INTERNSHIP REPORT ON

“A STUDY ON CUSTOMER SATISFACTION FROM

MARUTI SUZUKI VEHICLE AND IT’S DEALER”

(RNS Motors Private Limited)

A report submitted in partial fulfillment of the requirements

for the award of the Degree of
BACHELOR OF BUSINESS ADMINISTRATION

Submitted by
SUMANTH GOWDA S
UUCMS REGISTER NUMBER: U03AC21M0019

Under the guidance of

THANUSHREE A

Assistant Professor

AMC COLLEGE

BANNERGHATTA ROAD

Batch 2021-2024
 PROJECT COMPLETION LETTER

Date: 30-04-2024

This is to certify that the “Internship report on STUDY OF

CUSTOMER SATISFACTION FROM MARUTI SUZUKI
VEHICLE AND IT’S DEALER” is a work of Mr . SUMANTH
GOWDA S bearing Register Number U03AC21M0019 and is
being submitted in partial fulfillment for the award of the
BACHELOR OF BUSINESS ADMINISTRATION of Bangalore
University. The report has not been submitted earlier either to this
University /Institution for the fulfillment the requirement of a course
of study Mr. SUMANTH GOWDA S is guided by Ms.
THANUSHREE A who is the Faculty Guide as per the regulations
of Bangalore University.

Signature of Faculty Guide Signature of HOD Signature of Principal

Date Date Date

 DECLARATION BY THE STUDENT

I hereby declare that “Internship report on A STUDY ON

CUSTOMER SATISFACTION FROM MARUTI SUZUKI
VEHICLE AND IT’S DEALER” is the result of the work carried
out by me under the guidance of MS. THANUSHREE A in partial
fulfillment for the award of BACHELOR OF BUSINESS
ADMINISTRATION of Bangalore University.

I also declare that this project is the outcome of my own efforts

and that it has not been submitted to any other university or
Institute for the award of any other degree or Diploma or
Certificate.

Place :- BANGALORE
Name :- Mr. SUMANTH GOWDA S
Date :- 3 0 -04-2024
Register Number :- U03AC21M0019
 Acknowledgement
At the very onset, I would like to place on report our gratefulness
to all those people who have helped us in making this Internship
work a reality.

I take this opportunity to acknowledge the help received from

valuable assistance & cooperation from many sources.

Our institution has played a Paramount role in guiding us in the right

direction. I would like to profoundly thank Management of

(AMC COLLEGE) for providing such a healthy environment for

successful completion of this Internship Report.

I am deeply indebted to our Respected Principal, Dr .

SUDHARSHAN AMC COLLEGE, for providing necessary
facilities to carry out this work.

I am extremely grateful to MR ANIL KUMAR K, RNS Motors

Private Limited, for providing the information timely in
successfully completing the report.
 I am also thankful to my internal guide Ms. THANUSHREE A
Assistant Professor for the continuous guidance and valuable
suggestions.

I thank my Parents and almighty god who were the backbone for
me in carrying out the work.

NAME OF THE STUDENT :- SUMANTH GOWDA S

REGISTER NUMBER :- U03AC21M0019
 Table of Contents

Sl no
Chapters

Chapter - 1
1
Introduction of RNS Motors

2 Chapter - 2

Company Profile

3 Chapter - 3

Research Topic

Chapter - 4
4
Work Experience & Challenges

5 Chapter - 5

Vision & Conclusion

 CHAPTER 1
INTRODUCTION

RNS MOTORS was established in the year 1995 and is a

part of the R N Shetty group of companies R N S Motors
Commenced its operations in the year 1995 as an
Authorised Maruti Suzuki dealership in HUBLI
Karnataka and since then the company has expanded its
Services from 8 different cities in Karnataka catering to
our Customer needs from 21 locations One Step closer to
Serve our Customers we are now present in Bangalore,
Hubli, Dharwad, Bijapur, Murudeshwar, Gadag, Sirsi
and Haliyal. The mission of RNS MOTORS is to provide
dedicated Quality Service to its customers. We proudly
introduce ourselves as one of the largest Maruti Suzuki
dealer network in India offering all services under one
roof. Viz Sales, Service, Spares, Accessories, Pre-owned
Cars, Insurance, Body Repair, Quick Repair (60 minutes),
Extended warranty, On Road Service & Maruti Driving
School.
 ABOUT R . N SHETTY
Rama Nagappa Shetty (15 August 1928 – 17 December
2020) was an Indian entrepreneur and philanthropist.He
was the owner of R N Shetty Group of companies,
including RNS Infrastructure, RNS Maruti Suzuki (RNS
Motors), Murudeshwar Ceramics, Naveen Hotels and
Murudeshwar Power. He was the chairman of a chain of
educational institutions under the R N Shetty Trust. He
was a recipient of the Karnataka state
government's Rajyotsava Award in 2004.

Shetty was born on 15 August 1928, in the coastal town

of Murdeshwar, in the present-day Uttara
Kannada district of Karnataka into a family of
farmers. His father was the Musketeer (Hereditary
Administrator) of the Murudeshwar Temple dedicated to
the Hindu God Shiva. After completing high school
education, Shetty started his career as a civil contractor
in Sirsi. Recounting his early days, Shetty is noted to
have said that this choice was driven by the fact that back
in those days there were no colleges in Sirsi for him to
continue his studies.

