INTRODUCTION:

Maruti Suzuki India Limited, formerly known as Maruti Udyog Limited, is an automobile
manufacturer in India It is a subsidiary of Japanese automobile and motorcycle
manufacturer Suzuki Motor Corporation. As of January 2016, it had a market share of 47% of
the Indian passenger car market. Maruti Suzuki manufactures and sells popular cars. The
company is headquartered at New Delhi. In February 2012, the company sold its ten millionth
vehicle in India.

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
Motor Corporation as the joint venture partner for the company. In 1982 a JV was signed
between Government of India and Suzuki Motor Corporation.
It was in 1983 that the Indias first affordable car, Maruti 800, a 796 cc hatch back was launched
as the company went into production in a record time of 13 month.
More than half the number of cars sold in India wear a Maruti Suzuki badge. They are a
subsidiary of Suzuki Motor Corporation Japan. The company offer full range of cars from
entry level Maruti 800 & Alto to stylish hatchback Ritz, A star, Swift, Wagon R, Estillo and
sedans DZire, SX4 and Sports Utility vehicle Grand Vitara.
Since inception, the company has produced and sold over 7.5 million vehicles in India and
exported over 500,000 units to Europe and other countries.
They were born as a government company, with Suzuki as a minor partner, to make a people's
car for middle class India. Over the years, its product range has widened, ownership has changed
hands and the customer has evolved. What remains unchanged, then and now, is their mission to
motorise India. MSILs parent company, Suzuki Motor Corporation, has been a global leader in
mini and compact cars for three decades. Suzuki's technical superiority lies in its ability to pack
power and performance into a compact, lightweight engine that is clean and fuel efficient.The
same characteristics make their cars extremely relevant to Indian customers and Indian
conditions. Product quality, safety and cost consciousness are embedded into their manufacturing
process, which they have inherited from their parent company.
Right from inception, Maruti brought to India, a very simple yet powerful Japanese philosophy
'smaller, fewer, lighter, shorter and neater'
From the Japanese work culture they imbibed simple practices like an open office, a common
uniform and common canteen for everyone from the Managing Director to the workman, daily
morning exercise, and quality circle teams.
Maruti Suzuki exports entrylevel models across the globe to over 100 countries and the focus
has been to identify new markets. Some important markets include Latin America, Africa and
South East Asia.Interestingly with a brand new offering Astar, Maruti Suzuki is ready to take
on European markets.Maruti Suzuki sold 53,024 units during 200708. This is the highest ever
export volume in a year for the company, and marked a growth of 35 per cent over the previous
year.Maruti Suzuki has exported over 552,000 units cumulatively with about 280,000 units to
Europe and Israel .
Maruti Suzuki has two stateoftheart manufacturing facilities in India. The first facility is at
Gurgaon spread over 300 acres and the other facility is at Manesar, spread over 600 acres in
North India.The Gurgaon facility Maruti Suzuki's facility in Gurgoan houses three fully
integrated plants. While the three plants have a total installed capacity of 350,000 cars per year,
several productivity improvements or shop floor Kaizens over the years have enabled the
company to manufacture nearly 700,000 cars/ annum at the Gurgaon facilities.
The Manesar facility Its Manesar facility has been made to suit Suzuki Motor Corporation
(SMC) and Maruti Suzuki India Limited's (MSIL) global ambitions. The plant was inaugurated
in February 2007. At present the plant rolls out World Strategic Models Swift , Astar & SX4
and DZire.The plant has several inbuilt systems and mechanisms.
Diesel Engine Plant Suzuki Powertrain India Limited Suzuki Powertrain India Limited the
diesel engine plant at Manesar is SMC's & Maruti's first and perhaps the only plant designed to
produce world class diesel engine and transmissions for cars. The plant is under a joint venture
company, called Suzuki Powertrain India Limited (SPIL) in which SMC holds 70 per cent equity
the rest is held by MSIL. This facility has an initial capacity to manufacture 100,000 diesel
engines a year. This will be scaled up to 300,000 engines/annum by 2010.

INDUSTRY PROFILE:
Maruti Suzuki started out in 1982 in Gurgaon, Haryana. Little did the then quiet suburb of New
Delhi know, that it was going to become the epicenter of the automobile revolution in India. The
year marked the birth of the Maruti Suzuki factory. India turned out 40,000 cars every year. The
new Maruti Suzuki 800 hit the streets to begin a whole new chapter in the Indian automobile
industry.

We out with an obsession for customer delight, one that was unheard in the corridors of
automobile manufacturers then. It was about a commitment to create value through innovation,
quality, creativity, partnerships, openness and learning. It created a road that was going to lead
the world in to a whole new direction, laid out by Maruti Suzuki.
Today, Maruti Suzuki alone makes 1.5 million Maruti Suzuki family cars every year. Thats one
car every 12 seconds. We drove up head and shoulders above every major global auto company.
Yet our story was not just about making a mark. It was about revolutionary cars that delivered
great performance, efficiency and environment friendliness with low cost of ownership. Thats
what we call true value. We built our story with a belief in small cars for a big future. Our story
encouraged millions of Indians to make driving a way of life. India stepped up with our vision to
take on the fast lane. A comradeship had begun. Something incredible had begun.
So, what drives us? Millions of Indians whove put their faith in us. A team of over 13200
dedicated and passionate professionals that turned out 15 car models with over 150 variants. The
drive is backed up by a nationwide service network spanning over 1500 cities and towns and a
sales network that spreads across 1471 cities, 2 state of art factories, which together turn out 15
lakh cars annually. And a commitment to make Indian roads safer through a network of training
infrastructure that imparts driving skills.
If you have travelled in India, taken a route to anywhere around this great nation, chances are
youve driven with us. For over three decades now, Maruti Suzuki cars have been going places.
We started out in 1982 in Gurgaon, Haryana. Little did the then quiet suburb of New Delhi
know, that it was going to become the epicenter of the automobile revolution in India. The year
marked the birth of the Maruti Suzuki factory. India turned out 40,000 cars every year. The new
Maruti Suzuki 800 hit the streets to begin a whole new chapter in the Indian automobile industry.
We set out with an obsession for customer delight, one that was unheard in the corridors of
automobile manufacturers then. It was about a commitment to create value through innovation,
quality, creativity, partnerships, openness and learning. It created a road that was going to lead
the world in to a whole new direction, laid out by Maruti Suzuki.
Today, Maruti Suzuki alone makes 1.5 million family cars every year. Thats one car every 12
seconds. We drove up head and shoulders above every major global auto company. Yet, our
story was not just about making a mark. It was about revolutionary cars that delivered great
performance, efficiency and environment friendliness with low cost of ownership. Thats what
we call true value. We built our story with a belief in small cars for a big future.
Our story encouraged millions of Indians to make driving a way of life. India stepped up with
our vision to take on the fast lane. A comradeship had begun. Something incredible had begun.
So, what drives us? Millions of Indians whove put their faith in us. A team of over 13200
dedicated and passionate professionals that turned out 15 car models with over 150 variants. The
drive is backed up by a nationwide service network spanning over 1500 cities and towns and a
sales network that spreads across 1471 cities, 2 state of art factories, which together turn out 15
lakh cars annually. And a commitment to make Indian roads safer through a network of training
infrastructure that imparts driving skills.
Finally, our inspiration comes from one place Indias hopes, dreams and aspirations. The
Maruti Suzuki journey has been nothing less than spectacular. But to be honest, weve only just
begun.

