INTRODUCTION Organisations in the world today build on business processes and functions. The highly competitive industries build on several strategies to survive and compete. The relaxation of trade barriers by most countries has opened a new business arena on a global scale and organisations in the current world compete locally and internationally though physically not present internationally. This report is constructed to critically evaluate the decision of Hero Motor Corp Ltd to launch a new product and its implications on the organisation’s various functional areas and its resources. Business processes are a group of interconnected activities which create a value by altering an input into an output that is more valuable. Business processes include management process, operational process and supporting processes. Each of these processes has significant importance in the overall performance of an organisation. Management processes include building strategy and decision making, operational processes include core business functions, supply chain management, sales, marketing, manufacturing and purchasing etc. Supporting processes on the other side include technical support, human resource management, accounting and Research and development etc. Considering the nature of business chosen in creating this report, all the business processes and functions mentioned above fall in place. (Monk & Wagner, 2007) Business processes have sub processes by which they are affected. This report also focuses on various contemporary issues such as the effect of globalisation, market trends, sustainability and risk management. Managers in organisations have the advantage of looking at their businesses through the customers’ perspective with business processes. For example, Dell computers adapted online customization of products. A customer chooses the configuration he desires and purchases online. On a larger note, the organisation understands what customers need. The company works on a build to order basis. The company also has the ability to classify its customers based on geographical locations, age, gender etcetera, to understand their customers’ needs through this process. Having introduced the scenario of business functions and processes, a detailed study and understanding is made on the company, the product it is trying to launch. Furthermore in this report, individual functions that constitute the organisation are identified and how these functions are integrated across the company with respect to the decision of launching a new product is made. COMPANY OVERVIEW AND PRODUCT – HERO MOTORCORP The organisation chosen for this report is Hero Motor Corp Ltd. Hero Motor Corp Ltd is an Indian Automobile company which was formerly known as Hero Honda Motors Ltd. Hero and Honda collaborated and operated in India for more than two decades after they decided to 1|Page find ways apart and operate in India individually. Hero motor Corp Ltd is the world’s largest two wheeler manufacturer. It is located in India. The organisation also boasts to be the No 1 in the world in terms of unit sales per annum. Hero Motor Corp Ltd sells its products in three different forms such as direct selling through website, corporate sales and merchandizing. Hero Motor Corp Ltd currently has 16 products in the two wheeler market in India and plans to launch a new motorcycle in the market. The name of the product is Hero – Impulse. Hero Impulse falls into the category of 150 cc vehicles which is a high end product in Indian markets. The vehicle has a high end ATFT engine and is targeted to customers who fancy terrain riding. It also has various other high end technology based attribute which add value to the vehicle. The vehicle is priced at INR 78,300 which is approximately GBP 900. The vehicle categorises itself into an affordable price segment in India. Hero Motor Corp Ltd works on the strategy of exploring global opportunities, improving operational efficiency and aggressive expansion to reach its customers. The organisation invests heavily on brand building and expansion to satisfy its customers and its shareholders. (Company profile, 2012) AUTOMOBILE INDUSTRY -2 WHEELER IN INDIA GDP/Economy/Purchasing Power Automobile Industry in India is one of the largest and fast selling industries in India. India is a country where maximum transport is run on two wheelers and public transport. Economically and demographically the automotive industry is positioned ideally for growth considering the domestic demand and the export opportunities. India’s working age populations has tremendously increased over the last two decades which creates high purchasing power among all classes of people. The drastic development in technology, services, distribution networks and manufacturing facilities has given better access to this industry in India. The economy of India has grown at 9 per cent average over the last five years and is predicted to be the same in the coming future. With the increase in economy and the increase in employment every year in India, more and more people are expected to afford vehicles in the future. The graphs below gives an insight into the GDP growth of India and the projected purchase power of vehicles by Indian customers. 