In 1961, Shetty formed the R N Shetty & Company, a

civil engineering and construction company.The
company took up public infrastructure building including
bridges on the Honnavar–Bangalore road. In 1966, he
shifted base from his native Uttara Kannada district
to Hubli, in the northern Karnataka.
In 1967, he formed Naveen Mechanised Construction
Company with seven other civil contractors. The
company bid for the construction of the Hidkal dam
in Belgaum district. However, when the company
experienced large financial losses, Shetty bought his
partners' shares and took over the company. In the
following eight years, the company executed
infrastructure projects across hydropower, irrigation, and
bridges, that improved the company's financial
position. Projects included the Hidkal dam, Supa
reservoir, and the Gerusoppa hydel power project, all
within the state of Karnataka. He also built tunnels for
the Konkan Railway project and canals for the Upper
Krishna Project. His company was awarded the Belgaum
Bypass and Dharwad–Belgaum roadworks projects
by National Highways Authority of India and roadworks
at Maski in Raichur district by Karnataka State
Highways Improvement Project.
In 1975, he entered the hospitality sector, through
Naveen Hotels Limited. He built a five-star hotel in
Bangalore that was leased out to Taj Group and branded
as Taj MG Road Hotel in Bangalore. The group went on
to build two additional hotels in Karnataka, Hotel
Naveen in Hubli and the RNS Yatrinivas resort in
Murudeshwar. A five star hotel was later built in
Bangalore and is leased to the Taj group and operated as
Taj Yeshwantpur Hotel.
He set up a manufacturing unit to
manufacture Mangalore tiles in 1977. Murudeshwar
Tiles went on to be one of the largest Mangalore-
tile units in the state.In 1981, he set up Naveen
Structurals and Engineering focused on skilled
fabrication for the construction industry. In 1987, he set
up Murudeshwar Ceramics to manufacture glazed
ceramic tiles with manufacturing facilities in Hubli
and Karaikal in Puducherry.
In 1993, Shetty entered the power sector, setting up
Murudeshwar Power Corporation which built a
mini hydel power project in 1999, with a commissioned
capacity of 11.6 MW at Narayanpur Left Bank Canal
in Bijapur district.
His company RNS Motors established automobile
showrooms for Maruti Udyog in Hubli in 1995 and in
Bangalore in 1998. Shetty
undertook philanthropic activities through the R. N.
Shetty Trust, including primary and high schools, an
engineering college, a nursing school, and a rural
polytechnic, across Murudeshwar and Bangalore. The
trust also operated hospitals and undertook rural
education programs in Karnataka.
Shetty was credited with the modernisation of the temple
town of Murudeshwara and transforming it into a tourist
attraction. The Murdeshwar Shiva temple and temple
complex was renovated by funding from Shetty. The
temple held religious significance for the deity, being
believed to be one of the five parts of the Atmalinga,
which according to Hindu mythology, broke when the
demon king Ravana tricked the elephant-
god Ganesha into handing it over to him while
performing his daily
prayers, Sandhyavandanam. The Raja Gopura, with a
height of 237.5 feet (72 m) is considered the
tallest Gopuram in the world[8] and the statue of Shiva,
at 123 feet (37 m), considered the largest in the
world, were built using funding from Shetty.
 CHAPTER - 2
COMPANY PROFILE

CHAIRMAN OF MARUTI SUZUKI

Ravindra Chandra Bhargava

Born 30 July 1934. Ravindra Chandra Bhargava is the

former C.E.O and current chairman of Maruti Suzuki, the
largest automobile manufacturer in India, having joined
the company after serving twenty-five years as an Indian
Administrative Service officer.

Education
Bhargava was educated at The Doon School, Allahabad
University and Williams College, Massachusetts. After a
long career as an Indian Administrative Service officer,
he joined Maruti in 1981, where he has remained ever
since. In 2016, he was awarded the Padma Bhushan, the
third highest civilian award in the Republic of India.
Maruti Suzuki India

Limited (formerly Maruti Udyog Limited) is the Indian

subsidiary of Japanese automaker Suzuki Motor
Corporation. As of September 2022, the company had a
leading market share of 42 percent in the Indian
passenger car market.
The Government of India established Maruti Udyog
Limited in February 1981 as a joint venture with Suzuki
Motor Corporation as a small partner. In 1982, Maruti
opened its first production facility in Gurugram, Haryana,
India.[9] The Government of India partially departed the
business in 2003 and then sold all of its remaining shares
to Suzuki Motor Corporation in 2007.

Pre-Suzuki affiliation
The Maruti name can be traced back to a previous
company that was established by the third Indian Prime
Minister Indira Gandhi's son, Sanjay Gandhi. In the early
1970s, the Indian government initiated the search for a
small car manufacturer. At that time, India had already
been manufacturing cars for several years, and the idea
of a more affordable "people's car" had been discussed
since the 1950s.
 Sanjay Gandhi

Sanjay Gandhi, known for his passion for cars,

apprenticed with Rolls-Royce in Crewe, UK for three
years. Upon his return in 1968, he recognized the
potential of small car production in the private sector.
Both the government and the Planning
Commission endorsed the concept. Sanjay Gandhi
subsequently initiated his automotive project,
establishing operations in a rented garage near Roshanara
Bagh in Old Delhi. Contrary to the previous belief, later
revelations indicated he had earned only a relatively
minor qualification in mechanical engineering.

