PRAGATI MAHAVIDYALAYA

DEGREE COLLEGE
(Affiliated to Osmania University, Hyderabad.)

A STUDY REPORT ON
“ HYUNDAI MOTOR INDIA LIMITED ”

Submitted by
Name of the student Hall Ticket No.

Mr. G Vasanth – 115720538001

Mr. P V M K Vamsi – 115720538002

Mr. T Bhanu Prakash – 115720538003

Mr. V Praneeth Reddy – 115720538004

PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE

AWARD OF THE DEGREE OF

BACHELOR OF COMMERCE (BCOM)

UNDER THE GUIDANCE OF

MR. VIJAY KUMAR

(LECTURER IN COMMERCE)
 PRAGATI MAHAVIDYALAYA
DEGREE COLLEGE
( Affiliated to Osmania University, Hyderabad.)
(Managed by Shri. Gujarati Pragati Samaj, Hyderabad.)
Kanda Swamy Lane, Hanuman Tekdi, Sultan Bazar, Hyderabad.

This is to certify that Mr. G Vasanth Sesha Sai, Mr. P V M

Krishna Vamsi, Mr. T Bhanu Prakash and Mr. V Praneeth
Reddy are students of BCom (Business Analytics) III year
bearing Roll No’s. 115720538001, 115720538002,
115720538003 and 115720538004 respectively. This Project
report titled “A STUDY REPORT ON HYUNDAI MOTOR
INDIA LIMITED” has been prepared by these students in
partial fulfillment for the completion of the Bachelors degree to
be submitted to OSMANIA UNIVERSITY. This Project Report
has been completed under the supervision and guidance of Mr.
Vijay Kumar, Lecturer, Department of Commerce.

External Examiner HOD, Commerce Principal

Guide Date:
 CANDIDATE DECLARATION
Project title:
______________________________________________
We the under named declare that this project is our own work,
based on our personal study and/or research and that we have
acknowledged all material and sources used in its preparation,
whether they be books, articles, reports, lecture notes, and any
other kind of document, electronic or personal communication.
We also certify that this project has not previously been
submitted for assessment in any academic capacity, and that
we have not copied in part or whole or otherwise plagiarized
the work of other persons.

Name of the student Roll No.

1. G Vasanth Sesha Sai 115720538001
2. P V M Krishna Vamsi 115720538002
3. T Bhanu Prakash 115720538003
4. V Praneeth Reddy 115720535004

Date :

Place :

i
 ACKNOWLEDGEMENT

We, the under named students of BCom (Business Analytics) III

year (VI Semester), do hereby acknowledge our gratefulness
towards the persons associated in the completion of this Project.
We thank the management of the college, Dr. A. Madhavilatha,
Principal and Mr. S. Ameeth Singh, Head, Department of
Commerce, who provided us the appropriate environment and
the necessary infrastructure in this regard.
We would also like to thank Mr. Vijay Kumar Sir for his
valuable time and guidance without which the completion of
this project may not have been possible.
Lastly, we thank our Parents and friends whose contribution
helped us in the successful completion of this project.

1. ______________________

2.______________________

3. ______________________

4. ______________________

Date:

Place:

ii
 Abstract

Hyundai Motor India Limited (HMIL) is a wholly-owned subsidiary of Hyundai

Motor Company (HMC). HMIL is India’s first smart mobility solutions provider and
the number one car exporter since its inception in India. It currently has 12 car
models across segments GRAND i10 NIOS, All New i20, i20 N Line, AURA, VENUE,
VENUE N Line, Spirited New VERNA, All New CRETA, ALCAZAR, New TUCSON, KONA
Electric and All Electric SUV IONIQ 5. HMIL’s fully integrated state-of-the-art
manufacturing plant near Chennai boasts advanced production, quality, and testing
capabilities.

HMIL forms a critical part of HMC’s global export hub. It currently exports to
around 85 countries across Africa, the Middle East, Latin America, Australia, and
Asia Pacific. To support its growth and expansion plans, HMIL currently has 583
dealers and more than 1492 service points across India. In its commitment to
providing customers with cutting-edge global technology, Hyundai has a modern
multi-million-dollar R&D facility in Hyderabad. The R&D centre’s endeavour is to be
a centre of excellence in automobile engineering.

Press Shop : A computer controlled line that converts sheet metal to body panels
with high dimensional accuracy and consistency.

Body Shop : It is a hi-tech line that builds full body shells from panels. Automated
robotic arms are used for intricate welding operations that ensure superior and
consistent build quality.

Paint Shop : It is one of the most modern paint shops in the country and uses the
environment friendly water based process for superior and lasting exteriors. A
unique process management system followed here helps us deliver the most
extensive colour range, independent of minimum batch requirements, helping
customers get their preferred colour anytime.

Assembly Shop : In Assembly Shop all the engine and suspension parts, the
electrical parts, the under body parts etc are fitted into the car. The cars go
through complete testing in the Assembly Shop. The Assembly Shop comprises the
Trim Line, the Chassis Line, the Final Line and the OK Line.

Engine & Transmission Shop : One of the biggest engine shops in the country,
this unit is equipped with the most modern tooling and testing facilities to make a
wide range of engines in-house.

iii
 Table of Contents

Serial No. Title Page No.

1) Chapter-I : 1-35
Introduction
2) Chapter-II : Review 36-55
of Literature
3) Chapter III : 56-70
Research
Methodology
4) Chapter IV : Data 71-94
Analysis and
Interpretation
5) Chapter-V : Findings 95-109
and Conclusions
 Chapter - I
Introduction
 Automotive Industry in India

The automotive industry in India is the fourth-largest by

production in the world as per 2021 statistics. In
2022, India became fourth largest country in the world by
valuation of automotive industry. As of 2022, India is the 3rd
largest automobile market in the world, surpassing Japan and
Germany in terms of sales.

Currently India's auto industry is worth of more than US$100

billion and contributes 8% of the country's total export and
accounts for 7.1% of India's GDP. India's major automobile
manufacturing companies includes Maruti Suzuki, Tata
Motors, Ashok Leyland, Mahindra & Mahindra, Force
Motors, Tractors and Farm Equipment Limited, Eicher
Motors, Royal Enfield, Sonalika Tractors, Hindustan
Motors, Hradyesh, ICML, Kerala Automobiles Limited, Reva,
Pravaig Dynamics, Premier, Tara International and Vehicle
Factory Jabalpur.
 History
In 1897, the first car ran on an Indian road. Through the 1930s,
cars were imports only, and in small numbers.
An embryonic automotive industry emerged in India in the
1940s. Hindustan Motors was launched in 1942
building Morris products, long-time competitor Premier in 1944,
building Chrysler Corporation products such
as Dodge and Plymouth, and beginning in the
1960's, Fiat products. Mahindra & Mahindra was established by
two brothers in 1945, and began assembly of Jeep CJ-3A utility
vehicles. In the same years, J. R. D. Tata, the chairman of Tata
Group founded TATA Engineering and Locomotive
Company (now Tata Motors) in Jamshedpur.
Following independence in 1947, the Government of India and
the private sector launched efforts to create an automotive-
component manufacturing industry to supply to the
automobile industry. In 1953, an import substitution
programme was launched, and the import of fully built-up cars
began to be restricted.
1947–1970

The 1952 Tariff Commission

In 1952, the government appointed the first Tariff Commission,
one of whose purposes was to come out with a feasibility plan
for the indigenization of the Indian automobile industry. In
1953, the commission submitted their report, which
recommended categorizing existing Indian car companies
according to their manufacturing infrastructure, with licensed
capacity to manufacture a certain number of vehicles, with
capacity increases allowable, as per demands, in the future.
The Tariff Commission recommendations were implemented
with new policies that would eventually exclude companies
that only imported parts for assembly, as well as those with no
Indian partner. In 1954, following the Tariff Commission
implementation, General Motors, Ford, and Rootes Group,
which had assembly-only plants in Mumbai, decided to move
out of India.

The Tariff commission policies, including similar restrictions

that applied to other industries, came to be known as
the Licence Raj, which proved to be the greatest undoing of the
Indian automotive industry, where bureaucratic red tape ended
up causing demand to outstrip supply, with month-long waiting
periods for cars, scooters, and motorcycles.
Passenger cars
 Hindustan Motors was established in Kolkata in technical
collaboration with Morris Motors to manufacture Morris
Oxford models that would later become HM Ambassador.

 Addisons, Madras – An Amalgamations Group company,

was the agent for Nuffield's Morris, Wolseley, and Riley cars,
and Chrysler's Plymouth, Dodge, and De Soto cars and trucks.
The first Morris Minor assembled in India and the first car
assembled in Madras was driven out from Addison's twin-
plants on Smith Road by Anantharamakrishnan on 15
November 1950.

 Premier Automobiles, Mumbai – entered into technical

collaboration with Chrysler to
manufacture Dodge, Plymouth and Desoto models and
with Fiat to manufacture the 1100D models which would
later become Premier Padmini range.
 Standard Motor Products of India, Madras – entered into
technical collaboration from Standard-Triumph to
manufacture Standard Vanguard, Standard 8, 10 and
later Standard Herald.

Utility and light commercial vehicles

 Vehicle Factory Jabalpur – started
manufacturing Jonga Light Utility Vehicles and Vahan 1 Ton
(Nissan 4W73 Carriers) in India, under license
from Nissan of Japan. They were the main troop carriers of
the Indian Armed Forces and much powerful than any other
vehicle of their class.Also Nissan Power Wagon was added to
their line.

 Mahindra & Mahindra plant established in Mumbai –

technical collaboration with Willys to manufacture CJ
Series Jeep.

 Bajaj Tempo, Pune, now Force Motors – entered into

technical collaboration with Tempo to manufacture Tempo
Hanseat, a three-wheeler and Tempo Viking and Hanomag,
later known as Tempo Matador in India.

 Standard Motor Products of India – entered into technical

collaboration from Standard and had licence to manufacture
the Standard Atlas passenger van with panel van and one-
tonne pickup variants.
Medium and heavy commercial vehicles
 Tata Motors established a new plant in Pune with
technical collaboration with Mercedes Benz to manufacture
medium to heavy commercial vehicles both Bus and Trucks.

 Vehicle Factory Jabalpur started

manufacturing Shaktiman trucks with technical assistance
from MAN SE of Germany. The trucks were the main logistics
vehicle of the Indian Army with several specialist variants.
VFJ still is the sole supplier of B vehicles to the Indian Armed
Forces.

 Heavy Vehicles Factory was established in 1965

in Avadi near Chennai to produce tanks in India. Since its
inception, HVF has produced all the tanks of India,
including Vijayanta, Arjun, Ajeya, Bhishma and their variants
for the Indian Army. HVF is the only tank manufacturing
facility of India.

 Ashok Leyland was founded in Chennai with Leyland

Motors to manufacture medium to heavy commercial
vehicles both Bus and Trucks. Ashok Motors also
discontinued its Austin venture formed in 1948 to sell Austin
A40 and retooled the factory to make trucks and buses.

 Hindustan Motors – had technical collaboration

with General Motors to manufacture the Bedford range of
medium lorry and bus chassis.
 Premier Automobiles – entered into technical
collaboration with Chrysler to manufacture
the Dodge, Fargo range of medium lorry, panel vans, mini-
bus and bus chassis.

 Simpsons & Co, Madras – part of Amalgamations

Group (TAFE Tractors) – had technical collaboration
with Ford to manufacture medium lorry and bus chassis, but
did not utilise that option until the 1980s.

Scooters, mopeds and motorcycles

Many of the two-wheelers manufacturers were granted
licenses in the early 1960s, well after the tariff commission was
enabled.

 Royal Enfield (India), Madras – had technical collaboration

with Royal Enfield, UK to manufacture the Enfield Bullet
range of motorcycles.

 Bajaj Auto, Poona – had technical collaboration

with Piaggio, Italy to manufacture their best
selling Vespa range of scooters and three wheelers with
commercial option as well.