2|Page Figure 1 (Source: KPMG: Indian Automobile Industry, Evolving Dynamics (2010)) The graph clearly explains the annual passenger vehicle volumes against the GDP growth in India. Similarly the growth in the population with high income levels can be seen in the graphs below: Figure 2: (Source: KPMG: Indian Automobile Industry, Evolving Dynamics (2010)) From the above two graphs it can be clearly understood that there has been a rise in the income of average Indian and the purchasing power has drastically increased in Indian markets. The automobile industry in India has seen interesting changes over the last decade. A decade filled with recession has caused major companies in India a considerable loss in sales, but, the rise in demand from Indian buyers and the rise in purchasing power has stabilized this equation. The domestic volume of sales in the years 2009 – 10 can be seen in the graphs below: 3|Page Figure 3 (Source: KPMG: Indian Automobile Industry, Evolving Dynamics (2010)) The graph clearly explains the percentage growth of vehicles purchased in 2009 – 10 out of which 76 per cent constitute the two wheelers segment. This shows a great factor of demand in the market as well as a great opportunity for companies to launch new products. Although the growth in demand exists, the automobile industry in India finds it difficult to place a strategy due to high competition and other external factors such as lack of infrastructure, roads, and transport etcetera. ANSOFF’S MATRIX: In this section Ansoff’s matrix is used to understand the current position of the company in launching a new product and developing a strategy based on it. Ansoff’s matrix is a major advantage for organisations to understand the current strategic position and evaluate the competitiveness of the organisation. Below is a diagram illustrating the Ansoff’s matrix. 4|Page Figure 4 (Source: Ansoff’s Matrix, 1948) The above chart distinguishes the newness of the product and newness of market. The product that falls in each of these columns can be distinguished and a strategy can be developed in order to reach its customers effectively. The product chosen in this research falls under the category of new product and same market which has 8 times higher risk strategy than selling its products (existing) in existing markets. The advantage of using this matrix is that a graphical representation helps in identifying the products position in the market thereby understanding the complexity involved in making a decision towards building a strategy. However, the external factors do not account in this matrix. Individual functions that constitute the organisation are therefore identified and the necessity to integrate these functions across the organisation is justified in this report. The strategic decision making in launching a new product in an existing market requires heavy research and development and involves identifying the target market and placing the product at the right moment. To do so and to attain maximum success, the internal organisational functions have to be aligned based on the strategy developed. Organisations face difficulty in doing so due to many external and internal factors and it takes a strong strategy to overcome these difficulties. In the modern era of unconventional marketing strategies, extreme customer centric, high globalisation and competition it is important to assess the organisations capability and therefore draw a line on the sustainability of the organisation. FOCUS ON CUSTOMERS: CRM Customer relationship management is one of the key business processes that define the success of an organisation. Maintaining customer relationship is being perceived as a strategy which is process oriented and that which creates a value for both the seller and the buyer. (Lambert, 2010) Management teams of organisations identify key customers who are highly valued and are targeted as a part of the organisation’s key business strategy. The customers potential is evaluated before a set of customers are targeted for profits. To maintain and strengthen this bond for more sales or ultimately success for the new product launched, organisations should make sure that all its corporate functions actively participate and cooperate with each other to attain success. (Ryals and Knox, 2001) FUNCTIONAL AREAS AND RESOURCES THAT WILL BE AFFECTED BY THE DECISION: (CONSIDERING globalisation / Competition / sustainability / risk management) Below is the list of functional areas and resources identified which will be affected by the decision of Hero Motor Corp to launch a new product in the market. These functional areas have to be integrated with respect to the focus on customers. A. Operations Management B. Sales and Marketing 5|Page C. Post-Sale Service The importance of integrating these business functions is to clearly automate the entire organisation into one functional unit. All these functional business units have significant importance individually. The decision of launching a new product into the market by the company has substantial effect on all the business areas and functions of the organisation. The effect of this change and the ways of attaining a competitive advantage are discussed in this part of the report. Additionally the issues relating to the strategies implemented and the ways to control them are discussed in this section. A. Operations management a. Supply chain management b. Operations Strategy (accessories and parts sale / inventory control management / purchasing management / warehouse management) c. human resource management d. Financial management The above listed factors constitute the operations management business function and play a key role in defining strategy for the new product. The new product launched by Hero Motor Corp – Hero Impulse – is targeted to the market that it already exists. However the product is entirely new and has high risk in defining strategy. Therefore the functions are understood