The government issued a letter of intent in September

1970, which allowed Sanjay to produce up to 50,000 cars
in a year. In August 1971, Maruti Motors Limited was
established with Sanjay Gandhi becoming its
first managing director. He acquired 297 acres of land
in Gurgaon at a cost of approximately Rs 12,000 per acre
to establish his Maruti factory. Initially, plans were laid
out to manufacture an indigenous car priced at around Rs
8,000. However, the cost of the vehicle escalated to
approximately Rs 16,500 (ex-showroom) and about Rs
21,000 on the road in Haryana. Despite the increase in
price, the Maruti car remained competitively priced,
being Rs 5,000-10,000 cheaper than its counterparts.
The first prototype of the Maruti car was completed in
1972, with production anticipated to commence by April
1973, as promised by Sanjay Gandhi. He made
the chassis by himself at his workshop, and
a Triumph motorcycle engine was used to propel the
car. Amid allegations of nepotism, the Maruti car
underwent a feasibility test by the Vehicle Research &
Development Establishment in Ahmednagar. The
prototype failed the test, being deemed unsuitable for
road use. Nonetheless, in July 1974, Maruti was granted
an industrial license to produce 50,000 cars. However,
the actual production output at Sanjay Gandhi's factory
fell short of the initial target. Despite the projection to
commence production at a rate of 12-20 units per month
and escalate to 200 units per day, only 21 units were
manufactured by 31 March 1976.

Sanjay Gandhi's involvement in politics during the

Emergency further complicated the project's progress.
Following Indira Gandhi's defeat in the 1977 election and
a court order for Maruti's dissolution in 1978, the project
faced uncertain prospects. With Indira's return to office
in 1980 and Sanjay's death in a plane crash, the
Government of India intervened and assumed control of
Maruti through legislative measures.
Tie-up with Suzuki
Following Sanjay's death, his mother Indira tasked Arun
Nehru with evaluating the feasibility of resurrecting her
son's vision to develop India's affordable car. Nehru
acknowledged the project's potential but emphasised the
need for expertise from an experienced manufacturer.
Subsequently, a team was assembled to explore potential
collaborations with manufacturers globally. The Indian
government started engaging in negotiations
with Suzuki in April 1982. Following several months of
preparations, Suzuki of Japan and Maruti Udyog
Ltd. signed a license and joint venture agreement in
October 1982. Initially, Suzuki acquired a modest 26
percent stake in the joint venture, owing to their

constrained capital and perceived risks, despite the

Indian government's preference for Suzuki to take a 40
percent foreign equity share. Both parties reached a
consensus, stipulating that Suzuki would increase its
stake to 40 percent after five years.
Maruti was granted permission to import two Suzuki
vehicles that were completely assembled in the first two
years of India's closed market, with an initial target of
using just 33% domestic components. This greatly
displeased the nearby manufacturers. There were some
worries that the Indian market wouldn't support Maruti
Suzuki's relatively high production levels, and the
government even considered changing the petrol tariff
and decreasing the excise fee to increase sales.
Local production commenced in December 1983 with
the introduction of the SS30/SS40 Suzuki Fronte/Alto-
based Maruti 800. In 1984, the Maruti Van with the same
three-cylinder engine as the 800 was released. Maruti
targeted annual production of 20,000 cars in the first year,
and 40,000 in the second year at the Gurgaon plant.
However, the rapid success of Maruti exceeded
expectations of Suzuki. Within the first year, the
company received an 120,000 bookings, much to
Suzuki's surprise. Despite facing overwhelming demand,
Maruti encountered challenges in meeting orders due to
capacity limitations. The surge in demand necessitated a
complete overhaul of its production strategy, by
adjusting the ratio between the 800 and the van.
The Suzuki SJ410-based Gypsy, a 970 cc 4-wheel drive
off-road vehicle, was introduced in 1985. The 100,000th
car manufactured by the firm was the 796 cc hatchback

Suzuki Alto, which succeeded the original 800 in 1986.

In 1987, the company started exporting to western
markets, when a lot of 500 cars were sent to Hungary. By
1988, the capacity of the Gurgaon plant was increased to
100,000 units per annum.Until 1992-93, the company
faced constraints in increasing capacity due to the need
for foreign exchange. Moreover, securing funding for
expansion was challenging, especially during the Indian
economic crisis of 1991. The Indian government
stipulated that expansion could only proceed with foreign
loans to cover costs. Eventually, Maruti secured aid from
Axiom Bank in Japan, allowing them to finance the
foreign exchange component of their expansion. This
enabled the establishment of a new production line in
Gurgaon, addressing the persistent issue of shortages.
In 1989, the Maruti 1000 was introduced and the 970
cc, three-box was India's first contemporary sedan. By
1991, 65 percent of the components, for all vehicles
produced, were indigenized. After the liberalization of
the Indian economy in 1991, Suzuki increased its stake in
Maruti to 50 percent, making the company a 50-50 joint
venture with the government of India as the other
stakeholder.
In 1993, the Zen, a 993 cc engine hatchback was
launched, and in 1994 the 1,298 cc Esteem sedan was
introduced. Maruti produced its 1 millionth vehicle since
the commencement of production in 1994. Maruti's
second plant was opened with an annual capacity
reaching 200,000 units. Maruti launched a 24-hour
emergency on-road vehicle service. In 1998, the new
Maruti 800 was released, being the first change in design
since 1986. Zen D, a 1,527 cc diesel hatchback, Maruti's
first diesel vehicle, and a redesigned Omni were
introduced. In 1999, the 1.6-litre Maruti Baleno three-
box sedan and Wagon R were also launched.
In 2000, Maruti became the first car company in India to
launch a call center for internal and customer services.
The new Alto model was released. In 2001, Maruti True
Value, selling and buying used cars was launched. In
October of the same year, the Maruti Versa was launched.
In 2002, Esteem Diesel was introduced. Two new
subsidiaries were also started: Maruti Insurance
Distributor Services and Maruti Insurance Brokers
Limited. Suzuki Motor Corporation increased its stake in
Maruti to 54.2 percent.

