manufacturing industry to supply the nation after it gained independence
in 1947.
The 1952 Tariff Commission:
The first Tariff Commission was established by the government in 1952, and one of its goals was
to develop a feasibility plan for the indigenization of the Indian automobile sector.
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The commission's report, which was submitted in 1953, suggested classifying the
existing Indian automakers into groups based on their infrastructure for producing cars. Each
group would have a license to produce a specific number of cars, with capacity increases
possible in the future depending on demand. New procedures were put in place to carry out the
recommendations of the Tariff Commission, finally excluding firms that merely imported
components for assembly and those without an Indian partner.
General Motors, Ford, and Rootes Group, who had assembly-only operations in Mumbai, made
the decision to leave India in 1954 as a result of the Tariff Commission's implementation. The
License Raj, which came to be known as the policies of the Tariff Commission and included
similar limitations that applied to other industries, proved to be the greatest downfall of the
Indian automotive industry. Bureaucratic red tape ultimately led to demand outstripping supply,
with month-long waiting periods for cars, scooters, and motorcycles.
Passenger cars:
Hindustan Motors was established in Kolkata in technical collaboration with Morris Motors to
manufacture Morris Oxford models that would later become HM Ambassador. The agent for
Chrysler's Plymouth, Dodge, and De Soto automobiles and trucks as well as Morris, Wolseley,
and Riley vehicles were Addison's, Madras, a firm in the Amalgamations Group. Anantha
Ramakrishnan drove the first Morris Minor built in India and the first automobile assembled in
Madras out of Addison's twin factory on Smith Road on November 15, 1950. Premier
Automobiles, Bombay, collaborated technologically with Fiat and Chrysler to produce the
1100D vehicles that would eventually become the Premier Padmini line, as well as with Dodge
to produce Dodge, Plymouth, and Desoto models. Standard Motor Products of India, Madras –
entered into technical collaboration from Standard-Triumph to manufacture Standard.
Utility and light commercial vehicles:
Vehicle Factory Jabalpur – started manufacturing Jonga Light Utility Vehicles and Vahan 1 Ton
(Nissan 4W73 Carriers) in India, under license from Nissan of Japan. They were the main troop
carriers of the Indian Armed Forces and much powerful than any other vehicle of their class.
Also, Nissan Power Wagon was added to their line. Mahindra & Mahindra plant established in
Mumbai – technical collaboration with Willys to manufacture CJ Series Jeep. Bajaj Tempo,
Pune, now Force Motors – entered into technical collaboration with Tempo to manufacture
Tempo Hanseat, a three-wheeler and Tempo Viking and Hanomag, later known as Tempo
Matador in India. Standard Motor Products of India – entered into technical collaboration from
Standard and had license to manufacture the Standard Atlas passenger van with panel van and
one-ton pickup variants.
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Medium and heavy commercial vehicles:
Tata Motors established a new plant in Pune with technical collaboration with Mercedes Benz to
manufacture medium to heavy commercial vehicles both Bus and Trucks. Vehicle Factory
Jabalpur began producing Shaktiman trucks with help from the German company MAN SE.
With numerous specialized variations, trucks served as the Indian Army's primary logistical
vehicle. The Indian Armed Forces continue to get B vehicles only from VFJ. In order to
manufacture tanks in India, the Heavy Vehicles Factory was founded in 1965 in Avadi, close to
Chennai. Since its founding, HVF has built every tank used by the Indian Army, including the
Vijayanta, Arjun, Ajeya, and Bhishma and their variations.
India's sole tank manufacturing facility is HVF. To produce medium to heavy commercial
vehicles, including buses and trucks, Ashok Leyland was established in Chennai in partnership
with Leyland Motors. In addition, Ashok Motors ended its 1948 Austin A40 sales venture and
retooled the factory to produce trucks and buses. Hindustan Motors and General Motors worked
together technically to produce the Bedford line of medium lorry and bus chassis. Premier
Automobiles and Chrysler signed a technological partnership to produce the Dodge, Fargo lineup
of medium lorries, panel vans, minibuses, and bus chassis. A technological partnership existed
between Ford and Simpsons & Co. in Madras, which is a division of Amalgamations Group
(TAFE Tractors), to produce medium lorry and bus chassis, although that option was not used
until the 1980s.
Scooters, mopeds and motorcycles:
Early in the 1960s, long after the tariff commission was established, many two-wheeler
producers received licenses. For the purpose of producing the Enfield Bullet line of motorbikes,
Royal Enfield (India), Madras worked in technical partnership with Royal Enfield, UK. With
technological assistance from Piaggio, Italy, Bajaj Auto, Poona produced the popular Vespa line
of scooters and three-wheelers, which also comes in a commercial version. TVS Motors,
Madurai/Chennai - started individually and later had technical collaboration with Suzuki Motors,
before finally buying them out of the JV.
Automobile Products of India, Bombay (Better known for API Lamberti) – had technical
collaboration with Innocenti of Milan, Italy to manufacture their Lamberti range of mopeds,
