Auto CAD Conversion

AutoCAD is a CAD platform designed by Autodesk, Inc, and arguably the most-used (and most respected) program of its kind. AutoCAD is used to make a computer draw 2D and 3D dimension technical drawings such as those used in building construction and product manufacturing.

Now competitive world it’s a challenge to deliver products and services at a fair cost in a short time. To survive in this competition a company must leverage its assets and information.

In order to save time and keep ahead of competitors , an engineering company having large amount of engineering documents and data base of drawing require to process and manage effectively their valuable (KA) : Knowledge Assets .

To fast handle, distribute or modify these costly engineering drawings Successful corporate use the CAD. Conversion

Importance of Engineering drawings.

Before we go into the topic let me explain you about what is an archive.

Many Engineering companies have large No:s of Design Drawings which are very important in the sense that it has to be preserved for reference and for enabling their future design

Here in Engineers realize the importance of CAD Conversion.

They scan their archives into a digital raster format this has become a very useful way for all the engineering companies.

Auto cad drafting provide best conversion services

Raster to Vector conversion

Image or Vector Data projection into desired coordinate systems

Cleaning of complex vector data of Point, Line and Polygon Features

Creation and attachment of Object attribute data to specified objects

Conversion of Topological data into Object data

Exporting object data to external database table

Integration of External Database into vector data

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AutoCAD 2007 in action.

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For information please Contact us: info@autocaddraftingindia.com” title=” auto cad drafting services “> autocaddraftingindia For more detail visit our site http://www.autocaddraftingindia.com www.autocaddraftingindia.com

The free CAD software from www.emachineshop.com is intelligent software that allows you to create your own design and also check whether the design can be machined — all at the click of your mouse. The software has been designed to be easily used by beginners and powerful enough for professional engineers. Informative prompts and 3D views of parts being designed contribute to ease of use. To get started designing parts and having them built by eMachineShop, all you need to do is download the free CAD software from eMachineShop. The software begins as a 3D CAD program but also incorporates an automated machinist expert to advise you on fine points of design, instant pricing for a wide range of materials and processes and order processing with order tracking.

While most CAD Software packages are designed to create general geometric shapes without regard for manufacturability, price, or setting up real jobs for ordering, the eMachineShop free CAD software was designed from the ground up to serve all these functions in a seamless yet-powerful package. The price quotation portion of the software download allows you to select the best price and order delivery option for your requirements. Even the shipping cost is automatically calculated by the software.

eMachineShop does not review designs for applicability to a given design problem, but encourages customers to download the easy-to-use software and determine for themselves whether eMachineShop can meet their needs. A one-off part for a new invention may be less tightly engineered than a comparatively more exotic aerospace part in a mission critical application.

At www.emachineshop.com simple jobs on simple machines generally start at around $150 for setup and as low as $1 per part (or even lower) for simple parts run in quantity. eMachineShop is competitive on most types of parts – in small or large quantity.

With eMachineShop a single command in the software gives you a price instantly. There is no time wasted in gathering price quotations. Potential customers of eMachineShop simply draw or import the design and receive their instant price quote.

Investing just a few minutes to download the cad cam software will allow you to discover an exciting new tool which can be used in many ways. Inventors, professional product designers, engineers, and even hobbyists agree on this point. The free CAD software allows for ordering by all major credit cards, PayPal, check or money order. Assistance is always just a click away.

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George is a well-known author who writes on the topics related with free CAD software, cnc machine shop and waterjet cutting for the site www.emachineshop.com.

What makes the opportunity for heat applied graphics such a winner? Consider the importance of branding in our society. Everyone from burger vendors to corporate players wears clothing with a company logo – and they probably also need items ranging from mouse mats and coffee mugs to caps, and awards plaques – all with the company logo!

Of course, these opportunities are multiplied if you are already in business as an embroiderer, screen printer, sign writer or other type of embellisher. You already have the customers: adding heat-applied graphics means that you can sell them even more products – everything from coasters to caps. If it fits on a platen, you can heat apply an image to it.

Additions or alternatives

It is known in marketing that it’s easier to sell more to one person than it is to sell goods to more people, so why not sell your existing customers more? It also means you can offer multi-media graphics with a high perceived value. Combine embroidery with a heat applied digital transfer image, for example. Another plus: you can easily offer just one or two items which can be cost prohibitive with other decoration processes. With screen printing it doesn’t make financial sense to do jobs of less than say 40 pieces or so, but it makes perfect sense to do them using a heat press. Add to that the service advantage of being able to complete the transaction “right now” – to be able to take the order and almost immediately deliver the goods, without the time and labour intensity of either printing or embroidery.

And if you don’t offer screen printing in-house, a heat press gives you an affordable option to add to that service. You can order screen printed stock or custom transfers and heat apply them on an as-needed basis. Screen printed transfers can be applied to cotton, polyester and even nylon substrates.

Numerous other options

Here’s a rundown of some of the many other embellishment options available to you with heat applied graphics.

Die-cut numbers and letters: By ordering stock numbers and letters from suppliers, or using a cutter to make up your own, you can tap into the sports market by doing team shirts and similar items. Material options are extensive and include adhesive vinyl and film, allowing you to affix the material to a variety of substrates.

Digital transfers: Using an inkjet, laser or thermal-output device, you can output digital transfers and heat apply them to an enormous number of substrates. This option provides terrific flexibility and lets you quickly and easily apply photo-realistic images onto apparel, metal, wood, leather, ceramics and coated materials.

Inkjet printers that use water-based inks are a less expensive option to get started with this arena. Dye sublimation, on the other hand, is renowned for its colour accuracy and vibrancy. However, it does require that the substrate have a polyester content or coating, and it works best on white garments. Sublimation transfers are produced on two types of printers – sublimation laser or inkjet.

CAD-Cutting: There is a wide range of materials for use with digital cutters, which makes them a very versatile option. Choose from vinyls and films in solid colours, glitters, metallic, holographic, reflective and even glow-in-the-dark!  You can cut out anything, from letters and numbers to any logo or other shape. Furthermore, you can even do signs with CAD cutting, using self adhesive vinyls.

One limitation here is colour. A CAD cutter can only cut one colour at a time; generally, stacking two layers adds weight to the wearable making it heavier and affecting comfort. Another option would be to cut each colour area separately and piece the design together (by butt-registering). This will keep the handle lighter, but it is considerably more work. Still, this option is a great one for medium-volume markets that demand quick turnaround such as sports teams and restaurants.

Essentially, there are two types of cutter for this process: a traditional cutter and a printer/cutter, the latter combining printing and cutting into a single unit. Either way, you should look for a unit that’s at least 60cms wide so that you can tackle a wider array of jobs. Some relatively newer units come equipped with an optical “eye” that lets you contour cut around an image’s registration marks – very useful.

Embossing: This process – which involves putting a die under a garment and imprinting a design into the fabric using extreme pressure – actually requires a special type of heat press. It can be somewhat expensive, as the dies can cost several hundred pounds to produce: however for high-volume orders, it can be profitable and offers a unique option.

Heat Presses

Heat presses generally start at about £500 for a reputable light-weight, small sized model, and can go up to £2500 for a pneumatic-powered high production machine. Mid range presses are generally in the £600-1000 range, which is what a typical heat applied graphics business would need. Inevitably, you do get what you pay for. The better machines, though marginally more expensive, usually last longer and are manufactured to much higher standards to provide years of trouble free use.

While presses are available with a range of features including digital versus analogue controls, auto pop-up, presets and removable power cords, there are really three key heat press functions to keep in mind: it must accurately provide time, temperature and pressure.

Accurate temperature is an absolute must. If you machine is out by only 10 degrees plus or minus, it can ruin an application. As you might guess, lower end units have less accurate, less reliable temperature mechanisms, while higher end machines have correspondingly better control. Smooth, even pressure is also critical. If pressure isn’t applied evenly, the design isn’t applied evenly, resulting in less than optimal results.