 TVS Motors, Madurai/Chennai - started individually and

later had technical collaboration with Suzuki Motors, before
finally buying them out of the JV.
 Automobile Products of India, Bombay (Better known for
API Lambretta) – had technical collaboration
with Innocenti of Milan, Italy to manufacture
their Lambretta range of mopeds, scooters and three-
wheelers. This company was actually the Rootes Group car
plant that was bought over by M. A. Chidambaram family.

 Mopeds India Limited, Tirupathi – had technical

collaboration with Motobécane, France to manufacture their
best selling Mobylette mopeds.

 Escorts Group, New Delhi – had technical collaboration

with CEKOP of Poland to manufacture the Rajdoot 175
motorcycle whose origin was DKW RT 125.

 Ideal Jawa, Mysore – entered into technical collaboration

with CZ - Jawa of Czechoslovakia for its Jawa and Yezdi range
of motorcycles.

However, growth was relatively slow in the 1950s and 1960s,

due to nationalisation and the license raj, which hampered the
growth of the Indian private sector.
1970 to 1983
The beginning of the 1970s didn't see growth potential; and
most of the collaboration license agreements came to an end,
but with the option to continue manufacturing with renewed
branding. Cars were still meant for the elite and Jeeps, now
owned by American Motors Corporation, were largely used by
government organizations and in some rural regions. By the
end of the decade, some developments were made in
commercial vehicle segments to facilitate the movement of
goods. The two-wheeler segment remained unchanged except
for to increased sales to the middle class in urban areas. There
was emphasis on having more farm tractors, as India was
embarking on a new Green Revolution; and Russian and
eastern bloc imports were brought in to meet the demand.

But after 1970, with restrictions on the import of vehicles set,

the automotive industry started to grow; but the growth was
mainly driven by tractors, commercial vehicles and scooters.
Cars still remained a major luxury item. In the 1970s, price
controls were finally lifted, inserting a competitive element into
the automobile market. However, by the 1980s, the automobile
market was still dominated by Hindustan and Premier, who
sold superannuated products in fairly limited numbers. The rate
of car ownership in 1981 was about one in every thousand
citizens – understandable when the annual road tax alone cost
about half the average income of an Indian at the time.

During the eighties, a few competitors began to arrive on the

scene. Of the 30,487 cars built in India in 1980, all but six came
from the two main players Hindustan and
Premier: Standard had led a shadow existence in the latter half
of the 1970s, producing only a handful of cars to keep their
license active. A new contender was tiny Sipani, which had tried
building locally developed three-wheeled vehicles since 1975
but introduced the Reliant Kitten-based Dolphin in 1982.
Nonetheless, all eyes were on Maruti, which caused a major
upheaval to the Indian automobile industry.

The OPEC oil crisis saw increase need to installing or redesign

some vehicle to fit diesel engines on medium commercial
vehicle. Until the early 1970s Mahindra Jeeps were
on Petrol and Premier commercial vehicles had Petrol model
options. The Defence sector too had most trucks on Petrol
engines.
1984 to 1992
From the end of the 1970s to the beginning of the 1980s India
saw no new models, the country continuing to depend on two
decades-old designs. The Sipani Dolphin, which arrived in 1982,
was not a serious contender, with its plastic body and without
rear doors - essential to Indian car buyers. This situation forced
the government to encourage and let more manufacturers into
fray.

In 1984, the Ordnance Factory Medak near Hyderabad was

established. It started manufacturing Infantry Combat
Vehicles christened as Sarath, the backbone of India's
mechanised infantry. OFMK is still the only manufacturing
facility of ICVs in India. To manufacture the high-power engines
used in ICVs and main battle tanks, Engine Factory Avadi,
near Chennai was set in 1987. In 1986, to promote the auto
industry, the government established the Delhi Auto Expo. The
1986 Expo was a showcase for how the Indian automotive
industry was absorbing new technologies, promoting
indigenous research and development, and adapting these
technologies for the rugged conditions of India.
Post-1992 liberalisation
Eventually multinational automakers, such
as, Suzuki and Toyota of Japan and Hyundai of South Korea,
were allowed to invest in the Indian market, furthering the
establishment of an automotive industry in India. Maruti
Suzuki was the first, and the most successful of these new
entries, and in part the result of government policies to
promote the automotive industry beginning in the 1980s.

As India began to liberalise its automobile market in 1991, a

number of foreign firms also initiated joint ventures with
existing Indian companies. The variety of options available to
the consumer began to multiply in the nineties, whereas before
there had usually only been one option in each price class. By
2000, there were 12 large automotive companies in the Indian
market, most of them offshoots of global companies.
Slow export growth
Exports were slow to grow. Sales of small numbers of vehicles
to tertiary markets and neighbouring countries began early,
and in 1987 Maruti Suzuki shipped 480 cars to Europe
(Hungary). After some growth in the mid-nineties, exports once
again began to drop as the outmoded platforms provided to
Indian manufacturers by multinationals were not
competitive. This was not to last, and today India manufactures
low-priced cars for markets across the globe. As of 18 March
2013, global brands such as Proton Holdings, PSA
Group, Kia, Mazda, Chrysler, Dodge and Geely Holding
Group were shelving plans for India due to the competitiveness
of the market, as well as the global economic crisis.

Emission norms
In 2000, in line with international standards to reduce vehicular
pollution, the central government unveiled standards titled
"India 2000", with later, upgraded guidelines to be known
as Bharat Stage emission standards. These standards are quite
similar to the stringent European emission standards and have
been implemented in a phased manner.

Bharat Stage IV (BS-IV), the most stringent so far, was

implemented first, in April 2010, in 13 cities—
Delhi (NCR), Mumbai, Kolkata, Chennai, Bangalore, Hyderabad,
Ahmedabad, Pune, Surat, Kanpur, Lucknow, Solapur,
and Agra—and then, as of April 2017, the rest of the nation.

In 2019, in line with international standards to reduce vehicular

pollution, the central government of India announced the
introduction of BS-VI norms to control air pollution, taking
effect from 1 April 2020.
Local manufacture encouraged
India levies an import tax of 125% on foreign imported cars,
while the import tax on components such as gearboxes, airbags,
drive axles, is 10%. Therefore, the taxes encourage cars to be
assembled in India rather than be imported as completely built
units.

Sub-4-metre rule
In 2006, the government of India imposed a new tax structure,
which massively impacted the segment. It enables vehicles
shorter than 4.0 metres (157.5 in) to qualify for a significantly
lower excise duty, which is 8 percent as opposed to 20 percent
for longer vehicles.[17] Tata Motors was the first to exploit the
new tax structure, which redesigned the rear portion of
the Indigo sedan, dropping its length to 3,988 mm (157.0 in)
and renamed it as the Indigo CS. The model became
significantly cheaper, becoming one of the largest selling three-
box cars in the country. Other manufacturers quickly adapted,
which led to the release of the shorter Suzuki Swift Dzire, the
new Honda Brio Amaze, and others.
 Manufacturing facilities
The majority of India's car manufacturing industry is evenly
divided into three "clusters". Around Chennai is the
southernmost and largest, with a 35% revenue share,
accounting for 60% of the country's automotive exports, and
home of the operations of Heavy Vehicles Factory, Engine
Factory
Avadi, Ford, Hyundai, Renault, Mitsubishi, Nissan, BMW, Hindus
tan Motors, Daimler, Caparo, Mini, Citroën and Datsun.

Near Mumbai, Maharashtra, along the Chakan corridor

near Pune, is the western cluster, with a 33% share of the
market. Audi, Volkswagen, and Škoda are located
in Aurangabad. Mahindra and Mahindra has an SUV and engine
assembly plant at Nashik. General Motors, Tata
Motors, Mercedes Benz, Land Rover, Jaguar, Fiat, and Force
Motors have assembly plants in the area.

The northern cluster is around the National Capital Region, and

contributes 30%. Gurgaon and Manesar, in Haryana, are where
the country's largest car manufacturer, Maruti Suzuki, is based.

An emerging cluster is the state of Gujarat, with a

manufacturing facility of MG Motors in Halol, Atul
Auto in Rajkot, Ford, Oculus Auto in Sabarkantha, Maruti Suzuki,
and Peugeot-Citroën plants are also planned for Gujarat.

Uttarakhand with Tata

Motors, Telangana with Hyundai, Ordnance Factory
Medak, Hyderabad Allwyn and Mahindra &
Mahindra, Noida with Honda, and Bengaluru - Karnataka region
with Toyota, Volvo and Scania, Andhra with Isuzu and Kia and K
olkata - Jamshedpur belt also known as East India belt with
companies such as Hindustan Motors, Heavy Engineering
Corporation, Tata Hitachi Construction Machinery, TIL
Tractos, Tata Daewoo and Tata Motors are other automotive
manufacturing regions around the country.

Andhra Pradesh
Commercial and passenger vehicles

 Isuzu Motors India – Sri City

 Kia India – Penukonda (Anantapur)
 Ashok Leyland - Vijayawada

Two wheelers

 Hero MotoCorp – Satyavedu

Off-highway vehicles

 Kobelco Cranes – Sri City

Gujarat
Automotive Companies in Gujarat
Company Name Location Products
 Tiagr
 Chharodi, Sanand Taluk
Tata Motors  Tigor
a, Ahmedabad district
 Tigor EV
 MG Hector
MG Motor India  Halol
 ZS EV
 Trucks
Ashok Leyland  Alang  Buses
 Tippers
 Tractors
Mahindra &  Agricultural
 Kandla
Mahindra equipment
 Utility vehicles
 Shapar, Rajkot
Atul Auto  Atul Shakti
 Bavla, Ahmedabad
 Automotive Companies in Gujarat
Company Name Location Products

 Gem

 Rik

 Smart
Honda Motorcycle  Vithalapur, Mandal
and Scooter India taluka, Ahmedabad
Hero Motocorp  Halol
Asia Motor Works  Bhuj
 Suzuki Baleno -
250,000 units/year
 Suzuki Swift -
 Hansalpur
Suzuki Motor 250,000 units/year
Becharaji, Mandal taluka,
Gujarat  P Suzuki Dzire -
Ahmedabad district
250,000 units/year
 Powertrain plant -
K12 petrol engine
 Chharodi, Sanand Taluk  EcoSport
Ford India
a, Ahmedabad  Aspire
General Motors  Halol
Triton EV  Bhuj, Kutch  Trucks
Electrotherm  Ahmedabad
Suzuki Motorcycle
 Vithalapur
India
JSW Group
 Ahmedabad
Matter EV
 Vadodara
Wardwizard
Innovations &  Vadodara
Mobility
Nissan - Renault  Vadodara  Engines
DreamEV (Joy e-
 Vadodara
bike)
Mahindra Gujarat  Vadodara
TVS Motor
 Sanand  Components
Company
 Automotive Companies in Gujarat
Company Name Location Products
JCB India  Halol
Firefly Energy  Battery
Reliance Industries  Jamnagar

Haryana

Two wheelers

 Hero MotoCorp – Dharuhera, Gurgaon

 Honda Motorcycle & Scooter India – Manesar
 India Yamaha Motor – Faridabad
 Suzuki – Gurugram

Passenger vehicles

 Maruti Suzuki – Gurugram, Manesar

Commercial vehicles

 JCB India – Faridabad

 Omega Seiki Mobility – Faridabad

Agricultural Vehicles

 Escorts Group – Faridabad

 Kubota Corporation – Faridabad

Himachal Pradesh
Two wheelers

 TVS Motor – Nalagarh

Passenger vehicles

 ICML motors – Amb

Commercial vehicles

 TAFE Tractors – Parwanoo

Jharkhand
Commercial vehicles

 Tata Motors – Jamshedpur

Karnataka

Two wheelers

 TVS Motor – Mysuru

 Honda Motorcycle & Scooter India Pvt. Ltd. - Narsapura

Passenger vehicles

 Mahindra Reva Electric Vehicles – Bengaluru

 Toyota Kirloskar Motor Private Limited – Bidadi

Commercial vehicles

 Bharat Earth Movers - Bengaluru & Mysuru

 Scania Commercial Vehicles India Private Limited –
Bengaluru
 TAFE Tractors – Doddaballapur
 Tata Motors – Dharwad
 VE Commercial Vehicles Limited - Bengaluru
 Kerala
Commercial vehicles