49 | P a g e
scooters and three-wheelers. This company was actually the Rootes Group car
plant that was bought over by M. A. Chidambaram family. With the help of Motobécane, France,
Mopeds India Limited, Tirupathi, produced their bestselling Mobility mopeds. Escorts Group,
based in New Delhi, worked technically with CEKOP in Poland to create the Rajdoot 175
motorcycle, which was based on the DKW RT 125.
For its Jawa and Yezdi line of motorcycles, Ideal Jawa of Mysore and CZ Jawa of
Czechoslovakia have formed a technical partnership. However, because to nationalization and
the license raj, which restricted the expansion of the Indian private sector, growth was
comparatively modest in the 1950s and 1960s.
1970 to 1983:
As a result, most cooperative license agreements came to an end around the beginning of the
1970s, with the opportunity to resume production under new branding. Jeeps, now owned by
American Motors Corporation, were mostly employed by government agencies and in some rural
areas, while cars were still only for the affluent. By the conclusion of the decade, some
advancements in the commercial vehicle divisions were developed to simplify the transportation
of commodities. With the exception of growing sales to the middle class in metropolitan areas,
the two-wheeler market remained stable.
As India began a fresh Green Revolution, there was a focus on having more farm tractors, and
imports from the Russian and eastern bloc were brought in to meet the demand. But after 1970,
with restrictions on the import of vehicles set, the automotive industry started to grow; but the
growth was mainly driven by tractors, commercial vehicles and scooters. Cars still remained a
major luxury item. In the 1970s, price controls were finally lifted, inserting a competitive
element into the automobile market.
However, by the 1980s, the automobile market was still dominated by Hindustan and Premier,
who sold superannuated products in fairly limited numbers. The rate of car ownership in 1981
was about one in every thousand citizens – understandable when the annual road tax alone cost
about half the average income of an Indian at the time.
A few rivals started to appear on the scene in the 1980s. All but six of the 30,487 automobiles
produced in India in 1980 came from the two major manufacturers, Hindustan and Premier:
Standard had lived in secrecy for much of the second half of the 1970s, building just enough
vehicles to maintain their license.
A new competitor was the tiny Sipani, which had sought to produce locally created three-
wheeled vehicles since 1975 but debuted the Dolphin, based on the Reliant Kitten, in 1982.
Nevertheless, Maruti captured everyone's attention and significantly disrupted the Indian auto
50 | P a g e
sector. The OPEC oil crisis saw increase need to installing or redesign some
vehicle to fit diesel engines on medium commercial vehicle. Until the early 1970s Mahindra
Jeeps were on Petrol and Premier commercial vehicles had Petrol model options. The Defense
sector too had most trucks on Petrol engines.
1984 to 1992:
Ordnance Factory Medak of OFB produces Chemical, Biological, Radiological, and Nuclear
Reconnaissance Vehicles (CBRN-RVs). India didn't see any new models from the end of the
1970s to the beginning of the 1980s, continuing to rely on models from the previous two
decades. The 1982 Sipani Dolphin, with its plastic shell and lack of rear doors—which Indian
vehicle purchasers consider essential— was not a significant competitor. The government was
pushed by this circumstance to encourage and admit additional producers to the competition. In
1984, the Ordnance Factory Medak near Hyderabad was established.
It started manufacturing Infantry Combat Vehicles christened as Sarath, the backbone of India's
mechanized infantry. OFMK is still the only manufacturing facility of ICVs in India. To
manufacture the high-power engines used in ICVs and main battle tanks, Engine Factory Avadi,
near Chennai was set in 1987. In 1986, to promote the auto industry, the government established
the Delhi Auto Expo. The 1986 Expo was a showcase for how the Indian automotive industry
was absorbing new technologies, promoting indigenous research and development, and adapting
these technologies for the rugged conditions of India.
Post-1992 liberalization:
Tata Indica, launched in 1998 Eventually multinational automakers, such as, Suzuki and Toyota
of Japan and Hyundai of South Korea, were allowed to invest in the Indian market, furthering the
establishment of an automotive industry in India. Maruti Suzuki was the first, and the most
successful of these new entries, and in part the result of government policies to promote the
automotive industry beginning in the 1980s. As India began to liberalize its automobile market in
1991, a number of foreign firms also initiated joint ventures with existing Indian companies. The
variety of options available to the consumer began to multiply in the nineties, whereas before
there had usually only been one option in each price class. By 2000, there were 12 large
automotive companies in the Indian market, most of them offshoots of global companies.
Slow export growth:
Exports were slow to grow. Sales of small numbers of vehicles to tertiary markets and
neighboring countries began early, and in 1987 Maruti Suzuki shipped 480 cars to Europe
(Hungary). After some growth in the mid-nineties, exports once again began to drop as the
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outmoded platforms provided to Indian manufacturers by multinationals were not