Some substrates offer built-in obstacles to even pressure: the zipper on a hoodie sweatshirt for example. Thankfully, suppliers offer tools to deal with such challenges. For instance, you can put a Teflon® covered pillow on top of an item, in-between the layers, to help even things out, while print pads may be used to help build up low-lying areas. Other considerations while shopping for a heat press include the following:

Configuration: A swing away press gives you free range of movement, when loading and unloading the substrate, and keeps the heated platen away from fingers making it safer to use; whereas a clamshell unit takes up far less space. Swingaways also tend to be heavy making them less portable.

Speciality presses: Suppliers offer heat presses made specifically for unusual shape items – such as coffee mugs or caps – as well as multi-purpose presses. Suppliers also make custom platens for unusual substrates such as umbrellas and shoes.

Manual and semi-automatic: Semi-automatic presses pop up automatically following the application, thanks to either magnetic/electronic technology or an air compressor, while manual presses have to be physically opened when a timer signals complete application. For higher production, it pays to consider a semi-automatic press from the stand point of sheer physical exhaustion.

Dual-platen presses: If you want to crank out as many units as possible in the least time, you may want to consider a dual-platen press which lets you work on two items simultaneously, setting up the next item on one platen, while the item on the other platen is being pressed.

Prices: Cap presses start at or around £500, while heat presses for shirts and other flat items start at about £600. These prices obviously depend upon the size and facilities of the press. The most popular press size is either 40 x 40cms or 40 x 50cms and typically sells for about £800-1000 and upwards.

A model like no other

What makes heat applied graphics so attractive is that you can get into business with nothing but a heat press, a computer and Internet access (in order to order and download designs and substrates). Few business models are so affordable, exciting, creative, easy………….. and profitable!

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Martin is the Vice President of Target Transfers Ltd, a GroupeSTAHL company. Target can be contacted at www.targettransfers.com or call +44 (0) 1376 326351.

MARUTI UDYOG LIMITED – Managing competition successfully

Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. It was established with the objectives of – modernizing the Indian automobile industry, producing fuel efficient vehicles to conserve scarce resources and producing indigenous utility cars for the growing needs of the Indian population. A license and a Joint Venture agreement were signed with the Suzuki Motor Company of Japan in Oct 1983, by which Suzuki acquired 26% of the equity and agreed to provide the latest technology as well as Japanese management practices. Suzuki was preferred for the joint venture because of its track record in manufacturing and selling small cars all over the world. There was an option in the agreement to raise Suzuki’s equity to 40%, which it exercised in 1987. Five years later, in 1992, Suzuki further increased its equity to 50% turning Maruti into a non-government organization managed on the lines of Japanese management practices.

Maruti created history by going into production in a record 13 months. Maruti is the highest volume car manufacturer in Asia, outside Japan and Korea, having produced over 5 million vehicles by May 2005. Maruti is one of the most successful automobile joint ventures, and has made profits every year since inception till 2000-01. In 2000-01, although Maruti generated operating profits on an income of Rs 92.5 billion, high depreciation on new model launches resulted in a book loss.

COMPANY HISTORY AND BACKGROUND

The Evolution

Maruti’s history of evolution can be examined in four phases: two phases during pre-liberalization period (1983-86, 1986-1992) and two phases during post-liberalization period (1992-97, 1997-2002), followed by the full privatization of Maruti in June 2003 with the launch of an initial public offering (IPO).The first phase started when Maruti rolled out its first car in December 1983. During the initial years Maruti had 883 employees, a capital of Rs. 607 mn and profit of Rs. 17 mn without any tax obligation. From such a modest start the company in just about a decade (beginning of second phase in 1992) had turned itself into an automobile giant capturing about 80% of the market share in India. Employees grew to 2000 (end of first phase 1986), 3900 (end of second phase 1992) and 5700 in 1999. The profit after tax increased from Rs 18.67 mn in 1984 to Rs. 6854.54 mn in 1998 but started declining during 1997-2001.

During the pre-liberalization period (1983-1992) a major source of Maruti’s strength was the wholehearted willingness of the Government of India to subscribe to Suzuki’s technology and the principles and practices of Japanese management. Large number of Indian managers, supervisors and workers were regularly sent to the Suzuki plants in Japan for training. Batches of Japanese personnel came over to Maruti to train, supervise and manage. Maruti’s style of management was essentially to follow Japanese management practices.

The Path to Success for Maruti was as follows:

(a) teamwork and recognition that each employee’s future growth and prosperity is totally dependent on the company’s growth and prosperity (b) strict work discipline for individuals and the organization (c) constant efforts to increase the productivity of labor and capital (d) steady improvements in quality and reduction in costs (e) customer orientation (f) long-term objectives and policies with the confidence to realize the goals (g) respect of law, ethics and human beings. The “path to success” translated into practices that Maruti’s culture approximated from the Japanese management practices.

Maruti adopted the norm of wearing a uniform of the same color and quality of the fabric for all its employees thus giving an identity. All the employees ate in the same canteen. They commuted in the same buses without any discrimination in seating arrangements. Employees reported early in shifts so that there were no time loss in-between shifts. Attendance approximated around 94-95%. The plant had an open office system and practiced on-the-job training, quality circles, kaizen activities, teamwork and job- rotation. Near-total transparency was introduced in the decision making process. There were laid-down norms, principles and procedures for group decision making. These practices were unheard of in other Indian organizations but they worked well in Maruti. During the pre- liberalization period the focus was solely on production. Employees were handsomely rewarded with increasing bonus as Maruti produced more and sold more in a seller’s market commanding an almost monopoly situation.

INDUSTRY ANALYSIS

GLOBAL FOUR WHEELER INDUSTRY

Evolution

The automobile industry has undergone significant changes since Henry Ford first introduced the assembly line technique for the mass production of cars. Production concepts, processes and the associated technologies have changed dramatically since the first cars were built. Some 70 years ago, car assembly was primarily manual work. Today, the process of car assembly is almost fully automated. In the old days, firms attached importance to the production of virtually every part in a single plant, while today, carmakers concentrate on only a few specific production stages (i.e. car assembly). Parts and module production, services and related activities have been shifted to other, specialised firms (outsourcing of production steps).Since the 1980s, it has become clear that further productivity gains to retain competitiveness can be possible only by outsourcing and securing greater flexibility. For example, firms, especially small car producers whose markets have been threatened by imports, have diversified their production programmes (e.g. by building off-road cars or convertibles) thereby introducing greater flexibility in the production process. Also, firms and their production have become more internationalized in lieu of outsourcing.

Current Scenario

The global passenger car industry has been facing the problem of excess capacity for quite some time now. For the year 2002, the global capacity in the automotive industry was 75 million units a year, against production of only 56 million units (excess capacity estimated at 25%). Efforts to shore up capacity utilization have prompted severe price competition, thus affecting margins and forcing fundamental changes in the industry. The pressure on sales and margins is driving players to emerging markets in pursuit of better growth opportunities and/or access to low-cost manufacturing bases.

• The concept of selling in the passenger car industry is changing from original sales towards lifecycle value generation, encompassing financing, repairs & maintenance, cleaning, provision of accessories, and so on.

• Vehicle manufacturers are moving into completely new materials and technologies—partly guided by environmental legislation—in striving to come up with radically different products. Some of these new technologies involve parts that can be bolted on to an existing vehicle with relatively few implications for the rest of the vehicle. Others are much more fundamental, and are likely to have a profound impact throughout the supply chain. The examples include battery, electric or hybrid power trains, and alternatives to the all-steel body. Carmakers are increasingly outsourcing component production, and focusing on product design, brand management and consumer care, in contrast to the traditional emphasis on manufacturing and engineering.

• The increasing need to attain global scales underscores the importance of platform sharing among carmakers. All original equipment manufacturers (OEMs) are trying to reduce the number of vehicle platforms, but raise the number of models produced from each platform. This means producing a number of seemingly distinct models from a common platform. 

• As in manufacturing, distribution in the automobile industry is undergoing significant changes, involving Internet use, retailer consolidation, and unbundling of services provided by retailers.