Suzuki Grand ZEN (1999)

Vitara XL-7
(2003)
In 2003, the new Suzuki Grand Vitara XL-7 was
introduced while the Zen and the Wagon R were
upgraded and redesigned. The four millionth Maruti
vehicle was built and they entered into a partnership with
the State Bank of India. Maruti Udyog Ltd. was listed on
BSE and NSE after a public issue, which was
oversubscribed tenfold. In 2004, the Alto became India's
best-selling car overtaking the Maruti 800 after nearly
two decades. The five-seater Versa 5-seater, a new
variant, was created while the Esteem was re-launched.
Maruti Udyog closed the financial year 2003–04 with an
annual sale of 472,122 units, the highest ever since the
company began operations, and the fiftieth lakh car
rolled out in April 2005. The 1.3-litre Suzuki Swift five-
door hatchback was introduced in 2005.

In 2006 Suzuki and Maruti set up another joint venture,

"Maruti Suzuki Automobiles India", to build two new
manufacturing plants, one for vehicles and one for
engines. Cleaner cars were also introduced, with several
new models meeting the new Bharat Stage III emission
standards. In February 2012, Maruti Suzuki sold its ten
millionth vehicle in India. In July 2014 it had a market
share of more than 45%. In May 2015, the company
produced its fifteen millionth vehicle in India, a Swift
Dzire.
On 25 April 2019, Maruti Suzuki announced that it
would phase out production of diesel cars by 1 April
2020, when the Bharat Stage VI emission
standards come into effect. The new standards would
require a significant investment from the company to
upgrade its existing diesel engines to comply with the
more stringent emission standards. Chairman R.C.
Bhargava stated, "We have taken this decision so that in
2022 we are able to meet the corporate average fuel
efficiency norms and a higher share of CNG vehicles
will help us comply with the norms. I hope the union
government's policies will help grow the market for CNG
vehicles." Diesel cars accounted for about 23 percent of
Maruti Suzuki's annual sales.
The company plans to launch its first electric car in the
second half of 2021, the Maruti Suzuki Wagon R
Electric, and a test mule of the same has been spotted
several times recently.
Joint venture-related

Relationship between the Government of India, under

the United Front (India) coalition and Suzuki Motor

Corporation over the joint venture was a point of heated

debate in the Indian media until Suzuki Motor
Corporation gained the controlling stake. This highly
profitable joint venture that had a near monopolistic trade
in the Indian automobile market and the nature of the
partnership built up till then was the underlying reason
for most issues. The success of the joint venture led
Suzuki to increase its equity from 26% to 40% in 1987,
and to 50% in 1992, and further to 56.21% as of 2013. In
1982, both the venture partners entered into an
agreement to nominate their candidate for the post of
managing director and every managing director would
have a tenure of five years.
Manufacturing facilities

Maruti Suzuki has two manufacturing facilities

in Haryana Gurugram and Manesar, and one
manufacturing complex in Gujarat wholly owned by
parent company Suzuki which supplies its entire
production to Maruti Suzuki. All manufacturing facilities
have a combined production capacity of 2,250,000
vehicles annually 1.5 million from Maruti Suzuki's two
plants and 750,000 from Suzuki Motor Gujarat.
The Gurugram manufacturing facility has three fully
integrated manufacturing plants and is spread over 300
acres (1.2 km2). The Gurgaon facilities also manufacture
240,000 K-Series engines annually. The Gurugram
facility manufactures the Alto 800, WagonR, Ertiga,
XL6, S-Cross, Vitara Brezza, Ignis, and Eeco. The
Gurugram facility also assembles the Jimny starting from
January 2021 solely for export markets. It was reported
the Indian-assembled Jimny will be exported to African
markets and countries in the Middle East.
The Manesar manufacturing plant was inaugurated in
February 2007 and is spread over 600 acres
(2.4 km2). Initially, it had a production capacity of
100,000 vehicles annually but this was increased to
300,000 vehicles annually in October 2008. The
production capacity was further increased by 250,000
vehicles taking the total production capacity to 800,000
vehicles annually. The Manesar plant produces
the Alto, Swift, Ciaz, Baleno and Celerio. On 25 June
2012, Haryana State Industries and Infrastructure
Development Corporation demanded Maruti Suzuki pay
an additional ₹235 crore for enhanced land acquisition
for its Haryana plant expansion. The agency reminded

