Maruti Suzuki has to realise that it actually runs two organisations and not one. An 8-product portfolio is big enough for a standalone brand to operate in a market like India. With that portfolio backed by the manufacturing and cost efficiency prowess of a Maruti Suzuki, the organisation should be clocking close to 1 million units annually, given all the variants. The partners recognise that they are underperforming irrespective of market share. It needs to maximise the opportunity it has built for itself in creating two channels of sale. They need to transform into distinct brands with minimal common functions both upstream and downstream. That will be a sure-shot way of effectively marketing 4 million vehicles in the world’s 4th largest 4-wheeler market. And they have very little time to set it right for 2030.
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