Under the Maruti name:

In 1970, a private limited company named Maruti technical services private limited (MTSPL) was
launched on November 16, 1970. The stated purpose of this company was to provide technical
know-how for the design, manufacture and assembly of "a wholly indigenous motor car". In June
1971, a company called Maruti limited was incorporated under the Companies Act. Maruti Limited
went into liquidation in 1977. Maruti Udyog Ltd was incorporated through the efforts of Dr V.
Krishnamurthy.
Affiliation with Suzuki:

In 1982, a license & Joint Venture Agreement (JVA) was signed between Maruti Udyog Ltd.
and Suzuki of Japan. At first, Maruti Suzuki was mainly an importer of cars. In India's closed
market, Maruti received the right to import 40,000 fully built-up Suzukis in the first two years,
and even after that the early goal was to use only 33% indigenous parts. This upset the local
manufacturers considerably. There were also some concerns that the Indian market was too small
to absorb the comparatively large production planned by Maruti Suzuki, with the government
even considering adjusting the petrol tax and lowering the excise duty in order to boost
sales. Finally, in 1983, the Maruti 800 was released. This 796 cc hatchback was based on
the SS80 Suzuki Alto and was Indias first affordable car. Initial product plan was 40% saloons,
and 60% Maruti Van. Local production commenced in December 1983. In 1984, the Maruti
Van with the same three-cylinder engine as the 800 was released and the installed capacity of the
plant in Gurgaon reached 40,000 units.
In 1985, the Suzuki SJ410-based Gypsy, a 970 cc 4WD off-road vehicle, was launched. In 1986,
the original 800 was replaced by an all-new model of the 796 cc hatchback Suzuki Alto and the
100,000th vehicle was produced by the company.In 1987, the company started exporting to the
West, when a lot of 500 cars were sent to Hungary. By 1988, the capacity of the Gurgaon plant
was increased to 100,000 units per annum.

EVOLUTION OF THE COMPANY:

Maruti Udyog Limited (MUL) was established in Feb 1981 through anAct of
Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an
efficient public transport system. It was established with the objectives of -
modernizing the Indianautomobile industry, producing fuel efficient vehicles to conservescarce
resources and producing indigenous utility cars for the
growingneeds of the Indian population A license and a Joint Ventureagreement were signed with
the Suzuki Motor Company of Japan in
Oct1983, by which Suzuki acquired 26% of the equity and agreed toprovide the latest technology
as well as Japanese managementpractices. Suzuki was preferred for the joint venture because of
itstrack record in manufacturing and selling small cars all over the world. There was an option in
the agreement to raise Suzukis equity to 40%,which it exercised in 1987. Five years later, in
1992, Suzuki furtherincreased its equity to 50% turning Maruti into a non-
governmentorganization managed on the lines of Japanese management practices.Maruti created
history by going into production in a record 13 months.Maruti is the highest volume car
manufacturer in Asia, outside Japanand Korea, having produced over 5 million vehicles by May
2005.Maruti is one of the most successful automobile joint ventures, and
hasmade profits every year since inception till 2000-01. In 2000-01,although Maruti generated
operating profits on an income of Rs 92.5billion, high depreciation on new model launches
resulted in a bookloss.

Maruti Udyog Limited was established in February 1981, though the actual production
commenced only in 1983. It started with the Maruti 800, based on the Suzuki Alto kei car which
at the time was the only modern car available in India. Its only competitors were the Hindustan
Ambassador and Premier Padmini. Originally, 74% of the company was owned by the Indian
government, and 26% by Suzuki of Japan.[13] As of May 2007, the government of India sold its
complete share to Indian financial institutions and no longer has any stake in Maruti Udyog.

VISION:
Visions of any company are those values on which company works. As the MUL is started by
Governmental initiatives it tends to be more consumer oriented and hence cost effective, but on
the other hand Suzukis participation ensures not only need of the profit, but of the need of
maximum profit. The only way for this Noras dilemma of selecting principals for companys
working vision ,was to maximize profit and reducing cost by maximizing output and sales Hence
MUL declared its Vision as-
The Leader in the Indian Automobile Industry, Creating Customer Delight1 and Shareholder's
Wealth2; eventually become a pride of India
Customer Delight1 is making sure that performance, after sales service and customer support are
best and beyond expectation. Shareholders wealth2 is the prime concern for running business
smoothly.MUL knows this and understands customer is king, he can change the fortune of any
company, hence goes companys brand line: COUNT ON US!

MISSION:
Mission is the statement of an organizations purpose, what it want to accomplish in the larger
environment and its goals which are specific, realistic and motivating. Missions are described
over visions and visions demand certain objectives. The main objectives/Missions of MUL are:
- Modernization of the Indian Automobile Industry.
- Developing cars faster and selling them for less.
- Production of fuel-efficient vehicles to conserve scarce resources.
- Production of large number of motor vehicles which was necessary for economic growth.
- Market Penetration, Market Development Similarly Product Development and Diversification.
- Partner relationship management, Value chain, Value delivery network .
OBJECTIVES:
The objectives of the study are:
To narrate the profile of the company

Overview of Maruti and Suzuki

Building understanding of the car market in India and various segments

Understand MULs product range and positioning in each segment

Understanding the basics in the automobile industry

Overview of each Maruti model and the MUL Advantage

Overview of the selling process and how to uncover needs of a customer to doneed based selling

Role of financing as a sales tool and the various financing options available

Ensuring personal effectiveness

To study the HRM of the company

To enhance my knowledge about Recruitment and Selection.