INDIAN FOUR WHEELER INDUSTRY

Evolution

The Indian automobile industry developed within the broader context of import substitution during the 1950s. The distinctive feature of the automobile industry in India was that in line with the overall policy of State intervention in the economy, vehicle production was closely regulated by an industrial licensing system till the early 1980s that controlled output, models and prices. The cars were built mostly by two companies, Premier Automobiles Limited and HM. However, the Indian market got transformed after 1983 following the relaxation of the licensing policy and the entry of MUL into the car market. In 1991, car imports were insignificant, while component imports were equivalent to 20% of the domestic production, largely because of the continuing import of parts by MUL. The liberalization of the Indian automotive industry that began in the early 1990s was directed at dismantling the system of controls over investment and production, rather than at promoting foreign trade. Multinational companies were allowed to invest in the assembly sector for the first time, and car production was no longer constrained by the licensing system. However, QRs on built-up vehicles remained and foreign assemblers were obliged to meet local content requirements even as export targets were agreed with the Government to maintain foreign exchange neutrality. The new policy regime and large potential demand led to inflows of foreign direct investment (FDI) by the mid-1990s. By the end of 1997, Daewoo, Ford India, GM, DaimlerChrysler and Peugeot had started assembly operations in India. They were followed by Honda, HMIL, and Mitsubishi. 

Current Scenario

Major Players

Bajaj Tempo Limited, DaimlerChrysler India Private Limited, Fiat India Automotive Private Limited, Ford India Limited, General Motors India Limited, Hindustan Motors Limited, Honda Siel Cars India Limited, Hyundai Motor India Limited, Mahindra & Mahindra Limited, Maruti Udyog Limited, Skoda Auto India Limited, Tata Motors Limited, Toyota Kirloskar Motors Limited.

Current scenario in Passenger Car Category

The dominant basis of competition in the Indian passenger car industry has changed from price to price-value, especially in the passenger car segment. While the Indian market remains price sensitive, the stranglehold of Economy models has been slackening, giving way to higher-priced products that better meet customer needs. Additionally, a dominant trend in the Indian passenger car segment is the increasing fragmentation of the market into sub-segments, reflecting the increasing sophistication of the Indian consumer.  With the launch of new models from FY2000 onwards, the market for MUVs has been redefined in India, especially at the upper-end. Currently, the higher-end MUVs, commonly known as Sports Utility Vehicles (SUVs), occupy a niche in the urban market, having successfully shaken off the tag of commercial vehicles attached to all MUVs till recently. Domestic car manufacturers are now venturing into areas such as car financing, leasing and fleet management, and used-car reconditioning/sales, to complement their mainstay-business of selling new cars.

COMPETITIVE FORCES IN INDIAN PASSENGER CAR MARKET

Critical Issues and Future Trends

The critical issue facing the Indian passenger car industry is the attainment of break-even volumes. This is related to the quantum of investments made by the players in capacity creation and the selling price of the car. The amount of investment in capacities by passenger car manufacturers in turn depends on the production

Threat from the new players: Increasing

·         Most of the major global players are present in the Indian market; few more are expected to enter.

·         Financial strength assumes importance as high are required for building capacity and maintaining adequacy of working capital.

         Access to distribution network is important.

         Lower tariffs in post WTO may expose Indian companies to threat of imports.

Rivalry within the industry: High

·         There is keen competition in select segments. (compact and mid size segments).

·         New multinational players may enter the market.

Market strength of suppliers: Low

         A large number of automotive components suppliers.

         Automotive players are rationalizing their vendor base to achieve consistency in quality.

Market strength of consumers: Increasing

·         Increased awareness among consumers has increased expectations. Thus the ability to innovate is critical.

·         Product differentiation via new features, improved performance and after-sales support is critical.

·         Increased competitive intensity has limited the pricing power of manufacturers.

Threat from substitutes: Low to medium

         With consumer preferences changing, inter product substitution is taking place (Mini cars are being replaced by compact or mid sized cars).Setting up integrated manufacturing facilities may require higher capital investments than establishing assembly facilities for semi knocked down kits or complete knocked down kits. In recent years, even though the ratio of sales to capacity (an important indicator of the ability to reach break-even volumes) of the domestic car manufacturers have improved, it is still low for quite a few car manufacturers in India. India is also likely to increasingly serve as the sourcing base for global automotive companies, and automotive exports are likely to gain increasing importance over the medium term. However, the growth rates are likely to vary across segments. Although the Mini segment is expected to sustain volumes, it is likely to continue losing market share; growth in the medium term is expected to be led largely by the Compact and Mid-range segments. Additionally, in terms of engine capacity, the Indian passenger car market is moving towards cars of higher capacity. This apart, competition is likely to intensify in the SUV segment in India following the launch of new models at competitive prices.

COMPETITOR ANALYSIS

HYUNDAI MOTOR INDIA LIMITED

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor Company, South Korea and is the second largest and the fastest growing car manufacturer in India . HMIL presently markets over 25 variants of passenger cars in six segments. The Santro in the B segment, and Getz in the B+ segment.

HYUNDAI SANTRO

We are mainly going to concentrate on the various marketing and positioning strategies of Hyundai Santro as against  that of Maruti Zen and Alto and Hyundai Getz as against Maruti Swift.

POSITIONING OF SANTRO

The old positioning of the Santro was that pf a ‘family car’, this positioning strategy was changed in around 2002 and Santro was repositioned as to that of ‘a smart car for young people.’ The target age group for the car had now shifted from 30-35 years to 25-30 years. The repositioning followed the face-lifts the car has been getting from time to time in the form of engine upgradation, new power steering, automatic transmission, etc, to keep the excitement around it alive in the highly competitive small car market. The repositioning also comes ahead of the possible launch of a new design Santro, and the super B-segment car ‘Getz’, sometime in 2003.

The Santro  was given a fresh new positioning — from a ‘complete family car’ to a ‘sunshine car’ denoting a fresh new attitude and a ‘changing your life’ positioning.As the average age of a car owner has declined from around 30-35 three years ago to 25-30, primarily because of changing lifestyles, cheap and easily available finance, etc. the company thought that instead of promoting the Santro as a family car, it should be promoted as a car that can change the life of a young person since many of the buyers were young buyers.

HYUNDAI’S PRICING STRATEGY

With the launch of  Maruti Swift recently  a price war was expected to kick in . Immediately after maruti raised prices on its debutante Hyundai Motor India hit back  with a Rs 16,000-19,000 markdown on three new variants of Santro Xing.

The company has introduced the XK and XL variants at a lower tag of Rs 3,26,999 and Rs .3,45,999 respectively.The new price variants are likely to give Maruti’s existing B-segment models, Zen and WagonR a run for their money. Hyundai has also launched a new non-AC variant of the Santro at Rs 2.79 lakh, a tad higher than what the existing non-Ac Santro costs. The next offensive is due from Maruti. With the Santro’s new price positioning, Zen and particularly WagonR may be due for a correction, or at least a limited-period subvention. If that happens the domino effect will kick in across the B-segment.

Hyundai is positioning its new variants on the tech platform. Strapped with 1.1 litre engine with eRLX Active Intelligence technology, the new variants also come with new colour-coordinated interiors, a new front grill and a 4-speed AC blower that makes the air conditioning more efficient.

TATA MOTORS

Established in 1945, Tata Motors is India’s largest and only fully integrated automobile company. Tata Motors began manufacturing commercial vehicles in 1954 with a 15-year collaboration agreement with Daimler Benz of Germany.

TATA INDICA – Tata motors flagship brand

The company’s passenger car range comprises the hatchback Indica, the Indigo sedan and the Marina, its station wagon variant, in petrol and diesel versions.The Tata Indica, India’s first indigenously designed and manufactured car, was launched by Tata Motors in 1999 as part of its ongoing effort towards giving India transport solutions that were designed for Indian conditions. Currently, the company’s passenger cars and multi-utility vehicles have a 16-per cent market share.

POSITIONING OF INDICA

Tata has positioned Indica as `more car per car’. The new car offers more space, more style, more power and more options. Emphasizing the delivery of world class quality. They have tried to redefine the small car market as it has been understood in India.True to its “More car per car” positioning, the Indica CNG offers all the core benefits of the Indica combined with the advantage of CNG. One of the most popular advertisements on television currently, is the one where the guy portrayed as the ‘loveable liar’, gets socked everytime he lies ; but not when he speaks about the Indica thus implying- “ must be true”. Elaborating on the campaign, the new ad was launched with the intention of giving the Indica V2 brand a touch of youthfulness.