competitive. This was not to last, and today India manufactures low-priced cars for markets
across the globe.
As of 18 March 2013, global brands such as Proton Holdings, PSA Group, Kia, Mazda, Chrysler,
Dodge and Geely Holding Group were shelving plans for India due to the competitiveness of the
market, as well as the global economic crisis.
Emission norms:
In 2000, in line with international standards to reduce vehicular pollution, the central
government unveiled standards titled "India 2000", with later, upgraded guidelines to be known
as Bharat Stage emission standards. These standards are quite similar to the stringent European
emission standards and have been implemented in a phased manner. Bharat Stage IV (BS-IV),
the most stringent so far, was implemented first, in April 2010, in 13 cities—Delhi (NCR),
Mumbai, Kolkata, Chennai, Bangalore, Hyderabad, Ahmedabad, Pune, Surat, Kanpur, Lucknow,
Solapur, and Agra—and then, as of April 2017, the rest of the nation. In 2019, in line with
international standards to reduce vehicular pollution, the central government of India announced
the introduction of BS-VI norms to control air pollution, taking effect from 1 April 2020.
Local manufacture encouraged:
Auto Expo 2014, Noida:
India levies an import tax of 125% on foreign imported cars, while the import tax on
components such as gearboxes, airbags, drive axles, is 10%. Therefore, the taxes encourage cars
to be assembled in India rather than be imported as completely built units.
Sub-4-metre rule:
In 2006, the government of India imposed a new tax structure, which massively impacted the
segment. It enables vehicles shorter than 4.0 meters (157.5 in) to qualify for a significantly lower
excise duty, which is 8 percent as opposed to 20 percent for longer vehicles. Tata Motors was the
first to exploit the new tax structure, which redesigned the rear portion of the Indigo sedan,
dropping its length to 3,988 mm (157.0 in) and renamed it as the Indigo CS. The model became
significantly cheaper, becoming one of the largest selling three-box cars in the country. Other
manufacturers quickly adapted, which led to the release of the shorter Suzuki Swift Dzire, the
new Honda Brio Amaze, and others.
Exports:
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India’s automobile exports have grown consistently and reached $4.5 billion in 2009, with the
United Kingdom being India's largest export market, followed by Italy, Germany, the
Netherlands, and South Africa. According to The New York Times, India's strong engineering
base and expertise in the manufacturing of low-cost, fuel-efficient cars has resulted in the
expansion of manufacturing facilities of several automobile companies like Hyundai, Nissan,
Toyota, Volkswagen, and Maruti Suzuki.
In 2008, South Korean multinational Hyundai Motors alone exported 240,000 cars made in
India. Nissan Motors planned to export 250,000 vehicles manufactured in its India plant by 2011.
Similarly, US automobile company, General Motors had announced its plans to export about
50,000 cars manufactured in India by 2011.
In September 2009, Ford Motors announced its plans to set up a plant in India with an annual
capacity of 250,000 cars, for US$500 million. The cars were manufactured both for the Indian
market and for export. The company said that the plant was a part of its plan to make India the
hub for its global production business. Fiat Motors had announced that it would source more than
US$1 billion worth auto components from India. In 2009, India (0.23m) surpassed China
(0.16m) as Asia's fourth largest exporter of cars after Japan (1.77m), Korea (1.12m) and
Thailand (0.26m). In July 2010, The Economic Times reported that PSA Peugeot Citroën was
planning to reenter the Indian market and open a production plant in Andhra Pradesh that would
have an annual capacity of 100,000 vehicles, investing €700M in the operation.
PSA's intention to utilize this production facility for export purposes however remains unclear
as of December 2010. In recent years, India has emerged as a leading center for the manufacture
of small cars. Hyundai, the biggest exporter from the country, now ships more than 250,000 cars
annually from India. Apart from Maruti Exports' shipments to Suzuki's other markets,
Maruti Suzuki also manufactures small cars for Nissan, which sells them in Europe. Nissan will
also export small cars from its new Indian assembly line. Tata Motors exports its passenger
vehicles to Asian and African markets, and is preparing to sell electric cars in Europe in 2010.
The firm is planning to sell an electric version of its affordable car the Tata Nano in Europe and
in the U.S. In the 2000s, Mahindra & Mahindra prepared to introduce its pickup trucks and small
SUV models in the U.S. market, but canceled its plans. As of 2019, it is assembling and selling
an off-road vehicle (Mahindra Roxor; not certified for road use) in limited numbers in the U.S. It
is also sold in Canada. Bajaj Auto is designing a low-cost car for Renault Nissan Automotive
India, which will market the product worldwide.
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Renault Nissan may also join domestic commercial vehicle manufacturer Ashok Leyland in
another small car project. While the possibilities for the Indian automobile industry are
impressive, there are challenges that could thwart future growth. Since the demand for
automobiles in recent years is directly linked to overall economic expansion and rising personal
incomes, industry growth will slow if the economy weakens.
Investments:
To keep up with the growing demand, several auto makers have started investing heavily in
various segments of the industry during the last few months. The industry attracted Foreign
Direct Investment equity inflow worth US$ 33.53 billion between and accounting for 5.54% of
the total equity during the period. Some of the recent/planned investments and developments in
the automobile sector in India are as follows:
 Hyundai Motor India is investing Rs 6,180 crore in Tamil Nadu, India, to boost socio-
economic development and self-reliance. The investment is part of a Rs 20,000 crore plan to
invest over ten years (2023-2032) in electric vehicle manufacturing, charging infrastructure, and
skill development.
 In October 2023, the total production of passenger vehicles, three wheelers, two wheelers, and
quadricycles was 2,191,090 units.
 In 2023 Hyundai Creta was India’s biggest car seller, with 14026 units sold.
 In October 2023, Hero MotoCorp sold 507,587 two wheelers, the highest in the segment,
which gave it a market share of 32.31%.
 In September 2023, Maruti Suzuki launched the Grand Vitara at a starting price of Rs. 10.45
lakh (US$ 12,915).
 In September 2023, Hero MotoCorp announced an investment of US$ 60 million in