To convert my theoretical knowledge into practical knowledge.

To prepare myself as a H.R. person who can easily identify the training needthrough his
experience which is very essential quality of a H.R. Person & for the organization as well.

To enhance my knowledge about Training & Development

To analysis the Marketing Management of the Company

To study the financial position of the company

To overcome these challenges, companies mitigate supply chain interruptions and reduce risk
with strategies and tactics that address supplier-centric risk at multiple stages in the relationship:

On boarding: Bringing suppliers into the operation with registration that includes:

A centralized supplier registration portal

Integration of third party performance, financial data and predictive indicators into the supplier
profile

Monitoring for stability beyond financial data, including:

Criminal and terrorists (i.e. Office of Foreign Assets Control) ties and operational performance

Visibility into potential disruptions caused by geopolitical threats, acts of nature, etc.

Cultivating strategic supplier relationships for the long-term:

Leverage supplier scorecards for continuous improvement

Establish and use benchmarks for measuring supplier performance

Creating a system for collaboration and supplier development

Establish control across the extended enterprise:

Create integrated supplier networks

Extend performance management benchmarks to second and third tier suppliers

Supplier risk in recession and recovery[edit]

In 2008-2009, manufacturers experienced the startling speed at which suppliers can move from
stability to shutting down operations. The devastating impact of a crucial supplier failure has
moved risk management from add-on service to mission-critical. With a new focus on risk
management, manufacturers have seen value whether the economy is stagnant or thriving.

With a transparent, accessible and comprehensive set of supplier information, manufacturers

have been able to monitor suppliers for behavioral changes which contribute to overall stability,
including:
QUALITY POLICIES:
ORGANISATION CHART:
PROCESS:

Manufacturing Facilities:

It is manufacturing excellence quite at another level. The magnitude becomes clear when you
realise that Kaizen, our philosophy of continuous improvement, has created a 'zero-compromise'
quality culture not just for one car or two, but for over 1 million cars we turn out every year.
Maruti Suzuki vehicles are made through 'Green Manufacturing' processes. All our power plants
use natural gas. We discharge Zero waste outside factory premises. In FY 2011-12, a total of
12,34,767 cubic meters water was recycled and reused.
Just a few more reasons why there are millions of delighted Indians driving our cars, with
complete peace of mind.
Our Gurgaon Facility
This is where it all began, where the first Maruti 800 rolled out. One that Mr. Harpal Singh
drives to date. A shining example of our manufacturing and product quality.
Spread over 300-acres, the Gurgaon Plant has 25% area dedicated as green area. This plant turns
out 9 lakh cars every year. An advanced K-Series engine assembly has already produced over 10
lakh advanced K-Series.
Our Manesar Facility
One of Asia's most advanced auto hubs, the Manesar Plant spreads over 600 acres and houses 3
fully-integrated plants, with an annual capacity of 5.5 lakh cars.
At Manesar, our JV Suzuki Powertrain India Ltd is manufacturing world-class diesel engines.
Currently at 3 lakh engines per year, plans are underway to up production. To turn out 7 lakh
diesel cars annually.

PRODUCTS:

Range of Cars: India comes home in a Maruti Suzuki, and we're not surprised! It's been our

mission to provide a car for every individual, family, need, budget and way of life.
 Omni 1984 Minivan

Gypsy 1985 SUV

WagonR 1999 Hatchback

Swift 2005 Hatchback

Grand Vitara 2007 Mini SUV

DZire 2008 Sedan

Ritz 2009 Hatchback

Eeco 2009 Hatchback

 Alto K10 2010 Hatchback

Ertiga 2012 Mini MPV

Alto 800 2012 Hatchback

Stingray 2013 Hatchback

Celerio 2014 Hatchback

Ciaz 2014 Sedan

Baleno 2015 Hatchback

S-Cross 2015 Mini SUV

Vitara Brezza 2016 Mini SUV

Discontinued models:

Discontinue Categ
Model Launched
d ory

Gypsy E 1985 2000 SUV

1000 1990 2000 Sedan

Hatch
Zen 1993 2006
back

Esteem 1994 2008 Sedan

Baleno 1999 2007 Sedan

Miniva
Versa 2001 2010
n

Grand Vitara Mini

2003 2007
XL7 SUV

Hatch
800 1983 2012
back
 Hatch
Alto 2000 2012
back

Hatch
Zen Estilo August 2009 2013
back

Hatch
A-star 2008 2014
back

Maruti
2008 2014 Sedan
Suzuki SX4

SERVICES:
Maruti Suzuki has 1,820 sales outlets across 1,471 cities in India. The company aims to double
its sales network to 4,000 outlets by 2020.It has 3,145 service stations across 1,506 cities
throughout India. Marutis dealership network is larger than that of Hyundai, Mahindra, Honda,
Tata, Toyota and Ford combined. Service is a major revenue generator of the company. Most of
the service stations are managed on franchise basis, where Maruti Suzuki trains the local staff.
Other automobile companies have not been able to match this benchmark set by Maruti Suzuki.
The Express Service stations help many stranded vehicles on the highways by sending across
their repair man to the vehicle[
In 2015 Maruti Suzuki launched Nexa, a new dealership format for its premium cars.
S-Cross was the first car to be sold through Nexa outlets. Several new models will be added to
both channels as part of the Companys medium term goal of 2 million annual sales by 2020.
Maruti Insurance:

Launched in 2002 Maruti Suzuki provides vehicle insurance to its customers with the help of the
National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram. The
service was set up the company with the inception of two subsidiaries Maruti Insurance
Distributors Services Pvt. Ltd and Insurance Brokers Pvt. Limited
This service started as a benefit or value addition to customers and was able to ramp up easily.
By December 2005 they were able to sell more than two million insurance policies since its
inception.

