Beruflich Dokumente
Kultur Dokumente
Troubled Waters?
In October 1998, Hindustan Motors (HM), makers of one of India's best known cars – the
Ambassador – launched a new car, the Mitsubishi Lancer (Lancer). The launch of Lancer, a
new car from the HM stable after nearly two decades, was reported to be very important for
the company, whose market share was on the decline. HM was reportedly banking heavily
on the Lancer's success to fight competition from other car companies. Lancer was
positioned in the mid-size luxury car segment, which was dominated by Maruti Udyog's
(MUL) Maruti Esteem and Honda's Honda City. Lancer was received very well by automobile
experts throughout the country, largely due to its technical finesse.
The car's sales reached 2,866 units by the end of the fiscal
1998-99. Much to HM's delight, Lancer was even ranked as the
top vehicle in India for the three consecutive years (1999, 2000
and 2001) by J. D. Powers1 for the least number of defects and
high customer satisfaction in a countrywide survey of car
owners.
<< Previous
Troubled Waters? Contd...
The company had reportedly accumulated losses worth Rs 1.1 billion during 1999-20013. In
late 2001, HM announced its plans to launch another car, the Mitsubishi Pajero. The
company planned to import fully assembled cars and sell them by early 2002. Analysts
remarked that the Pajero could do little to revive the company's fortunes as despite many
efforts to turn itself around, HM had failed to regain its 4-decade long leadership in the
Indian passenger car market. Its 3.3% market share in the half-year ending September
2001, proved beyond doubt that the company was struggling to stay afloat.
Background Note
HM was incorporated in 1942 by the GP-CK Birla Group of
companies in collaboration with General Motors (GM)4, USA. The
CK Birla group was one of the well known family-owned
business houses in India, with 17 companies in businesses such
as automobiles, engineering, paper, and auto-components.
Some of them were Hyderabad Industries Ltd., Oriented Papers
& Industries Ltd., National Engineering Industries Ltd., Gujarat
Instruments Ltd., Hindustan Powerplus Ltd., India Gypsum Ltd.,
Malabar Building Products Ltd., Birla Horizons International Ltd.,
and Birla Techneftegas Ltd. HM's manufacturing facilities were
located at Uttarpara in West Bengal, Pithampur in Madhya
Pradesh, Thiruvallur and Hosur in Tamil Nadu, and Pondicherry.
Over the years, HM built up a vast dealer network comprising 115 dealers, 50 service and
parts dealers and 60 additional exclusive parts dealers. Initially, the company concentrated
on its auto components business, producing its first car only in 1949. In 1954, HM started
production of the Landmaster in technical collaboration with UK-based Morris Motors Ltd.
(Morris). The company upgraded the Oxford model of Morris and launched it as the
Ambassador in 1957 – the car went on to become the flagship brand of the company in the
years to come.
During the 1980s, HM was in the news only because of its tie-
ups with GM and its subsidiary Vauxhall Motors (VM).
In 1984, HM launched the Contessa, which was labeled one of the first 'upmarket' cars in
India, in technical collaboration with VM. In 1987, the company launched the Contessa
Classic considered the most powerful car available then. The Contessa was a reasonably
successful car, though it never managed to match Ambassador's success. In 1995, HM
entered into a collaboration with the Japanese automobile major Mitsubishi Motor
Corporation (Mitsubishi), wherein Mitsubishi agreed to provide technical assistance to HM to
manufacture its products in India. HM produced a mid-size luxury car, Opel Astra in
collaboration with GM in 1996. In 1997, the Contessa GXL version with power steering was
launched. HM terminated the GM joint venture in 1999, by selling off its stake to GM.
While the red-tier catered to the metros for selling and servicing
Lancers, the blue-tier catered to the semi-urban areas for
Contessas and Ambassadors and the green-tier catered to the
rural markets for Trekkers.
The remaining sum of Rs1.05 billion after the repayment of debt from the sale was used for
working capital requirements and automotive business. HM continued its customer relations
enhancement initiatives with the launch of the 'click and customize' service for Lancer
customers in September 2001. The company set up kiosks in six cities (New Delhi,
Bangalore, Chennai, Hyderabad, Chandigarh and Pune) that had computed terminals
displaying the features of the petrol and diesel versions of the Lancer.
According to company sources, after the launch of the service, Lancer's market share had
gone up by 4%. In November 2001, HM announced its plans to emerge as a major player in
the engine manufacturing business for other companies. The company was awaiting the
outcome of its bid to make the engines for Ford's Ikon. With the second phase of the
restructuring efforts in place, HM hoped to improve its growth in the automotive division
and offset the losses from the passenger car segment.