California-based Zero Motorcycles to collaborate on the development of electric motorcycles.
 In April 2023, Tata Motors announced plans to invest Rs. 24,000 crore (US$ 3.08 billion) in
its passenger vehicle business over the next five years.
 In March 2023, MG Motors, owned by China's SAIC Motor Corp, announced plans to raise
US$ 350-500 million in private equity in India to fund its future needs, including EV expansion.
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In February 2023, a memorandum of understanding (MoU) was signed between

electric two-wheeler
company Ather Energy and Electric Supply Companies (ESCOMs) of Karnataka for setting up
1,000 fast charging stations across the state.
 In February 2023, Tata Power and Apollo Tyres Ltd announced a strategic partnership for the
establishment of 150 public charging stations across India.
 Two-wheeler EV maker HOP Electric Mobility, a diversified business venture of Rays Power
Infra, is looking at investing Rs. 100 crore (US$ 13.24 million) over the next two years to expand
manufacturing capacity for its EVs.
 Investment flow into EV start-ups in 2021 touched an all-time high, increasing nearly 255%
to reach Rs. 3,307 crore (US$ 444 million).
 In December 2023, TVS Motor Company and BMW Motorrad, announced a partnership in the
two-wheeler EV space, with plans to release their first electric two-wheeler within the next two
years.
 In December 2023, Hyundai announced plans to invest Rs, 4,000 crores (US$ 530.25 million)
in R&D in India, with the goal of launching six EVs by 2028.
 A cumulative investment of Rs. 12.5 trillion (US$ 180 billion) in vehicle production and
charging infrastructure would be required until 2030 to meet India’s EV ambitions.
Government Initiatives:
The Government of India encourages foreign investment in the automobile sector and has
allowed 100% FDI under the automatic route. Some of the recent initiatives taken by the
Government of India are:
 In July 2023, the Government amended the National Policy on Biofuels – 2018. The target of
20% blending of ethanol in petrol and 5% blending of biodiesel in diesel by 2030 was brought
forward to 2025-26.
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 As of July 15, 2023, under the FAME India Scheme I & II, a total of 532 EV
charging stations have been installed by oil companies under the Ministry of Petroleum and
Natural Gas (MoPNG).
COMPITATORS
1) Maruti Suzuki:
Maruti Suzuki Revenue – INR 73,278.9 crores best automobile companies in India – Maruti
Suzuki India Limited, formerly known as Maruti Udyog Limited, is a subsidiary of Suzuki.
Maruti Suzuki has always been the market leader in terms of sales. With a sales market share of
greater than 50%. As the BS6 emission standards take effect in 2020, the corporation has opted
to phase out diesel engines in favor of petrol engines. Maruti Suzuki was the first automaker in
India to launch a BS6-compliant range. The company has sold over 7.5 lakh BS6 vehicles, the
most of any automaker. Maruti Suzuki India Limited sold a total of 139,347 units.
2) Tata Motors:
Tata Motors revenue – INR 3.01 lakh crores best automobile companies in India – Tata Motors
Limited is an Indian multinational automobile manufacturer based in Mumbai, Maharashtra. Tata
Group, an Indian conglomerate, owns it. Passenger cars, trucks, vans, coaches, buses, sports cars,
construction equipment, and military vehicles are among the company’s products and services.
In the fourth quarter of the financial year, Tata Motors saw a 162 percent increase in revenue. In
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comparison to 32,000 units sold in the same and the manufacturer sold 83,857
units.
3) Toyota Motors:
Toyota Motors revenue – INR 1,656,000 crore In August 1937, Toyota Corporation was
founded. In 1997, the firm began operations in India in conjunction with the Kirloskar Group.
Toyota Motors is India’s fourth-largest automobile manufacturer, and its sedan models are often
considered among the best. For FY 2020, the company saw a 2.1 percent increase in top-line
revenue (ended March 2020). Toyota’s automotive division is predicted to generate $258.3
billion in sales in 2020.
4) Kia Motors:
Kia Motors revenue – 69.86 lakh crores KRW 2021 Kia Corporation, or just Kia, is a global
vehicle manufacturer based in Seoul, South Korea. Kia Motors Corporation was established in
May 1944 and is Korea’s oldest automobile manufacturer. A global network of over 3,000
distributors and dealers sells and services these cars in 172 countries. The company employs
over 40,000 people and generates over US$17 billion in yearly revenue. Kia India clocked its
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best ever cumulative sales at 3,36,619 units in 2022, recording a growth of 47.7 per
cent compared to last year.
5) M.G. Motors:
Chinese automobile companies in India – MG Motor India, often known as Morris Garages, is
the Indian subsidiary of SAIC Motor, a Chinese automaker. The subsidiary was established in
2017 and will begin selling and producing in 2019. MG Motor now has over 65 dealerships
spread over 50 locations across the country. In 2020, MG Motor India saw a 41% increase in
retail sales, reaching 2,851 units. In the year 2022, MG car sales in India stood at 48,063 units,
which is 19.34% growth over 2021 sales of 40,273 units.
6) Volkswagen:
Volkswagen revenue – 25,020 crores EUR The Volkswagen Group is represented by 5 brands
such as Audi, SKODA, Volkswagen, Porsche, and Lamborghini. The Volkswagen Group is
headquartered in Pune (famous as the top automobile company in India), Maharashtra. The
Volkswagen facility in Chakan has a total area of nearly 2.3 million square meters (572 acres)
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and has a full three-shift production capability of up to 200,000 cars per year. By
2025, the business aims to increase sales from the existing 15,000 units to 100,000 units.
Volkswagen’s sales in India grew 85.48 per cent to 1,01,270 units in 2022.
7) Ford:
Ford is a leading American automotive manufacturer that produces a range of vehicles, including
pickup trucks like the F-150, SUVs like the Explorer, and sports cars like the Mustang. While
Ford’s vehicles tend to be more expensive than Hyundai’s, the company offers comparable
vehicles in terms of quality and features.
8) Chevrolet:
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Chevrolet is another major American automaker that competes directly with