Maruti Finance:

To promote its bottom line growth, Maruti Suzuki launched Maruti Finance in January 2002.
Prior to the start of this service Maruti Suzuki had started two joint ventures Citicorp Maruti and
Maruti Countrywide with Citi Group and GE Countrywide respectively to assist its client in
securing loan.Maruti Suzuki tied up with ABN Amro Bank, HDFC Bank, ICICI Limited, Kotak
Mahindra, Standard Chartered Bank, and Sundaram to start this venture including its strategic
partners in car finance. Again the company entered into a strategic partnership with SBI in
March 2003 Since March 2003, Maruti has sold over 12,000 vehicles through SBI-Maruti
Finance. SBI-Maruti Finance is currently available in 166 cities across India.
Citicorp Maruti Finance Limited is a joint venture between Citicorp Finance India and Maruti
Udyog Limited its primary business stated by the company is "hire-purchase financing of Maruti
Suzuki vehicles". Citi Finance India Limited is a wholly owned subsidiary of Citibank Overseas
Investment Corporation, Delaware, which in turn is a 100% wholly owned subsidiary of Citibank
N.A. Citi Finance India Limited holds 74% of the stake and Maruti Suzuki holds the remaining
26%.GE Capital, HDFC and Maruti Suzuki came together in 1995 to form Maruti Countrywide.
Maruti claims that its finance program offers most competitive interest rates to its customers,
which are lower by 0.25% to 0.5% from the market rate.

Maruti TrueValue:

Maruti True service offered by Maruti Suzuki to its customers. It is a market place for used
Maruti Suzuki Vehicles. One can buy, sell or exchange used Maruti Suzuki vehicles with the
help of this service in India. As of 31 March 2010 there are 342 outlets.

N2N Fleet Management:

N2N is the short form of End to End Fleet Management and provides lease and fleet
management solution to corporates. Clients who have signed up of this service include Gas
Authority of India Ltd, DuPont, Reckitt Benckiser, Doordarshan, Singer India, National Stock
Exchange of India and Transworld. This fleet management service include end-to-end solutions
across the vehicle's life, which includes Leasing, Maintenance, Convenience services and
Remarketing.
Maruti Accessories:

Many of the auto component companies other than Maruti Suzuki started to offer components
and accessories that were compatible. This caused a serious threat and loss of revenue to Maruti
Suzuki. Maruti Suzuki started a new initiative under the brand name Maruti Genuine Accessories
to offer accessories like alloy wheels, body cover, carpets, door visors, fog lamps, stereo
systems, seat covers and other car care products. These products are sold through dealer outlets
and authorized service stations throughout India.
Maruti Driving School:

As part of its corporate social responsibility Maruti Suzuki launched the Maruti Driving School
in Delhi. Later the services were extended to other cities of India as well. These schools are
modelled on international standards, where learners go through classroom and practical sessions.
Many international practices like road behaviour and attitudes are also taught in these schools.
Before driving actual vehicles participants are trained on simulators.
A the launch ceremony for the school Jagdish Khattar stated "We are very concerned about
mounting deaths on Indian roads. These can be brought down if government, industry and the
voluntary sector work together in an integrated manner. But we felt that Maruti should first do
something in this regard and hence this initiative of Maruti Driving SCHOOL .

DEPARTMENT:
Assessee's appeals

PER BENCH

1. These appeals by the assessee and revenue emanate out of respective orders of the Ld.
Commissioner of Income Tax (Appeals). Since the issues involved are connected and appeals
were heard together, these are being consolidated for the sake of convenience.

2. The first common issue pertains to classification of interest on inter-corporate deposits,

interest on bank FDRs (after setting off against interest paid) and interest on bonds and securities
as 'income from other sources' as against 'income from business' as claimed by the assessee.

3. We have heard both the counsel and perused the records. Ld. counsel of the assessee fairly
submitted that the issue has been decided against the assessee by the Hon'ble Delhi High Court
in assessee's own case for A.Y. 1985-86. Following the said order, similar issue was also decided
in the case of the assessee by this Tribunal in A.Y. 1999-2000 in ITA No. 993/D/2007. It is
further ITA NOS. 4441- 4444 & 4953-4954/Del/2007 AND ITA NOS. 662-664 & 365-
367/DEL/2008 submitted that the issue also covered against the assessee, by the decision of
Hon'ble Delhi High Court in the case of C.I.T. vs. Shri Ram Honda Equipment 289 ITR 475.

3.1 Considering the above precedents, we do not find any infirmity in the order of the Ld.
Commissioner of Income Tax (Appeals). Accordingly, we uphold the same.

4. Another issue raised for assessment year 1994-95, 1995-96, 96- 97, 97-98 & 98-99 pertains to
addition made on account of custom duty draw back alleged to have been accrued to the assessee
during the relevant assessment year.

4.1 We have heard both the counsel and perused the records. In this regard, Ld. counsel of the
assessee has submitted that in the present assessment years 1994-95 and 1995-96 the ITAT vide
its order dated 24.12.2006 following the ITAT order dated 11.10.2004 for the assessment year
1999-2000 remanded the issue to the Assessing Officer. The basis of addition by the Assessing
Officer sustained by the Ld. Commissioner of Income Tax (Appeals) is ITAT order dated
11.10.2004. The ITAT vide its order dated 11.10.2004 remanded the issue to Assessing Officer
for adjudication. Subsequently in the appeal effect order of Assessing Officer and Ld.
Commissioner of Income Tax (Appeals) repeated the addition which issue is now decided in
favour of the assessee by the order of the ITAT in assessee's own case for assessment year 1999-
2000 in ITA no. 399/Del/2007. The relevant observation of the tribunal are as under:-

"We have considered the rival contentions and found from the record that in the first round of
appeal, tribunal has restored the matter back to the file of the Assessing Officer ITA NOS. 4441-
4444 & 4953-4954/Del/2007 AND ITA NOS. 662-664 & 365-367/DEL/2008 with specific
direction to verify as to when the claim of the assessee was accepted, and if the Assessing
Officer finds that the claim of the assessee was accepted in the year under consideration, then no
addition shall be made by him. Even after submitting full details of export and date of receipt of
claim which shows time gap of 9 to 10 months between the date of export and date of receipt of
claim, none of the lower authorities could brought on record any material to substantiate the
stand that claim lodged by the assessee had actually been accepted by the government
department thereby giving rise to accrual of income during the year under consideration. On the
contrary, the assessee himself has offered the income in the relevant year the claim was accepted
and payment made to the assessee. There is no dispute to the well settled legal proposition that
even under accrual system of accounting, till the assessee get right to receive the income the
same cannot be brought to tax. Unless the concerned department intimate the acceptance of
claim of the assessee, the assessee do not acquire any right to receive the same. We, therefore, do
not find any merit in the action of the lower authorities for taking the same income again during
the year under consideration without properly appreciating the direction of the tribunal given in
its order dated 21.10.2004."