 Bharat Earth Movers – Palakkad

 Kerala Automobiles Limited – Thiruvananthapuram
 Nissan digital pvt .ltd

Madhya Pradesh

Two wheelers

 Mahindra & Mahindra – Pithampur

Commercial vehicles

 Vehicle Factory – Jabalpur

 Eicher Motors – Pithampur
 Hindustan Motors – Pithampur
 Force Motors Private Limited – Pithampur
 TAFE Tractors – Mandideep
 John Deere Tractors – Dewas
 CASE Construction Equipment - Pithampur

Maharashtra
Two wheelers

 Bajaj Auto – Chakan (Pune) & Waluj, Aurangabad

 KTM Sportmotorcycles – Chakan (Pune)
 India Kawasaki Motors – Chakan (Pune)
 Vespa Scooters – Baramati (Pune)
Passenger vehicles

 Mahindra & Mahindra Automotive Division –

Nashik, Chakan (Pune)
 Tata Motors Limited
 Tata Motors – Pimpri Chinchwad (Pune)
 Jaguar Cars – Pimpri Chinchwad (Pune) Pune
 Land Rover - Pimpri Chinchwad, (Pune).
 Mercedes-Benz Passenger Cars – Chakan (Pune)
 Jeep India – Ranjangaon (Pune)
 Volkswagen Group Sales India Private Limited (Pune)
 Volkswagen – Chakan (Pune)
 Skoda Auto - Chakan (Pune), Shendra, Aurangabad
 Audi AG – Shendra, Aurangabad

Commercial vehicles

 Ashok Leyland – Bhandara

 Bajaj Auto (Pune) – Waluj, Aurangabad
 Force Motors – Chakan (Pune)
 Mahindra Navistar – Chakan, (Pune)
 Piaggio Vehicles – Baramati (Pune)
 Eicher (VE Commercial Vehicles Ltd.) – Thane.
 Sany India – (Pune).
 Hyundai Construction Equipment – Chakan (Pune).
 Caterpillar – Banda, Sindhudurg.
 John Deere Tractors – Sanaswadi (Pune).
 Dynapac Road Construction – Phulgaon (Pune)
 Wirtgen India pvt ltd, bhandgav (pune ) (Road
construction)
 Punjab
Commercial vehicles

 SML Isuzu – Nawanshahar

 Swaraj Tractors – Mohali.
 Sonalika Tractor – Hoshiarpur
 Preet Tractor – Nabha
 Standard Tractors – Barnala

Rajasthan

Two Wheelers

 Honda Motorcycle & Scooter India – Tapukara

 Hero Motocorp – Neemrana
 Okinawa Autotech

Passenger vehicles

 Honda Cars India Ltd. – Tapukara

Commercial vehicles

 Ashok Leyland – Alwar

 TAFE Tractors – Alwar

Tamil Nadu
Two wheelers

 TVS Motor – Hosur

 BMW Motorrad – Hosur
 Royal Enfield – Chennai
 India Yamaha Motor – Oragadam, Chennai
 Ola Electric – Krishnagiri
 Ather Energy – Hosur
 Simple Energy – Hosur
 Ampere Electric – Ranipet, Chennai
 Sri Varu Motors – Coimbatore
 Boom Motors - Coimbatore
 Raptee Energy - Chennai
 Aventose Energy - Chennai

Passenger vehicles

 BMW India – Mahindra World City, New Chennai

 MINI India – Mahindra World City, New Chennai
 Hyundai Motor India Limited – Sriperumbudur, Chennai
 Renault Nissan Automotive India Private Limited
 Nissan Motor India Private Limited – Oragadam, Chennai
 Renault India Private Limited – Oragadam, Chennai
 Datsun – Oragadam, Chennai
 Citroën India – Tiruvallur, Chennai
 BYD India Pvt. Ltd – Sriperumbudur, Chennai
 New Energy Wagon Pvt. Ltd - Tiruppur

Commercial vehicles

 Schwing Stetter India – Chennai

 Komatsu India Private Limited – Oragadam, Chennai
 Daimler India Commercial Vehicles Private Limited –
Oragadam, Chennai
 Caterpillar – Tiruvallur, Chennai
 Heavy Vehicles Factory – Avadi, Chennai
 Ashok Leyland Limited
 Ennore, Chennai – trucks, buses, engines, axles etc.
 Hosur – three adjacent plants (Hosur-1, Hosur-2, CPPS) for
trucks, special vehicles and power units.
 Sengadu Village, Kanchipuram – technical and production
facility for Ashok Leyland Defence Systems
 KamAZ Vectra Motors – Hosur
 VST Tillers Tractors Ltd – Hosur
 SAME Deutz-Fahr Tractors – Ranipet, Vellore
 TAFE Tractors – Chennai, Madurai
 TVS Motor – Hosur
 Force Motors – Chennai
 Terex India Private Limited – Hosur
 Doosan Bobcat India Private Limited – Chennai
 Mauto Electric Mobility Pvt. Ltd – Chennai
 E Royce Motors India Pvt Ltd – Coimbatore
 REEP Motors – Maraimalai Nagar, Chennai
 DP Auto India Pvt Ltd - Tiruchirapalli

Telangana

Defence

 Ordinance Factory – Medak

Commercial vehicles

 Hyundai – Hi Tech city

 Mahindra and Mahindra – Zaheerabad
 Deccan auto Limited – Patancheru

Uttar Pradesh

Two wheelers

 India Yamaha Motor – Greater Noida

Commercial vehicles

 Tata Motors – Lucknow

 New Holland – Greater Noida
 J.S. Auto (P) LTD. – Kanpur

Uttarakhand

Commercial vehicles

 Ashok Leyland – Pantnagar

 Tata Motors – Pantnagar
 Mahindra & Mahindra – Haridwar

Two wheelers

 Hero MotoCorp – Haridwar

 Bajaj Auto – Pantnagar

West Bengal

Commercial vehicles

 Tata Hitachi Construction Machinery – Kharagpur

 Exports

India's automobile exports have grown consistently and

reached $4.5 billion in 2009, with the United Kingdom being
India's largest export market, followed by Italy, Germany,
the Netherlands, and South Africa. According to The New York
Times, India's strong engineering base and expertise in the
manufacturing of low-cost, fuel-efficient cars has resulted in
the expansion of manufacturing facilities of several automobile
companies like Hyundai, Nissan, Toyota, Volkswagen,
and Maruti Suzuki.
In 2008, South Korean multinational Hyundai Motors alone
exported 240,000 cars made in India. Nissan Motors planned to
export 250,000 vehicles manufactured in its India plant by 2011.
Similarly, US automobile company, General Motors had
announced its plans to export about 50,000 cars manufactured
in India by 2011. In September 2009, Ford Motors announced
its plans to set up a plant in India with an annual capacity of
250,000 cars, for US$500 million. The cars were manufactured
both for the Indian market and for export. The company said
that the plant was a part of its plan to make India the hub for
its global production business. Fiat Motors had announced that
it would source more than US$1 billion worth auto components
from India.
In 2009, India (0.23m) surpassed China (0.16m) as Asia's fourth
largest exporter of cars after Japan (1.77m), Korea (1.12m) and
Thailand (0.26m). In July 2010, The Economic Times reported
that PSA Peugeot Citroën was planning to re-enter the Indian
market and open a production plant in Andhra Pradesh that
would have an annual capacity of 100,000 vehicles, investing
€700M in the operation. PSA's intention to utilise this
production facility for export purposes however remains
unclear as of December 2010.
In recent years, India has emerged as a leading center for the
manufacture of small cars. Hyundai, the biggest exporter from
the country, now ships more than 250,000 cars annually from
India. Apart from Maruti Exports' shipments to Suzuki's other
markets, Maruti Suzuki also manufactures small cars for Nissan,
which sells them in Europe. Nissan will also export small cars
from its new Indian assembly line. Tata Motors exports its
passenger vehicles to Asian and African markets, and is
preparing to sell electric cars in Europe in 2010. The firm is
planning to sell an electric version of its affordable car the Tata
Nano in Europe and in the U.S. In the 2000s, Mahindra &
Mahindra prepared to introduce its pickup trucks and
small SUV models in the U.S. market, but canceled its plans. As
of 2019, it is assembling and selling an off-road vehicle
(Mahindra Roxor; not certified for road use) in limited numbers
in the U.S. It is also sold in Canada. Bajaj Auto is designing a
low-cost car for Renault Nissan Automotive India, which will
market the product worldwide.

Renault Nissan may also join domestic commercial vehicle

manufacturer Ashok Leyland in another small car project. While
the possibilities for the Indian automobile industry are
impressive, there are challenges that could thwart future
growth. Since the demand for automobiles in recent years is
directly linked to overall economic expansion and rising
personal incomes, industry growth will slow if the economy
weakens.
Top 10 export destinations

India exported $14.5 billion worth of automobiles in 2014. The

10 countries below imported 47.8% of that total.
Rank Country Value (US$) Share
1 United States 1.2 billion 8.4%
2 Mexico $1 billion 6.9%
3 South Africa $888.8 million 6.1%
4 United Kingdom $637.4 million 4.4%
5 Sri Lanka $596.9 million 4.1%
6 Bangladesh $592.1 million 4.1%
7 Turkey $580.4 million 4%
8 Nigeria $546.8 million 3.8%
9 United Arab Emirates $433.6 million 3%
10 Colombia $428.9 million 3%

Exports of Vehicles in India decreased to 1478.68 USD Million in

2020 from 11332.49 USD Million in 2019.

India Exports by Country Last Previous

United States 485.03 469.28 INR Billion Nov/22
United Arab Emirates 211.45 179.69 INR Billion Nov/22
Netherlands 146.98 118.23 INR Billion Nov/22
Israel 122.55 44.07 INR Billion Nov/22
Brazil 91.30 72.88 INR Billion Nov/22
China 86.57 83.21 INR Billion Nov/22
Germany 66.84 63.42 INR Billion Nov/22
Saudi Arabia 60.38 66.42 INR Billion Nov/22
Indonesia 58.89 51.32 INR Billion Nov/22
Singapore 55.63 63.31 INR Billion Nov/22
Hong Kong 51.40 62.34 INR Billion Nov/22
Belgium 51.05 53.36 INR Billion Nov/22
Nepal 50.69 36.95 INR Billion Nov/22
Italy 49.29 45.34 INR Billion Nov/22
France 45.78 41.27 INR Billion Nov/22
South Africa 43.83 47.85 INR Billion Nov/22
Malaysia 40.15 42.70 INR Billion Nov/22
Japan 37.21 33.27 INR Billion Nov/22
Australia 34.64 44.76 INR Billion Nov/22
Nigeria 33.16 38.53 INR Billion Nov/22
Thailand 32.57 37.15 INR Billion Nov/22
Sri Lanka 27.95 35.21 INR Billion Nov/22
Canada 26.50 22.95 INR Billion Nov/22
Spain 25.97 30.04 INR Billion Nov/22
Russia 24.72 23.06 INR Billion Nov/22
Egypt 22.94 20.94 INR Billion Nov/22
Kenya 20.10 11.64 INR Billion Nov/22
Iraq 16.64 15.62 INR Billion Nov/22
Taiwan 13.58 15.32 INR Billion Nov/22
Philippines 12.80 13.78 INR Billion Nov/22
Portugal 9.58 4.35 INR Billion Nov/22
Switzerland 8.82 12.34 INR Billion Nov/22
Iran 8.33 6.05 INR Billion Nov/22
Denmark 6.03 4.59 INR Billion Nov/22
Sweden 5.60 5.49 INR Billion Nov/22
Ireland 4.26 3.12 INR Billion Nov/22
Greece 3.91 3.65 INR Billion Nov/22
Pakistan 3.70 3.20 INR Billion Nov/22
New Zealand 2.81 2.85 INR Billion Nov/22
Finland 2.78 2.45 INR Billion Nov/22
Luxembourg 0.24 0.25 INR Billion Nov/22
 Passenger vehicle manufacturers in India
India is the 4th largest passenger vehicle producer in the world.
In 2018–19, it produced 4.06 million cars. Currently, there are
an estimated 30 million cars in India. This list is of cars that are
officially available and serviced in India.