Hyundai. Chevrolet produces a range of vehicles, including compact cars like the Cruze, SUVs
like the Tahoe, and pickup trucks like the Silverado. Like Ford, Chevrolet’s vehicles tend to be
more expensive than Hyundai’s, but they offer comparable quality and features.
9) Nissan:
Nissan is a Japanese automaker that produces a range of vehicles, including compact cars like
the Sentra, SUVs like the Rogue, and pickup trucks like the Titan. Nissan’s vehicles are known
for their reliability and fuel efficiency, and the company often competes directly with Hyundai.
In conclusion, Hyundai faces stiff competition from a range of automakers, both domestic and
international. While Hyundai has a strong reputation for quality and affordability, the company
must continue to innovate and improve its vehicles in order to remain competitive in an ever-
changing market. By keeping an eye on its competitors and focusing on delivering high-quality
vehicles at a competitive price, Hyundai can continue to be a leader in the automotive industry
for years to come.
SWOT Analysis of the Industry:
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SWOT analysis is a tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats
of a business or industry. The SWOT analysis of the automobile industry can be as follows:
Strengths:
 Strong brand recognition and reputation.

 Wide range of product offerings.
 Strong distribution and supply chain networks.
 Significant investments in research and development.
 Experienced workforce.
Weaknesses:
 High capital and operational costs.

 Intense competition.
 Over-dependence on a few key markets.
 Stringent government regulations and emission standards.
Opportunities:
 Growing demand for electric vehicles (EVs) and connected cars.

 Expansion into emerging markets.
 Increased demand for shared mobility services.
 Growing demand for autonomous vehicles.
 Rising demand for fuel-efficient vehicles.
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Threats:
 Disruptive technological changes in the automobile sector.

