ANNUAL MARKETING PLAN: SUZUKI MOTORS PAKISTAN

SUBMITTED BY

NAME ABDUL UR REHMAN SYED IRTIZA HAIDER AWAIS TAHIR MUHMAMMAD MUJEEB

ROLL NO 2181022 2181021 2181123 2181122

WORKING Page 1-6 Page 7-10 Page 8-13 Page 14-16

SUBMITTED TO MS. JAVERIA SHABBIR

CLASS BBA 7TH A (MORNING)

TABLE OF CONTENTS
1.0. ANNUAL MARKETING PLAN ............................................................................................. 2
1.1. INTRODUCTION.......................................................................................................................... 2
1.2. STRATEGIC SITUATION SUMMARY .................................................................................... 3
1.2.1. Mission Statement ..................................................................................................................... 3
1.2.2. Vision Statement........................................................................................................................ 3
1.2.3. Corporate Strategy.................................................................................................................... 3
1.2.3. Business Units ........................................................................................................................... 4
1.2.4. Market Segment and Product Line............................................................................................ 4
1.3. MARKET TARGET DESCRIPTION ......................................................................................... 5
1.4. OBJECTIVES OF MARKET TARGET ..................................................................................... 7
1.5. MARKETING PROGRAM POSITIONING STRATEGY ....................................................... 8
1.5.1. Market Positioning.................................................................................................................... 8
1.5.2. Profit ......................................................................................................................................... 8
1.5.3. Sales .......................................................................................................................................... 9
1.5.4. Product Strategy ..................................................................................................................... 10
1.5.5. Distribution ............................................................................................................................. 11
1.5.6. Price Strategy.......................................................................................................................... 12
1.5.7. Promotion Strategy ................................................................................................................. 13
1.5.8. Marketing Research ................................................................................................................ 14
1.5.8.1. Planned Projects ............................................................................................................. 14
1.5.8.2. Cost .................................................................................................................................. 14
1.5.8.3. Time-Table ....................................................................................................................... 15
1.5.8.4. Free Services .................................................................................................................... 15
1.5.8.5. Car Repairing Services in Karachi .................................................................................. 15
1.5.9. Coordination with Other Business Functions ......................................................................... 16
1.5.9.1. Sustainable Relationship .................................................................................................. 16
1.5.9.2. Realization of Products and Services of Superior Value ................................................. 16
1.5.9.3. Activities on Quality ......................................................................................................... 16
SELECTED BIBLOGRAPHY .......................................................................................................... 17

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 1.0. ANNUAL MARKETING PLAN

1.1. INTRODUCTION

Pak Suzuki Motor Company Limited (PSMCL) is a Pakistani car organization which is a

subordinate of Japanese Suzuki Motor Corporation. The firm was established in September

1982 as a conjoint between the Government of Pakistan and Suzuki Motor Japan. Pak Suzuki

is occupied with progressive assembled, assembling and advertising of Suzuki brand vehicles

and cruisers in Pakistan, under permit from SMC-Japan.

Pak Suzuki is viewed as first to actuate Automobile Business in Pakistan. The

vehicles delivered by the organization incorporates; Cars, Small Vans, Pickups and

Motorcycle. Pak Suzuki has the biggest Dealers organizing 3S (Sales, Service and Spare

Parts) offices in Pakistan. The organization right now has 77 businesses spread across 27

urban communities. The organization appreciates a prevailing situation in little and medium

size vehicles and light business vehicles market in Pakistan. Pak Suzuki has kept up around

half piece of the overall industry in Cars and Light Commercial Vehicle parts.

Pak Suzuki keeps up its lead by controlling its expenses, offering wide scope of

vehicles according to prerequisite of Customers, giving top notch items and keeping up

creation effectiveness. Pak Suzuki has enrolled a quick development during 2002 to 2007.

The Company deals expanded from 29,000 units in 2002 to 124,000 units in 2007.

Aside from giving auto related administrations like Suzuki Finance and Suzuki

Insurance, Pak-Suzuki likewise bargains in Pak Suzuki Certified Used Cars.