Maruti that failure to pay the amount would lead to

further proceedings and vacating the enhanced land
acquisition.
In 2012, the company decided to merge Suzuki
Powertrain India Limited (SPIL) with itself. SPIL was
started as a JV by Suzuki Motor Corp. along with Maruti
Suzuki. It has the facilities available for manufacturing
diesel engines and transmissions. The demand for
transmissions for all Maruti Suzuki cars is met by the
production from SPIL.
In 2017, the new Suzuki Motor Gujarat facility was
opened. This third facility is not owned by Maruti Suzuki,
but instead wholly owned by Suzuki Motor Corporation.
Despite that, the plant supplied vehicles to Maruti
without any additional cost. Located in

Hansalpur, Ahmedabad, the plant has a total annual

capacity of 750,000 units.
In November 2021 Maruti Suzuki announce to set up of a
big plant in IMT Kharkhoda in Sonipat district across
900 acres with an investment of ₹18,000 crores.
Haryana State Industrial and Infrastructure Development
Corporation gives 900 acres of land to Maruti Suzuki for
setting up a new plant in Industrial Model Township
at Kharkhoda, Haryana.
In August 2022 Prime Minister of India Narendra
Modi virtually laid the foundation stone of Maruti
Suzuki's new manufacturing plant in Kharkhoda. It will
be one of the largest automobile manufacturing plant in
the world with the capacity of making a million cars per
year.

The Maruti Suzuki's Gurugram manufacturing facility

will shift to new manufacturing facility in Kharkhoda,
Haryana will have four manufacturing plants in which a
million cars will be produced annually and
the Kharkhoda, Haryana plant will be third largest car
producing facility in world.
Controversies
Industrial relations

Since its founding in 1983, Maruti Udyog Limited has

experienced problems with its labour force. The Indian
labour it hired readily accepted Japanese work culture
and the modern manufacturing process. In 1997, there
was a change in ownership, and Maruti became
predominantly government controlled. Shortly thereafter,
conflict between the United Front Government and
Suzuki started. In 2000, a major industrial relations issue
began and employees of Maruti went on an indefinite
strike, demanding among other things, major revisions to
their wages, incentives and pensions.
Employees used slowdown in October 2000, to press a
revision to their incentive-linked pay. In parallel, after
elections and a new central government led by NDA
alliance, India pursued a disinvestment policy. Along
with many other government owned companies, the new
administration proposed to sell part of its stake in Maruti
Suzuki in a public offering. The worker's union opposed
this sell-off plan on the grounds that the company will
lose a major business advantage of being subsidised by
the Government, and the union has better protection
while the company remains in control of the government.
The standoff between the union and the management
continued through 2001. The management refused union
demands citing increased competition and lower margins.
The central government privatized Maruti in 2002 and
Suzuki became the majority owner of Maruti Udyog
Limited.
Manesar violence

On 18 July 2012, Maruti's Manesar plant was hit by

violence. According to Maruti management, the
production workers attacked supervisors and started a
fire that killed company's General Manager of Human
Resources Avineesh Dev and injured 100 other managers,
including two Japanese expatriates. The workers also
allegedly injured nine policemen. However Maruti
Suzuki Workers Union President Sam Meher alleged
that management ordered 300 hired security guards to
attack the workforce during the violence. The incident is
the worst-ever for Suzuki since the company began
operations in India in 1983.
Since April 2012, the Manesar union had demanded a
three-fold increase in basic salary, a monthly conveyance
allowance of ₹10,000, a laundry allowance of ₹3,000, a
gift with every new car launch, and a house for every
worker who wants one, or cheaper home loans for those
who want to build their own houses. According to the
Maruti Suzuki Workers Union a supervisor had abused
and made discriminatory comments to a low-caste
worker, Jiya Lal. These claims were denied by the
company and the policy. Maruti said the unrest began,
not over wage discussions, but after the workers' union
demanded the reinstatement of Jiya Lal who had been
suspended for allegedly beating a supervisor. The
workers claim harsh working conditions and extensive
hiring of low-paid contract workers which are paid about
$126 a month, about half the minimum wage of
permanent employees. On 27 June 2013, an international
delegation from the International Commission for Labor
Rights released a report alleging serious violations of the
industrial right of workers by the Maruti Suzuki
management. Company executives denied harsh
conditions and claim they hired entry-level workers on
contracts and made them permanent as they gained
experience. Maruti employees currently earn allowances
in addition to their base wage.

The police, in its First Information Report , claimed on

21 July that Manesar violence is the result of a planned
violence by a section of workers and union leaders and
arrested 91 people. Maruti Suzuki in its statement on the
unrest, announced that all work at the Manesar plant has
been suspended indefinitely. The shut down of Manesar
plant is leading to a loss of about ₹75 crore per day. On
21 July 2012, citing safety concerns, the company
announced a lockout under The Industrial Disputes Act,
1947 pending results of an inquiry the company has
requested of the Haryana government into the causes of
the disorder. Under the provisions of The Industrial
Disputes Act for wages, the report claimed, employees
are expected to be paid for the duration of the
lockout. On 26 July 2012, Maruti announced employees
would not be paid for the period of lock-out in
accordance with Indian labour laws. The company
further announced that it will stop using contract workers
by March 2013. The report claimed the salary difference
between contract workers and permanent workers has
been much smaller than initial media reports – the
contract worker at Maruti received about ₹11,500 per
month, while a permanent worker received
about ₹12,500 a month at start, which increased in three
years to ₹21,000-₹22,000 per month. In a separate report,
a contractor who was providing contract employees to
Maruti claimed the company gave its contract
employees the best wage, allowances and benefits
package in the region.