TATA’S PRICING STRATEGY

After the price war being triggered off by Hyundai being  the first company to introduce what came to be known as, pricing based on customer’s value perceptions , all others followed suit.Telco’s Indica came in the range of Rs 2.56 lakh to Rs 3.88 lakh with 4 models. The price-points in the car market were replaced by price-bands. The width of a price-band was a function of the size of the segment being targeted besides the intensity of competition. The thumb rule being ‘the higher the intensity, the wider the price-band.’

KEY STRATEGIC INITIATIVES BY MARUTI

A) TURNAROUND STRATEGIES MARUTI FOLLOWED

Maruti was the undisputed leader in the automobile utility-car segment sector, controlling about 84% of the market till 1998. With increasing competition from local players like Telco, Hindustan Motors, Mahindra & Mahindra and foreign players like Daewoo, PAL, Toyota, Ford, Mitsubishi, GM, the whole auto industry structure in India has changed in the last seven years and resulted in the declining profits and market share for Maruti. At the same time the Indian government permitted foreign car producers to invest in the automobile sector and hold majority stakes.

In the wake of its diminishing profits and loss of market share, Maruti initiated strategic responses to cope with India’s liberalization process and began to redesign itself to face competition in the Indian market. Consultancy firms such as AT Kearney & McKinsey, together with an internationally reputed OD consultant, Dr. Athreya, have been consulted on modes of strategy and organization development during the redesign process. The redesign process saw Maruti complete a Rs. 4000 mn expansion project which increased the total production capacity to over 3,70,000 vehicles per annum. Maruti executed a plan to launch new models for different segments of the market. In its redesign plan, Maruti, launches a new model every year, reduce production costs by achieving 85-90% indigenization for new models, revamp marketing by increasing the dealer network from 150 to 300 and focus on bulk institutional sales, bring down number of vendors and introduce competitive bidding. Together with the redesign plan, there has been a shift in business focus of Maruti. When Maruti commanded the largest market share, business focus was to “sell what we produce”. The earlier focus of the whole organization was “production, production and production” but now the focus has shifted to “marketing and customer focus”. This can be observed from the changes in mission statement of the organization:

1984: “Fuel efficient vehicle with latest technology”.

1987: “Leader in domestic market and be among global players in the overseas market”.

1997: “Creating customer delight and shareholders wealth”.

Focus on customer care has become a key element for Maruti. Increasing Maruti service stations with the scope of one Maruti service station every 25 km on a highway. To increase its market share, Maruti launched new car models, concentrated on marketing and institutional sales. Institutional sales, which currently contributes to 7-8% of Maruti’s total sales. Cost reduction and increasing operating efficiency were another redesign variable. Cost reduction is being achieved by reaching an indigenization level of 85-90 percent for all the models. This would save foreign currency and also stabilize prices that fluctuate with exchange rates. However, change in the mindset was not as fast as required by the market. Maruti planned to reduce costs, increase productivity, quality and upgrade its technology (Euro I&II, MPFI). In addition, it followed a high volume production of about 400,000 vehicles / year, which entailed a smooth relationship between the workers and the managers.

Post 1999, the market structure changed drastically. Just before this change, Maruti had wasted two crucial years (1996-1998) due to governmental interventions and negotiation with Suzuki of Japan about the break-up of the share holding pattern of the company. There was a change in leadership, Mr. Sato of Suzuki became the Chairman in June 1998, and the new Mr.J. Khatter was appointed as the new Joint MD. Khatter was a believer in consensus decision making and participative style of management.As a result of the internal turmoil and the changes in the external environment, Maruti faced a depleting market share, reducing profits, and increase in inventory levels, which it had not faced in the last 18 years.

After their fall in market share they redesigned their strategies and through their parent company Suzuki they learned a lot.The organizational learning of Maruti was moderately successful, the cost was relatively inexpensive as Maruti had its strong Japanese practices to fall back upon. With the program of organizational redesign, rationalization of cost and enhanced productivity, Maruti bounced back to competition with 50.8% market share and 40% rise in profit for the FY2002-2003.

B) CURRENT STRATEGIES FOLLOWED BY MUL

I.       PRICING STRATEGY – CATERING TO ALL SEGMENTS

Maruti caters to all segment and has a product offering at all price points. It has a car priced at Rs.1,87,000.00 which is the lowest offer on road. Maruti gets 70% business from repeat buyers who earlier had owned a Maruti car. Their pricing strategy is to provide an option to every customer looking for up gradation in his car. Their sole motive of having so many product offering is to be in the consideration set of every passenger car customer in India. Here is how every price point is covered.

II. OFFERING ONE STOP SHOP TO CUSTOMERS OR CREATING DIFFERENT REVENUE STREAMS

Maruti has successfully developed different revenue streams without making huge investments in the form of MDS, N2N, Maruti Insurance and Maruti Finance. These help them in making the customer experience hassle free and helps building customer satisfaction.

Maruti Finance: In a market where more than 80% of cars are financed, Maruti has strategically entered into this and has successfully created a revenue stream for Maruti. This has been found to be a major driver in converting a Maruti car sale in certain cases. Finance is one of the major decision drivers in car purchase. Maruti has tied up with 8 finance companies to form a consortium. This consortium comprises Citicorp Maruti, Maruti Countrywide, ICICI Bank, HDFC Bank, Kotak Mahindra, Sundaram Finance, Bank of Punjab and IndusInd Bank Ltd.( erstwhile-Ashok Leyland Finance).

Maruti Insurance : Insurance being a major concern of car owners. Maruti has brought all car insurance needs under one roof. Maruti has tied up with National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram to bring this service for its customers. From identifying the most suitable car coverage to virtually hassle-free claim assistance it’s your dealer who takes care of everything. Maruti Insurance is a hassle-free way for customers to have their cars repaired and claims processed at any Maruti dealer workshop in India.

True Value – Initiative to capture used car market

Another significant development is MUL’s entry into the used car market in 2001, allowing customers to bring their vehicle to a ‘Maruti True Value’ outlet and exchange it for a new car, by paying the difference. They are offered loyalty discounts in return.This helps them retain the customer. With Maruti True Value customer has a trusted name to entrust in a highly unorganized market and where cheating is rampant and the biggest concern in biggest driver of sale is trust. Maruti knows its strength in Indian market and has filled this gap of providing trust in Indian used car market. Maruti has created a system where dealers pick up used cars, recondition them, give them a fresh warranty, and sell them again. All investments for True Value are made by dealers. Maruti has build up a strong network of 172 showrooms across the nation. The used car market has a huge potential in India. The used car market in developed markets was 2-3 times as large as the new car market.

N2N: Car maintenance is a time-consuming process, especially if you own a fleet. Maruti’s N2N Fleet Management Solutions for companies, takes care of the A-Z of automobile problems. Services include end-to-end backups/solutions across the vehicle’s life: Leasing, Maintenance, Convenience services and Remarketing.

Maruti Driving School (MDS): Maruti  has established this with the goal to capture the market where there is inhibition in buying cars due to inability to drive the car. This brings that customer to Maruti showroom and Maruti ends up creating a customer.

III. REPOSITIONING OF MARUTI PRODUCTS

Whenever a brand has grown old or its sales start dipping Maruti makes some facelifts in the models. Other changes have been made from time to time based on market responses or consumer feedbacks or the competitor moves. Here are the certain changes observed in different models of Maruti.

Omni has been given a major facelift in terms of interiors and exteriors two months back. A new variant called Omni Cargo, which has been positioned as a vehicle for transporting cargo and meant for small traders. It has received a very good response from market. A variant with LPG is receiving a very good response from customers who look for low cost of running.

Versa prices have been slashed and right now the lowest variant starts at 3.3 lacs. They decreased the engine power from 1600cc to 1300cc and modified it again considering consumers perception. This was a result of intensive survey done all across the nation regarding the consumer perception of Versa.

Esteem has gone through three facelifts. A new look last year has helped boost up the waning sales of Esteem.

