MURUGAPPA GROUP

RAMANGOUDA.S.PATIL,

1PT10MBA28

BUSINESS MARKETING

MURUGAPPA GROUP

1. INTRODUCTION

Murugappa group is one of India’s leading business conglomerates. It has been in

business since 100-plus years, it has withstood enormous vicissitudes, including

strategically moving its assets back to India and restarting from scratch. Murugappa

Group has drawn from its rich heritage to carry out organisational and entrepreneurial

changes through transparency, and without operational disruption. The family-

managed Group successfully transitioned to a professionally managed corporate

house. Market leaders in diverse areas of business including Engineering, Abrasives,

Finance, General Insurance, Cycles, Sugar, Farm Inputs, Fertilizers, Plantations, Bio-

products and Nutraceuticals. . This term paper concludes with the recommendations

for Murugappa group.

THE SPIRIT OF MURUGAPPA GROUP

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MURUGAPPA GROUP

2. History

The business has its origins in 1900, when Dewan Bahadur A M Murugappa Chettiar

established a money-lending and banking business in Burma , which then spread to Malaysia,

Sri Lanka, Indonesia and Vietnam. In these 100-plus years, it has withstood enormous

vicissitudes, including strategically moving its assets back to India and restarting from

scratch in the '30s.Starting with a sandpaper plant, the Group forayed into making steel safes,

and then into manufacturing. It set up an insurance company, and bought a rubber plantation;

making a small but significant beginning. Today, it is one of the country's biggest industrial

houses. Group achieved a turnover of Rs. 17,051crores (USD 3.8 billion as on March 31,

2011. Today, we have set ourselves to achieve a total turnover of USD 7.2 Billion by 2014.

Murugappa Group is on the threshold of the global business arena today, backed by 100 years

of experience in diverse fields, sound traditional values and high ethical standards.The group

is a market leader in India across a spectrum of products like fertilisers, abrasives, automotive

chains, car door frames and steel tubes. Some of the country's best-known brands like BSA

and Hercules in bicycles, Parrys Spirulina and Parrys Beta Carotene in nutraceuticals,

Ballmaster and Ajax in abrasives, Gromor and Paramfos in fertilisers, and many more come

from the Murugappa Group.

The group has grown consistently through its decisive and visionary response to changing

times. Its pioneering efforts, steadfast commitment to ethical business practices and its

dogged pursuit of new areas to extend its business acumen have brought in its wake several

prestigious national and international awards. The Group's business philosophy can be

summed up in this couplet from the ancient Indian treatise on wealth creation and

governance, the Arthashastra:

"The fundamental principle of economic activity is that no man

you transact with will lose, then you shall not."

The Management Development Institute (IMD) of Lausanne, Switzerland, conferred the

'IMD Distinguished Family Business Award' on the Group in 2001.

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MURUGAPPA GROUP

Present status in industry

Today the group has growth rate of 25% and has planned a big acquisition that would give

it a global scale and market. it successfully made many international partnerships and

brought in more innoviate products in the market . Group fosters an environment of

professionalism and has a workforce of over 32,000 employees.

Group has major market share in the diversified fields with a virtue of its quality, application

engineering capabilities, association with key auto majors, cost & delivery, operations and

marketing . Tubes india has market share of 76%, reckon with in India's manufacturing

sector. A wide range of products such as tubes, strips, automobile doorframes, other metal

forms, chains, abrasives, refractories, electro-minerals and industrial ceramics come under the

ambit of its engineering business.

Summary of business areas and products / services

Tube Investments of India Limited

The Tube Investments of India Limited, one of the leading engineering companies belonging

to Murugappa Group, comprises of four divisions which manufacture precision steel tubes

and strips, car doorframes, automotive and industrial chains and bicycles. They are

committed to partnership with customers to help streamline business chains and achieve

imaginative ways of working. Murugappa group Centres already supply a variety of

innovative solutions to a broad range of markets and has grown consistently through its

decisive and visionary response to changing times. Its pioneering efforts, steadfast

commitment to ethical business practices and its dogged pursuit of new areas to extend its

business acumen.

TI Metal Forming (TIMF)

is a pioneer in cold roll forming in India. The company manufactures precision value-added

sheet metal components such as car doorframes, sashes, divisional channels, stainless steel

rails, chassis long members, deep drawn parts, hydroformed parts, CRF sections for Indian

railways etc.Car doorframes are critical skin parts which are import substitutes developed and

manufactured at TIMF.