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1.2. STRATEGIC SITUATION SUMMARY

1.2.1. Mission Statement

1. Develop products of superior value by focusing on the customer

2. Establish a refreshing and innovative company through teamwork

3. Strive for individual excellence through continuous improvement

1.2.2. Vision Statement

To be recognized as a leading organization that values Customers’ needs and provides

motoring solutions with strong customer care.

1.2.3. Corporate Strategy

Pak Suzuki was founded on the concept of responsible corporate citizenship, and we

take environmental, safety, and occupational health concerns very seriously. Pak Suzuki

follows the following guidelines in carrying out this responsibility Pak Suzuki is driven by

the following principles:

1. We are dedicated to providing high-quality goods that meet our customers' needs.

2. We observe all applicable environmental, occupational health, and safety laws and

regulations in our operations.

3. We understand the connection between energy and the atmosphere, and we encourage

energy efficiency within our organization.

4. We ensure that the waste produced by our facility is properly disposed of.

5. We use responsible emissions management practices to reduce waste material

disposal into the atmosphere.

6. We will continue to look for ways to strengthen our commitment to these values.

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 As it is obviously referenced in their Vision Statement that to be fantastic for what it's

worth, and they generally work in Environment cordial. What's more, their Product will

consistently be the climate agreeable. With the globalization of business sectors, more

noteworthy unfamiliar rivalry, and the decrease of passage boundaries, it turns into even

more essential to benchmark an organization's monetary markers on an overall premise.

World securities exchanges have as of late saw a re-visitation of basic monetary

investigation. Sound administration rather than promotion will over the long haul create

investor esteem.

1.2.3. Business Units

There are multiple business units of Suzuki Motors in Pakistan Suzuki have following

of them:

1. Automobile

2. Motorcycles

3. Outboard Motors

1.2.4. Market Segment and Product Line

There are many products that are being assembled by Suzuki Pakistan under a license

of Suzuki Motors Japan. Automobile product line according to budget and customer needs

are assembled at Suzuki Motors

1. Alto

2. WagonR

3. Cultus

4. Swift

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 5. Jimmy

6. Vitara

7. Bolan

8. Liana

9. APV

10. Ravi

Suzuki also assemble different motorcycles some of them are as follow:

1. Suzuki GixxeR SF 150cc

2. GS150

3. GD110s

4. GR150

Some Outboard Motors are also assembled:

1. 2 Stroke

2. 4 Stroke

1.3. MARKET TARGET DESCRIPTION

Target market of Suzuki Pak is according to price range and product quality

1. Alto

Alto is budget friendly 4 seat car. It comes with 3 variants (VX, VXL, VXR). The

price range is from 1.198 million to 1.680 million. Key features are that it includes SRS

airbags, power windows, MP5 Touch screen, 5 manual transmission and Auto Gear Shift.

It has 7 different colors (white, black, maroon, blue, golden, silver, and grey).

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2. Cultus

Suzuki launched the third generation of Cultus in Pakistan on 22nd April 2017

which is worldwide perceived as Celerio. Suzuki Cultus 2021 renewed the entire plan

structure of Cultus and delivered a more complex and bolder cultus. Suzuki Cultus

vehicle was first revealed in 'Car Expo 2014' in India and later on, it advanced into

'Geneva Motor Show' in 2014. Pak Suzuki dispatched Cultus (1000cc vehicle)

considering the need of eco-friendly family vehicle and developing pattern of

imported hatchbacks in the country. Suzuki Cultus 2021 was dispatched in two

variations VXR and VXL (top of the line). The VXL accompanies the airbags, power

guiding, power windows, mist lights and electronically monitored slowing mechanism

while a portion of the highlights have been destroyed in VXR however it comes at an

amicable price. The cost of Suzuki cultus is in the middle of PKR 1,780,000 To

2,130,000.

3. APV

In 2005, Suzuki introduced the first generation of its APV (All Purpose

Vehicle). The Suzuki APV 2021 is a front-wheel-drive MPV with a front engine. The

Suzuki APV was introduced to replace the Suzuki Every, which was discontinued.