and integrated with each other. Having understood the growth in India in automobile industry and the removal of trade barriers, Hero Motor Corp Ltd has the opportunity to expand its supply chain overseas and spread its wings across many other countries in doing its business operations. The implications of these changes and the aggressive approach of Indian automobile industries introduce a new approach to engineering and or manufacturing its products. Rapid development of supply chain management enhances organisational performance and reduces the time for an organisation to reach its customers. Hero Motor Corp Ltd has majority of its suppliers placed across China, South Korea and India. The design, initiative, planning and management of a new product takes a considerable amount of time and it is important for organisations to make this in less time to beat competition. (Saad and Patel, 2006) More and more organisations in India tend to develop a comprehensive supply chain system and then link it to the organisation’s strategy. The requirement of the organisation is taken into account when formulating a strategy in developing a supply chain system. (Sahay and Mohan, 2003) Similarly according to Chopra et al (2007), “A company’s competitive strategy defines, relative to its competitors, the set of customer needs that it seeks to satisfy through its products and services.” 6|Page Figure 5: Self-explanatory - relationship between SCS – Competitive strategy performance Supply chain management has an effect both internally and externally for Hero Motor Corp Ltd. When developing a strategy, Hero Motor Corp should place the idea of building strategy in bias to the external and internal environments. In order to achieve a competitive edge over competitors it is important to create a strategic fit between supply chain management and competitive strategy. Based on the above strategy, identifying a competitive strategy involves the following factors, 1. Quality: Maintaining high quality standards in product or service. 2. Cost: Strategically place the price of the product. This involves considering several factors such as production cost, competition, market value and other liabilities of the company etc. 3. Delivery time: The entire supply chain which involves the gathering of raw material to selling the product to the customer. The lesser the time involved, the better competitive edge an organisation has. The company gains credibility if it delivers its product or service on time 4. Demand: The capability to meet demand requirements in a long run. 5. New product development: The risk of introducing a new product into the market which is highly competitive. (Soni and Kodali, 2011) The above factors have to be taken into account on priority to design a competitive strategy for Hero Motor Corp to launch its new product into the market. Apart from the above factors, implementation of supply chain strategy involves the following steps, 1. Capital reduction: Trying to understand various monetary issues and uncertainties in the market and minimize the investments in logistics, yet attain maximum output. As Hero Motor Corp Ltd is an organisation which exists in the market for over 2 decades, this factor can be achieved with ease. 2. Cost reduction: Transport costs and storage costs can be reduced with proper supply chain strategy. In terms of new product development, the company needs to cut down on excess inventory and utilize any excess stock if suitable. 3. Customer service: Improved service quality and increase in customer service. Human resource management is integrated as a part of operations. Performance management is monitored and strategized with human resource management. Performance management is used to assess the progress in the direction of predetermined goals. New product development involves HRM to closely monitor performance in the organisation to attain maximum success 7|Page rate. The main advantage of performance management is that it whole and solely concentrates on the results or outcomes that are desired. It does not concentrate on the processes or the way the work is done. The business functions and processes decide the pattern or the process the work has to be done and performance management attempts to complete it in time. Performance management aligns organisational processes and activities. (Sita, 2008) B. Sales and marketing a. sales b. marketing c. customer support service The above listed factors and business functions play an important role in defining strategy. Sales and marketing is incomplete without a proper supply chain. The demand factors in the market influence Hero Motor Corp Ltd to launch a new product. However due to the huge amounts of demand in the market the organisation has to realize that the supply chain is quick enough to get the product to the market. After the product is released into the market, the sales part of the strategy is initiated. However, marketing of a product starts form the initial stages once the design is finalised. The sales and marketing area requires information from all the business functions involved in the organisation. The communication between customers and the company or the point of sale is done online, or in the retail. Technology and web systems are integrated so that the marketing and sales team is addressed with sales count. All the sales orders have to be passed on to supply chain management in order to plan for future purposes. The trend in the sales is identified by the sales and marketing team and is passed on to all the other business functional areas in order to build the