Final_Project_Draft.docx Milestone Three DRAFT QSO 500: Business Research 44135 Introduction According to Mukherjee, Mathur and Dhar (2015), Maruti Suzuki™s vision statement was: œThe leader in the Indian automobi
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Final_Project_Draft.docx Milestone Three DRAFT QSO 500: Business Research 44135 Introduction According to Mukherjee, Mathur and Dhar (2015), Maruti Suzuki™s vision statement was: œThe leader in the Indian automobile industry. Creating customer delight and shareholders™ wealth: A pride of India. Its core values were œcustomer obsession, fast, flexible and first mover, innovation and creativity, networking and partnership, and openness and learning. However, due to the growing A-segment market and fast evolving consumer™s needs, MSIL started to notice that by selling the same models as other competitors this could affect their brand image and profit potential. The purpose of this study is to obtain data that describes the consumer purchasing factors and their evolving needs. Research Problem According to Mukherjee et al., (2015), the dealer margin on A-segment cars was shrinking in by 2013, they found that this drop was more pronounced for the entry-level than the premium-hatch category. MSIL also noticed the consumer base for the A-segment was evolving. As per market research conducted by MSIL, consumers based their buying decisions on the utility of the product and their features for meeting their needs (Mukherjee et al, 2015). The research problem that will be studied is the lack of a fuel-efficient vehicle that meets changing consumer preferences. Stakeholders The key stakeholders of the business are MSIL and their shareholders. The shareholders from MSIL will benefit financially if cre. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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