Baleno was launched in 1999 at 7.2 lacs. In 2002 they slashed prices to 6.4 lacs. In 2003 they launched a lower variant as Baleno LXi at 5.46 lacs. This was to reduce the price and attract customers.

Wagon-R was perceived as dull boxy car when it was launched. This made it a big failure on launch. Then further modifications in engine to increase performance and a facelift in the form of sporty looking grills on the roof. Now it’s of the most successful models in Maruti stable.

Zen has been modified four times till date. They had come up with a limited period variant called Zen Classic. That was limited period offer to boost short term sales.

Maruti 800 has so far been facelifted two times. Once it came with MPFi technology and other time it came up with changes in front grill, head light, rear lights and with round curves all around.

IV. CUSTOMER CENTRIC APPROACH

Maruti’s customer centricity is very much exemplified by the five times consecutive wins at J D Power CSI Awards. Focus on customer satisfaction is what Maruti lives with. Maruti has successfully shed off the public- sector laid back attitude image and has inculcated the customer-friendly approach in its organization culture. The customer centric attitude is imbibed in its employees. Maruti dealers and employees are answerable to even a single customer complain. There are instances of cancellation of dealerships based on customer feedback.

Maruti has taken a number of initiatives to serve customer well. They have even changed their showroom layout so that customer has to walk minimum in the showroom and there are norms for service times and delivery of vehicles. The Dealer Sales Executive, who is the first interaction medium with the Maruti customer when the customer  walks in Maruti showroom, is trained on greeting etiquettes. Maruti has proper customer complain handling cell under the CRM department. The Maruti call center is another effort which brings Maruti closer to its customer. Their Market Research department remains on its toes to study the changing consumer behaviour and market needs.Maruti enjoys seventy percent repeat buyers which further bolsters their claim of being customer friendly. Maruti is investing a lot of money and effort in building customer loyalty programmes.

V. COMMITTED TO MOTORIZING INDIA

Maruti is committed to motorizing India. Maruti is right now working towards making things simple for Indian consumers to upgrade from two-wheelers to the car. Towards this end, Maruti partnerships with State Bank of India and its Associate Banks took organized finance to small towns to enable people to buy Maruti cars. Rs. 2599 scheme was one of the outcomes of this effort.

Maruti expects the compact cars, which currently constitute around 80% of the market, to be the engine of growth in the future. Robust economic growth, favorable regulatory framework, affordable finance and improvements in infrastructure favor growth of the passenger vehicles segment. The low penetration levels at 7 per thousand and rising income levels will augur well for the auto industry.

Maruti is busy fine-tuning another innovation. While researching they found that rural people had strange notions about a car – that the EMI (equated monthly instalments) would range between Rs 4,000 and Rs 5,000. That, plus another Rs 1,500-2,000 for monthly maintenance, another Rs 1,000 for fuel (would be the cost of using the car). To counter that apprehension, the company is working on a novel idea. Control over the fuel bill is in the consumer’s hands. But, maintenance need not be. Says Khattar: “What the company is doing now is saying how much you spend on fuel is in your hands anyway. As far as the maintenance cost is concerned, if you want it that way, we will charge a little extra in the EMI and offer free maintenance.”

VI. DISINVESTMENT AND IPO OF MARUTI UDYOG LIMITED

It was a long and tough journey, but a rewarding one at the end. A reward worth Rs 2,424 crore, making it the biggest privatization in India till date. The size of Maruti’s sell- off deal is proof of its success. On the investment of Rs 66 crore it made in 1982, when Maruti Udyog Limited (MUL) was formally set up, the sale represents a staggering return of 35 times The best part of the deal is the Rs 1,000 crore control premium the Government has been able to extract from Suzuki Motor Corporation for relinquishing its hold over India’s largest car company. Now looking at the strategy point of it – for Suzuki, of course, complete control of MUL means a lot. Maruti is its most profitable and the largest car company outside Japan. Suzuki will now be in the driver’s seat and will not have to mind the whims and fancies of ministers and bureaucrats. “Decisions will now become quicker. The response to changing market conditions and technological needs will be faster,” says Jagdish Khattar, managing director, MUL. After the disinvestment Suzuki became the decision maker at MUL. They flowed fund in India for the major revamp in MUL. Quoting from the report that appeared in The Economic Times, 4th April 2005, -

The Indian car giant Maruti Udyog Limited has finalized its two mega investment plans — a new car plant and an engine and transmission manufacturing plant. Both the projects will be implemented by two different companies. At its meeting the company’s board approved a total investment of Rs3,271.9 crore for these two ventures, which will be located in Haryana.

The above signifies when GOI was a major stakeholder in the MUL strategies which lead to investment have had a bureaucracy factor in it but after the disinvestment strategy followed is a TOP DOWN approach with a fast implementation.

Suzuki’s proposed two-wheeler facility in India, would start making motorcycles and scooters by the end of 2005 through a joint venture, in which Maruti has 51 per cent stake. The two-wheeler unit will have a capacity of 250,000 units a year.

The disinvestment followed by IPO gives the insight in the fact that now all the strategic decisions are taken by Maruti Suzuki Corporation. Disinvestment had helped by removing the red tape and bureaucracy factor from its strategic decision making process.

VII. REALISATION OF IMPORTANCE OF VEHICLE MAINTENANCE SERVICES MARKET

In the old days, the company’s operations could be boiled down to a simple three-box flowchart. Components came from the ‘vendors’ to the ‘factory’ where they were assembled and then sent out to the ‘dealers’. In this scheme, you know where the company’s revenues come from. The new scheme is more complicated. It revolves around the total lifetime value of a car.

Work on this began in 1999, when a MUL team, wondering about new revenue streams, traveled across the world. Says R.S. Kalsi, general manager (new business), MUL: “While car companies were moving from products to services, trying to capture more of the total lifetime value of a car, MUL was just making and selling cars.” If a buyer spends Rs 100 on a car during its entire life, one-third of that is spent on its purchase. Another third went into fuel. And the final third went into maintenance. Earlier, Maruti was getting only the first one-third of the overall stream. As the Indian market matured, customers began to change cars faster. Says Kalsi: “So the question was, if a car is going to see three users in, say, a life span of 10 years, how can I make sure that it comes back to me each time it changes hands ? So Maruti has changed gears to take a big share of this final one-third spent on maintenance. Maintenance market has a huge market potential. Even after having fifty lakh vehicles on road Maruti is only catering to approximately 20000 vehicles through its service stations everyday.

For this they are conducting free service workshops to encourage consumers to come to their service stations. Maruti has increased its authorized service stations to 1567 across 1036 cities. Every regional office is having a separate services and maintenance department which look after the growth of this revenue stream.

VIII. PLAYING ON COST LEADERSHIP

Maruti is the price dictator in Indian automobile industry. It’s the low cost provider of car. The lowest car on road is from Maruti stable i.e. Maruti 800. Maruti achieves this through continuous improvements in operational efficiency and productivity.

The company has set itself (and its vendors) the target of a 50% improvement in productivity and a 30% reduction in costs in three years. The ability to keep lowering the prices sets Maruti apart from other players in the league. Maruti spread the overheads over a larger base.

The impressive sales and profits were the result of major efforts within the company. Maruti also increased focus on vendor management. Maruti consolidated its vendor base. This has provided its vendors with higher volumes and higher efficiencies. Maruti does that by working with vendors, assuring them that for every drop in price, volumes will go up. Maruti is now encouraging its vendors to develop R&D capability for specialized components. Based upon such activities, product competitiveness in the market will further increase.

Maruti also made strides in applying IT to manufacturing. A new Vehicle Tracking System improved efficiency on the shop floor and enhanced quality control. The e Nagare system, adopted from Suzuki Motor Corporation, smoothened Maruti’s Just In Time operations.