 Growing competition from new entrants, such as technology companies.
 Volatility in oil prices and currency exchange rates.
 Increasing environmental concerns and regulations.
 Shifting consumer preferences and trends towards sustainable transportation options.
Michael Porters Five Forces Model
Michael Porter's Five Forces Model is a framework that helps analyze the competitive
environment of an industry. In the automobile industry, the five forces are:
1. Threat of new entrants: The barriers to entry are high in the automobile industry due to the
significant investment required to set up production facilities, and economies of scale enjoyed by
established players.
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2. Threat of substitutes: The threat of substitutes is low in the automobile industry, as there are
few substitutes for personal vehicles, such as public transportation and ridesharing services.
3. Bargaining power of suppliers: The bargaining power of suppliers is high, as suppliers of

key components such as batteries, tires, and electronics hold significant leverage in negotiations
with automobile manufacturers.
4. Bargaining power of buyers: The bargaining power of buyers is high in the automobile
industry, due to the vast array of options available to consumers, and the limited differentiation
between products offered by various manufacturers.
5. Rivalry among existing competitors: The rivalry among existing competitors is intense, as
the automobile industry is highly competitive, with many established players and several new
entrants seeking to establish themselves.
DETAILS OF REPORTING AUTHORITY
Name : Sanjay yavagal.
Designation: Service Advisor.
Location : Hubballi.
E mail Id : sanjayyavagal04@gmail.com
Phone Number:7760099172.
Mr. Sanjay yavagal was my reporting Authority throughout my 2 months of Internship. I used to
submit my report to the above-mentioned reporting authority on weekly basis through written
and oral communication.
Sir has given training session on overview and insights about the organization.
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Nature of the work:
Service Advisor responsibilities include greeting customers, listening to their needs and
scheduling appointments as needed. They may also include setting up loaner cars and verifying
insurance before maintenance is scheduled. Customer service representatives, customer service
advisors, customer service agents, or customer service associates are employees who interact
with customers to handle and resolve complaints, process orders, and provide information about
an organization’s products and services.
They may work in an office with a call center or in retail. Customer service representatives
answer questions or requests from customers or the public. They typically provide services by
phone, but some also interact with customers face to face, by email or text, via live chat, and
through social media. Qualifications include good communication, problem-solving, and
Customer Service Advisors work to bring high-quality customer service to the customers they
interact with. Some Customer Service Advisors spend much of their time on the phone, helping
and advising customers, while other Customer Service Advisors deal with customers in-person.
This is a fast-paced job role, where the Customer Service Advisor will effectively handle
customer enquiries, as well as managing complaints and issues. Computer skills.
Customer Service Advisors typical working hours usually depend on the company they work for.
For instance, Customer Service Advisors at head offices may work from 9 a.m. to 5 p.m., while
those in retail stores or call centers may need to work shifts, including weekends and evenings.
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Some companies employ Customer Service Advisors on a part-time basis, where

the nature of the company’s work allows it.
Role And Responsibilities of Service Advisor:
 Answer questions about service outcomes, schedule and book appointments, vehicle drop-off
and vehicle pick-up.
 Provide customers with information and advice on warranty protections, potential cost
savings and the advantages of trading in versus fixing their car.
 Manage and oversee the dealership’s workflow and schedule.
 Call customers to advise them about service changes or car pick-up times.
 Maintain positive customer relationships to ensure repeat business.
 Proven work experience as a Service Advisor or similar role.
 A strong understanding of automotive technology and the automotive industry.
 Excellent customer service, interpersonal and communication expertise.
Key Involvements of Work:

 Interaction with Customers.
 Report the Customers Problems.
 Gives Explain about the Product.
 Report the Daily visited customers (for future references).
 Addressing their concerns.
 Effective communication.
 Decision making and problem-solving skills.
As per the involving in the work as interacting with the customers is required. And reporting
with their customer problems and giving explanation about products, and addressing their
concerns about their requirements, and solving their problems.
Importance of Service Advisor Role to The Organisation:
The role of a service advisor is primarily customer-facing. With that said, service advisors in
auto body shops or dealerships are also responsible for overseeing workflow in these businesses,
meaning they’ll constantly interact with technicians, mechanics, and other employees in the
workshop.
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The success of a service advisor can depend on how they foster effective
collaboration among the various departments in a workshop. To further highlight this fact,
collaboration is a vital professional competency sought by numerous employers during candidate
evaluations for this role.
When executed effectively, workplace collaboration can yield favourable outcomes for your
team and the organization. It can enhance efficiency, foster innovation, and strengthen team
dynamics. If you’re currently undergoing service advisor training, this blog post highlights the
importance of effective workplace collaboration.
Automotive service advisors greet customers, listen to their description of the problems or
service needed, determine the type of service required and prepare repair orders. If a vehicle
requires additional repairs not covered in the original order, they estimate the additional cost and
telephone the customer for permission to do the work. They also advise customers on other
available services.
 Advises customers about necessary service for routine maintenance.
 Helps identify a mechanical problem by questioning the customer or doing a visual