Shinzo Nakanishi, managing director and chief executive

of Maruti Suzuki India, said this type of violence has
never happened in Suzuki Motor Corp's global
operations in Hungary, Indonesia, Spain, Pakistan,
Thailand, Malaysia, China and the Philippines.
Nakanishi apologised to affected workers on behalf of
the company, and in press interview requested the central
and Haryana state governments to help stop further
violence by legislating decisive rules to restore corporate
confidence amid emergence of this new 'militant
workforce' in Indian factories. He announced, "we are
going to de-recognise Maruti Suzuki Workers' Union and
dismiss all workers named in connection with the
incident. We will not compromise at all in such instances
of barbaric, unprovoked violence." He also announced
Maruti plans to continue manufacturing in Manesar,
that Gujarat was an expansion opportunity and not an
alternative to Manesar.
The company dismissed 500 workers accused of causing
the violence and re-opened the plant on 21 August,
saying it would produce 150 vehicles on the first day,
less than 10% of its capacity. Analysts said that the
shutdown was costing the company 1 billion rupees ($18
million) a day and costing the company market share. In
July 2013, the workers went on hunger strike to protest
the continuing jailing of their colleagues and launched an
online campaign to support their demands.
A total of 148 workers were charged with the murder of
Human Resources Manager Avineesh Dev. The court
dismissed charges against 117 of the workers. On 17
March 2017, 31 workers were found guilty of variety of
offences. 18 were convicted on charges of rioting,
trespassing, causing hurt and other related offences under
Indian Penal Code sections. The remaining 13 workers
were sentenced to life in imprisonment after being found
guilty of the murder of General Manager of Human
Resources Avineesh Dev. Twelve of the thirteen
sentenced were office-bearers of the Maruti Suzuki
Workers Union at the time of the alleged offences. The
prosecution had sought the death penalty for the thirteen.
Both prosecution and defence have announced they will
appeal against the sentences. Defence counsel Vrinda
Grover stated, "We will file appeals against all
convictions in the HC. The evidence, as it stands, cannot
withstand legal scrutiny. There is no evidence to link
these workers to the murder. The 13 who have been
convicted, it’s important to remember that they were the
leaders of the union. Therefore, it is clear that this is
targeted framing of these persons. We hope for justice in
the superior court".

The Maruti Suzuki Workers Union is continuing to

organise industrial action and protests calling for the
workers to be released and criticising the judgement and
sentences an unjust. An international appeal for the
release of the workers has been made by the International
Committee for the Fourth International (ICFI) and other
organisations such as the People's Alliance for
Democracy and Secularism.
 Automotive safety

Maruti Suzuki has been criticized for compromising

safety in their products by automotive enthusiasts,
journalists, and the Global NCAP, as they are made
lighter in terms of kerb weight to achieving higher fuel
economy. Starting January 2014, several of their made
for India cars were crash tested at Global NCAP, most of
which have given disappointing results. Cars like Alto,
Swift, Celerio, S-Presso (with driver's airbag), and Eeco
which had no safety features like airbags were awarded 0
stars, while Wagon-R and Swift (2018 model year)
which had dual front airbags were awarded 2 stars out of
5. Only the Vitara, Brezza (4 stars) and Ertiga (3 stars)
have been awarded decent safety ratings. Though Maruti
Suzuki claimed that they were following the safety
standards mandated by the Government of India, it
however only implied with the safety features included in
their cars and not the strong body shell or build quality
which suffers the impact of the crash. Maruti Suzuki has
also come under fire for discrimination with customers in
India, by making cars safe meant for exports to European
and African markets.
The chairman, RC Bhargava stated that "If carmakers
incorporate such features in even entry-level cars,
obviously the price would go up, which would lead
consumers to opt for two-wheelers, which would be
more unsafe", which attracted criticism. The company, in
February 2020, decided not to send their cars to Global
NCAP for testing, as they only believe in the Safety
Standards set by the Government of India. Following the
crash test results of S-Presso, Alejandro Furas, Secretary
General of Global NCAP said, “It is very disappointing
that Maruti Suzuki, the manufacturer with the largest
share of the Indian market, offers such low safety
performance for Indian consumers. Domestic
manufacturers like Mahindra and Tata have
demonstrated high levels of safety and protection for
their customers, both achieving five star performance.
Surely it’s time for Maruti Suzuki to demonstrate this
commitment to safety for its customers?” Alongside,
David Ward, President of the Towards Zero Foundation
said, "We have seen important progress on car safety in
India, with new legislation introduced by the government
and manufacturers like Mahindra and Tata accepting the
Global NCAP five star challenge and producing models
which go well beyond minimum regulatory requirements.
There is no place for zero rated cars in the Indian market.
It remains a great disappointment that an important
manufacturer like Maruti Suzuki does not recognize
this."