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MURUGAPPA GROUP

TIDC India

TIDC India is one of India's leading manufacturers of power transmission chains for the

industrial, automotive and agricultural segment. TIDC is currently supplying chains for

critical applications in different industry verticals like agricultural construction and material

handling equipment . Some of the global companies using our chains are John Deere, CNH,

NMHG and Terex ,is one of India’s leading manufacturers of power transmission chains for

the industrial, automotive and agricultural segment.

 Industrial chains

Power transmission chains: conforming to ANSI and British standards

Engineering class chains

Agricultural chains

Automotive

Drive and cam chains for two wheelers

Sprockets.

Fine blanking

Transmission and engine parts for two wheelers and four wheelers and precision parts for

other industries

CRCA strips

A wide range of CRCA strips including special extra-deep drawing, high tensile, medium

carbon, high carbon.Finding applications in industries like bearings, automobile, auto

ancillaries and general engineering.

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MURUGAPPA GROUP

Organization structure

Family tree:-

Shri. A. Vellayan

Chairman.

Mr. Partho Datta

Chief Financial Officer.

Mr. Murugappan Muthiah Murugappan

Vice Chairman.

Ms. Chandrika Raman

Assistant General Manager of Group Corporate Communications.

Mr. Sridhar Ganesh

Director of Human Resources and Director.

 Mr. Shyam C Raman,

Senior Vice President – Group HR

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MURUGAPPA GROUP

Marketing & sales structure

Size and growth rates:-

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MURUGAPPA GROUP

Tube Investments of India Limited is the flagship Company of Murugappa Group. Today, it

has 29 businesses in sectors ranging from engineering to nutraceuticals and has 15

manufacturing/assembly units spread across the country with a workforce of 32000

employees. These units are ably supported by marketing offices that act as interface between

customer requirements and production team. TPI has been constantly endeavouring to

provide innovative solutions and bring in new technology in tube making . TPI has also set

up distribution centers across various parts of India , which ensures Just in Time service and,

providing comfort to the customer in meeting his daily requirements

The group has planned to invest 1500cr in capital to reach its target of making group

turnover reach $7.8 billion by 2013-2014. Taking on a challenging economic environment,

the family owned diversified Murugappa group lifted its profit before tax by 29% to Rs 1354

crore .Group has recently acquired a major stake in GMR industries. It has many alliances

with multinationals companies and maintained a family controlling stake of 45% -65% in

each of the companies which has lead to the enmorous growth of the group. Three year plan

has managed the group to increase their performance by 95% in productivity.The confidence

of the group is coming from the fast growing economy8.5% of india and has helped to bring

about efficiencies, creating entry barriers through a presence in a greater proportion of the

value chain.

TI is the market leader in precision tubes with 62 percent market share by virtue of its quality

and application engineering capabilities. It is the market leader in roll formed car doorframes

with 76 percent market. TI is a leading player in automotive chain with 35 percent market

share by virtue of its quality, cost and delivery and association with two wheeler majors. The

company is also a leading player in bicycle segment with 34 percent market share by virtue of

its brand equity, product development capability and proximity to the markets. Recently, TI

acquired a controlling stake in Sedis Group, France.

TPI has been steadily growing in segments and its success stems from market driven,

customer oriented approach coupled with superior process design, delivering high quality

products and efficient customer service ensuring total customer satisfaction. TPI has been

supplying to major auto and component manufacturers in India and abroad such as Bajaj

Auto ltd, TVS Motors Limited, Toyota India, Tata Motors Ltd, Hero Honda Anciliaries and

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MURUGAPPA GROUP

major Shock Absorber manufacturers like Delphi, Gabriel, Munjal Showa, Escorts ,

Endurance and others

Indian Auto Market Growth .

The domestic automobile industry sales grew 12.8 per cent at 89,10,224 units as

against 78,97,629 units in 2004-05.

The automotive industry crossed a landmark with total vehicle production of 10

million units.

According to the Society of Indian Automobile Manufacturers (SIAM), car sales was

8,82,094 units against 8,20,179 units in 2004-05.

The growth of domestic passenger car market was 7.5 per cent

Car exports stood at 1,70,193 units against 1,60,670 units in 2004-05.

The two-wheeler segment, the market grew by 13.6 per cent with 70,56,317 units

against 62,09,765 units in 2004-05.