C) MAJOR FUTURE STRATEGIES

I. PHASING OUT ZEN IN 2007

The launch of Swift and phasing out Zen is a strategic move. Alto was launched keeping in mind that it will take over Maruti 800 market in future. Perhaps being the flagship product phasing out of Maruti 800 faced lots of resistance from dealers all over. Another reason behind not phasing out Maruti 800 was the fear of brand shift of customers to other competitor’s product. Swift was launched in May, 2005 in the price band starting from 4 lacs. Before launch of Swift Maruti management had decided that they will phase out Zen since it had already came up with two modifications. The major reason behind this decision was cannibalization of Wagon R and Swift due to overlapping of price band. It is a rational decision to kill a product before it starts facing the decline stage in product cycle. Maruti is offering Rs. 3000.00 more margins to dealer on the sale of Wagon-R as compared to Zen. This is to let dealer push Wagon R instead of Zen.

II. MARUTI PLANS FOR A BIG DIESEL FORAY

The new car manufacturing company, called Maruti Suzuki Automobiles India Limited, will be a joint venture between Maruti Udyog and Suzuki Motor Corporation holding a 70 per cent and 30 per cent stake respectively.  The Rs1,524.2 crore plant will have a capacity to roll out 1 lakh cars per year with a capacity to scale up to 2.5 lakh units per annum. The new car manufacturing plant will begin commercial production by the end of 2006.

Maruti would set up a diesel engine plant at Gurgaon in line with its plan to become a major player in diesel vehicles in a couple of years. This has been done in the wake of major competition from Tata Indica and meets the growing demand of diesel cars in India. While the annual growth in the diesel segment was 13 per cent in the last three years, it was 19-20 per cent in the first quarter (April-June) of the current fiscal. Maruti has currently an insignificant presence in diesel vehicle. It will manufacture new generation CRDI (common rail direct injection) engines in collaboration with Fiat-GM Opel and engines will be of 1200 cc. The plant with a capacity to produce one lakh diesel engines would be operational in 2006. At present, Peugeot of France, supplies diesel engines for Maruti’s Zen and mid-sized Esteem models. This will further reduce the imported component in Maruti vehicles, making them more competitive in the Indian market. 

III. MARUTI PLANS FOR A NEW ENGINE AND TRANSMISSION PLANT

The engine and the transmission plant will be owned by Suzuki Powertrain India Limited in which Suzuki Motor Corporation would hold 51 per cent stake and Maruti Udyog holding the balance. The ultimate total plant capacity would be three lakh diesel engines. However, the initial production would be 1 lakh diesel engines, 20,000 petrol engines and 1.4 lakh transmission assemblies. Investment in this facility will be Rs.1,747.7 crore. The commercial production will start by the end of 2006.

IV. INDIA AS EXPORT HUB FOR MARUTI

Three years back as an experiment, based on the increasing design capabilities of suppliers in countries like India, McKinsey did an exercise to figure out just how much money could be saved if automobiles were to be made in overseas locations like India, Mexico and South Africa – an automobile BPO, so to speak. The result was staggering: the industry stands to gain $ 150 billion annually in cost savings, and an additional $ 170 billion annually in new revenues once demand shoots up following the drop in prices, and the combination of which means a 25 per cent increase in existing revenue levels.

According to the study, over 90 per cent of automobiles today are sold in the countries they are made in, so there’s a lot of money to be made by shifting the production overseas. Till recently, just 100,000 cars produced in low-cost countries were exported to high-cost ones – presumably this figure is going up now that Altos from Maruti, Santros from Hyundai, Indicas from Tata Motors, and Ikons from Ford, among others, are being regularly exported out of India.

Yet, as McKinsey points out, since it just costs $ 500 and just three weeks (and both figures are falling) to ship out a car to anywhere in the world, why produce cars in high-wage islands? If a car was produced in India instead of in Japan, the study says, it will cost 22-23 per cent less, after factoring in higher import duties for components/steel, lower levels of automation, and transport costs.

In August, 2003 Maruti crossed a milestone of exporting 300,000 vehicles since its first export in 1986. Europe is the largest destination of Maruti’s exports and coincidentally after the first commercial shipment of 480 units to Hungary in 1987, the 300,00 mark was crossed by the shipment of 571 units to the same country. The top ten destination of the cumulative exports have been Netherlands, Italy, Germany, Chile, U.K., Hungary, Nepal, Greece, France and Poland in that order.

The Alto, which meets the Euro-3 norms, has been very popular in Europe where a landmark 200,000 vehicle were exported till March 2003. Even in the highly developed and competitive markets of Netherlands, UK, Germany, France and Italy Maruti vehicles have made a mark. Though the main market for the Maruti vehicles is Europe, where it is selling over 70% of its exported quantity, it is exporting in over 70 countries.

Maruti has entered some unconventional markets like Angola, Benin, Djibouti, Ethiopia, Morocco, Uganda, Chile, Costa Rica and El Salvador. The Middle-East region has also opened up and is showing good potential for growth. Some markets in this region where Maruti is, are Saudi Arabia, Kuwait, Bahrain, Qatar and UAE.

The markets outside of Europe that have large quantities, in the current year, are Algeria, Saudi Arabia, Srilanka and Bangladesh. Maruti exported more than 51,000 vehicles in 2003-04 which was 59% higher than last year. In the financial year 2003-04 Maruti exports contributed to more than 10% of total Maruti sales.

V. MARUTI EMERGING AS R&D HUB FOR SUZUKI MOTOR CORPORATION

Japanese auto major Suzuki is all set to convert Maruti Udyog Ltd’s research and development (R&D) facility as its Asia hub by 2007 for the design and development of new compact cars, according to a top official of the firm. The country’s leading car manufacturer will make substantial investments to upgrade its research and development centre at Gurgaon in Haryana for executing design and development projects for Suzuki. This includes localisation, modernisation and greater use of composite technologies in upcoming models.

The company will be hiring more software engineers and technocrats to handle Suzuki’s R&D projects. Investment would be more in terms of manpower than in infrastructure, which is already in place. Apart from working on innovative features, the R&D teams will focus on latest technologies using CAD-CAM tools to roll out new models that will meet the needs of MUL’s diverse customers in the future.

The reasons as to why it can be good for R&D is that

Ø  Firstly the cost involved in R&D and infrastructure is low in India as compared to other countries. Also the technical skills are abundantly available; again at a cheaper cost.

Ø  Secondly, India is growing as an export hub along with the Indian market growing aggressively into becoming an attractive one for investors.

Ø  Thirdly, Suzuki’s investment in India, is also important as it has completely divested now as a result MUL will now become a 100% subsidiary of Suzuki in the coming year.

KEY SUCCESS FACTORS

(1)The Quality Advantage

Maruti Suzuki owners experience fewer problems with their vehicles than any other car manufacturer in India (J.D. Power IQS Study 2004). The Alto was chosen No.1 in the premium compact car segment and the Esteem in the entry level mid – size car segment across 9 parameters.

(2)A Buying Experience Like No Other

Maruti Suzuki has a sales network of 307 state-of -the-art showrooms across 189 cities, with a workforce of over 6000 trained sales personnel to guide MUL customers in finding the right car.

(3)Quality Service Across 1036 Cities

In the J.D. Power CSI Study 2004, Maruti Suzuki scored the highest across all 7 parameters: least problems experienced with vehicle serviced, highest service quality, best in-service experience, best service delivery, best service advisor experience, most user-friendly service and best service initiation experience.

92% of Maruti Suzuki owners feel that work gets done right the first time during service. The J.D. Power CSI study 2004 also reveals that 97% of Maruti Suzuki owners would probably recommend the same make of vehicle, while 90% owners would probably repurchase the same make of vehicle.

(4)One Stop Shop

At Maruti Suzuki, customers will find all car related needs met under one roof. Whether it is easy finance, insurance, fleet management services, exchange- Maruti Suzuki is set to provide a single-window solution for all car related needs.

(5) The Low Cost Maintenance Advantage

The acquisition cost is unfortunately not the only cost customers face when buying a car. Although a car may be affordable to buy, it may not necessarily be affordable to maintain, as some of its regularly used spare parts may be priced quite steeply. Not so in the case of a Maruti Suzuki. It is in the economy segment that the affordability of spares is most competitive, and it is here where Maruti Suzuki shines.

(6)Lowest Cost of Ownership

The highest satisfaction ratings with regard to cost of ownership among all models are all Maruti Suzuki vehicles: Zen, Wagon R, Esteem, Maruti 800, Alto and Omni.