Pak Suzuki Motors' first MPV, the Suzuki APV 2021, was introduced in Pakistan.

Suzuki APV 2021 is also referred to as the Suzuki APV Arene and the Mitsubishi

Maven in other regions of the world. Only the GLX version of the Suzuki APV 2021

is available. In Pakistan, the Suzuki APV 2021 costs about 35 lacs, which is not cheap

when compared to other cars in the same class on the market.

4. Gixxer SF 150

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 In Pakistan, Pak Suzuki has unveiled the 2021 Gixxer 150cc SF. The bike has

a 4-Stroke, 1-Cylinder, Air-cooled engine with 56.0 x 62.9 mm Bore and Stroke and a

9:1 compression ratio, according to the specifications. In Pakistan, the Suzuki Gixxer

150 costs PKR 5,79,000.

1.4. OBJECTIVES OF MARKET TARGET

One of target market objective is to build mindfulness for the organization. Kinds of

mindfulness may incorporate brand mindfulness, new-item mindfulness, or new-area

mindfulness. Target market is the end customer to which the organization needs to sell its

finished results as well. Target promoting includes separating the whole market into different

portions and arranging advertising procedures appropriately for each section to build the

piece of the pie. Another objective market objective is to build leads for the organization.

Lead age is the manner in which an organization gathers contact data from likely clients.

Instances of lead age strategies incorporate structure entries, inbound calls and pamphlet

recruits. Whenever leads have been produced, promoting and deals cooperate to transform

leads into clients. This should be possible through lead sustaining, a program that forms trusts

with drives paying little heed to their delaying outline. Lead supporting is by and large

through email promoting. You essentially send promoting insurance like contextual

investigations and white papers at explicit stretches to help the business life cycle.

Subsequent to showcasing security is sent, deals can follow up to check whether there are any

inquiries. Objectives of Suzuki;

• To increase the potential of Suzuki goods.

• To achieve meaningful localization

• The aim is to support the auto marketing industry.

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 • To ensure the trustworthiness of stakeholders so that they can openly

participate and invest in the organization.

1.5. MARKETING PROGRAM POSITIONING STRATEGY

1.5.1. Market Positioning

Market Positioning alludes to the capacity to impact shopper insight. Upper hands

permit an organization to accomplish with respect to a brand or item comparative with

contenders. The goal of market situating is to set up the picture or personality of a brand.it is

driving brand in the Pakistan's vehicle area The Suzuki offers wide scope of vehicles in

Pakistan, Mehran in the 800cc class, Suzuki Cultus and Wagon R in the 1000cc classification

Suzuki Swift and Suzuki Liana in 1300cc class. furthermore, recently dispatched hybrid

utility vehicle (CUV) Vitara are its significant brands. Suzuki has situated as affordable, that

provides food needs of various sections on the lookout.

1.5.2. Profit

One of the main vehicle makers in the country, Pak Suzuki, is by one way or another

most un-influenced by the current financial stoppage measure, yet, the details recommend a

decrease in benefits of the organization. The Japanese auto goliath acquired a benefit of

Rs.1.29 billion in a similar period during 2018. The general deals of Pak Suzuki in this

residency have hopped 4.86% to Rs.65.42 billion when contrasted with Rs.62.39 billion in

the earlier year. Notwithstanding a drop of 11.26% in the volumes, the explanation for this

specific expansion in net deals is mostly because of the great measure of rate climb in the

costs of vehicles during the most recent a half year or thereabouts.