Motorcycles had the upward march, 17.1 per cent in domestic market touching

58,15,417 units against 49,64,753 units in 2004-05.

Scooter segment grew by 1.5 per cent, fall at 9,08,159 units against 9,22,428 units in

2004-05.

Commercial vehicles segment grew at 10.1 per cent with 3,50,683 units against

3,18,430 units in 2004-05.

Medium and heavy commercial vehicles managed a growth of 4.5 per cent against 23

per cent growth in the year ended March 31, 2005.

Light commercial vehicles sales growth was 19.4 per cent at 1,43,237 units against

1,19,924 units in 2004-05.

Three-wheelers sales rose by 17 per cent at 3,60,187 units against 3,07,862 units in

2004-05.

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MURUGAPPA GROUP

Auto Component Market

The Indian auto parts industry is significantly fragmented with a large number of players

having a turnover of less than US$10 million per year. The industry directly employs about

2,50,000 people and has an annual turnover over US$ 56.3 billion.

Estimated market size - US$ 6.7 bn

Estimated market size by 2012 - US$ 17 bn

Projected CAGR - 15%

Market Advantage

Fast paced urbanization to rise from 28% to 40% by 2020.

Upward migration of household income levels.

Middle class expanding by 30-40 million every year.

Growing working population

MAJOR PLAYERS IN THE INDUSTRY

The Manufacturing industry has become more volatile. This has been the result of

fluctuations in metal prices and production prices, as well as changes in legislation and

assistance packages. India’s increasing per capita disposable income and growth in exports is

playing a major role in the rise and the competitiveness of the industry. Economic

liberalization – allowing unrestricted Foreign Direct Investment (FDI) and removing foreign

currency neutralisation and export obligations – has been also been one of the key to India’s

manfacutring volatility.

TATA STEELS.

HERO CROP.

MAHINDRA & MAHINDRA

BAJAJ AUTO.

BOSCH

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MURUGAPPA GROUP

IMPORTANT ENVIRONMENTAL FACTORS:-

Political

Political climate in a different countries producing an buying products regarding

policies on import, export and manufacture of automobiles and automobile

components. This will also include policies on allowing setting up of

manufacturing plants by foreign companies.

Stability of governments. This may affect the future conditions in a country.

Taxation policies.

Impact of Liberalization

The economic reforms initiated by the government in 1991 have added new

dimensions to the industrial growth in general, and steel industry in particular.

Some of the important features due to liberalization are:

Licensing requirement for capacity creation has been abolished.

Steel industry has been removed from the list of industries reserved for the state

sector.

Automatic approval granted for foreign equity investment in steel has been

increased up to 74%.

Economical

The group has been consistently been projecting a steady growth rate of 20% due to immense

development in the indian economy and market development . group’s strategic alliances

with multinationals and takeovers have contributed to the development in the sector.

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MURUGAPPA GROUP

SOCIAL

Since the beginning of Murugappa group in 1924 has formed a trust AMM, which manages

hospital and schools in Chennai and Pallathur, the native place of the founders. The Group

continues to build on the culture of philanthropy initiated by its founder. Social commitment

has always been the cornerstone of the group's ethos and it has been at the forefront of eco-

conservation, public health, and education in the communities where its companies operate,

since 1957.

The Group has scaled each pinnacle consistently through its decisive and visionary response

to changing times. Its pioneering efforts, steadfast commitment to ethical business practices

and its dogged pursuit of new areas to extend its business acumen have brought

unprecedented success and several prestigious national and international awards. But there is

no stopping for the Murugappa Group; the journey is still on, in search of scaling newer

heights and finding greener pastures - beyond the horizon.

Socio-cultural

Lifestyle and preferences of people, that impact their choice of types of products.

Social norms that impact the decision to own and use automobiles versus other means of

transport.

Technological

Technology relating to product designs

Technology of automobile manufacture.

Technological developments that may increase or decrease use of automobiles.

Legal

Legal provision relating to environmental population by automobiles.

Legal provisions relating to safety measures.

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MURUGAPPA GROUP

3. Buyer behavior in the industry

Typical buying center and characteristics for the industry.

Goals & Objectives of Automotive buying centre are as follows

To advice & empower the consumer as to the most sensible solution for their

automotive needs through a custom based consumer profile.

To assess the viability of the potential vehicles.

To provide a selection of top choices available in the entire automotive market at

wholesale cost, not limiting the customer to specific brands.