4.2 Respectfully, following the above precedent, we decide the issue in favour of the assessee.

ITA NOS. 4441- 4444 & 4953-4954/Del/2007 AND ITA NOS. 662-664 & 365-367/DEL/2008

5. The next issue raised is that Ld. Commissioner of Income Tax (Appeals) erred in not deleting
the withdrawal of interest granted u/s 244A for A.Y. 1992-93, 1994-95, 96-97 & 98-99.

5.1 Both the counsels fairly agreed that this is consequential to the final tax liability.

6. The next issue raised FOR A.Y. 92-93 to A.Y. 95-96 is that Ld. Commissioner of Income Tax
(Appeals) erred in leveling interest u/s 234B of the IT Act of ` 15,45,67,121/- for A.Y. 1995-96.

6.1 On this issue Assessing Officer has levied interest u/s 234B.

6.2 Upon assessee's appeal Ld. Commissioner of Income Tax (Appeals) held as under:-

"Ground no. 8 is with regard to levy of interest u/s 234B. This is a consequential ground and the
Assessing Officer is directed to charge interest u/s 234B after giving effect to this appeal order."

6.3 Against this order the assessee is in appeal before us.

6.4 Ld. counsel of the assessee submitted detailed submissions and case laws for the proposition
that interest was not leviable. Moreover, he also submitted that he has given elaborate
submissions before the Ld. Commissioner of Income Tax (Appeals). But Ld. Commissioner of
Income Tax (Appeals) has not addressed all the submissions. Further we find that Ld.
Commissioner of Income Tax (Appeals)'s order is a laconic order on this issue. Accordingly, we
remit this issue to the files of Ld. Commissioner of Income Tax (Appeals) to consider the issue
afresh and pass a proper and speaking order.

ITA NOS. 4441- 4444 & 4953-4954/Del/2007 AND ITA NOS. 662-664 & 365-367/DEL/2008
7. Another issue raised for A.Yrs. 1992-93, 94-95, 95-96, 96-97 & 98-99 with regard to levy of
interest u/s 220(2) of the IT Act.

7.1 Upon Assessing Officer 's levy of interest u/s 220(2) the Ld. Commissioner of Income Tax
(Appeals) held as under:-

"I have considered the matter. The final demand has been quantified in order passed u/s 143(3) /
254. I am of the considered view that the demand arising out of the original assessment to the
extent it has been confirmed by the ITAT continues to exist. The Kerala High court in the case of
K. Venogopalan Nambiar vs. ACIT 231 ITR 607 has stated that a notice of demand remains
alive and effective to the extent that tax is finally determined to be due and payable by the
assessee. Thus, it would be clear that interest u/s 220(2) of the Act charged on the unpaid tax
remains alive and effective to the extent that tax is finally determined to be due and payable by
the assessee. In this case, the assessee's contention is that the original demand was paid in full
with 30 days by way of adjustment against refund due to the assessee in another year. However,
it would be seen that subsequently, a major portion of the demand was refunded to the assessee
on passing of order u/s 250 consequent to granting of certain relief by the Ld. Commissioner of
Income Tax (Appeals). The basic principle of charging of interest u/s 220(2) is that interest
would be chargeable on government money which is due and has not come into government
account. Once the demand achieved finality after passing of the ITAT order, the original demand
to that extent survived. Therefore, even if, the demand was paid in full ITA NOS. 4441- 4444 &
4953-4954/Del/2007 AND ITA NOS. 662-664 & 365-367/DEL/2008 by way of adjustment,
interest would be chargeable from the date of portion of the demand was refunded to the assessee
in consequence of order u/s 250. The Assessing Officer is, therefore, directed to draw up a
chronological chart and charge interest for the period the money representing the original
demand was with the assessee."

7.2 Against this order the assessee is in appeal before us.

7.3 Assessee's submissions in this regard are very elaborate and assessee has also made various
alternate pleas also and referred to catena of case laws. Ld. Departmental Representative on the
other hand supported the levy.

7.4 We have carefully considered the submission. The submission includes references to various
orders and their dates. Admittedly these submissions were not before the Assessing Officer, as
there is no discussion in this regard in Assessing Officer 's order. Ld.

Commissioner of Income Tax (Appeals) has also not addressed all the submissions that has been
brought out before us. Under the circumstances, when these submissions are not finding part in
orders of authorities below, we consider it appropriate to remit the issue to the files of the
Assessing Officer to consider the issue afresh in light of the assessees submission in this regard.
He shall also factually verify the veracity of the various orders amounts and dates mentioned
therein. Accordingly, the issue stand remitted to the files of Assessing ITA NOS. 4441- 4444 &
4953-4954/Del/2007 AND ITA NOS. 662-664 & 365-367/DEL/2008 Officer. Needless to add
assessee should be given adequate opportunity of being heard.

Revenue's appeals

8. One common issue raised is that Ld. Commissioner of Income Tax (Appeals) was justified in
deleting the disallowance made by the Assessing Officer u/s 43B (actual payment clause) of the
following.

DIVISION:
In the 1980s and early 1990s, the name "Maruti" was synonymous with the Maruti 800. It
remained the best-selling car in India until 2004, when the Maruti Alto[5] took the title. It was
also exported to a number of countries in South Asia including Nepal, Bangladesh and Sri Lanka
and was also available in Morocco and selected European markets, sold as the Suzuki Maruti. In
an elaborate ceremony held in New Delhi on 14 December 1983, then Prime Minister Indira
Gandhi handed over keys of the very first car to Mr. Harpal Singh, who won the ownership
rights through a lucky draw. The original 800 was based on the Suzuki Fronte SS80, but a
modernized version using the body of the second-generation Alto (SB308) was presented in
1986.

Phase-out

Maruti Suzuki had begun a phase-out of Maruti 800 beginning in April 2010. Maruti Suzuki did
not have plans to upgrade it to Euro IV or BS IV emission norms. Starting in April 2010, Maruti
halted sales of the car in 13 major cities: the four metros of Chennai, Delhi, Kolkatta, Mumbai
and 9 other cities including Kanpur, Bangalore, Hyderabad, Pune, Ahmedabad, Agra and Surat,
where the law made it mandatory for the vehicles sold to be Euro IV compliant.

