Suzuki’s management philosophy is centered on fostering employee’s individual growth and contributing to society through technological innovation. Its organization chart is headed by the Chairman, President and Board of Directors; other divisions such as accounting, corporate planning, marketing units, IT department and employee affairs division come under their upper management’s purview. The automobile service centers, support offices, legal centers for the East and West marketing areas function separately.
The corporate planning division manages communication within the organization, ensures compliance with business standards, and also takes care of the all-important customer relationship management. Suzuki has operation in over 25 countries with strategic partnerships and wholly-owned local subsidiaries in North America, Germany, Poland, Austria, Italy, India, China, Pakistan, Thailand, Australia and South Africa among many others. It’s alliances with Maruthi Udyog, Fuji Heavy Industries and General Motors have enabled it to reach customers across geopolitical boundaries.
The company uses the diverse technical expertise that it has gained from global exposure to improve its products consistently. Its primary product line is the compact car segment, once dominated by the Suzuki Swift. The Alto is Suzuki’s all-new compact car built on its expertise and rich experience in the compact car segment. It has been built for
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The pricing is very competitive starting from ? 6700 in the European markets. Alto is all set to be marketed under the A-Star brand name in India and Pakistan for a price tag of around US $7000. Suzuki is quite a diverse organization since it manufactures cars, motorcycles, all-terrain vehicles (ATV), outboard marine engines and even motorized wheelchairs. The company also attempts to bring this diversity to the workforce.
For instance, it has employed a lot of Indian employees in top positions in its wholly-owned Indian subsidiary Maruthi Suzuki; this not only makes the organization more culturally diverse but also helps transfer local values to the organizational culture. There is a strong relation between its various Suzuki divisions to exchange information pertaining to technological innovations and strategic marketing data. Industry analysis The global automobile industry is quite a tough place to compete in, given the amount of competition and level of market saturation in most developed countries.
Over the years, Suzuki has been broken several barriers for success by forming local partnerships and through progressive innovation. Suzuki’s arch rivals in the motorcycle segment are Honda and Yamaha, while the competition in the car segment comes from Toyota, Nissan, Hyundai and several other manufacturers. The substitute threat for automobiles comes from public transportation, which is not likely to drastically alter vehicle ownership in the near future.
The buyer power has certainly increased over the years, especially in the Third World, which is a good sign for the automotive industry as a whole. Thus, the industry still has potential in the form of electric hybrid vehicles and automobiles powered by alternate sources of energy.
Works Cited Page
Global Suzuki. (February 24, 2009) Suzuki Foundation’s latest scientific research funding highlights green commitment. April 28, 2009. <http://www. globalsuzuki. com/globalnews/2009/0224. html>