To provide Mechanical Certification to meet all safety standards and to ensure

vehicular longevity.

To provide personal budgeting support classes to help the consumer stay within their

financial means.

To advice the consumer of insurance coverage protection cost, and assist them in

selecting the most economically appropriate plan for their needs.

Characteristics of the automobile industry.

To assess the viability of the potential vehicles.

To provide a selection of top choices available in the entire automotive market at

wholesale cost, not limiting the customer to specific brands.

To provide Mechanical Certification to meet all safety standards and to ensure

vehicular longevity.

To provide personal budgeting support classes to help the consumer stay within their

financial means.

To advice the consumer of insurance coverage protection cost, and assist them in

selecting the most economically appropriate plan for their needs. The role of buying

centre is very important while buying the material. The buying center comprises of

people from the organization who have sufficient knowledge about the raw materials.

In the purchases of raw materials the major members are the purchase manager, safety

engineer, General Manager, vice-president of operations and mining engineer. These

people with their specialized knowledge prepare the initial draft of the specifications,

identify the raw materials that meet those specifications, shortlist the suppliers, have

detailed discussion about the products and negotiate their prices.

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Suppose an automobile manufacturer wants to go for buying of doorframes for manufacturing

the automobile, the following procedure will be followed:

The company will understand the need and characteristic of the need.

The company will search for possible suppliers and will contact them.

The supplier like TIMF will send their sales representative to interact with the

company personnel.

The sales representative will brief on the product specifications and suggest the

tonnage required after considering various factors like size of automobile, quality of

steel offering, size of sheets, flat or rolled.

Based on the interaction the buyer may ask one particular company for a proposal or a

group of companies to submit their proposals.

The buying may be done on the basis of evaluation of the proposals.

In case of one company being asked for a proposal there will be a series of

negotiations on price as well as specification till the final deal is struck.

The influencers in this decision maybe the administrative officer who looks after the

upkeep and administration of manufacturing department.

The Gate keeper will be the Public relationship department of the company and also

the secretary of the manager who filter the information reaching the buying centers.

The decider will be the director of the company who has the formal authority to

finalize the deal and actually will make the final decision. He will communicate his

decision to the manager who in turn will finalize the deal.

Once the deal has been finalized contract will be signed between the parties.

This is an example of a New Task in buying.

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4. Market segments and positioning:

Why India ?

The economy of India is emerging. The following table shows the ranking of India in the past four

years.

Rank 2010 2009 2008 2007

1 China China China China

2 India Thailand Thailand Thailand

3 Thailand India USA USA

4 Vietnam Vietnam Vietnam Indonesia

5 USA USA India Vietnam

6 Russia Russia Indonesia India

7 Korea Indonesia Korea Korea

Twin Advantages:

Scaling costs

Optimizing resources

Tube Investments of India Limited has segmented the market very clearly and has set up 15

manufacturing/assembly units across the country. These units are supported by marketing

offices that act as interface between customer requirements and production team. The

Company’s product segments are - Engineering, Metal Formed Products, E-Scooters, Fitness

Equipment’s and Cycles. TI has positioned themselves as market leader by their strong

control on finance and production plans . The Group is committed to the highest standards of

corporate governance in all its activities and processes . It is one of the first Indian corporates

to begin the process of transformation from being a family-owned business to a

professionally managed organisation ,these all have made to grow in a good position .

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Group has set a good aduit committee which controls the financial reporting ,each committee

has a board director to see through the affiars. The whistle blower policy, introduced has

strengthend the Murugappa Group's Corporate Governance Policy by providing employees

and other stakeholders an independent and safe communication channel to raise serious

concerns. The policy is being adopted separately by each company statutory board in the

Group. The policy will cover all Murugappa Group companies including associate companies

and joint ventures. Its scope extends to employees, customers, suppliers and contractors.

The group’s continuous efforts in innoviation’s has placed them as market leader.shared

values and interest have played a major role in the process of long journey.group has made it

itself self sufficient by setting various companies and their cutting of imports.

TUBES

TI is the market leader in precision tubes with 62 % market share by virtue of its quality and

application engineering capabilities.

DOORFRAMES

It is the market leader in roll formed car doorframes with 76 % market share by virtue of its

cost efficiency, association with key auto majors and roll forming capabilities.

CHAIN’S

TI is a leading player in automotive chain with 35 percent market share by virtue of its

quality, cost and delivery and association with two wheeler majors.