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 Right now, the battleground for every one of the car makers is getting intense because

of the significant expenses of creation attributable to the obligations and duties demanded by

the public authority in the new past. The deterioration of rupee against the US dollar is

additionally doing nothing but bad to the car business as the expense of crude material is

rising madly. The public authority has additionally had its influence in deteriorating the

circumstance by forcing 5% development customs obligation (ACD) on the import of crude

material. The Federal Excise Duty (FED) has now since a long time ago been censured by the

market insiders since they accept the auto area can't bear the extra obligations. The expense

of deals for Pak Suzuki additionally expanded by 10.32% to Rs.64.05 billion from the past

Rs.58.06 billion, which has made light of a helpful part in bringing the gross net revenue. The

benefits of the organization declined by an astounding 68.58% to simply Rs.1.37 billion in

contrast with Rs.4.36 billion during the principal half of 2018.

1.5.3. Sales

To expand deals, each outreach group ought to have objectives that include

transforming individuals from an objective market into paying clients. Strategies for offering

to an objective market incorporate understanding the necessities of the purchaser,

customizing the attempt to close the deal to address these requirements, posing inquiries to

qualify leads and examining how a specific arrangement will take care of an issue for the

customer. Pak Suzuki Motors took the prospective customer with 8,903 vehicles in Feb 2021

with Suzuki Alto as its success for the month. Contrasted with the deals in Feb 2020, the

organization saw YoY development of 66%. out of all Suzuki vehicle deals, Wagon R took

the hardest blow of - 65%. The most grounded 2020 competitor in the Suzuki arrangement is

Alto with deals distinction of just - 5%. Bolan, Ravi, and Swift are even with - 53% deals.

Cultus lies in the middle at - 36%. Cultus had an intriguing year from a 22% decrease in deals

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in January to a 66% stunning expansion in November. The organization sold the most un-

number of Cultus vehicles during the pinnacle pandemic months, March, April, and May.

However, from that point forward, the deals quickly began refocusing. In August, there was a

9% increment in Cultus purchasers. Generally speaking, the current year's absolute deals of

Suzuki Cultus saw a drop of 36% contrasted with the most recent year. Alto has held the most

secure during the harsh ride of 2020. Beginning the MoM examination from June, this Suzuki

vehicle didn't lose numerous business contrasted with 2019. In any case, it went through a

difficult situation of - 52%, - 30%, - 34%, and - 28% deals during July, August, September,

and October, individually. At that point came November with a to some degree better record

of - 8% deals, handling the all-out yearly deals at a distinction of just - 5%.

1.5.4. Product Strategy

Product Development is the chosen procedure now of time for Pak Suzuki Motor

Company Limited that we saw from our essential examination of the firm. In item

advancement technique we prescribe the organization to centers around having the most

significant level of item execution, the most elevated level of usefulness or capacities and

highlights, the most recent innovation or the most significant level of item development. This

procedure may have some danger for the organization as imaginative items are included

however appropriate innovative work will cook the danger and friends can seek after with the

technique to be the market chiefs and get on top.One significant difficulty to PSMC was

looking like Suzuki LIANA, which couldn't meet the assumptions and couldn't hold the

market it was made for. However, organization didn't stop its excursion there, and now

Suzuki SWIFT has as of late been dispatched on the lookout, which is by all accounts an

appealing proposal for the market in the 1300cc class. Yet at the same time organization has

nothing to rival HONDA and TOYOTA. The Suzuki needs to go into the 1600cc and 1800cc

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market to extend its piece of the pie and market development. Yet, for that reason they need

to invest more amounts of energy of item improvement as the new item should have every

one of the necessary highlights and innovation that is expected to contend with goliath

contenders. Furthermore, obviously, PSMC has upper hand in nearby gathering and

assembling of parts and they can use that benefit to deliver less expensive vehicles in the

classes referenced previously.

The PSMC has as of late got affirmation from Prime Minister of Pakistan for being

the lone vehicle makers for the lower and center pay individuals of Pakistan. Yet, they ought

to likewise have to get into the line of HONDA and TOYOTA, to accomplish that target they

need to grow all the more innovatively modest and effective and quality arranged items

1.5.5. Distribution

Indicate the delivery strategy to be used for each channel, including the position of

channel representatives, assistance and support given, and specific activities scheduled.