company’s strategy towards the new product. As Hero’s new product ‘Impulse’ is the 17th product of its company, the idea of strategically placing the product might not differ, but the target market unlike the other vehicles is different in this case. Hero ‘Impulse has’ been designed for customers who prefer terrain or off road driving especially for adventures. The idea of targeting its customers and having a customer centric focus is challenging in a country like India where most people purchase motor bikes for daily purposes. The regions where these customers exist have to be outlined in order to place their product. Defining strategy for sales and marketing involves collaboration of all the business functions so as to place the product for better sales. The price of the product is defined with respect to the manufacturing cost, which in turn is dependent on finance departments and which is in turn dependent on the operations team. The relation between human resource department and marketing and sales department can be vital as well. For example if there is a vacancy of a job in the marketing and sales department, it is human resource department’s job to hire and recruit a suitable candidate for the job. However this report focuses on the decision taken by Hero Motor Corp Ltd in launching a new product. According to Wagner and Monk (2007), The common inputs that come into sales and marketing are 1. Data of orders placed. 2. Data of the customers. 3. Unit costs. 8|Page The common outputs from sales and marketing are, 1. Product pricing 2. Employment needs 3. Development of new sales strategies The marketing and sales departments have to focus on sales orders and sale forecasts and communicate thoroughly with the operations team to meet the demand – supply. C. i. ii. iii. Post sale service servicing and testing service sales and support research & development Post sale service forms the key and most important business function now - a – days. In the highly competitive market, no company compromises on post-sale services. It has become a major factor that customers consider before making a purchase. From the organisation’s perspective, post – sale service can be identified as a process of retaining a customer even after the sale (Payne and Frow, 2006). The three factors identified under post – sale services business function are servicing and testing, service sales and support and research and development. Firms that offer durable goods offer post sale services at a high rate. According to Clark and Armistead (1990), there is a strong strategic relation between post sale services, customer satisfaction and customer retention. Additionally, the design, production, sales and post-sale services are strongly interlinked to each other. Post sales can develop and differentiate the company and give a competitive edge over others. Research and development process is interlinked with operations, marketing and sales and post-sale services. Hero Motor Corp has a high standard research and development centres which concentrate on new technologies in building vehicles with respect to Indian standards and conditions. The information flows in all directions thereby helping the organisation perform better if they plan to launch an improvised version of the current product Hero – Impulse. All these processes are interlinked with other business functions thoroughly. Hero Motor Corp Limited offers 6 free servicing after a purchase of its vehicle. These vehicle servicing are free of cost. This makes the customer feel more satisfied with the company and attains a good will with the organisation. This can lead to word of mouth publicity which is in turn helping the marketing functionality. Similarly service sales and support teams indulge in reporting customer complaints and reporting it back to operations / supply chain / marketing functions. The company gains feedback from the customers which are shared with other functions in the organisation which in turn helps in the overall performance of the organisation. (Post Sale Service, 2012) 9|Page The above three functions namely operations management, sales and marketing and post-sale services have been identified as three major functions that will have impact on. A thorough understanding of strategy and the integration of these systems is explained further in this report with regards to customer focus. According to Madhok (1997) organisational competitiveness in new product development can be achieved through three important steps. 1. Identifying the key or most important choices of distribution and customers 2. Assessing the organisational ability in launching a new product 3. Evaluating the impact of new product on the market and the overall competitive edge that the organisation gains in launching the new product. In the case of Hero Motor Corp, the organisation is well established in the country and finding distribution channels is not a difficult task. However as the product is designed to a specific set of customers the organisation needs to develop a strategy in identifying these customers and strategically attracting the customers to purchase these products. The organisational ability to launch has to be thoroughly assessed. The organisation has the ability to launch new products. The impact of the new product may as well create a competitive edge to the organisation as it is the first organisation to launch a product particularly for a type of customers. If the organisation manages to place its product perfectly, then the competitive edge is automatically achieved by the company. The organisation can gain competitive advantage through many of the following ways, 1. The organisation has the ability to with stand demand supply ratio with the kind of infrastructure and labour it possesses. 