BSA CYCLES

The company is also a leading player in bicycle segment with 34 percent market share by

virtue of its brand equity, product development capability and proximity to the markets.

Recently, TI acquired a controlling stake in Sedis Group, France.

COMPONENT PARTS

TPI has been steadily growing in both ERW and CDW segments and its success stems from

market driven, customer oriented approach coupled with superior process design, delivering

high quality products and efficient customer service ensuring total customer satisfaction. TPI

has been supplying to major auto and component manufacturers in India and abroad such as

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MURUGAPPA GROUP

Bajaj Auto ltd, TVS Motors Limited, Toyota India, Tata Motors Ltd, Hero Honda Anciliaries

and major Shock Absorber manufacturers like Delphi, Gabriel, Munjal Showa, Escorts ,

Endurance and others.

5. Products / Services strategies

MATURITY STAGE

The products of Tubes india are in Maturity stage of the product lifecycle. As the

products as already enters the maturity stage, the number of competitors entering the

market increase resulting in the decline in the growth of profits. The entry of new

entrats has affected business.The marketing strategy when a product is in maturity

stage of TI is:

i. Enter new markets

ii. Keep the existing customers satisfied

iii. Cut marketing, production and other costs to maintain profit margins.

The products of tubes are of high standards & latest technology,it has been since 80’s

in the market .

Life Cycle Analysis

In recent years concern for the environment has grown among national governments,

industry and the general public.

In consequence, there is pressure to improve manufacturing systems and change

consumer behaviour to progress towards sustainable development. Life Cycle

Assessment (LCA) has emerged as a leading tool for quantitative analysis of

environmental impacts of products and processes, which are often very complex.

LCA measures the impact on the environment over the course of a products’ lifetime,

from the parts and materials that are used in its manufacture through to its assembly,

shipment, use, and ultimate disposal.

Major drivers for the increased use of LCA include:

LCA provides a holistic understanding of environmental performance; the impact on

the environment can be reduced not just in certain process stages, but from the

viewpoint of the products’ total lifetime.

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Legislation

Governments are increasingly requiring LCAs to be carried out to demonstrate

compliance with existing legislation.

Marketing and Eco-Labels

LCA results can be used to promote products based on environmental criteria.

Environmental Product Declarations are eco-labels based on LCA results and are an

increasingly popular way of differentiating products from competitors by emphasising

environmental performance.

Improvements to Process and Product Design

NEW PRODUCT DEVELOPMENT:-

Tubes india continuously adapt company product portfolio to reflect our customers'

needs. TI has also developed a brand new material for future applications based on the

innovative combination of coatings and desgins. This project was realized by

company two Competence Centres and research labs.

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6. Channel and Distribution strategies

Procurement

All necessary inputs provided by one location shop floor only few input are

imported.The company has TQM system to check the quality and maintain a good

system.

The single supply chain function simplifies management of the Company’s routes to

market. The objective is to improve management of stock levels, from raw materials

to finished products. This is especially important given today’s high raw materials

costs. The function’s management will be able to strengthen its customer relationships

by improving delivery performance. The function will guide where products need to

be made and is responsible for ensuring deliveries are on time and in full.

To effectively compete in the global market and maximize profitability, we have

efficient and secure supply chains that meet the complex needs of the operations. Our

supply chain & operations professionals have deep insights into supply chain

transformation, sourcing, procurement, logistics, engineering, manufacturing, final

assembly and product service and delivery.

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Firm Infrastructure.

Dedicated management team

the company dedicated teams to manage the production, operational units,

marketing and sales of the group ,which focus on the relative fields

Home-grown Financial Support

The group has a good control on financial , which is majorly funded by the

murugappa family itself and very clear ,systematic records.

Formal Planning and Execution

Unionised

Competitive Pay structure

Fringe benefits

Divisional Monitoring

Indigenous Technical system and facilities

Appropriate R&D

Total Quality management

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7. PRICING STRATEGIES

Pricing determinants for industry

Secure necessary funds.

Locate and lease suitable manufacturing facility.

Purchase machinery, equipment and supplies.

Hire skilled employees to complete our team.

Set up shop and open for business.

Successfully penetrate targeted markets.

Secure contracts to achieve projected sales goals.

Become a profitable company.

Establish a solid reputation as an industry leader.

