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Maruti Suzuki India Limited: Leveraging the Changed Economy

Prateeksha Parihar; Jagrook Dawra; Vinita Sahay;

商品編號:9B17A059
出版日期:2017/11/10
再版日期:2017/11/20
商品來源:Ivey
商品主題:International Business; Marketing
商品類型:Case (Field)
涵蓋議題:brand image;marketing strategy;4Ps
難易度:5 - MBA/Postgraduate
內容長度:18 頁
地域:India
產業:Manufacturing;
事件年度:2015

Although Maruti Suzuki India Limited (MSIL) was the leader in passenger vehicle sales in India in May 2015, it was having difficulties breaking into the high-end car segment. There were multiple strategies that MSIL could have used to deal with this problem, such as; changing its brand image from small automaker to high-end automaker; staying in the small car market; penetrating the market further by introducing new models and their variants in the same segment; or striking a balance between both of the other suggestions (i.e., a mixed strategy). A sudden change in MSIL's image could harm the company's existing share of the small car segment. At the same time, remaining firmly in the small car market could be detrimental for MSIL's market leader position in the years following, as the small-car-dominated market was gradually moving towards segments such as mid-size and executive cars in India. Which strategy (or combination of strategies) should the company pursue?

教學手冊:8B17A059;
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