00,000 shares ---Sundaram Clayton ltd, Chennai.
70,000 - Anusha investments
20, 00,000-Suzuki motors
2, 20,000 -Employees and business associates
29, 70,000- public
1985: incorporated 'Lakshmi Auto Company6 for Manufacturing transmissions and critical engine parts.
1986: company name was changed from Indo Suzuki motors to TVS Suzuki motors
1990: launched 34cc Miniped
1997: set up auto ancillary estate at Mysore and Hosur
1998: RS: 1,000 crore mark in 1997-1988 introduced first four stroke vehicle in the country
2003: Recorded share of 35% of share in motorcycle division, Recorded 31% growth on its sales. Company introduced racing bikes that were tested in Asian circuits.
2006: Appointed new president
2007: launched 7 motorcycles on the same day making a mark in history
2010: Launched India's first auto clutch motorcycle in Chandigarh.
TVS - Michael porter's competitive force model
The strategy is developed by Michael porter which describes the external factors affecting the organization. The TVS analysis is as follows:
Supplier Power:
Although TVS has been a prominent supplier for economic class customers in two wheelers market, here we take the power of the suppliers for TVS to analyze. The Supplier market for TVS is highly fragmented and the possibility for backward integration is also high which has restrained the power of the suppliers. TVS engages with several local suppliers for their spares and parts for their automobiles manufacturing. The entry of many new small scale manufacturers has also contributed to the benefit of large automobile manufacturers like TVS to source their Spares and parts at a very optimal price. This clearly indicates the low supplier power.
Buyer Power:
Buyers' power in two wheelers industry is more as the product diversity and brands available in the market are exceptionally high. Buyers today are demanding and specific on their needs for the money they pay. They are looking for the brand that offers better pricing and technology which has shadowed the customer loyalty for any brand today which is the most faced threat by TVS.
Threat of Substitutes:
Threat from substitutes is quite low when compared to other forces since market seems only to grow and mature every day. But when looked down the line we could anticipate a threat from the dramatically escalating petrol cost which might cause customers to switch to economic diesel cars. As well growing environmental concerns has also brought in bicycles and battery two wheelers that might pose a threat in future to TVS.
Intensity of Rivalry:
Two wheelers industry is most known for the competitive market and rivalry. Two wheeler brands like Bajaj, Honda and Yamaha have come up with various product line and technology targeting the customer segment of age group 20 to 30 years who are more fascinated to sporty two wheelers. But TVS has very less sporty models available for customers to choose that has restrained power of the brand over the most targeted customer segment by its competitors. Although TVS has a better power over the mid aged economic class customer segment, competitors now are increasing their focus on taking over it too.
Barriers to
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