Indian brands
Models currently manufactured by Indian brands

 Mahindra: Bolero, Scorpio, Thar, Bolero

Neo, KUV100NXT, Marazzo, Alturas G4, XUV300, XUV700
 Tata Motors: Xenon, Tiago, Tigor, Tigor EV, Nexon, Nexon
EV, Harrier, Altroz, Safari, Punch
 Force Motors: Force Gurkha

Defunct Indian brands

 Hindustan Motors - the company still exists, but no longer

manufactures automobiles
 Sipani Automobiles
 Standard Motor Products of India Limited
Joint-venture (JV) brands

 Maruti Suzuki (subsidiary of Japanese auto

maker Suzuki) Alto, Wagon
R, Swift, Dzire, Ertiga, Celerio, Ciaz, Brezza, Baleno, Ignis, XL6,
S-Presso, Grand Vitara, Jimny
Foreign-owned brands
MG, Hyundai, Renault, Nissan, Citroën, Jeep, Honda, Toyota,
KIA, Volkswagen, Škoda, Audi, Jaguar, Land Rover, Mercedes-
Benz, BMW and MINI are the foreign automotive companies
that manufacture and market their products in India.
Vehicles currently manufactured in India

 Audi India: A4, A6, Q5, Q7

 BMW India: 3 Series, 5 Series, X1, X3, X4, X5, X7
 Citroën India: C3, C5 Aircross
 Honda Cars India: Amaze, City
 Hyundai Motor India: Grand i10
Nios, i20, Alcazar, Aura, Creta, Kona
Electric, Tucson, Venue, Verna
 Isuzu Motors India: D-Max
 Jaguar (subsidiary of Tata Motors): XE, XF
 Jeep: Compass, Meridian, Wrangler
 Kia India: Carens, Carnival, Seltos, Sonet
 Land Rover (subsidiary of Tata Motors): Range Rover
Evoque
 MG Motor India: Astor, Gloster, Hector, ZS EV
 Mercedes-Benz India: C-Class, E-Class, S-Class, V-
Class, GLC-Class, GLE-Class
 MINI: Countryman
 Nissan Motor India: Magnite
 Renault India: Kiger, Kwid, Triber
 Škoda Auto India: Kushaq, Kodiaq, Slavia
 Toyota Kirloskar Motor: Innova
Crysta, Fortuner, Camry, Glanza, Belta (exports
only), Rumion (exports only), Urban Cruiser
Hyryder, Hilux, Vitz (exports only), Lexus ES300h
 Volkswagen India: Virtus, Taigun, Tiguan
Peugeot stopped selling passenger cars in India in 1997.
Daewoo Motors stopped selling passenger cars in India in 2003.
Opel was present in India until 2006. As of 2013, Opel only
provides spare parts and vehicle servicing to existing Opel
vehicle owners.
General Motors India stopped producing Chevrolet passenger
cars for the Indian market in late 2017.
Fiat left the Indian market in 2018.
Mitsubishi Motors stopped selling passenger cars in India in the
late 2010s.
Ford India stopped producing passenger cars for the Indian
market in late 2021.
Nissan stopped selling Datsun passenger cars in India in 2022.
Auto companies

Indian brands

 AMW
 Ashok Leyland
 Atul Auto
 Oculus Auto
 Bajaj Auto
 Eicher Motors
 Force
 Hindustan Motors
 Mahindra & Mahindra
 Premier
 Tata Motors
 Omega Seiki Mobility
 Maruti Suzuki
Joint-venture (JV) brands

 Ashok Leyland - originally a JV between Ashok

Motors (owned by the Hinduja Group) and Leyland Motors,
now joint ventures between Ashok Leyland and Nissan
Motors (Japan) for LCV's; and John Deere (USA) for
construction equipment.
 KamAZ Vectra - A JV between Russia's KamAZ and the
Vectra Group
 MAN Force - A JV between Force Motors and MAN
AG (Germany)
 SML Isuzu - originally, as Swaraj Mazda, a JV between
Punjab Tractors and Mazda, now 53.5% owned by Sumitomo
Group and with its current name since 2011.
 VE Commercial Vehicles Limited - VE Commercial Vehicles
limited - A JV between Volvo Group and Eicher Motors
Limited.

Foreign-owned brands
 BharatBenz (Owned by Daimler AG of Germany and
affiliated with Daimler's Fuso and Mercedes-Benz brands)
 Caterpillar Inc.
 DAF
 Hino
 Isuzu
 Iveco
 J. C. Bamford (JCB) (Owned by British multinational
corporation J. C. Bamford).
 KamAZ
 MAN
 Mercedes-Benz - manufactures luxury coaches in India.
 Piaggio
 Rosenbauer.
 Scania
 Tatra.
 Volvo.

Defunct commercial vehicle manufacturers of India

 Automobile Products of India or API - founded in 1949
at Bombay (now Mumbai), by the British company Rootes
Group,[198] and later bought by M. A. Chidambaram of the
MAC Group from Madras (now Chennai). The company
manufactured Lambretta scooters, API Three Wheelers
under licence from Innocenti of Italy and automobile
ancillaries, notably clutch and braking systems. API's
registered offices were earlier in Mumbai, later shifted
to Chennai, in Tamil Nadu. The manufacturing facilities were
located in Mumbai and Aurangabad in Maharashtra and
in Ambattur, Chennai. The company has not been
operational since 2002.
 Escorts Yamaha - in 1984 Escorts formed a joint venture
with Yamaha to manufacture motorcycles. In 2008
became India Yamaha Motor.
 Hero Motors is former moped and scooter manufacturer
based in Delhi, India. It is a part of multinational
company Hero Group, which also currently owns Hero
Motocorp (formerly Hero Honda) and Hero Cycles, among
others. Hero Motors was started in the 1960s to
manufacture 50cc two-stroke mopeds but gradually
diversified into making larger mopeds, mokicks and scooters
in the 1980s and the 1990s. Noteworthy collaborators and
technical partners were Puch of Austria and Malaguti of Italy.
Due to tightening emission regulations and poor sales, Hero
motors have discontinued the manufacture of all gasoline
powered vehicles and transformed itself into an electric two-
wheeler and auto parts manufacturer.
Chapter-II
Review of
Literature
 Hyundai Motor Company in the
Indian Market
With the realization that the only way for the company to
survive was to produce 100% domestic cars, former CEO
Ju-Young Chung decided to commit 100 million dollars to
construct an automobile manufacturing factory that would
produce 50 thousand vehicles annually by 1967. At that
time, not only was the development of automobiles difficult,
but annual domestic sales did not even reach 1,000. In such
a situation, Chung began the biggest gamble of his life: “We
will make money by exportation.” With such high hopes,
Chung showed the courage to target foreign markets for
profit. In 1976, he released Korea’s first and very own auto
mobile brand, the Pony. It captured 43% of the domestic
market and began being exported to Ecuador, Africa and
parts of the Middle East. On the strength of the Pony’s great
success, Pony 2 was released in 1982. It sold over 40 thousand
units domestically in its first year, was exported to Canada in
1983, and sold 80 thousand in 1986. In 1985, Hyundai Motor
became the first Korean corporation to establish its local
subsidiary in the US. It broadcast TV commercials on three
major networks with the slogan, “Cars That Make Sense.” After
viewing the commercials, Korean residents in the US cried
tears of joy. Up until then, they thought that Korea still
subsisted on aid goods. As Korea’s representative automobile
manufacturer, Hyundai Motor Company (HMC) led in
globalizing the Korean automobile industry by expanding into
domestic regions in order to widen its sphere of activity to
foreign markets. Since acquiring Kia Motors in 1998, HMC
(Hyundai Kia Motors, CEO Mong-Koo Chung) leaped from 10th
place in 2000 to 5th place in 2010 in global market shares. In
the past 10 years, Hyundai-Kia created out standing results
when compared to global competitors, with an annual average
growth rate of 9%. By 2010, the corporation recorded 7th in
the US market with a 7.7% share, 8th in the Chinese market
with 9.8%, 8th in Brazil with 4.7%, 2nd in Russia with 10.0% and
10th in the European regions with 4.5%. The corporation
ranked 2nd in India’s market with an astonishing share of
19.1%. Its activities particularly stood out in the Indian market,
with its immense population of 1.2 billion, by recording an
annual economic growth of 8%. Hyundai increased not only
sales in advanced markets but also in emerging markets around
the BRIC to grow in each region throughout the world.

ENTRY INTO INDIA

With a size 33 times the area of South Korea, India comprised

28 states and 7 union territories with different languages,
costumes, religious observances, arts and food. Diversity also
existed within each single region according to social rank.
Such elements of diversity could be discovered on the streets
and roads of India. It was difficult to find actual streets for
pedestrians in India. People took part in various activities
unconnected with the original purpose of streets such as
sleeping, selling goods, parking bicycles, drinking tea or
listening to cricket games over the radio. Roads in India were
also chaotic. Traffic was a day long frenzy of buses, trucks,
cars, auto-rickshaws, cycle-rickshaws, bicycles, motorcycles,
cow-wagons, cows, dogs, camels, elephants, and fearless
pedestrians.
Owing to a backward infrastructure and decline in
traffic safety awareness, India displayed the ultimate in road
chaos. Traffic lanes and signals were rarely seen. Further
more, citizens went their ways even with cars coming at
them. When cars entered roads that were under repair or
construction, they were sometimes tilted 20 degrees. The
abrupt appearance of people, dogs and cows crossing the
streets were very common events in India. Moreover, cars
traveling on opposite sides of the streets and cars making
abrupt U-turns were all left to fate. Thus, honking the horn was
the only method of alerting others. No one knew where or
when emergencies occur. A cool head and ability to smile under
pressure were essential.
India was the world’s only leading nation with no definite
policies for reducing traffic accidents. Despite the urgent
need for safety awareness, a stable infrastructure, and strong
traffic regulations, there was little display of these items.
Would it be possible to enter a market with such unpredictable
elements?
The infinite potential of India was hidden behind
China, to be regarded as second-rate. However, forecasts
showed India will overtake China’s population by 2030 and
its GDP will become 2nd in the world. At present, half of
India’s population was under 25 years of age, and the
population increase was potentially 1.5%. Moreover, India had
the best location for distributing to Europe and Africa. In
addition, it was rich in natural gas. The government was
actively striving for energy diversification. Also, active policies
for attracting investments were being conducted by the
central and state governments to create a positive investment
environment. Above all, the strength of India was that
English was used as a common language. Since English was
used in all parts of India, business was possible with many
nations. With its infinite growth potential, the entire world
had its eyes on the Indian market. It was difficult to deny that
all these factors turned the chaotic market of India into an
enticing place of business.
 Hyundai Motor India