Rear view of Maruti 800 in Italy

Another reason cited was the relatively outdated model's declining sales. Maruti 800 sales were
down by 3.7% in April 2010, when compared with April 2009. Total sales of Maruti 800 was
33028 for the period April 2009 to March 2010.[6] The Indian Automobile industry is the
seventh largest in the world, with an annual production of over 4 million vehicles and exports of
about 600,000.[7] In 2009, India emerged as Asia's fourth largest exporter of automobiles,
behind Japan, South Korea and Thailand.[8]

Changes[edit]

First Maruti 800 DX

Maruti Suzuki 800 Duo 2008 in India

After a full model change in 1986, the 800 has undergone some minor face-lifts but overall it still
remains the same as it was on introduction. The car has reported slipping sales in recent times,
mainly due to the introduction of the Alto at a comparable price. The car produces approximately
37 bhp (28 kW; 38 PS) of power and runs on 12 inch wheels. Curb weight is 650 kg (1,433 lb)
and four passengers (including the driver) fit in. Maruti Suzuki had earlier launched a version
with a four-valve version of the engine producing 45 bhp (34 kW; 46 PS), coupled with a five-
speed manual transmission (currently found in the Suzuki Alto) but discontinued it after a couple
of years.

Maruti Suzuki 800 in Europe. Rear view of facelifted 800, with a reshaped trunk lid and
taillights, and license plate moved down into the bumper

A Euro III emission-compliant version of the car was released in 2005 to meet Indian emissions
regulations. An LPG version of the vehicle was also released in 2008. As of September 2009, the
company has yet to reach a decision regarding the manufacture of a Euro IV-compliant version
of the vehicle because it would increase the retail price. However even stricter emissions
regulations which come into effect by April 2010, would mandate Euro IV compliance in major
Indian cities including Delhi, Mumbai, Hyderabad and Bangalore and 20152016 for the
remainder of the country. By 2005, Maruti had planned to phase out the 800 around 2010.[9][10]
but it was still on sale in October 2011. Its main competitor is the cheaper Tata Nano (123,000
compared to 184,641 rupees) which has an 8 percent smaller exterior size and a noisier engine
with less torque. But in 2011, Maruti Suzuki declared to relaunch Maruti 800 compliant Euro IV
emission norms to tap the small car market directly competing Tata Nano.

FUNCTION:
Goals of functional genomics[edit]

The goal of functional genomics is to understand the relationship between an organism's genome
and its phenotype. The term functional genomics is often used broadly to refer to the many
possible approaches to understanding the properties and function of the entirety of an organism's
genes and gene products. This definition is somewhat variable; Gibson and Muse define it as
"approaches under development to ascertain the biochemical, cellular, and/or physiological
properties of each and every gene product",[1] while Pevsner includes the study of nongenic
elements in his definition: "the genome-wide study of the function of DNA (including genes and
nongenic elements), as well as the nucleic acid and protein products encoded by DNA".[2]
Functional genomics involves studies of natural variation in genes, RNA, and proteins over time
(such as an organism's development) or space (such as its body regions), as well as studies of
natural or experimental functional disruptions affecting genes, chromosomes, RNA, or proteins.

The promise of functional genomics is to expand and synthesize genomic and proteomic
knowledge into an understanding of the dynamic properties of an organism at cellular and/or
organismal levels. This would provide a more complete picture of how biological function arises
from the information encoded in an organism's genome. The possibility of understanding how a
particular mutation leads to a given phenotype has important implications for human genetic
diseases, as answering these questions could point scientists in the direction of a treatment or
cure.

Techniques and applications[edit]

Functional genomics includes function-related aspects of the genome itself such as mutation and
polymorphism (such as single nucleotide polymorphism (SNP) analysis), as well as measurement
of molecular activities. The latter comprise a number of "-omics" such as transcriptomics (gene
expression), proteomics (protein production), and metabolomics. Functional genomics uses
mostly multiplex techniques to measure the abundance of many or all gene products such as
mRNAs or proteins within a biological sample. Together these measurement modalities endeavor
to quantitate the various biological processes and improve our understanding of gene and protein
functions and interactions.

At the DNA level[edit]

Genetic interaction mapping[edit]

Main article: Epistasis

Systematic pairwise deletion of genes or inhibition of gene expression can be used to identify
genes with related function, even if they do not interact physically. Epistasis refers to the fact
that effects for two different gene knockouts may not be additive; that is, the phenotype that
results when two genes are inhibited may be different from the sum of the effects of single
knockouts.
The ENCODE project[edit]

Main article: ENCODE

The ENCODE (Encyclopedia of DNA elements) project is an in-depth analysis of the human
genome whose goal is to identify all the functional elements of genomic DNA, in both coding
and noncoding regions. To this point, only the pilot phase of the study has been completed,
involving hundreds of assays performed on 44 regions of known or unknown function
comprising 1% of the human genome. Important results include evidence from genomic tiling
arrays that most nucleotides are transcribed as coding transcripts, noncoding RNAs, or random
transcripts, the discovery of additional transcriptional regulatory sites, further elucidation of
chromatin-modifying mechanisms.

At the RNA level: transcriptome profiling[edit]

Microarrays[edit]

Main article: DNA microarray

Microarrays measure the amount of mRNA in a sample that corresponds to a given gene or probe
DNA sequence. Probe sequences are immobilized on a solid surface and allowed to hybridize
with fluorescently labeled target mRNA. The intensity of fluorescence of a spot is proportional
to the amount of target sequence that has hybridized to that spot, and therefore to the abundance
of that mRNA sequence in the sample. Microarrays allow for identification of candidate genes
involved in a given process based on variation between transcript levels for different conditions
and shared expression patterns with genes of known function.

SAGE[edit]

Main article: Serial analysis of gene expression

SAGE (serial analysis of gene expression) is an alternate method of gene expression analysis
based on RNA sequencing rather than hybridization. SAGE relies on the sequencing of 1017
base pair tags which are unique to each gene. These tags are produced from poly-A mRNA and
ligated end-to-end before sequencing. SAGE gives an unbiased measurement of the number of
transcripts per cell, since it does not depend on prior knowledge of what transcripts to study (as
microarrays do).

Small RNA sequencing[edit]

Main article: MicroRNA sequencing

Small RNAs are a class of non-coding RNA molecules that are key regulators of transcriptional
and post-transcriptional gene silencing, or RNA silencing. Next generation sequencing is the
gold standard tool for non-coding RNA discovery, profiling and expression analysis.