For FY 2022 and 2023, Global NCAP crash tested the

Swift, S-Presso, Ignis, and Wagon-R, each of which
received 1-star rating, while the Alto K10 received 2-star
rating. While these cars came with basic safety features
such as ABS and Dual Front Airbags, as mandated by the
Government of India, the body structure was rated
unstable with inability to withstand further loads. Maruti
Suzuki has faced ire by auto enthusiasts and media for
prioritizing sales over safety by pricing the unsafe cars
much lower than competitors.
 CHAPTER 3
RESEARCH TOPIC
• The Dream of putting India on wheels became a reality
in 1982
• Joint venture with Suzuki Motor Corporation, Japan •
First car M800 rolled out in 1983
• Launched Omni and Gypsy
• Setup local component manufacturing ecosystem
• First lot of 500 cars exported to Hungary
• Launched 1st Sedan, M1000

1982-1990 Good Beginnings

 1991-2000 Accelerating Ahead

• Accelerated efforts to increase the local

component manufacturing ecosystem
• Suzuki Motor Corporation increased its stake in
the company to 50% • Launched Zen
• Launched Esteem
• 1 millionth vehicle (a Gypsy ambulance) donated
to Mother Teresa
• Launched round-the-clock, emergency on-road
vehicle service support
• Gurgaon Plant-3 inaugurated
• Launched website, customer care and call centers
• Launched WagonR
• Institute of Driving and Traffic Research (IDTR)
launched in Delhi
 2001-2010 Cruising in Style

• Launched Maruti Finance and Maruti Insurance

• Suzuki Motor Corporation increased its stake to 54.2%
• Listing on NSE and BSE
• Launched iconic hatchback car, Swift
• Padma Bhushan awarded to Mr. Osamu Suzuki
• New manufacturing facility setup in Manesar, Haryana
• Launched SX4
• Achieved milestone of 1 million sales in a financial
year
• Launched CNG cars
• Exclusive focus on upcountry markets
• Launched Dzire, Eeco
 2011-2023 Gearing Up for Excellence

• The Padma Bhushan awarded to Mr. R.C. Bhargava

• Emperor of Japan conferred the Japanese Decoration-
The Order of the Rising Sun, Gold and Silver Star upon
Mr. R.C. Bhargava
• Launched Ertiga
• Commissioned state-of-art R&D test track at Rohtak,
Haryana
• Global debut of Celerio with revolutionary Auto Gear
Shift technology
• Launched Comprehensive Vendor
Excellence Programme
• Launched NEXA with the S-Cross
• Launched Smart Hybrid Technology

• Launched Ciaz, Brezza, Ignis, XL6, S-Presso

• Launched Baleno–The 1st product to be exclusively

manufactured in India and exported across the world
• Suzuki Motor Gujarat commenced operations
• Launched 3rd housing project for employees
• Launched Commercial Channel with Super Carry
• Indian Railways and Maruti Suzuki flagged off India’s
first flexi-deck auto-wagon rake
• Use of solar power for manufacturing cars
• Achieved 2.5 million cumulative exports milestone
• Started vehicle scrapping facility in Noida
• Maruti Suzuki clocked a cumulative sales of 25 million
cars in India
• Launched Invicto, Grand Vitara, Jimny and Fronx
• Introduced Intelligent Electric Hybrid Vehicle
• Construction started at the new manufacturing site at
Kharkhoda in Haryana

• 50-bed multi-speciality hospital started in Sitapur,

Gujarat in partnership with Zydus Group of Hospital
• Skill Development–3 dedicated JIMs setup and several
ITIs adopted across the country
• Road Safety: Over 4.4 million people trained through 8
IDTRs and 23 RSKCs
 CHAPTER 4
WORK EXPERIENCE & CHALLENGES

WORK EXPERIENCE DURING INTERNSHIP:

Level of usefulness of internship for learning

The most important element of the internships is the

integration of classrooms knowledge and theory with
practical application and skills. Student interns gain
this experience in either professional or community
settings. Internships also have the added benefit of
professional recommendations, resume worthy
experience, and networking opportunities.

Apply your theory

Internships offer students the chance to put what they are
learning into action, in a real-world environment. This
helps you better understand the theories and strategies
you have been reading about, cementing the learning
process and giving you greater focus.

Get a feel for the work environment

For students who are exploring their career options,
internships are great! By joining a team, you will have a
much better understanding of what it’s like working at a
particular company and get a clearer idea of the industry
itself. This knowledge will help you in your job hunting
in the future, giving you an better idea of the types of
jobs you want – and perhaps more importantly – the
types of job you don’t want.

Boost your confidence

Of course, taking on an internship helps you learn about
the work environment, but it also helps you learn about
yourself. You will have a much clearer idea of your own
strengths, weaknesses, likes and dislikes. Most
importantly, knowing that you have hands-on experience
will give you far more confidence when it comes to job
seeking and interviews.

Build networks
As Porter Gale wrote, “your network is your net worth”
and internships offer students great networking
opportunities. You’ll meet colleagues and team members,
take part in meetings and get to know new people in a
professional environment. If you distinguish yourself
during your internship, you can make life-long
connections who can help you find positions, meet
clients, or even make recommendations.

Increase your motivation

There’s a big difference writing an academic paper and
writing a real report, with real world consequences.
Knowing that you are contributing to the success of a
live project and that people are counting on you to do a
good job, gives you additional motivation. When it
comes to classwork, you will also reinforce why you are
working towards a qualification – giving you that extra
push to study hard.

Improve your CV

Students who put themselves forward for an internship

show that they are willing to take responsibility, work
hard, want to learn, and are interested in getting
experience. These are all qualities that hiring managers
are interested in and this helps you differentiate yourself
in a competitive jobs market. No matter how successful
you were in your internship, you can hold your head up
high and explain what you learned and what
responsibilities you had.