Located 35 km west of Chennai, Tamil Nadu in Southern

India, the road to Hyundai Motor India’s factory had views
of abandoned lands, poor villages and collapsing schools. In
contrast to such sights, Hyundai India’s factory had a very
modern look. Spread across 2.1 million m², Hyundai Motor’s
factory was built with 7 billion dollars in investment funds
and knocked on the doors of India with 100% wholly-owned
methods — an unprecedented event in India.
With its need for a new growth engine, Hyundai chose
India as the next region to achieve market penetration in
a short time while carrying forward with globalization. In
1996, India’s domestic automotive market had great potential
to expand alongside India’s economy. It offered a foot
hold for further exportation. When bringing foreign vehicles
into India, the tax on new cars was 60%, while used cars
were taxed 100%. India’s government created an environment
in which automotive companies could escape the burden of
high taxation by assembling vehicles inside India. Rather than
bring cars into India, it was more advantageous to bring in
the factories to build the cars.
At the time of Hyundai Motor Company’s entry into
India, there were strict restrictions against foreign ownership.
Joint ventures were practically inevitable. Since Indians had a
history of regulating for foreign investment, they were all too
aware of how to gain the most profit from foreign partners.
Most multinational corporations entered India in the form of
joint ventures, and the automotive industry was no exception.
Maruti was created as a joint venture with Suzuki. Ford also
possessed shares. However, Hyundai discovered that these
corporations faced discord with their local partners, which
caused a great deal of problems. In fact, Ford suffered much
damage as its factory’s construction was delayed by disputes.
For a foreign corporation to favorably conclude a
partnership from the start was a very difficult task. Joint
investments could act as obstacles to implementing firm
strategies or making quick decisions. Accordingly, after fulfilling
numerous conditions and making endless appeals, Hyundai
received authorization for independent investment from
India’s government in May of 1996. In October of the same
year, a ground-breaking ceremony was held, and the factory
was completed in May 1998. In September 1998, the factory
began mass production. After considering distribution, human
resources, infrastructure and support policies of the
government among the main automotive clusters around
Mumbai, Delhi, and Chennai, Chennai of Tamil Nadu was
chosen as the place of investment. The state government of
Tamil Nadu provided the infrastructure for electricity, water,
roads and communication. As well, it purchased the land to
support construction for Hyundai Motor’s factory. With such
support, Hyundai completed the factory in one year and seven
months, well ahead of the planned three years. The history of
Hyundai Motor India began.
 India’s Automotive Industry

India’s automobile industry began in the 1930s. The industry

had its earliest beginning when GM and Ford launched a CKD
assembly line and established the local brand. However,
development was slow due to various regulations imposed by
the Indian government, (including restrictions on production
capacity and high commodity taxes). Moreover, the Indian
government of the 1960s adopted strict industrial
protectionism. GM’s and Ford’s dominance declined as the
oligopoly structure for local enterprises was formed.
Nevertheless, various regulations were relaxed in the 1980s
due to the liberalized policies of industrial modernization.
When the Lao administration announced economic
liberalization in July of 1991, the market was opened, and
international automobile companies began their entry into
India. Duties for automobile parts were abolished in 1992, and
restrictions on production were ended in 1997. These
relaxations led to renewed inroads by foreign corporations.
In this land of opportunity, Hyundai Motor Company found
potential and began its entry into India’s market. At the time of
their decision in 1995, Ford and Honda had already entered
India’s market through collaborating with local corporations.
Suzuki also collaborated with India’s government in 1983 to
establish Maruti. Maruti developed the people’s car to
occupying a record 80% of India’s market share in the late
1990s. During this time, India’s automobile industry achieved
outstanding growth. It changed into an arena of fierce
competition between the North American enterprises of GM
and Ford, Japan’s Toyota, Nissan, Honda and Mitsubishi, the
European companies of Volkswagen, Renault, Mercedes-Benz,
BMW and Fiat and their local corporations of Maruti Suzuki,
Tata Nano, Mahindra and others.
One of the distinguishing features of India’s automobile market
was that its vehicle classification was segmented, with small
vehicles ranked according to the length of frames. Thus the 800
cc Mini (under 3400 mm) and 1000 cc Compact (3401–4000
mm) fell into Segment A, while the Mid sizes (4001–4500 mm)
and Executives (4501–4700) of over 1000cc fell into Segment C
in the global market classification.
Premium (4701–5000 mm) fell into Segment D while Luxury
(over 5001 mm) fell into Segment E. In other words, although
Sonata was considered as a mid-size vehicle by global standards,
it was considered as a Premium vehicle in India. Prior to
Hyundai Motor Company’s entry, the market of 800 cc mini
vehicles occupied approximately 70% of the 320 thousand sold
in the entire nation. However, the 1000 cc compact vehicle
market began to display growth over twice its size from 1999
due to the new release of Hyundai’s Santro, and started to
supplant a large portion of Segment A’s market. Since then,
India’s automobile market grew larger in accordance with the
developments in the nation’s economic status. Recently, the
Indian government prepared the Automotive Mission Plan
2010–2016 for the automotive industry. It began to prepare
standards for vehicles and road traffic safety. Along with
systemized vehicle inspection systems, it adjusted taxation
policies for expanding automobile exports. In particular, it
proceeded to take on the National Highway Development
Project (NHDP) to expand the percentage of paved roads from
47.4% and support new automobile technologies with an R&D
center. Finally, it applied the 2010 Euro IV Exhaust Standards to
reduce air pollution in India as well as increase the
competitiveness of domestically-produced products.
Approximately 60% of automobile purchasers in India were
white collar workers in their 20s and 30s. Vehicle use was being
supported by the young generation, and the purpose of vehicle
purchases included increase in social status, commuting to
work, and family. Due to the promotion of automotive loans,
vehicle purchases through monthly
installment plans reached approximately 80%.

LOCALIZATION STRATEGY IN INDIA

Development of the Customized People’s Car

HMI initially planned to produce approximately 50 thousand
mid-size 5-door Accents during the beginning phase of its entry
into India’s market. However, as a result of market research,
HMI found that the sale of mid-size vehicles remained at 80
thousand, for a maximum value of sales of 30 thousand, while
compact vehicles had potential annual sales of 60–80 thousand
units. At the same time, Daewoo produced 110 thousand Cielos
while targeting the mid-size vehicle market in India. However,
sales stopped at 20 thousand, which led HMI to revise its
strategies. Accordingly, HMI entered India’s market with the
Atoz (called the Santro in India) rather than the Accent. HMI
threatened Maruti’s market share of 82%. During this time,
Maruti enjoyed a seller’s market: it continued selling the old
1980s models. Based on these conditions, HMI intended to
develop a “people’s car” to suit the climate and lifestyle of the
Indian people. HMI applied new technologies and components
instead of reusing domestic models. In the Indian car market
where compact cars under 1,000 cc occupied 70%, HMI found
its great strength in small vehicle parts offered a cost-
competitive advantage. The popularity of compact vehicles in
India was a result of tax policies. Compact vehicles included
lengths under 4 m, engines under 1000 cc, or under 1500 cc
when diesel. Other vehicles were hit with a 10% special
consumption tax. When lengths or displacements were
exceeded, the tax rose to 22%. Due to these increases, 78% of
the population preferred compact vehicles. In addition, it was
easier for compacts to weave through India’s congested roads.
Moreover, wealthy people in India tended to buy several
vehicles per household. To take advantage of such conditions,
HMI began adapting the Korean Atoz to suit India. The Indian
people had not been favorable towards the Atoz. Its rear view
reminded them of an auto-rickshaw, the local taxi cab. HMI
therefore went through an extensive process to improve the
design to suit the preferences of the Indian consumer. The
functions of the vehicle were also adjusted in consideration of
Indian drivers’ habits. Factors such as lifestyle, climate and road
conditions were considered. For Indians who wear turbans, the
height of the vehicle was increased. The body was also raised to
avoid damage from poor roads and heavy monsoon rains.
Indians tended to travel short distances at low speeds while
abruptly accelerating when cutting lanes. Accordingly, the
power train was modified and brakes were strengthened. The
hot and humid weather of India placed a great load on an
engine’s cooling and air conditioning systems. To handle roads
with poor drainage during heavy rainfall, the vehicle’s water
resistance was enhanced. To deal with unregulated roads with
jaywalkers and sacred cows, the horn was made louder. The
Indian people preferred manual transmissions and kept their
air conditioners turned on 365 days a year. Therefore, HMI
strengthened these features. Finally, the car’s name was
changed to Santro to indicate this was a completely different
vehicle. In such a way, HMI considered the needs of the
customers when introducing a new model to gain their solid
trust. To promote the new car, HMI recruited India’s best-loved
movie star, Shahrukh Khan, to capture the hearts of the people.
At the time, the nation of Korea and the brand name of
Hyundai were unknown in India. Accordingly, with Shahrukh
Khan as their spokesperson, HMI released a 6-part
advertisement for Santro. As a result, HMI succeeded in fixing
the image of Hyundai into the minds of the Indian people. With
full-scale marketing through national road shows and customer
service, word began to spread, and 6 months after its initial
release, Santro began to increase sales.
 Building the World That Moves as One

In a corner of HMI’s Chennai factory, there is a place where a

great amount of sawdust is often seen. This is the part of the
factory that produces desks and chairs for public schools. This
section was built inside the HMI factory in 2006. Under the
theme “World That Moves as One,” the Hyundai Motor
Foundation was established for social contributions to India. It
contributed 100 rupees for each vehicle sold by HMI. With this
fund, various social programs were conducted, including the
desk and chair program to help students in under-developed
regions. In addition, HMI provided extensive opportunities for
education to the neglected classes of people. Hyundai Motor
Foundation established and operated automotive training
facilities in India’s major cities to provide opportunities for
young people to acquire skills as engineers and be recruited by
HMI. The company also supported internships and scholarships
by connecting with specific universities based on industry-
university collaboration.
At the same time, HMI supported scholarships for 200
underprivileged students with excellent academic records by
selecting them as Hyundai Traffic Volunteers. They were
commissioned by India’s traffic management institution (ROSES)
to receive education and become active in traffic safety
campaigns and signal controls in busy regions such as Delhi and
Chennai. The roads of India had serious problems due to
jaywalkers and vehicles traveling on the wrong sides of the
streets. To overcome such issues while enhancing the growth
of India’s education, HMI provided monthly scholarships of
1650 rupees 3 hours a day to help reduce traffic accidents
through traffic campaigns and establishing a “traffic order”
culture among the citizens.
 Building Trust with the Indian People

The Indian state government objected to Hyundai Motor

Company’s highly automated production, since it offered few
jobs. To overcome this objection, Hyundai hired 3,700 local
employees in the production line at the Chennai factory. This
was unlike the Ulsan and Asan factories in Korea, where 80–
90% of operations were automated. In general, HMI provided
employment to over 5,000 Indians, making it a significant local
employer.
In addition to jobs, HMI were influential to the culture of local
Indian citizens. A tropical monsoon climate, an agriculturally-
oriented traditional society, a caste system, Hinduism and the
remnants of English colonialism combined to produce a people
who were soft-hearted, submissive and gentle. Such
characteristics appeared in displays of giving in to authority but
also in work places due to lack of loyalty towards the company
and lack of desire to achieve a goal.
It also appeared in tendencies of being irresponsible due to
fatalistic attitudes. During HMI’s start-up, Indians displayed low
physical strength and high rates of absenteeism. There were
also examples of exclusive attitudes due to strong status
awareness.
HMI therefore focused on personnel management to give
employees a sense of ownership. For production workers, the
highest level of education was restricted to technical high
school graduates. For general administrative workers, young
university graduates were recruited. HMI’s greatest
competitive advantage was in selecting manpower from among
the mild and gentle southern Indians. Workers at the HMI
factory enjoyed higher wages than other Indians. Such wages
and the new relations within the factory neutralized the
traditional caste system. Differences in religion and status were
still respected in important matters such as marriage, but they
had no significance within the walls of the factory. Instead, a
new ranking was formed according to the evaluation standards
of the company.
By applying the cognitive structure of locals that cling to the
caste system, HMI revised the method of managing human
resources. By maintaining high payroll standards, it managed
local employees through in-depth site management and
education in consideration of local sentiment. In particular,
positions in each field were designated so that Koreans and
Indians would share in the work. In the long-term, there were
plans for all work to be performed by locals. Along with those
mentioned, HMI strove to take preventative measures for
resolving labor-management relations and collaborating with
the supplier to share success.
Although such situations seemed unfamiliar at first, Kim
remembered the efforts to understand and adapt to their
customs. To show that he was no different from the Indian
employees, he ate Indian food in the Indian way and strove to
understand the religious differences and focused on staying
neutral. It was undeniable that the key to Hyundai’s success in
India was due to such humanistic efforts. Meanwhile, the
Japanese auto companies faced great difficulties in India. In
particular, Toyota’s joint corporation, Toyota Kirloskar Motors
(TKM) suffered from complications due to local labor unrest.
Although Toyota Motors was famous for zero strikes in Japan,
these strikes were continuous since its entry into India’s market.
The employees at Karnataka in central India went on strike the
day after 3 employees were fired. Of the 2,350 personnel of
TKM, approximately 1,550 were members of the labor union.
These people destroyed CCTVs inside the factory and threw
rocks at passing cars. TKM’s union struck due to conflicts over
wages as well as emotional issues such as defiling the Indian
flag. Honda Motor’s base in India also went on strike over
wages, causing damage of 57 million dollars. When TKM acted
aggressively by dismissing 3,500 workers, the union members
blocked the road from Gurgaon and staged a violent protest.
In 2011, HMI officially established the United Union of Hyundai
Employees (UUHE). As the initial labor union of HMI, the
organization strove to build cooperative and rational labor-
management relations. As a result, there were no conflicts with
labor. However, there did appear to be movements from an
unrecognized organization, Hyundai Motor India Employees
Union (HMIEU), which was attempting to shake down the
official labor union and the company. Therefore, the official
union attempted to improve relations with HMIEU.
 STANDARDIZATION STRATEGY IN INDIA