For distribution, Suzuki could use a vertical marketing system (VMS). The retail

industry is dominated by VMSs. The channel manager is in charge of programming as well as

the coordination of channel events and functions. The roles and responsibilities of each

participant are specified by operating rules and guidelines. The channel leader's firm provides

management assistance and services to the participating organizations.

Suzuki can use a competitive channel approach to boost Vitara revenues at the same

time. Addition intensive can be provided to each dealer in order to sell a certain number of

Vitaras in this regard.

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 Suzuki is a well-known brand that can be found all over the world. It has divided

itself into four large groups on the world map. The classifications are as follows:

1. Europe

2. Middle-East and Africa

3. Asia and Oceania

4. America

The business operates in 31 European countries. It can be found in 49 countries

throughout the Middle East and Africa. Suzuki has a presence in 26 Asian and Oceanian

countries, as well as 46 American companies. Suzuki's regional reach, as well as its

distributors and retailers, have a role in the marketing mix. The goods are primarily

distributed through the company's distributor outlets. Suzuki goods are available for purchase

through showrooms and dealers.

Suzuki uses the franchise model because it is difficult for the business to run all of the

showrooms on its own.

1.5.6. Price Strategy

Define the importance of price in the marketing campaign, as well as the price-related

actions that will be taken.

The only marketing variable that produces sales is the price. Despite its proximity to

exclusive distribution, which is characterized by high margins, high income, and low volume,

Mazda has taken a different approach. The business aimed to gain consumer recognition by

offering high quality at a low price. As a result, their policy was to sell in large quantities at a

low profit margin. As a result, Suzuki had set a retail price of $6,500,000 for the base Vitara.

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The dealer invoice price was set at $6,500,000. Suzuki's own landed expense for the vehicle

is just 7.5 percent higher. They also intended to sell around 50 dealer-installed units. Which,

if sold, would increase a dealer's unit profit. To cover their investment and operational costs,

each dealership required to sell around 30 Vitaras per month.

Suzuki's general pricing policy ranges from mid-range to luxury pricing. The price of

a good is primarily determined by the category in which it is listed. Suzuki's marketing mix

will include not only motorcycles but also automobiles. The Swift is a more expensive car,

while the Baleno is less expensive. Suzuki product pricing varies from region to region and is

often influenced by competitor pricing. In Pakistan, for example, pricing is lower to appeal to

consumers in the medium range, such as Mehran and Cultus.

1.5.7. Promotion Strategy

Indicate the intended advertisement, publicity, Internet, personal selling, and sales

promotion strategy and behavior.

Suzuki promotes itself through both online and offline channels. The internet, as well

as social media sites such as Twitter, Facebook, Google+, and Pinterest, are examples of

online platforms. They also use heartfelt YouTube videos to advertise themselves. TV ads,

banners, and hoardings are examples of offline advertising strategies. Suzuki also supports

itself by sponsoring sporting activities. Suzuki has a strong presence at motorcycle rallies,

race events, and other events as an advertiser and sponsor. As a result, this provides a

summary of Suzuki's marketing mix.

Suzuki has set aside $2.5 million for advertisement and promotion in the first six

months. Typically, a car company will spend 77 percent of its advertising dollars on

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television advertisements, 10% on print ads, and 3% on highway billboards. The print

advertisements were to appear in both general interest and enthusiast publications.

1.5.8. Marketing Research

1.5.8.1. Planned Projects

Pak Suzuki Motor Company's decision to set up a second manufacturing plant at Port

Qasim in Karachi has been accepted by Prime Minister Imran Khan.

The company has already purchased 80 acres at Port Qasim, right next to the existing

factory. Instead of the Mehran 800cc, the company plans to launch the Alto 660cc.

The PM told the committee, which is chaired by Suzuki Global Chairman Osamu

Suzuki, that the government is committed to supporting the expansion of the economy,

encouraging investment, and improving the ease of doing business and development. The PM

was told by the committee that the second plant would raise the company's manufacturing

capacity by 100,000 vehicles per year.

Suzuki Motor Corporation Japan, Pak Suzuki Motor's parent company, plans to invest

$450 million in the plant. The plant would initially have a capacity of 120,000 four-wheelers

per year, but this will be expanded to 200,000 vehicles per year later.