inspection or road test.
 Confers with customers about inspection results, recommend corrective procedures and
prepare work order for needed repairs
 Prepares a repair order showing time, cost and labour estimates for service.
 Writes a brief description of the customer’s concern on the repair order to help the
technician locate the problem.
 Explains the work performed and the repair order charges to the customer.
 Handles customer complaints.
 Schedules service appointments.
 Obtains customer and vehicle data prior to arrival when possible.
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 Greets customers in a timely, friendly manner and obtains vehicle

information.
 Test drives the vehicle with customer as needed to confirm the problem or refer to test
technician.
 Refers to service history, inspects vehicle, and recommends additional needed service.
 Advises customers on the care of their cars and the value of maintaining their vehicles in
accordance with manufacturers' specifications.
 Provides a complete and accurate written cost estimate for labour and parts.
 Establishes “promised time.” Checks with dispatcher, if necessary.
 Obtains customer's signature on repair order; provides customer with a copy.
 Establishes customer's method of payment. Obtains credit approval, if necessary.
 Notifies dispatcher of incoming work.
 Maintains a professional appearance.
Work Flow in The Organisation:
The job role is a generic term for orchestrated and repeatable patterns of activity, enabled by
the systematic organization of resources into processes that transform materials, provide
services, or process information. It can be depicted as a sequence of operations, the work of a
person or group, the work of an organization of staff, or one or more simple or complex
mechanisms.
From a more abstract or higher-level perspective, workflow may be considered a view or
representation of real work. The flow being described may refer to a document, service,
or product that is being transferred from one step to another.
As the workflow typically involves:
Customer Interaction.
Vehicle Inspection.
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Service Recommendations.
Communication.
Approvals and Authorizations.
Scheduling.
Invoicing.
Documentation.
Follow up.
Actual Work Done In The Organization:
As of the first week as date from 5-12-2023 To 11-12-2023:
Started on 5-12-2023 week started with introduction to the organization and I submitted letter
on day 1 In This week day 2 was all about meeting team members and employees and in this
week, I got information about service in automobiles sector and I did the survey about
Hyundai service from the service department got some customer feedback.
As of the Second week as date from 12-12-2023 To 18-12-2-023:
It was all about discussing with service Manager about the car services and car came for
service and analyised service, after this week only they gave me a authority of service
advisor and I started the recording the details in the job card and CEO visited from south
Korea and on 9th December we delivered some of the service cars.
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As of the Third week as date from 19-12-2023 To 25-12-2023:
The week started by checking the Service cars came for service and attended the cars and
took details of the customers, and had conversation with service Advisors about the car
Accessories Replacing, and saw venue and Creta technical part replacement and ordering the
parts from the head office and had conversation with customers regarding the bellad service
consistency and response was positive. due to Christmas the cars which came for service was
limited and service look after was fast.
As of the Fourth week as date from 26-12-2023 To 1-1-2024:
It was all about service and approached customers for new accessories in old cars, and got
knowledge about New verna and technical support of car management system for customer
preference, and I went to field work that 2018 verna car was problem due to clutch problem
got stuck on road me and My company guide went to the location and look out the
problem’s. and discussed about possed service from higher level management.
As of the Fifth week as date from 2-1-2024 To 8-1-2024:
Went with our service manager for checking technical components of Creta model and seat
cover supplier for premiumness in Alcazar. later checked the accidental cars and found out
required missing accessories in those cars, Recorded the cars query about the number plate
and gave fittings to the cars. and got to know has the most effective service.
As of the Sixth week as date from 9-1-2024 To 15-1-2024:
Calculated overall the cars came for service and categorized them into their segments for
delivery, and recalled customers of cars of their service as they given on the previous week
and amount the service was recorded and delivered the cars to the customer after the final
service. and spoke with the department head regarding the sold alloys to the customers at
what percent of margin.
As of the seventh week as date from 16-1-2024 To 22-1-2024:
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This week printed a list to record all the vehicles which came this week for
minor service and for major service, and spoke with department head regarding service
records for particular cars such as new verna and new Creta and Exter, the Issue with
customer was their and which was recently serviced and went to check the stock of disbreak
of I20 and
I10 Cars.
As of the eighth week as date from 23-1-2024 To 29-1-2024:
Recorded newly delivered cars services which was sold on November 2023 was their 1 st
service more than 7 to 10 cars. And major conflict between employees of service department
for mistake in service it concluded by accepting mistake and rectifying it. Took feedback
from the employees regarding the co-ordination in between employees and working hours
and working comfortability.
As of the Ninth week as date from 30-1-2024 To 5-2-2024:
Started the week with recording problems of New launched cars Creta and tackle problems of
new cars and told to customers of their problems and recorded the work done in the service
department and saw work done collected the data information of service department and took
feedback.
Learning Experience:
The Two Months of internship at Bellad Hyundai Hubli. It Was a very good learning
experience. It helped me to integrate theoretical knowledge. It also helped me to know how an
organization function works. It provided me with an insight of different departments of an
organization and their co-ordination with other departments to achieve the common objective of
the organization.
Worked as service advisor and got to know how the customers interact with us and
understanding customer needs, and developing effective communication skills .and used interact
with customers to enhances their interpersonal skills and helps them navigate various situations.
Learnt how to handle challenging situations such as customer complaints, provides opportunities
for problem solving and resolution and dealing with customer inquiries and complaints of
customer Services.
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Some of the important learning’s are:
 Communication skills: Communication Interaction skills include developing good