Speed Battle, Speed Management

As competition grew more intense, Hyundai Motors began to
battle for survival. The main battlefield moved from the
massive markets of the US and Europe to the emerging markets
of China, India and Russia. The “speed management” of
Hyundai in India and China was extraordinary. The term
“Hyundai Speed” became a watchword of how Hyundai
Motor Company did business.
On 2 February 2008, HMI cut the ribbon to its second factory in
Chennai, Tamil Nadu in Southern India. In attendance were
President Mong-Ku Chung of Hyundai-Kia Motors and major
figures of India’s government including Prime Minister M.
Karunanidhi, along with 1,200 employees.
With a total of one billion dollars invested, the second factory
was able to manufacture 300 thousand vehicles annually.
Built on approximately 176 thousand m² of land, it would be
the exclusive factory for the i10, the compact car released in
India. HMI planned to produce and sell 125 thousand i10s
in both domestic and foreign regions, for an annual total of
250 thousand vehicles. As the next generation compact car of
Hyundai Motors, the i10 would be produced in India to be
exported to 90 countries in Europe, Africa, and the Middle East
as well as Central and South America. In other words, with the
construction of the second factory, HMI expanded its foreign as
well as domestic sales of compact cars. In such ways, HMI came
to possess the annual production capacity of 600 thousand
vehicles in India.
Since 2004, Hyundai has made its Indian factory the main base
of global production and cultivated it as the advanced base for
third world exports. As an emerging market of immense
potential alongside China, Russia and Brazil, the nation of India
developed at great speed. With pursuit of the FTA, its strategic
significance increased to make it the economic leader in the
third world. Therefore, Hyundai Motors decided to use the
Indian factory as the export base for emerging nations and
executed plans increase inventory for factory operations. This
soon led to maximum sales and profitability. In accordance with
headquarters’ global strategy, India became the axis in building
a global production system for Hyundai. In 2010, it served as
outpost for successfully entering the “Global Top 5.”
With the construction of Hyundai Motor Company’s
second factory in India, the number of accompanying sub
contractors increased from 16 companies to 43, with Sejong
Industrial Corporation and Hanil Tube. With this, HMI was
able to secure both a stable parts supply and quality
competitiveness at 90 percent of the local rate. At the same
time, the subcontractors gained opportunities to expand to
foreign regions and find opportunities to advance in combined
operations.
In addition to the second factory, HMI established a research
institute within the Chennai district in 2009. With over one
thousand technical personnel, the Hyundai Mobis R&D Center,
along with the research institution in Beijing, became the key to
supporting foreign production of Hyundai automobiles. The
R&D center took full responsibility for developing engines and
transmissions to be installed on Hyundai’s vehicles for
Southeast Asia and Europe. Hyundai established these local
R&D centers in India and China to secure independent
technology quickly which was demanded by the host nations at
the time of giving permission to construct the local factories.
HMI rapidly succeeded in acquiring the image of a national
corporation that contributes towards the economy of India. It
was the Number One exporter of automobiles, responsible for
over 65% of India’s entire automotive exports.
Continuing its growth since entering India’s market, HMI set a
new record in March 2006, with one million vehicles
(domestic/export) produced and sold — the shortest time
in India’s automotive history. This record was broken in
September of 2007, with 1.5 million vehicles produced and
sold. All these achievements were linked with the speed
management of CEO Mong-Ku Chung.

Quality Management, Produced on Site

The image of Hyundai Motor Company changed beyond
recognition in the last 1 to 2 years. It was actually a vertical
climb for the company and not just in quantity of sales. In
recent times, the favorable reviews increased. One could say
that the “green light” was lit to become the world’s automobile
maker. Such rewards for Hyundai Motor Company were based
on the quality management which was vital for the company to
build the “car worth its price” rather than a “cheap car.” This
strategy of CEO Mong-Ku Chung reached its mark. Increases in
quality led to increases in sales as well as increases in brand
image. Ultimately, a virtuous cycle was formed to make mutual
increases.
Along with Kia Motors, Hyundai Motor Company strove to
construct production systems for 5 million vehicles in domestic
and foreign regions (3 million domestic, 2 million foreign) and
enter the Global Top 5. Such ambitious goals were no longer
dreams. Hyundai reached beyond the BRICS to move towards
Europe and US, the home of automobiles, to be led by “global
management” and pushed by “quality and brand management”
in moving closer to their goal.
This increase of Hyundai Motors was also due to thorough on-
site management of CEO Mong-Koo Chung. The evaluation that
his on-site management, taken after the late honorable
president Ju-Young Chung, built the Hyundai Motors of today.
Needless to say, Chung was famous for engaging on-site
management in both domestic and foreign business sites.
When he was in Korea, he visited production sites and front
lines of business 2 to 3 times a week to inspect conditions and
order improvements. He also paid great attention to foreign
site management as well. Chung made over 13 foreign business
trips a year and traveled to the US, Turkey, the Czech Republic,
Russia and China to handle matters with his own hands. India
was a foreign market to which Chung expressed particular
attachment. It had the only factory among the six foreign
factories that made steady profits. While starting his global on-
site management every year, he chose India as his first
destination. The quality management style of Hyundai’s CEO
Mong-Ku Chung merged into the management of India’s
market. Ultimately, it brought extraordinary results in the
automotive industry that can only be described as being
“more intense than a car race.”

THE FUTURE OF HYUNDAI MOTOR INDIA

The total number of vehicles exported by HMI exceeded 1

million on March 22nd 2010. This was a first for the Indian
automotive industry. With the advantages of low distribution
and labor costs, HMI consistently played the role of outpost for
export of compact cars such as the Santro, i10 and i20. In 2009,
sales increased by 14.4% over the previous year with 289,846
domestic vehicles and 277,000 exports, occupying 66% of
India’s entire automotive exportation.
Moreover, the exports of foreign factories began to surpass the
domestic factories. Vehicles from factories in India, China, the
US and Turkey recorded consistent increases since the
beginning of operations at the Chinese factory in 2003. In
particular HMI’s exports as a share of overall sales rose from
35% in 2004 to 49.9% in 2008, 48.2% in 2009 and 66% in 2010.
At present, vehicles were being exported to 110 different
nations in Europe, Africa and South America.
Since 2010, there were plans to export the i20 to 10 nations,
including Australia.
However, there were problems with expansion of educational
facilities due to unstable politics. The nation of India was
especially unsuitable for stable markets because the system
was greatly influenced by the government. In other words,
there was always uncertainty. Recently, India abruptly removed
the gasoline subsidy as an energy reform policy but decided to
maintain diesel subsidies. Although the action seemed
designed to promote the growth of Tata, the Indian company
that makes diesel engines, the Indian government claimed that
the removal was to diversify energy by reducing gasoline
vehicle use. These days, India’s Big 3 automotive brands of
Maruti-Suzuki, Hyundai and Tata further intensified
competition by releasing new compact mid-size vehicles, which
are the most popular units in the Indian market. Meanwhile,
Toyota and Honda chose a top-down strategy with mid/luxury
sedan selections to occupy the premium position in the Indian
market. Also, Volkswagen became partners with India’s number
one producer, Maruti-Suzuki, to promote strong changes for
compact cars and diesel engines. In addition to all this, the 1st
place ranking of Maruti-Suzuki was threatened by battles with
advanced corporations including GM, Ford and Fiat. Maruti-
Suzuki had a 50% market share in 2010, which declined to 43%
by June 2011. With the introduction of Chinese automotive
corporations, the automotive industry in India were dubbed the
Warring States Period. On 13 October 2011, HMI revealed its
new compact car, the EON, to an audience of 700 VIPs at the
Dreams of Kingdom in Gurgaon near New Delhi. In his opening
speech, Seung-Tak Kim, the chairman of overseas operations,
stated that “applied with cutting-edge technology, EON was
created by the hard work of one thousand technicians per
forming for the past four years.” He added that “EON was
created with considerations for the demands of Indian
consumers and anticipated to captivate our customer’s hearts.”
With an engine displacement of 800 cc, EON was targeted
towards young people in urban districts, householders in
rural districts, and new customers buying cars for the first
time after riding motorcycles. EON was developed after
investing $2 billion for the purpose of overtaking India’s best
seller, Maruti-Suzuki’s Alto. Thus there were no plans to sell
it anywhere else but India. During this night, Hyundai also
announced that HMI would release 10–15 new and modified
vehicles to the Indian market. From the recently released
compact EON to the luxury SUV Santa Fe, there were plans
to face the new vehicles of competitors by developing models
to win the hearts and minds of Indian consumers in various
ranges. Moreover, HMI planned to produce new vehicles
using diesel engines due to the price differences caused by
India’s increase in gasoline prices. In accordance with the
energy policies of the Indian government, the production of
new cars using LP and CN gas were also under consideration.
However, problems that remain unresolved included sustaining
the growth of existing brands, cultivation of luxury brands,
securing future competitiveness, and resolving labor and
management issues.
The global automotive market survived the worst situations in
India’s automotive market, a situation akin to standing on the
edge of a knife. With the entry of Volkswagen-Suzuki and the
aggressive rise of the Chinese automotive industry, the
apprehensions of HMI’s Han-Woo Park deepened.
Should HMI continue focusing on compact cars or introduce
mid-size to premium and luxury sedans? Should it follow the
headquarters’ strategies and have the Indian factory serve as
the outpost for global compact cars, or should it focus on
satisfying the domestic market? In a situation of fierce
competition where only survival or extinction exists, Han-Woo
Park sat in the Hyundai pavilion, lost in thought, wondering
about the future of Hyundai Motor India and where it will be
headed.
 Chapter-III
Research
Methodology
Hyundai Motor India Ltd is a wholly owned subsidiary of
the Hyundai Motor Company headquartered in South Korea. It
is the second largest automobile manufacturer with 15%
market share as of 2022 and US$5.5 billion turn-over in India.
 History
Hyundai Motor India Limited was formed on 6 May 1996 by
the Hyundai Motor Company of South Korea. When Hyundai
Motor Company entered the indian automobile market in 1996,
the Hyundai brand was almost unknown throughout India.
During the entry of Hyundai in 1996, there were only five major
automobile manufacturers in India,
Maruti, Hindustan, Premier, Tata and Mahindra. Daewoo had
entered the Indian automobile market with Cielo just three
years back while Ford, Opel and Honda had entered less than a
year back. HMIL's first car, the Hyundai Santro was launched on
23 September 1998 and was a runaway success. Within a few
months of its inception, HMIL became India's second-largest
automobile manufacturer and the largest automobile exporter.
Hyundai Motor India Limited (HMIL) is a wholly-owned
subsidiary of Hyundai Motor Company (HMC), South Korea and
is the largest passenger car exporter and the second largest car
manufacturer in India.
Hyundai started the construction of the plant in the year 1996.
December 10th 1996 the groundbreaking ceremony was done
for Plant 1. Mr Yang Soo Kim was then the Managing Director
of Hyundai Motor India. The Indian counterpart leadership
team was managed by Mr AP Gandhi, Mr BVR Subbu and Mr
G.S. Ramesh. Mr AP Gandhi was the president for a few years
of inception. Mr BVR Subbu was the marketing director
responsible for dealer development and sales. He resigned
from Hyundai Motor India in 2006.
HMC has set up a research and development facility (Hyundai
Motor India Engineering – HMIE) in the cyber city of Hyderabad.
As HMC's global export hub for compact cars, HMIL is the first
automotive company in India to achieve the export of 10 lakh
cars in just over a decade. HMIL currently exports cars to more
than 87 countries. It has been the number one exporter of
passenger cars in the country for the eighth year in a row.
To support its growth and expansion plans, HMIL currently has
a strong 1200 dealer network and more than 1,309 strong
service points across India. In July 2012, Arvind Saxena, the
Director of Marketing and Sales stepped down from the
position after serving the company for seven years.
In August 2018, Rakesh Srivastava, Director of Sales and
Marketing at Hyundai India, resigned from his position after
serving for six years. On 4 December 2018, Hyundai Motor
India Ltd, announced the top-level management changes
immediately. Seon Seob Kim assumed the responsibilities of
MD and CEO from Young Key Koo.
In 2019, Hyundai Motor Company invested around 1.1 trillion
KRW in an additional EV production line and began
manufacturing Kona Electric.In 2022, Hyundai Motor India
Limited receives about 85% of its electrical power as eco-
friendly energy from external power plants. Moreover, it is
currently installing a stationary solar power system of 1.9MWp
using the module factory’s roof with a size of 13,028m².
 Manufacturing facilities

