1. SALES TARGET OF MARUTI
SUZUKI
• The company warned that it expects discounts on
car
prices to increase in the current quarter due to weak
demand, especially as diesel-powered cars lose their
popularity after the government allowed monthly
increases in prices of the fuel.
• Maruti expects export volumes to be flat for the
current financial year. Exports accounted for 8 per
cent of total sales of 266,434 vehicles during the
quarter.

2. SALES TARGET OF MARUTI
SUZUKI
• The company reported a drop of 8.3% sales in Passenger
• Cars with sales of 66342 units in May 2013 as compared to
72309 units in May 2012.
• The Mid Size car segment including car model SX4
reported 24.2% increase in sales at 503 units in May 2013
against 405 units in May 2012.
• The compact segment which includes models like
Swift, Estilo, Ritz witnessed a drop of 29.4% in sales during
May 2013 with sales of 17147 units against sales of 24290
units in May 2012.

3. SALES TARGET OF MARUTI
SUZUKI
0
1
2
3
4
5
6
JAN-APRL MAY-AUG SEPT-DEC DEC-MAR
SALES
MONTTHS
RITZ
ESTILO
WEGONAR

4. SALES BUDGET OF MARUTI
SUZUKI
• India's car industry suffered its steepest decline in
sales during the current financial year as eroding
Scustomer confidence hit sales in February. This is in
rank contrast to February 2012, when carmakers
reported their biggest sales increase during that
financial year.
• Maruti Suzuki and Hyundai, India's largest
carmakers by sales, led the drop to register their
second successive monthly decline, even as
Mahindra and Mahindra and French carmaker
Renault bucked the general trend, helped generously
by burgeoning demand for their SUVs in February.

5. SALES BUDGET OF MARUTI
SUZUKI

7. Q1 FY’14 Financial Results
25th July, 2013
• Financial Highlights Q1 FY’14 (post-merger ) &
Growth over Q1 FY’13 (pre-merger)
• Sales Volume 266,434 Veh. (10.0) %
• Net Sales 99,951 Mn (5.1) %
• Op. EBIDTA 11,662 Mn 48.3 %
• PBT 8,461 Mn 61.0 %
• PAT 6,316 Mn 49.0 %

8. 6 Key Financial Ratios (% of Net Sales) Parameter Q1 FY’14
(post merger) Q1 FY’13 (pre merger) Change
bps
Material Cost 73.7 79.7 600
Employee Cost 2.9 2.2 70
Other Expenses 14.1 13.1 100
Other Operating Income 2.4 2.4 -
EBIDTA 11.7 7.5 420
Depreciation 4.8 3.2 160
Other Non-Operating Income 2.0 1.1 90
PBT 8.5 5.0 350
PAT 6.3 4.0 230

9. Sales Volumes
• Sales Volumes Market Q1 FY14 Q1 FY13 Growth
• Domestic 245,346 263,264 (6.8) %
• Exports 21,088 32,632 (35.4) %
• Total Sales 266,434 295,896 (10.0) %
• Segments Q1 FY14 Q1 FY13 Growth
• Mini 97,668 94,813 3.0 %
• Compact 59,678 72,986 (18.2) %
• Super Compact 49,259 46,958 4.9 %
• Mid Size 1,418 1,447 (2.0) %
• Executive - 21
• Vans 22,701 28,074 (19.1) %
• MUV 14,622 18,965 (22.9) %
• Domestic 245,346 263,264 (6.8) %

10. SALES TEAM TRAING
• 82% of all sales people fail to differentiate
themselves or their products from the competition.
• 86% of all salespeople ask the wrong questions and
miss sales opportunities.
• 62% of all salespeople fail to earn the right to ask for
commitment.
• 82% of salespeople discount price to earn a sale.

11. SALES TEAM TRAING
Individual Skills Improvement
• Portrays the Individuals’
Growth in the Five (5)
Critical Selling Skills.
• Describes the Status of
Each Individual, Group and
Company.
• Tracks the Growth in
Learning Compared to
Application of the
Sales Skills Learning
Trend
• Shows Scores for Each
Phase of Skill
Development.
• Spots Trends in Skill
Gain.
• Clearly Identifies Gaps in
Learning and Application
of Learning.
Combined Skills
Improvement
•Summarizes the
Learning and
Application of all
Skills.
•Demonstrates the
Direction that the
Learning is
Taking.
•Provides
Tangible Results

12. ACCOUNTABLE SYSTEM FOR
SALES DEVELOPMENT

13. ACCOUNTABLE SYSTEM FOR
SALES DEVELOPMENT
• Comparison Report
• Compares Individuals and Company Average
• Measures Each of the Five Critical Skills
• Pinpoints Strengths and Weaknesses

14. ACCOUNTABLE SYSTEM FOR
SALES DEVELOPMENT
• Training Recommendation
• Compares Knowledge as well as
Application of Skills
• Recommends a Specific Retraining Plan
• Used as a Coaching Tool

15. ACCOUNTABLE SYSTEM FOR
SALES DEVELOPMENT
• Reports
• Provides Overall Ranking
• Highlights Top and Bottom Performers
• Shows Individuals and Groups that Certify

16. THE MOTIVATIONAL PROCESS
MODEL OF MOTIVATION
• A managers job is to identify employees’ drives and needs and to
channel their behavior, to motivate them, toward task performance.
• Motivation has a direct relationship with Performance and employee’s
Ability.
• Thus we can consider Potential Performance (P) as a product of Ability
(A) and Motivation (M).
P = A * M.
• Results occur when motivated employees are provided with
opportunity (Such as training) to perform and the Resources (such as
Proper tools) to do so.
• The presence of goals and awareness of incentives to satisfy one’s
needs are also powerful motivational factors leading to the release of
effort.
• When an employee is productive and the organization takes note of
it, Rewards will be distributed.
• It should be apparent, therefore, that an important starting point lies in
understanding of employee needs.

17. MOTIVATION REWARDS
• Companies are offering some type of retention
bonus,
• ¾
• And are realizing that keeping good performers
takes
some additional incentive.
• Even though worker loyalty to organizations has
• decreased in the past two decades, ¾
• Retention bonuses appear to be effective in
increasing
employee loyalty.