communication skills to comprehend and address client concerns, resulting in a favorable
experience.
 Time Management: Effective time management involves coordinating service schedules,

delivering accurate estimates, and completing jobs on time.
 Team Collaboration: Collaborate with the service team to ensure efficient delivery.
 Continuous Learning: Learned how to manage and handle stressful circumstances in the
service environment.
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 Technical knowledge: During internship gained technical knowledge from the

corporate guide, enabling good communication with customers and the service team.
 Ethical Behavior: Improved workplace discipline and honesty through ethical behavior
professional and academic relationships and Behavior Activity.
 Problem-solving Abilities: Handling a variety of service and solving the problems and
skills, in this particular part that ensure customer satisfaction.
 Discipline: Being disciplined in the company when an employee doesn’t follow the
company’s rules and policies, Discipline should be positive and contribute to safe of work
environment in discipline manner.
BIBLIOGRAPHY
www.goolge.com
https://www.hyundai.com/in/en
www.hyundaimotorgroup.com
https://en.wikipedia.org/wiki/Hyundai_Motor_Company
https://bellad.hyundaimotor.in/
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Bellad Hyundai, Hubli

1. To determine the customer satisfaction and loyalty towards Bellad Hyundai.

Eui sun Chung Unso Kim

Jaehoon Chang Gang Hyun Seo.

Company type Public.

Traded as KRX: 005380

Founded 29 December 1967; 56 years ago.

Founder Chung Ju-Yung.

Key people  Chung Eui-sun (Chair)

Production output: 4,858,000 units.

Revenue 117.61 trillion.

Operating income 6.68 trillion.

Net income 5.69 trillion.

Total assets 233.95 trillion.

Total equity 82.61 trillion.

Vision and Mission:

Name of the Organization Bellad and Company.

Competitors Of Bellad Hyundai showroom:

 Shri Bhavani Motors.

 Best consistency awards.

 Best service awards.

Hero Moto Corp:

Construction and Real Estate:

Customer Care Centre:

Hubli Swaraj Tractors:

FCA (Fiat Chrysler and Abarth) – Jeep:

General Motors India Ltd – Chevrolet:

Hyundai future Plans:

Upcoming Hyundai Cars in India

Hyundai Alcazar 2024 16.78 to 21.28 Lakh.

Hyundai Creta Nine 17.50 Lakh.

Hyundai Tucson 2024 30 Lakh.

Hyundai palisade 40 Lakh.

Hyundai Santa Fe 2025 45 Lakh.

Hyundai IONIQ 6 65 Lakh.

Hyundai’s Digital Marketing Strategies

1. Social Media Marketing: -

utilizes is informational, and promotional. Hyundai keeps its customers hooked up

On an international level, Hyundai has more than 94 influencers continuously promoting

they come in,

Grand i10 Nio’s

BELLAD AND COMPANY PRIVATE LIMITED:

Some important activities of Bellad:

1.First Free Service:

2.Second Free Service:

1.First paid service:

2.Second Paid Service:

6 months or 10000kms (Before 30th dec 2023 date of delivery vehicle).

1st Service: 2 months or 1500 to 1800kms.

History of Automobile Industry in India:

The 1952 Tariff Commission:

Utility and light commercial vehicles:

Medium and heavy commercial vehicles:

Scooters, mopeds and motorcycles:

Slow export growth:

outmoded platforms provided to Indian manufacturers by multinationals were not

Local manufacture encouraged:

Auto Expo 2014, Noida:

 In September 2023, Hero MotoCorp announced an investment of US$ 60 million in