Getting a job directly

Work hard and take initiative and you may even be

offered a position at the company after your internship
and studies are completed. If a manager is confident
in your abilities to do a job and knows who you are, you
are in with a far greater chance of getting a role than you
would otherwise.Of course, this is never guaranteed, but
internships certainly help you get your foot in the door.

Getting a reference or letter of recommendation

When it comes to finding your first graduate position,

references and recommendations can be the difference
between an offer and a rejection. Most managers will be
happy to offer a reference or letter of recommendation
after completing an internship with them, so when the
times comes you will have a greater chance of getting the
job you have always wanted.

Challenges faced during the internship

Interns often encounter various challenges that can test

their resilience and adaptability. In this blog, we will
explore some common hurdles faced by interns and
discuss strategies to overcome them, ensuring a fruitful
and rewarding internship journey.

1. Awkward Reactions

Interns may experience uncomfortable or awkward

reactions in new work settings, particularly when
interacting with co-workers or superiors. They might
have trouble fitting in or worry about making mistakes,
which can cause self- consciousness or social anxiety.
This can be particularly difficult when meeting someone
for the first time or joining a team that already has a
certain dynamic.

2. No-Work or Major Intern Problems

Lack of meaningful work or being given responsibilities

that are not in line with one’s field of study or
professional objectives are two issues that interns
frequently run into. It’s possible for interns to be stuck
performing tedious or menial chores that have little to do
with learning or developing new skills. Their entire
learning process may be hampered by this, which can
cause frustration. The perception of incompetence:
Interns frequently deal with the impression that they lack

expertise or knowledge in their industry. They risk

having their opinionsor ideas dismissed by bosses or co-
workers because they believe them to be inexperienced.
For interns, this can make it difficult to speak up or get
credit for their abilities. For interns, getting over this
stigma and building credibility can be difficult.

3. Too many information absorptions

The interns must take in at once a whole lot of

information like company policy, rules and regulations,
work details etc. As internships are generally over a short
period of time, the time frame needed to learn and get
used to this new culture is very short. As a result, it
becomes overwhelming for the interns to absorb all the
information at once. Interns may acquire information that
doesn’t fit together, or of something beyond their
understanding like industry specific information, new
concepts etc. This makes the internship more challenging
and confusing for the interns to function efficiently

4. How to do the work

One of the major and the most common hindrance in an

internship is how to do the work. This arises from their
limited professional experience. Without proper
guidance and flow of work, interns may struggle to
proceed their learning and the assigned work. Constant
supervision and proper guidance shape their ability to
work efficiently within the organization. Without a
regular system of training, it becomes difficult for the
interns to navigate their knowledge to the right skill
which will help them to complete the task assigned.
It is also the responsibility of the intern to keep up a
learning attitude and stay motivated to learn. The
initiative should go both ways for the internship to be
beneficial for the long run.

5. Should I be a bit friendly or a bit reserved

The dilemma of being friendly and reserved is the

foremost reason for an intern to get laid back in their
learning process. The initiative to approach their
supervisor or mentor gets hindered for not knowing the
process to approach them. The lack of confidence on
what to speak and how to speak is a major challenge in
an internship. Every workplace has different dynamics
and atmosphere, some gives of the energy to behave in a
friendly attitude, and some gives of the energy to
behave in a reserved attitude. It is always appreciated if
the intern can grasp on to that dynamic and act
accordingly. The one thing that an intern misses out from
the dilemma of these two is the professionalism. Without
professionalism in an organization, none of the attitude
seems right and approachable. So, learning and keeping
up a professional attitude is more important and
challenging for an intern in the day-to-day work life in an
internship.
 CHAPTER 5
VISION & CONCLUSION

Vision and Core Values

"The leader in the Indian automobile Industry, Creating

Customer Delight and Share holder's Wealth; A pride of
India"

CORE VALUES

 Customer obsession
 Fast, flexible and first mover
 Innovation and creativity
 Networking and partnership
 Openness and learning
 VISION

Maruti Suzuki's vision is to be a leader in the Indian

automobile industry by providing affordable and
sustainable mobility solutions for Indian families. Their
mission is to modernize the industry by developing and
selling fuel-efficient vehicles at a large scale. They also
aim to inspire employees, be a reputable name in India,
and support economic growth through market penetration,
product development, and value delivery.

Maruti Suzuki's new vision, called Maruti Suzuki 3.0,

envisages the company will produce over 15 lakh
electrified vehicles by FY31 (April 2030-March 2031).
The portfolio will include 28 vehicles by the end of this
business plan, including half a dozen EVs.

Maruti Suzuki also aims to provide affordable and

sustainable mobility solutions for Indian families,
aligning with the nation's evolving automotive needs.
 Conclusion
Internships may present various hurdles, but with the
right mindset and strategies, these challenges can be
overcome. By addressing issues such as awkwardness,
lack of meaningful work, perceptions of incompetence,
information overload, seeking guidance, and maintaining
professionalism, interns can make the most of their
internship experiences. Remember, every challenge is an
opportunity for growth and learning. Embrace these
challenges, seek support when needed, and stay
determined to succeed. Your internship can become a
stepping stone towards a successful future career.