HMIL has two manufacturing plants

in Irungattukottai and Sriperumbudur in Tamil Nadu. HMIL's
manufacturing plant near Chennai claims to have the most
advanced production, quality and testing capabilities in the
country.

To cater to rising demand, HMIL commissioned its second plant

in February 2008, which produces an additional 300,000 units
per annum, raising HMIL's total production capacity to 600,000
units per annum. Current Production Capacity efficiency, has
led to rolling out cars in 31 seconds, with these two plants
in Irungattukottai , Sriperumbudur increased to 7,40,000 cars
per year.
 R&D centre
Hyundai Motor India Engineering (HMIE) is a fully owned
subsidiary of Hyundai Motor Company, South Korea, which is
located at Hyderabad, Telangana. HMIL established HMIE in
November 2006 and contributed to the development of
Hyundai Motors' popular new models for the Indian market
starting with the Eon and followed now by the "i" series, and
also in SUV segments like the Creta. Hyundai Motors' other
overseas R&D centres are located in the United States,
Germany, Japan, Korea, and China.
 Regional headquarters

As of 2 July 2018, as part of organizational restructuring,

Hyundai has announced the creation of three regional
headquarters – Hyundai Motor India, Hyundai Motor North
America and Hyundai Motor Europe. The regional headquarters
will have various divisions for planning, finance, products and
customer experience. They will work in collaboration with
Hyundai Motor Company – the corporate headquarters based
in Seoul, South Korea. Hyundai Motor India led by SS Kim will
oversee the operations of the brand in the regional market.

Global Quality Centre

Indian Quality Centre (INQC) is one of five quality centres
worldwide, along with those in the US, China, Europe and
Middle East.
The India centre located at Faridabad, Haryana will conduct
durability studies of existing models and benchmark parts and
systems for constant improvement.
The key activity of the centre is to "contribute in new car
development from pilot stage to create quality product with
zero defect".
The centre will also be responsible for ensuring "top level
safety quality" through proactive customer oriented
management system and understanding feedback from them
to eliminate potential risks. The centre also has an objective to
study market conditions and other Asia Pacific regions to
develop new cars and adapt strategies for continuous product
quality improvement.
The company opened a training centre at the facility. It will
have its own body and paint unit. The new service training will
ensure overall skill development of entire service profile of
dealer manpower.
 Models

Hyundai Aura

The Hyundai Aura is a subcompact car produced by the South

Korean manufacturer Hyundai. It is a sedan based on the third
generation Hyundai i10 (Hyundai Grand i10 Nios in India), and
was designed primarily for the Indian market. It is the successor
to the Hyundai Xcent, a different nameplate is used as the
Xcent continued in production mainly for fleet and commercial
customers. The Aura was launched on 21 January 2020 in India.
The Aura features an 8.0-inch touchscreen infotainment with
Android Auto system and Apple Car Play compatibility, a Ark
amys music system and a half-digital instrument cluster.
Additionally, it is also well equipped with comfort features such
as wireless charging, rear AC vent, rear centre armrest.
The Aura is available with three engine options. The only diesel
option is the U-Line 1.2 L turbo diesel producing 75 PS (55 kW;
74 hp). The petrol engine is a 1.2 L naturally aspirated petrol
engine shared with the Grand i10 Nios, and a 1.0
L turbocharged GDI petrol unit which can generate 100 PS
(74 kW; 99 hp) of peak power.
The Hyundai Aura CNG has a 1.2-liter petrol engine that can run
on both petrol and CNG. The engine is BS6 compliant and
produces a maximum power of 68 horsepower at 6,000rpm
and a maximum torque of 95Nm at 4,000rpm.
The facelift Aura was launched on 23 January 2023 in India, it
features a redesigned front fascia.

Hyundai Venue

The Hyundai Venue (Korean: 현대 베뉴) is a subcompact

crossover SUV manufactured by the South Korean
manufacturer Hyundai. The Venue debuted at the 2019 New
York International Auto Show as Hyundai's smallest global
crossover prior to the introduction of the Casper. As of 2023,
the Venue is positioned between the Kona or Creta, and above
the Casper in Hyundai's international lineup.[4] It shares its
platform with the Hyundai Accent.
 Hyundai Alcazar

The Hyundai Alcazar is a compact crossover SUV with three-

row seating produced by the South Korean
manufacturer Hyundai in India. Introduced in April 2021, it is a
long-wheelbase version of the subcompact Creta, whilst having
additional third-row seating, styling changes, and a different
powertrain option.
Hyundai Kona

The Hyundai Kona (Korean: 현대 코나) is a subcompact

crossover SUV produced by the South Korean
manufacturer Hyundai. The first-generation Kona debuted in
June 2017 and the production version was revealed later that
year. It is positioned between the Venue or Bayon and
the Tucson in Hyundai crossover SUV line-up. The battery
electric version called the Kona Electric (or Kona EV) was first
launched in South Korea during the first half of 2018 and rolled
out gradually worldwide afterwards.

Hyundai Santro

The second generation Santro was launched on 23 October

2018 in India. This marks the return of the Santro nameplate in
India after four years since the last generation was
discontinued and nearly twenty-five years since the start of
production. It is positioned below the Hyundai i10.

The model is powered by a 1.1-litre Epsilon G4HG petrol which

produces 69 hp (51 kW; 70 PS) at 5,500 rpm and 10.1 kg⋅ m
(73 lb⋅ ft; 99 N⋅ m) torque at 4,500 rpm. A bi-fuel version of
the engine that uses both petrol and CNG is also available.
Transmission options consist of a 5-speed manual and a 5-
speed automated manual.
It is one of the Top 3 Urban World Cars of 2019.
 Sales and service network
HMIL has 475 dealers and more than 1,300 service points
across India. HMIL also operates its own dealerships known as
Hyundai Motor Plazas in large metros across India. HMIL has
the second largest sales and service network in India
after Maruti Suzuki.

Sales and exports

HMIL currently exports vehicles to over 92 countries
across Africa, Middle East, Latin America, Australia and Asia. It
has been India's number one exporter for the last 10 years
consecutively.

In February 2010 HMIL achieved a record export of 1 million

units.
HMIL has been consecutively awarded "Top Exporter Of The
Year" for 10 years by EEPC.The Highest Exported volume was
2,70,017 in year 2009. Now, it has moved down as fourth
largest car exporter following Maruti Suzuki, Volkswagen and
Nissan.
 Awards and achievements
 Indian Car of the Year (ICOTY)
o 2008 — Hyundai i10
o 2014 — Hyundai Grand i10
o 2015 — Hyundai Elite i20
o 2016 — Hyundai Creta
o 2018 — Hyundai Verna
o 2020 — Hyundai Venue
o 2021 - Hyundai i20
 J D Power Appeal Awards 2016 demonstrating excellence
of 'Made In India' Products as per global standards for Grand
i10, Elite i20 & Creta.
 JD Power Indian Customer Satisfaction Award 2017 – For
Ranking Number 1 in After Sales Customer satisfaction.

Brand ambassador
The carmaker got Shah Rukh Khan on board as its brand
ambassador for the Hyundai Xcent, the company's recently
launched sub-compact sedan in India. 1998, SRK shot his first
TVC for the Hyundai Santro, and his association with the car
brand has now turned 23.
In 2010 Khan won the "Brand Ambassador of the Year" for
Hyundai i10 at NDTV Profit Car and Bike Awards.
Khan also promotes the "Be The Better Guy" road safety
campaign for Hyundai.
In July 2017, Hyundai India extended Khan's contract for two
years.
 Hyundai Motor India Foundation
In 2021, the Hyundai Motor India Foundation (HMIF), the
philanthropic arm of Hyundai Motor India Ltd., announced a
new initiative, Art for Hope. It will work towards encouraging
artists across various domains like digital arts, crafts,
multidisciplinary arts, performance arts and visual arts. The
project is scheduled to begin October 2021. Selected artists will
get an opportunity to exchange ideas, complete an art project
and be mentored by key industry people. The final projects will
be displayed in art shows across India.
 Chapter - IV
Data Analysis and
Interpretation
 Statistics
Top 10 best-selling automobile models in India (new passenger and commercial
vehicles), 1985–2021
Source:
Models and Ranking
Year
1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th
Maruti Maruti Maruti Maruti Maruti Maruti Hyundai Hyundai Maruti
2018 Hyundai i20
Dzire Alto Swift Baleno Vitara Brezza Wagon R i10 Creta Celerio
Maruti
Maruti Maruti Maruti Maruti Maruti Maruti Hyundai Hyundai
2019 Vitara Hyundai i20
Alto Dzire Swift Baleno Wagon R Eeco i10 Creta
Brezza
Maruti Maruti Maruti Maruti Hyundai Hyundai Maruti
2020 Maruti Dzire Maruti Eeco Kia Seltos
Swift Alto Baleno Wagon R Creta i10 Vitara Brezza
Maruti Maruti Maruti Maruti Hyundai Maruti Maruti Maruti
2021 Maruti Dzire Tata Nexon
Wagon R Swift Baleno Alto Creta Vitara Brezza Eeco Ertiga
1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th
Indigenous manufacturer Local-foreign joint venture manufacturer Foreign manufacturer

2019 passenger car sales data

2019 best selling cars in India
 Company Milestones

2018

Year Date Milestone

December 27, Hyundai’s Super Performer & Best Seller ‘i20’ Crosses 1.3 Million Mark in 10
2018
2018 years

December 21, Hyundai’s All New SANTRO- received “Transmission of the Year-4W” Award
2018
2018 by AutoTech Review 2018

December 19, Hyundai’s All New SANTRO received “Hatchback of the Year” Award by
2018
2018 Autocar

December 17, Hyundai’s All New SANTRO received “Hatchback of the Year” Award by
2018
2018 News18

November 29, Hyundai’s All New SANTRO received “Best Hatchback of the Year” Award by
2018
2018 AutoPortal