At the protein level: proteinprotein interactions[edit]

Yeast two-hybrid system[edit]

Main article: Yeast two hybrid

A yeast two-hybrid (Y2H) screen tests a "bait" protein against many potential interacting
proteins ("prey") to identify physical proteinprotein interactions. This system is based on a
transcription factor, originally GAL4,[3] whose separate DNA-binding and transcription
activation domains are both required in order for the protein to cause transcription of a reporter
gene. In a Y2H screen, the "bait" protein is fused to the binding domain of GAL4, and a library
of potential "prey" (interacting) proteins is recombinantly expressed in a vector with the
activation domain. In vivo interaction of bait and prey proteins in a yeast cell brings the
activation and binding domains of GAL4 close enough together to result in expression of a
reporter gene. It is also possible to systematically test a library of bait proteins against a library
of prey proteins to identify all possible interactions in a cell.

AP/MS[edit]

Affinity purification and mass spectrometry (AP/MS) is able to identify proteins that interact
with one another in complexes. Complexes of proteins are allowed to form around a particular
bait protein. The bait protein is identified using an antibody or a recombinant tag which allows
it to be extracted along with any proteins that have formed a complex with it. The proteins are
then digested into short peptide fragments and mass spectrometry is used to identify the proteins
based on the mass-to-charge ratios of those fragments.

Loss-of-function techniques[edit]

Mutagenesis[edit]

Gene function can be investigated by systematically knocking out genes one by one. This is
done by either deletion or disruption of function (such as by insertional mutagenesis) and the
resulting organisms are screened for phenotypes that provide clues to the function of the
disrupted gene.

RNAi

Main article: RNAi

RNA interference (RNAi) methods can be used to transiently silence or knock down gene
expression using ~20 base-pair double-stranded RNA typically delivered by transfection of
synthetic ~20-mer short-interfering RNA molecules (siRNAs) or by virally encoded short-
hairpin RNAs (shRNAs). RNAi screens, typically performed in cell culture-based assays or
experimental organisms (such as C. elegans) can be used to systematically disrupt nearly every
gene in a genome or subsets of genes (sub-genomes); possible functions of disrupted genes can
be assigned based on observed phenotypes.

Functional annotations for genes[edit]

Genome annotation[edit]

Main article: Genome project Genome annotation

Putative genes can be identified by scanning a genome for regions likely to encode proteins,
based on characteristics such as long open reading frames, transcriptional initiation sequences,
and polyadenylation sites. A sequence identified as a putative gene must be confirmed by further
evidence, such as similarity to cDNA or EST sequences from the same organism, similarity of
the predicted protein sequence to known proteins, association with promoter sequences, or
evidence that mutating the sequence produces an observable phenotype.

Rosetta stone approach[edit]

The Rosetta stone approach is a computation method of de novo protein function prediction,
based on the hypothesis that some proteins involved in a given physiological process may exist
as two separate genes in one organism and as a single gene in another. Genomes are scanned for
sequences that are independent in one organism and in a single open reading frame in another. If
two genes have fused, it is predicted that they have similar biological functions that make such
coregulation advantageous.

Functional genomics and bioinformatics[edit]

Because of the large quantity of data produced by these techniques and the desire to find
biologically meaningful patterns, bioinformatics is crucial to analysis of functional genomics
data. Examples of techniques in this class are data clustering or principal component analysis for
unsupervised machine learning (class detection) as well as artificial neural networks or support
vector machines for supervised machine learning (class prediction, classification). Functional
enrichment analysis is used to determine the extent of over- or under-expression (positive- or
negative- regulators in case of RNAi screens) of functional categories relative to a background
sets. Gene ontology based enrichment analysis are provided by DAVID and Gene Set
Enrichment Analysis (GSEA),[4] pathway based analysis by Ingenuity [5] and Pathway studio[6]
and protein complex based analysis by COMPLETE.

SUPPLIER:
Supplier risk management (SRM) is an evolving discipline in operations management for
manufacturers, retailers, financial services companies and government agencies where the
organization is highly dependent on suppliers to achieve business objectives. It is a function of
Third Party Management. Outsourcing, globalization, lean supply chain initiatives and supplier
rationalization have contributed to a highly fragmented model, where control is often several
steps removed from the corporation.

While these models have allowed companies to reduce overall costs and expand quickly into new
markets, they also expose the company to the risk of a supplier suddenly going bankrupt, closing
operations or being acquired.

Contents

1 Objectives

2 Supplier risk in recession and recovery

3 Benefits

4 See also

5 References

Objectives

To overcome these challenges, companies mitigate supply chain interruptions and reduce risk
with strategies and tactics that address supplier-centric risk at multiple stages in the relationship:

On boarding: Bringing suppliers into the operation with registration that includes:

A centralized supplier registration portal

Integration of third party performance, financial data and predictive indicators into the supplier
profile

Monitoring for stability beyond financial data, including:

Criminal and terrorists (i.e. Office of Foreign Assets Control) ties and operational performance

Visibility into potential disruptions caused by geopolitical threats, acts of nature, etc.

Cultivating strategic supplier relationships for the long-term:

Leverage supplier scorecards for continuous improvement

Establish and use benchmarks for measuring supplier performance

Creating a system for collaboration and supplier development

Establish control across the extended enterprise:

Create integrated supplier networks

Extend performance management benchmarks to second and third tier suppliers

Supplier risk in recession and recovery[edit]

In 2008-2009, manufacturers experienced the startling speed at which suppliers can move from
stability to shutting down operations. The devastating impact of a crucial supplier failure has
moved risk management from add-on service to mission-critical. With a new focus on risk
management, manufacturers have seen value whether the economy is stagnant or thriving.

With a transparent, accessible and comprehensive set of supplier information, manufacturers

have been able to monitor suppliers for behavioral changes which contribute to overall stability,
including:

Changes in the suppliers management team

EPA violations

OSHA incidents

Quality issues
Noticeable lags in response time to inquiries

OFAC violationsChanges in any of these conditions can be defined as parameters for raising an
alert. For example, a financially stable supplier may in fact be about to lose it CEO to retirement
which may cause issues within the management team. Early visibility into that change gives
the manufacturer time to ensure it doesnt negatively affect customers

Based on the criticality of the supplier and the nature of the alert received, the manufacturer can
then choose to take necessary action, such as calling or visiting the supplier, increasing
monitoring, or moving towards terminating the relationship with the supplier and finding a
replacement.