Pricing is a valuable strategic weapon that helps the companies to enhance and

capitalize on competitive advantages, defend areas of vulnerability, and even

cause beneficial changes in the competitors behavior. Hence, the bottom line of

the company is influenced by the pricing decisions, which also determine if the

company will succeed or fail. Strategy serves as a means by which an

organization achieves its goals. Pricing strategy is inter-related with the

marketing objectives and business strategy of the company.

8. Marketing/Sales.

Well knitted dealers network and sub-dealers.

Sales cum services showrooms

Effective advertisement and sales promotion through celebrities organizing events

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Product Awareness

Advertising is the main tool in the hands of the company so as to make the consumers aware

regarding the different products available in the market. Above all Advertising is a good

business. Advertising is the marketing force, which helps in mass selling and distribution.

The company gives their advertisements through Road hoardings, signboards Newspapers ,

events, sponsored race’s, industrial expo’s.

Credit Facilities & Discounts to dealers

Dealers, retailers, sub-dealers are also vital to be due to be given due importance. It is also

necessary to understand the dealers, retailers, and sub-dealers because they are one of the

important people who can push the sales of the company. It was found that dealers mainly

want that the company should give them credit facilities and discounts. Tl is the overall

winner in its category. And according to them the dealers are also the controller of the sales

to some extent. One of the important information is that most of the dealers ask the customers

to wait and assure him the delivery if the particular brand is not available. For Example,

Murugappa comes out with new schemes for dealers every month for special promotions and

celebrate advertisements. Special margins are made available to dealers from time to time.

Overall the company operates as many as half-a-dozen schemes at any given time. Moreover

the company ensures that dealer’s accounts are reconciled every quarter

Currently, the company services two kinds of customers: the more knowledgeable customers

in the B2B segment and the less knowledgeable ones in the B2C segment. Customers in the

B2B segment know the attributes of a good product. When they perceive murugappa’s

products as being good, a brand is created, without having to give the product a brand name.

Such customers actually drive quality because they can hold the supplier responsible for not

delivering on the brand promise. They can thus make a brand successful in the long run.

"When he sells to Tata Engineering, Maruti, GE or Ford, I don’t have to brand my product.

They will buy it on the basis of specifications, surface quality, cleanliness, physical

properties, etc." The customer is in a position to argue and discuss the relative merits of

different types and brands of doorframes. Therefore, sustaining the quality of the product

over time is of primary importance

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9. Consolidated SWOT analysis of company’s marketing operations

Strengths:

Strong Financial Support from group.

Brand name awareness – Most customers enthusiasts know the TI name.

TI is known as a high-performance leader in the part industry.

Good relationships with customers/dealers.

Research and Development capabilities: TI R&D department keeps them

up to date with the latest technologies involving manufacturing of parts.

Huge popularity and maintenance of customer loyalty.

Large Number of Acquisitions and Profitable Performance.

Weaknesses:

Accuracy of future analysis.

Lack of established manufacturing capabilities.

Lack of global operations.

The company’s operations are more oriented towards india.

Hence, it is slightly difficult to do business in other developed countries

No new market tapping.(North)

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Opportunities:

Internet/Mobile introduces new avenues to customer. This can save costs

of dealerships.

Strong Growth in Automotive sector is possible. Hence marketing

department can take advantage by introducing new innovations.

Diversifying in many other developing countries and acquiring more

companies.

New markets in India and around the world

Entry into the lower cost market may add to market share.

Entry into market where parts are the substitute product.

Threats:

As the scope of automotive industry increases there will be new

innovations every now and then thus giving customers large number of

options resulting in customer attrition.

Threats due to Recession.

Unsure trends in the parts industry.

More competitors entering the market.(China)

The popularity of less expensive substitute products

Shift of demand for higher priced to lower priced parts.

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10. Recommendations for the future

In the coming years competition will intensify more, so companies will have to fight

hard to woo the customers. Crucial role facilitates price control. In other words, lower

down its cost of production.

Company should improve there after sales service & should go for warranties for long

durations.

Mass production and increase the number of customers.

Diversify into construction and Retail Industry.

should adopt more innovative marketing strategies.

Company should also come up with the new schemes for the customers. This will

help in attracting more and more prospects.

Electronic media has a very effective reach in each and every potential household, but

TI is not using this media. So TI should stress on electronic media to beef up its sales.

The product must be available at most of the places keeping in mind that the

distribution cost should remain minimum.

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