(7) Technological Advantage

It has introduced the superior 16 * 4 Hypertech engines across the entire Maruti Suzuki range. This new technology harnesses the power of a brainy 16-bit computer to a fuel-efficient 4-valve engine to create optimum engine delivery. This means every Maruti Suzuki owner gets the ideal combination of power and performance from his car.

FUTURE CHALLENGES

Ø  Maruti has always been identified as a traditional carmaker producing value-for-money cars and right now the biggest hurdle Maruti is facing is to shed this image. Maruti wants to change it for a more aggressive image. Maruti Baleno has failed due to one of the major reasons being that customers could not identify Maruti with a car as sophisticated as Maruti Baleno. Maruti is looking forward to bring about a perception change about the company and its cars. Maruti started the exercise with the new-look Zen, and Suzuki’s decision to pick India as one of the first markets for this radically different-looking car gave this endeavor a new thrust. Maruti has also changed its logo at the front grill. It has replaced the traditional Maruti logo on grill ‘stylish ‘M’ with S’. The major thrust in the facelift endeavour is with the launch of 1.3 litre Swift. It’s a style statement from Maruti to Indian market.

Ø  The next threat Maruti faces is the growing competition in compact cars. Companies like Toyota, Ford, Honda and Fiat are planning to come out with small segment cars in near future.Ford is launching Focus and Fiesta, GM is launching Aveo in 2006, Chevrolet is launching Spark in 2006, Hyundai is launching its new compact car in 2006, Honda is launching Jazz in 2006, GM is has reduced prices of its Corsa, Fiat is coming up with Panda and new Fiat Palio, Skoda is launching Fabia. All this will pose a major threat to Maruti leadership in compact cars.

Ø  New emission norms like Bharat Stage 3 which has come into effect from April 2005 has increased car prices by Rs.20000 and Bharat Stage 4 which is coming into force in 2007 will contribute in increasing car prices further. This could be of concern to Maruti which is low cost provider of passenger cars.

Ø  Rise in petrol prices and growing popularity of other substitute fuels like CNG will be another threat to Maruti. There is also a threat to Suzuki from R&D investment by Toyota and Honda in Hybrid cars. Hybrid cars could run on both petrol and gaseous fuels.

Ø  There is a threat to Maruti models ageing. Maruti models like Maruti 800 which is in market for the last twenty years and others like Zen and Esteem which have also entered the decline phase are the other threats. Maruti is planning phasing out Zen in 2007 and there were rumors of phasing out Maruti 800 also. This all makes Suzuki to replace these brands with new launches . As Swift and Wagon R are replacing the Zen market. Maruti will have to keep on making modifications in its present models or its models will face extinction.

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HT Distribution and Power Transformer Design Software

This transformer design software can get you the design parameters along with CAD developed images of different transformer & core assembly parts dynamically. This CAD feature helps you to confirm and check the authenticity of computer generated design parameters. Design oil filled & dry type transformers with one software. More over this software can also be customized as per your requirements.

How does transformer design software work?

1 – Just enter the KVA rating, Impedance, NLL (No Load Losses), LS (Load Losses), select the flux density and press the “Auto mode”. Within seconds you get various design outputs just showing you the core and copper weights depending upon the entered impedance value. Select any set of values as per your preferred tolerance and you get the complete design data of the distribution or power transformer (clearances and certain other values are added as default values but you can change as per your requirements),

2 – Still you have the “Manual” mode to change and fine tune your design as per your requirement (if desired),

3 – Change no. of HV coils/discs per limb, size of HV/LV conductor(s) – both round conductor and strip size, no. of parallel LV conductors,

4 – You can reset various clearances, change current density, conductor insulation as per your requirement and client specifications,

5 – Select HV winding type – Cross Over to Disc winding and vice -a – versa,

6 – Tapping details for OLTC and Off Load Tap Changer upto 25 steps. Enter any + step value through – step @ any % step value,

7 – You get values of Axial and radial forces developed in the windings during short circuits, temp gradients for HV and LV, Thermal Time Constant and ability to withstand shortcircuits with winding temperature rise,

8 – Pressed Steel Radiator (PSR) data calculation added you get automatic fixing dimensions of radiators – section width, CD and no. of fins. Options to select 226, 300 and 560 width sections. Tank drawing details are generated automatically.

9 – Feature added to get winding data for an old transformer

10 – GTP (Guaranteed Technical Particulars), Core details, core & winding assembly details, estimation and costing sheets are generated in the ‘Word Format’ for easy access, printing and sending the same via email to clients for approval, in house departments like design, QC, purchase, estimation, production, despatch. So this distribution and power transformer design software saves time, energy and revenue. A must key tool for transformer design and training professionals and engineering students.

Benefit – Transformer Design Software

This is a key tool for design and training professionals, engineering students. This gives instant results i.e., output parameters such as winding data details, core design, tank design, etc.,. for a very few input values. Even a change in one input value can change the values of all output design parameters, so fast study and results are possible with this transformer design software. You can prepare design sheets for a range of ratings and specifications and study the same to finalize one with best results. This helps you in deciding to select a design for high efficiency and low losse. Design sheets can be sent to various in house departments for study, reference and approvals. If a design engineer requires the design sheet to study the various parametres of a transformer then a purchage engineer will reguire the same design sheet with bill of materials for procurement of raw material to manufacture the transformer. A production engineer will require the same design sheet to get ready to manufacture the subject transformer in his/her plant and set the available resources and working staff to best utilise them. Engineering professionals and engineering students will requier this software as an latest study material and tool for them to easily and quickly undersand the transformer design process.

This software is developed for the engineers with an aim to get high productivity and easy to learn features, with full documentation that includes extensive information on machine theory and design. Machine design with this simulation is interactive and fast. However, this software does not do the engineer’s job. It is simply a specialized calculating tool to assist the design engineers with initial sizing and preliminary design of a transformer by providing a simple intuitive interface and quick simulation.

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Softbit provides CAD/CAM software packages for Electrical Machine Design, Industrial Automation products such as Remote Data Logger. Company aims to satisfy the current and future needs of its valued clients. We strive for customer’s satisfaction; our aim is technology dedication & continual improvements. http://www.softbitonline.com/ Power transformer design

FMEA Analysis? What is that?

FMEA stands for Failure Mode and Effects Analysis. Not that FMEA analysis has much to do with CNC, but you might come across it in your CAD studies. I will cover FMEA very briefly here. FMEA has really risen to power and prominence over the last few years because of software advancements and computing power increases. To sum up FMEA quickly, you are trying to find where and why some thing would fail or break before it actually does.

FMEA is a risk assessment technique for identifying possible failures in a system, part, assembly, process, etc. The Failure Mode part of FMEA are the ways, or modes, in which something might fail. Failures are any errors or defects that can be potential or actual. The Effects analysis of FMEA refers to studying the consequences of those failures.

CAD Software Price Points

I consider there to be a few different price points in the CAD Software Market. These can be categorized as hobby or professional price points. This is usually a good break as well in the features a program offers. Here is a quick run down.

Hobby CAD Software
Could possibly be free
$0-$500 price point
Could be 2D, 2.5D or 3D capable, usually 2D or 2.5D
Stand alone licenses
Meant for ease of user interface
Probably missing some advanced tools

Professional CAD Software
$500-$10,000 price point
2D, 2.5D and 3D capable
Network version that let multiple designers interact
Different modules or plug-ins like FMEA
Full featured, most every type of tool is available

Examples of Commercial CAD Software Programs
AutoCAD
Turbo CAD
IntelliCAD
Pro/Engineer
CAD Pro
Alibris
Solidworks
QuickCAD
Rhino3D

Before you buy you should really check out all the options. There are many types of software and each one is a bit different. You need to look over the advantages and disadvantages and then make the tough call.

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Ivan Irons runs http://www.cncinformation.com/CNCBlog/ Get cnc, design 3d cad, free auto cad block.

Just when the U.S. and Europe can’t seem to give away cars…China can’t get enough of them in lately! In many cases, there’s a three week to TWO MONTH waiting list!