VENDORS:

In a supply chain, a vendor, or a seller, is an enterprise that contributes goods or services.

Generally, a supply chain vendor manufactures inventory/stock items and sells them to the next
link in the chain. Today, the terms refers to a supplier of any good or service.

Description[edit]

A vendor, or a supplier, is a supply chain management term that means anyone who provides
goods or services to a company or individuals. A vendor often manufactures inventoriable items,
and sells those items to a customer.

Typically vendors are tracked in either a finance system or a warehouse management system.

Vendors are often managed with a vendor compliance checklist or vendor quality audits and
these activities can be effectively managed by software tools[1]

Purchase orders are usually used as a contractual agreement with vendors to buy goods or
services.

Vendors may or may not function as distributors of goods. They may or may not function as
manufacturers of goods. If vendors are also manufacturers, they may either build to stock or
build to order.

Vendor' is often a generic term, used for suppliers of industries from retail sales to manufacturers
to city organizations. 'Vendor' generally applies only to the immediate vendor, or the
organization that is paid for the goods, rather than to the original manufacturer or the
organization performing the service if it is different from the immediate supplier.
COUNTRIES:
Suzuki Motor Corporation is a Japanese multinational corporation headquartered in Minami-ku,
Hamamatsu, Japan, which specializes in manufacturing automobiles, four-wheel drive vehicles,
motorcycles, all-terrain vehicles (ATVs), outboard marine engines, wheelchairs and a variety of
other small internal combustion engines. In 2011, Suzuki was thought to be the ninth biggest
automaker by production worldwide.Suzuki has over 45,000 employees worldwide and has
about 35 main production facilities in 23 countries and 133 distributors in 192 countries.[citation
needed] Suzuki Motor Corporation is a Japanese multinational corporation headquartered in
Minami-ku, Hamamatsu, Japan, which specializes in manufacturing automobiles, four-wheel
drive vehicles, motorcycles, all-terrain vehicles (ATVs), outboard marine engines, wheelchairs
and a variety of other small internal combustion engines. In 2011, Suzuki was thought to be the
ninth biggest automaker by production worldwide. Suzuki has over 45,000 employees worldwide
and has about 35 main production facilities in 23 countries and 133 distributors in 192
countries.[citation needed]Suzuki Motor Corporation is a Japanese multinational corporation
headquartered in Minami-ku, Hamamatsu, Japan,which specializes in manufacturing
automobiles, four-wheel drive vehicles, motorcycles, all-terrain vehicles (ATVs), outboard
marine engines, wheelchairs and a variety of other small internal combustion engines. In 2011,
Suzuki was thought to be the ninth biggest automaker by production worldwide. Suzuki has over
45,000 employees worldwide and has about 35 main production facilities in 23 countries and 133
distributors in 192 countries.[citation needed].

CONCLUSION:
Maruti suzuki is good in its marketing strategy and shows good results. And as Maruti has its vast
network of dealers and service centers they are able to provide good after sales services and are able to
maintain good relationship with customers which is their strongest point. Maruti is also benefited with
its goodwill and Brand name which is already there in market. So Maruti can use these as an opportunity
to bring new and innovative car models in market and try to attract more and more customers. It can be
seen that Maruti is trying to attract customers from all segments by launching cars like sx4, Swift, Ritz
but their main preference is A segment cars only Hyundai strategies of endorsing their products with
celebrities has got a very good response but Hyundai should advertise better to create a good picture of
its products by transferring the key good things about its cars. Hyundai has a good tract record of having
successful diesel mid size cars in its portfolio and it should encash the same opportunity to launch the
diesel versions of small car before Maruti too have competitive advantage. And Hyundai should also try
to increase their service centers so that customers can find it convenient. 54 Annexure QUESTIONAIRRE
TO MARUTI/ HYUNDAI DEALERS Q.1) Do you think Marketing Strategies helps to increase sales of
product? a) Yes b) No Q.2) How did Marketing Strategy help you? Q.3) Which Promotional Strategies did
you use? Q.4) Which type of Promotion had attracted maximum number of Customers? Q.5) Do you
think Promotion through Media is more effective than any other medium? a) Yes b) No Q.6) Does a
Grand Launch of a Car makes Selling of a car easy? a)Yes b) No Q.7) Which of the Car model of your
company is demanded by customer, the most? a) Santro b) i10 c) Getz d) i20 e) Acccent f) Sonata g) Any
Other 55 a)Ritz b) Swift c) sx4 d) Alto e) Estilo f) any other Q.8) Which car of your company gives best
milage? a) Santro b) i10 c) Getz d) i20 e) Acccent f) Sonata g) Any Other a)Ritz b) Swift c) sx4 d) Alto e)
Estilo f) any other Q.9) What is the Customer Preference? a) Petrol version b) Diesel version c) L.P.G
version Q.10) While Buying the Car, what are the criteria in the Buyers Mind? a) Quality b) Comfort c)
Performance d) Milage e) Price Q.11) Which other Automobile Company do you think is Biggest
Competitor for Maruti Udyog? a) Maruti / Hyundai, b) General Motors, c) Honda, d) Tata e) Mahindra
and Mahindra Q.12) Which car will you Rate as No.1 for its Complete Package? a) Santro b) i10 c) Getz d)
i20 e) Acccent f) Sonata g) Any Other a)Ritz b) Swift c) sx4 d) Alto e) Estilo f) any other Q.13) Most of the
Sale takes place on which Basis? a) Cash b) E.M.I c) Cheque d) Any other 56 Q.14) How many % of
Customers purchase car on installment basis? a) 0-25 b) 25-50 c) 50-75 d) 75-100 Q.15) With which Bank
you are tied up for E.M.I system? a) I.C.I.C.I b) HDFC c) IDBI d) HSBC e) SBI f) Any other Q.16) Do you
offer discount to customer on Cash Purchase? If yes then how much? a) 1% b) 2% c) 3% d) 4 than
5%Q.17) Do you think Tata Nanos entry in market will effect .

CONCLUSION:
1.Marutiudyog.com. Retrieved 10 March2011.

2.Financial: marutisuzuki. Retrieved26 April 2016.

3. "Maruti Suzuki Financial Results". moneycontrol.

4. Maruti Suzuki Corporate Information. Retrieved 2013-02-01.

5. "Knowing Maruti Suzuki".