1.5.8.2. Cost

Pak Suzuki Motors Company ltd. has sustained its success by measuring costs based

on the size of the customer's wallet and the amount of money they have saved.

Place: Suzuki goods are easily purchased by customers. They made it easier for their

customers by offering places for exhibiting their items, such as showrooms and social events.

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Promotion: letting people know about new products, current products, and existing products

with updates is extremely important for a company, which Suzuki takes very seriously and

promotes their products effectively through various forms of advertisement.

Process: Their process is very organised and effective, which instils in workers a sense of

trust in their ability to succeed, and their aspirations are strong.

Packaging: Their products do not need to be packed.

Physical Evidence: They provide their customers with correct paperwork and registration so

that they are not dissatisfied.

1.5.8.3. Time-Table

Pak Suzuki includes a two-year or 40,000-kilometer warranty on all of its goods,

whichever comes first, from the date of invoice.

1.5.8.4. Free Services

5. At 1000 kilometers or 1.5 months, the first free service is due. This facility, however,

is only accessible for 1500 kilometers or three months.

6. The second free service requires a complimentary inspection and labor as

recommended in the maintenance plan.

7. Items recommended in the maintenance plan are included in the free service.

1.5.8.5. Car Repairing Services in Karachi

Suzuki Motors also operates a Suzuki car service centre that provides all required

maintenance to customers' vehicles. Whether it's a corporate or individual customer, Suzuki

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Car Service Center takes pride in offering professional and accurate services with a personal

touch.

1.5.9. Coordination with Other Business Functions

1.5.9.1. Sustainable Relationship

Suzuki strives to build long-term partnerships with other business partners by

establishing trust. For that reason, the Company prioritized mutual contact as the most

important element that could facilitate the sharing of ideas not only between top and middle

management, but also between management and those in charge of day-to-day operations.

1.5.9.2. Realization of Products and Services of Superior Value

In the spirit of "We Develop products of superior value by focusing on the consumer,"

Suzuki Motors will provide customers with products and services that meet their

expectations. They go to great lengths to ensure that their customers are satisfied with their

goods and services.

1.5.9.3. Activities on Quality

1. Suzuki designs and manufactures high-quality goods that consumers can rely on, as

well as offering after-sales services that emphasize consumer safety and protection.

2. If a quality-related issue emerges, the organization will make every effort to locate

it as soon as possible and take corrective action after performing a thorough

investigation.

3. Suzuki would never overlook a quality issue on a product that could jeopardize the

safety and security of its customers.

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 4. When responding to consumer complaints about product quality, the Company

would never leap to conclusions in its own favor.

5. The company will treat the aforementioned quality-related issues and customers'

quality-related indications with the utmost sincerity, and will make every effort not

to jeopardize customers' trust.

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Consumer Marketing, 22 (2), 81-89.

Hasan, S., & Craft, S. (2012). Examining world market segmentation and brand positioning

strategies. Journal of Consumer Marketing, 29 (5), 344-356.

Segal, M., & Giacobbe, R. (1994). Market Segmentation and Competitive Analysis for

Supermarket Retailing. International Journal of Retail & Distribution Management, 22 (1),

38-48.

Desarbo, W., & Rao, V. (1986). A Constrained Unfolding Methodology for Product

Positioning. Marketing Science, 5 (1), 1-19.

Miers, J., & Saunders, J. (1990). The Implementation Process of Segmentation in Sales

Management. The Journal of Personal Selling and Sales Management, 10 (1), 39-48.

McKechnie, S. (2006). Integrating Intelligence Systems into Marketing to Support Market

Segmentation Decisions. Intelligence Systems in Accounting, Finance and Management. 14

(3), 117-127.

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Sarkar., AR., & Ashrafi, D. (2018). The relationship between internal marketing and

employee job satisfaction: A study from retail shops in Bangladesh. Journal of Businesses

and Retail Management Research, 12 (3), 1-10.

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