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V Customer Obsession

V Fast, Flexible and First Mover

V Innovation and Creativity

V Networking and Partnership

V Openness and Learning

V Continuous influence of Suzuki motors
corp.(smc) over Maruti udyog limited (mul)
V Technology dependent mul over smc
V Rising equity stake of smc
V Equity rise of smc from 26% in 1987 to 50% in
1992
V Mr.Jagdish Khattar took over Bhaskardu in 1999-
an early exit
V Biggest player of the segment
V Wide sales and distribution network
V Wide availability of brands
V Dominance of smaller segment car
V Few competitors
V Enjoyed monopoly for a large period
V Maintain and enhance the product range
V Increase reach and penetration
V Increase availability of automobile finance
V Continuous benchmarking of manufacturing
capabilities
V Continue to reduce costs to offer more
competitive products
V Concentration towards large volumes
V antil 2000 good industrial relations enjoyed
V Productivity norms froms 1988 to 1999
V Maruti udhyog employee union (MaEa)
V Abraham Mathew general scretary
V Asim tandular- HRM head
V Incentives with revenue scheme rather than
productivity
V Sep 19,2000 strike of workers
V Attempts by management to beat the strike
V MOa between workers and mul
V Many employees turned back
V Affected productivity level 1311 to 1205 units
V Final undertaking between union and MaL on
January 8,2001
V Management was keen to reduce labour cost
V Average cost of employee to be raised
V Insisted on accepting those employees who
accepted undertaking
V Vendor participation for labour force
V Training facilities
V aNION- good conduct, reinstatement of
employees and incentive schemes
V Strong unions
V HRM must be effective
V Flexibility in the incentive schemes
V anions must be considered seriously
V Effects productivity
V Incurs losses
V Waste of resources such incidence
_