Auto manufacturers like Hyundai and Honda are getting a huge boost as they hold some of the most popular cars in China (the Elantra and CR-V, respectively).

Why all the demand all of the sudden? It’s a combination of things: Chinese tax cuts, an economic rebound and subsidies. While auto manufacturers had factored in a 5% increase in sales…in reality they got a 14% increase in sales (almost triple expectations)!

How does this compare with where we were a year ago? Sales in China are up 47% from that point. Wow!

Obviously, if there is such a ‘hot demand” for cars in “highly populated China”, then this will eventually take a toll on oil and gas supplies once again. Therefore, this will continue to put pressure on these commodities, longer term.

So how does that work into currencies? It will help the countries that are major oil exporters, like Canada. So the Canadian dollar will be a huge beneficiary of actions like these from the Chinese. Thus, one could sell short the USD/CAD pair or buy the CAD/JPY pair at good technical entries on the charts and stand a great chance at a longer term trade (for as long as Chinese demand for cars continues).

USD/CAD enters into a long-term downtrend!

Now here’s another story, just unfolding that will aid another currency. Let’s delve into it.

Recently, China had thought that it had ensured some stakes in Rio Tinto ( a huge iron ore miner). However, that deal  just fell through. Therefore, what will be China’s course of action going forward? They stated it yesterday.

They plan on accelerating their investments into iron ore projects in Australia, one of the world’s largest exporters of iron ore. This way, they can still ensure that they get their hands on the iron ore that they need for their rapidly expanding economy.

China has already been successful in forging deals with Australia’s junior miners, so they should have no problem making these new investments and assuring themselves of the iron ore supplies that they so desperately need.

In fact, it’s estimated that China may invest roughly $500 billion on foreign resource investments over the next eight years.

As you can see, these are no small sums we’re talking about here. In fact, China is the world’s biggest buyer of iron ore.

These huge investments into Australia and the demand for their iron ore will ensure a great profit stream for them and boost their economy. So Australia will get to ride on the coat tails of China’s recovery once again.

This will continue to be supportive of the Aussie dollar (AUD/USD, in particular).  So looking for a good technical entry on the charts to buy could be in order here as well. Again, this is no short term dynamic either. So this will help the Aussie dollar for some time to come overall.

AUD/USD is in a nice uptrend!

 The Bottom Line: Therefore, look to be a buyer of the Aussie and Canadian dollars as the demand from China helps to fuel growth & profits in Canada and Australia!

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Sean Hyman
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When designing your new kitchen no longer do you have to rely on pen and paper instead there are a number of different kitchen design software programs that you could easily utilize. These software programs allow you to design your own kitchen in the comfort of your own home and then provide you with a virtual look of how the completed project will be.

Many of the kitchen design software programs that are now available allow you to add colour, lighting, furniture and anything that you need to design what you would like. Also the best part about these programs is that they usually have catalog products from manufacturers and designers which you are able to choose from and include in your design. There is in fact some software programs which have been particularly made for designing kitchens with such as 20-20 Design, Kitchen Design Software and AutoKitchen Pro.

However 20-20 Design is now recognized worldwide and this program allows you full colour, three dimensional and photo like renderings and which allows designers to achieve realistic kitchen environments from every angle possible with the added possibility to zoom in on any section of the kitchen that they want.

The benefit of having a kitchen design software program is that you lets you plan and design your kitchen before you begin building it. Such software will let you choose the type of kitchen furniture, fittings and fixtures (sinks etc.,) as well as flooring that you may require for your kitchen. The benefit also allows the user of the program to be able to visualize the kitchen before the building process begins.

Another good software program to consider is AutoKitchen Pro which is a stand alone program and includes the Auto CAD OEM engine. This software includes universal cabinet catalogs along with a catalog editor which allows you to make alterations to the height, materials, cabinet frames and other features of any cabinets that you are interested in. This software programs has over 150 cabinet door styles as well as more than 100 knobs and handles in it.

With any kitchen design software that you use it is meant to give you an idea of how your kitchen will look if you were to choose a certain colour, fittings and appliances. Plus it saves you money as you will be able to see what the finished kitchen will look like prior to you actually building it. You can avoid costly mistakes that you might make if you were to try to piece the kitchen together as you go. Even for the smallest of kitchen jobs, planning ahead of time can really save you and can insure you get a kitchen that looks exactly the way you want it to.

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Lee Dobbins writes about Kitchen Decorating and design, visit http://www.a-kitchen-decorating-idea.com for more kitchen decorating tips.

Selling gold online in Canada is a new movement to let the world know that Canada is a very active player in the gold market. With many factories and many business throughout the world failing every day, now is the time to shake the dust off of your old gold. Selling gold online in Canada gives you the opportunity to get top dollars for your gold. Gold in Canada at this time is selling for CAD $1029.30. Canada has always been a leading center for trading of gold since the middle 1800s.
Selling gold online in Canada can be accomplished through respectable companies such as Dollars4Gold.ca. Dollars4Gold.ca will send you an insured, pre-paid, secure, tear resistant envelope to send your gold, silver, platinum, palladium and other metal jewelry to them. Once your gold, and other precious metals are weighted, and evaluated your will receive a check. If you do not agree with the amount in the check, you can just send it back to receive a full refund. Dollars4Gold.ca is the largest precious metal refinery in North America. Selling gold online in Canada has never been easier than it is at this time.
The bankruptcy of GM and the financial trouble of Ford, and Chrysler have done damage to countries other than just the United States. Windsor, Ontario, Canada has been hurt just as much as Detroit by the auto problems we are facing at this time. With no light at the end of the tunnel shining through for the auto business, now would be a great time to sell your gold, and other precious metals. Selling gold online in Canada can pay your mortgage, or help with your late car payments, or any other financial need you have.
Gold is at an all time high, but there is no guarantee what tomorrow will bring. The prices for gold may fall right through the bottom of the bucket. Selling gold online in Canada today is the answer to your financial needs. Many fortunes have been lost over night, when people were hesitating, when they should have been moving. Selling gold online in Canada is a secure, rewarding way to put your precious metals to work for you today. So contact http://en.dollars4gold.ca today to start selling gold online in Canada today.

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I know using solid works i can do a extrusion like this i just want to know if auto cad can…well the 06 version

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Peter Jones writes reviews on Selling gold online in Canada. For more information on cash for gold;please visit dollars4gold.ca.

Having the pleasing and convenient environment inside your car can do wonders when it comes to expect greater fun, comfort, and thrill inside your car. Only the reliable seat covers such as Velour seat covers can provide such a look and feel to your seats.

There is a wide range of hazards and abuses that cause harm to your original upholstery. Friction, dirt, heat, sun, water, beverages etc. make your upholstery dirty and ugly. Pets and kids also leave dirty claws on the seats. As a result, if left unprotected, your seats will become discolored and ugly.

When it comes to prevent hazards and protect your original upholstery, it’s necessary that you get custom-fit seat covers. The custom made seat covers are especially prepared accessories. Designed keeping the specifications of your vehicle, the velour seat covers provide perfect fitting and complete covering. Velour seat covers are especially prepared auto accessories.

Apart from preventing hazards and abuses, the reliable seat covers embrace all the contours of your seats and don’t curl or bunch making your seats comfortable and interiors elegant and convenient.  With three layered construction, the Velour seat covers display the amazing combination of comfort, strength and elegance. With superb elasticity and strength and luxurious and rich velvety look, velour seat covers provide adequate protection and pleasing interiors.

The custom tailored seat covers are prepared using latest CAD/CAM technologies and reliable velour material. Available in multiple colors and patterns, the effective auto accessories come in an ‘all inclusive’ set – armrest, headrest, console, airbags, and other seat provisions.

Velour seat covers provide the excellent opportunity to personalize the theme inside your vehicle. Available for wide range of car makes and models, the car seat covers are considered best for high end luxury cars. So, whether you want jeep seat covers or SUV seat covers, indoor seat covers or custom seat covers of any car make and brand, get the best auto accessories and make your interiors elegant and seat soft and comfortable with Velour seat covers.

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Article written by Shane Watson. Here you will get all the details you need on custom seat covers and you can also find the best info on Seat Covers.