2. Hero motor Corp Ltd is the world’s largest two wheeler manufacturer. 3. The economy of India has grown at 9 per cent average over the last five years and is predicted to be the same in the coming future. 4. Increase in purchasing power of Indian population. 5. Hero Motor Corp Ltd has majority of its suppliers placed across China, South Korea and India. So it automatically gains higher market coverage and penetration 6. Strong supply chain management. The evolution of automobile industry over the years has opened many routes for Indian automobile industries to gain competitive advantage in many areas. All the above listed factors help Hero Motor Corp Ltd to gain competitive advantage over other organisations. CONCLUSION In the rapid growing world, it is important for Hero Motor Corp Ltd to carefully analyse its strategic position in the market before it launches new products. However with the capabilities the organisation has it can easily attain success. Integration of all business 10 | P a g e functions and proper collaboration leads to success. Customer relationship management has to be undertaken in order to achieve competitive advantage. Customer relationship management is one of the key business processes that define the success of an organisation. Maintaining customer relationship is being perceived as a strategy which is process oriented and that which creates a value for both the seller and the buyer. (Lambert, 2010) Management teams of organisations identify key customers who are highly valued and are targeted as a part of the organisation’s key business strategy. The customers potential is evaluated before a set of customers are targeted for profits. To maintain and strengthen this bond for more sales or ultimately success for the new product launched, organisations should make sure that all its corporate functions actively participate and cooperate with each other to attain success. (Ryals and Knox, 2001) Customer relationship when planned and implemented properly helps in reducing inventory depending upon the demand factors, and can lead to an improved performance on the whole. The impact of focusing on customers in developing strategy and integrating business functions are as follows: 1. 2. 3. 4. 5. 6. 7. 8. 9. Stronger relationships with customers The margin of products can be increased The customer share can be increased The alignment of services and cost – to – serve resulting in an improved mix Increase in productivity Increased trade Low – profit customers can be reduced Increased network or market share Exploration of new and untapped distribution channels through supply chain management 10. Maintain human resource – working capital ratio 11. Easier approach to make – to – order 12. Stronger and improved strategy in utilizing assets 13. Increased research and development based on customer feedback 14. Improved product development The factors listed here are a few important factors that have been taken into account in integrating various business functions of the organisation Hero Motor Corp Ltd. The customer centric focus on this report has vital importance on the listed business functions. In addition to the above factors, globalisation plays a vital role on the automobile industry in India. The supply chain of Hero Motor Corp Ltd extends to China and South Korea. The cost of purchasing raw materials or parts from these countries is comparatively low to the cost from local manufacturers. Hence Hero Motor Corp Ltd and other automobile companies purchase parts from these countries. The problem identified here is the time of supply chain increases if the raw materials have to come from a different country rather than its home 11 | P a g e base. This problem can be controlled and eradicated by using strong logistics and faster transportations facilities. The overall production cost should be taken into consideration in doing so. Hero Motor Corp Ltd has sustained as the leading seller of two wheeler vehicles in India over a decade. Hence sustainability of the organisation as a whole is unquestionable. However, sustainability of the new product is questionable due to high competition. There is a high amount of risk in placing a strategy to the product’s selling. The new product is targeted to customers who prefer adventure riding and this segment of market is untapped by the Indian automobile industry so far. Considering the risk involved in manufacturing a vehicle for this purpose, Hero Motor Corp Ltd needs to incorporate strong marketing strategy to achieve its goals. Enterprise resource planning helps organisation to plan and focus on their objectives and work towards their goals. This report has focused on all major issues that were found relevant in identifying functional areas for the organisation. A critical analytical approach has been formulated in implementing strategic decisions and the issues relating these decisions have been summarized. Reference: 1. Ellen F. Monk and Bret J. Wagner.2007.Concepts in Enterprise Resource Planning.3rd Edn. Boston. GEX Publishing Services 2. Company Profile [WWW]. http://www.heromotocorp.com/aboutus/thecompany. 08 APRIL 2012 3. Indian Automobile Industry, Evolving Dynamics [WWW]. http://www.kpmg.de/docs/Auto_survey.pdf . 09 APRIL 2012 4. Douglas M. Lambert.2010.Journal of Business and Industrial Marketing. Vol. 25(1). Emerald group Publishing 5. 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