November 29,
2018 Hyundai’s All New SANTRO received “Viewer’s Choice” Award by AutoPortal
2018

November 13,
2018 Hyundai’s All New SANTRO received “Best of 2018” Award by Auto X
2018
Year Date Milestone

October 31, Hyundai Tops in J D Power 2018 India Customer Service Index (Mass market)
2018
2018 Study

October 23,
2018 Hyundai Announces World Premiere of 'The All New SANTRO'.
2018

2018 October 9, 2018 Hyundai Unveils India’s Favorite Family Car ‘The All New SANTRO’

September 14,
2018 Hyundai Introduces Next Gen VERNA Anniversary Edition
2018

Hyundai Unveils First Design Renders of India’s Most Awaited Contemporary

2018 August 16, 2018
Family Car – AH2

Hyundai Brilliant Moments – Emotional Recalling Digital Campaign Records

2018 July 16, 2018
More Than ‘100 Million’ Views in Just 17 Days

2018 June 27, 2018 Hyundai Celebrates 20 Years Journey with ‘Brilliant Moments

2018 June 11, 2018 Hyundai Motor India Rolls out Fastest 8 Millionth Car in 19 Years 6 Months

2018 May 25, 2018 Hyundai introduces 1.2 L Petrol Engine with CVT in The New 2018 ELITE i20

2018 May 21, 2018 Hyundai Launches Most Preferred Perfect SUV - 'The New 2018 CRETA'
Year Date Milestone

February 01, Hyundai’s Next Gen VERNA received “Techy sedan of the Year” Award by T3
2018
2018 India

February 13,
2018 Hyundai’s Next Gen VERNA received “Car of the Year” Award by Motorbeam
2018

February 16, Hyundai’s Next Gen VERNA received “Car of the Year” & “Sedan of the Year”
2018
2018 Award at BTVI Car India Awards 2017-18

February 07, Hyundai’s New 2018 ELITE i20 received “Best Global Debut” award by C&B
2018
2018 Auto Show Awards 2018.

February 07, Hyundai’s Next Gen VERNA received “Premium Sedan of the Year 2018”
2018
2018 award by Times Auto Award-EVO.

February 07, Hyundai’s Next Gen VERNA received “Premium Sedan of the Year 2018”
2018
2018 award by Times Auto Award-EVO.

February 07,
2018 Hyundai Launches ‘Swachh Can’ Supporting Swachh Bharat Abhiyan
2018

February 07,
2018 Hyundai Announces Blockbuster Launch of ‘The New 2018 ELITE i20’.
2018

February 06, Hyundai’s Next Gen VERNA received “Sedan of the Year 2018” award by
2018
2018 Motoring World.
Year Date Milestone

February 06, Hyundai’s Next Gen VERNA received “Car of the Year 2018” award by
2018
2018 Motoring World.

February 05, Hyundai received “Exporter of the Year 2018” award by CNBC- TV 18
2018
2018 OVERDRIVE Awards.

February 05, Hyundai Next Gen VERNA received “Sedan of the Year 2018” award by
2018
2018 CNBC- TV 18 OVERDRIVE Awards.

February 02, Hyundai Marks 20 Years Celebration with Ground-Breaking Ceremony of its
2018
2018 New Landmark Sales & Marketing Headquarter

January 24,
2018 Hyundai Next Gen VERNA received” Sedan of the Year” award by TopGear
2018

January 22, Hyundai’s Hyundai Next Gen VERNA received “Reader’s Choice of the Year
2018
2018 2018” award by Fly-Wheel.

January 22, Hyundai’s Hyundai Next Gen VERNA received “Sedan of the Year 2018”
2018
2018 award by Fly-Wheel.

January 22, Hyundai’s Hyundai Next Gen VERNA received ” Best Midsize Car of the Year
2018
2018 by Quatermile.com

January 12, Hyundai Next Gen VERNA received “ Sedan of the Year” award by
2018
2018 Gaadiwaadi.com.
Year Date Milestone

January 11, Hyundai’s CSR campaign #BeTheBetterGuy received “ Best CSR Marketing
2018
2018 campaign” award by AutoCar India.

January 11, Hyundai Next Gen VERNA received “ Sedan of the Year” award by AutoCar
2018
2018 India.

January 10,
2018 Hyundai Introduces 1.4 L Petrol Engine in the Super Sedan Next Gen VERNA
2018
 2019

Year Date Milestone

Hyundai Motor India Limited wins ‘Indian Manufacturer of the

2019 December 26, 2019
Year – 2019’ and ‘Smart Factory Awardon Mark in 10 years

Hyundai ELITE i20 wins Prestigious 'Most Popular Pre-Owned 4

2019 December 20, 2019
Wheeler – 2019' Award by

Hyundai Motor India wins Prestigious '4 Wheeler OEM of the

2019 December 20, 2019
Year- 2019' Award by DROOM

Hyundai VENUE Wins Prestigious 'Jury’s Choice Compact SUV of

2019 December 20, 2019
the Year –2019' Award by DROOM

Hyundai GRAND i10 NIOS Wins Prestigious 'Jury’s Choice

2019 December 20, 2019
Hatchback of the Year – 2019' Award by DROOM

2019 December 19, 2019 Hyundai Motor India Unveils All New ‘Hyundai AURA’

December 18, 2019 Hyundai VENUE Wins Prestigious ‘Indian Car of the Year (ICOTY)
2019
2020’ Award
Year Date Milestone

December 17, 2019 Hyundai Inaugurates ‘12th Technical Training Academy’ in

2019
Bhopal

Hyundai KONA Wins Prestigious ‘Green car of the Year- 2019'

2019 December 17, 2019
Award by AutoCar

Hyundai GRAND i10 NIOS Wins Prestigious ‘Hatchback of the

2019 December 17, 2019
Year-2019’ Award by AutoCar

Hyundai VENUE Wins Prestigious ‘Compact SUV of the Year-

2019 December 17, 2019
2019’ Award by AutoCar

December 16, 2019 Hyundai Wins Outstanding Green Energy Initiatives in Transport
2019
Award by India Green Energy Awards

Hyundai VENUE Wins Prestigious ‘Car of The Year-2019’ Award

2019 December 14, 2019
by MotorBeam

Hyundai KONA Electric: First Indian Electric SUV Flagged-Off To

2019 December 14, 2019
Reach Mt. Everest Base Camp

December 10, 2019 Hyundai KONA Wins Prestigious ‘Electric Vehicle of the Year-
2019
2019’ Award by News18
Year Date Milestone

Hyundai VENUE Wins Prestigious ‘Viewer’s Choice Car of the

2019 December 10, 2019
Year-2019’ Award by News18

Hyundai Begins Feasibility Study For Fuel Cell Electric Vehicle in

2019 December 5, 2019
India

Hyundai VENUECloses CY 2019 with 100,000 Bookings in Just

2019 November 30, 2019
Seven Months

Hyundai KONA Wins Prestigious ‘Electric Mobility Game Changer

2019 November 29, 2019
of the Year- 2019' Award by Jagran Hi-Tech

Hyundai VENUE Wins Prestigious ‘Compact SUV of The Year-

2019 November 29, 2019
2019’ Award by Jagran Hi-Tech

Hyundai Motor India Foundation Renovates to Modernise

2019 November 19, 2019
Government Schools in Sukhrali, Gurugram

Hyundai Motor India Limited bags “IEI Industry Excellence

2019 November 8,2019
Award 2019

Hyundai KONA Wins Prestigious ‘Best of 2019- Electric Car’

2019 November 8,2019
Award by AUTO X

Hyundai VENUE Wins Prestigious ‘Best of 2019’ Award by AUTO

2019 November 8,2019
X
Year Date Milestone

Hyundai Motor India Ranked No.1 in J D Power 2019 India

2019 November 1, 2019
Customer Satisfaction Index

Hyundai Motor India Ranked No.1 in J D Power 2019 India Sales

2019 November 1, 2019
Satisfaction Index (Mass Market) Study

2019 October 23, 2019 Hyundai Launches New SANTRO Anniversary Edition

Hyundai Commences 3rd Edition of ‘Great India Drive’ with

2019 October 16, 2019
India’s First Connected SUV - VENUE

Hyundai Motor India Launches India’s First Fully Connected and

2019 October 3, 2019
Hi-Tech Premium Sedan – ‘The New 2019 ELANTRA’

Hyundai Motor India announces announces its Global BlueLink

2019 September 27,2019
Connectivity Technology with Hyundai ELANTRA

Hyundai Motor India Launches Dream Move in India with its

2019 September 27,2019
‘Globally Acclaimed ‘H-Social Creator’

Hyundai Motor India unveils the first look of ‘The New 2019
2019 September 25,2019
ELANTRA’

All New SANTRO- received “Reader’s Choice car of the Year

2019 August 26, 2019
2018- ” Award by Compact Car of the Year
Year Date Milestone

2019 August 20, 2019 Hyundai Motor India Launches The All New ‘GRAND i10 NIOS’

Hyundai Motor India rolls- out First – Made in India - Hyundai

2019 August 12, 2019
GRAND i10 NIOS

Hyundai Motor India unveils it's GRAND i10 NIOS for ‘The
2019 August 7, 2019
Athletic Millennial’

Hyundai Motor India Launches the 5th Edition of Safe Move -

2019 August 6, 2019
Mega Road Safety Campaign

Hyundai Motor India crosses a milestone of fastest 50,000

2019 July 30,2019
bookings for Hyundai VENUE in just 60 days

Hyundai Motor India Launches India’s First Fully Electric SUV–

2019 July 9, 2019
‘KONA Electric’

typeTxtLink All New SANTRO- received “Compact Car of the

2019 July 5, 2019
Year” Award by Motoring World

Hyundai Motor India crosses over 1,000 retail deliveries to

2019 June 21,2019
customers of VENUE across the country

Hyundai Motor India Launches India’s First Fully Connected SUV

2019 May 21,2019
– ‘VENUE’

Hyundai Motor India rolls- out its First – Made in India

2019 May 5, 2019
Connected SUV- Hyundai VENUE.
Year Date Milestone

Hyundai Motor India unveils India’s First Connected SUV –

2019 April 17,2019
Hyundai VENUE admits the Arabian Sea

All New SANTRO- received “Best Entry Level Car” Award by

2019 April 1, 2019
Motor Octane

Hyundai Motor India announces its Global BlueLink Connectivity

2019 April 1, 2019
Technology with Hyundai VENUE

Hyundai Motor Group Invests $300m in India’s Largest Mobility

2019 March 19,2019
Service Provider Ola

Hyundai Motor India launches Hyundai Leasing in collaboration

2019 March 16, 2019
with ALD Automotive

Hyundai Motor India and Revv launches ‘Hyundai Subscription’-

2019 March 8,2019
Industry First Exclusive Subscription Based Ownership Model

All New SANTRO- First Indian Car Shortlisted among Top-3

2019 March 7,2019
Finalists for the World Urban Car

All New SANTRO- received “Urban Car of the Year ” Award by

2019 March 3,2019
TopGear India

Hyundai Inaugurates ‘11th Technical Training Academy & State-

2019 February 27,2019
of-The-Art Workshop’ in Lucknow

Hyundai’s-The All New SANTRO nominated for 2019 World

2019 February 18,2019
Urban Car Award
Year Date Milestone

Hyundai Motor India Launches ‘Door-Step Advantage’ initiative

2019 February 13, 2019
to more than 475 locations across India

All New SANTRO- received “Entry Level Hatchback of The Year ”

2019 February 8, 2019
Award by Car India & Bike India

Hyundai’s All New SANTRO- received “Car of the Year” Award by

2019 February 8, 2019
Car India & Bike India

Hyundai’s ELITE i20- received “Premium Hatchback of the Year”

2019 January 31,2019
Award by Exhibit Magazine

Hyundai’s All New SANTRO- received “Car of the Year” Award by

2019 January 31,2019
Exhibit Magazine

Hyundai received "Car Manufacture of the Year" Award by

2019 January 28,2019
Flywheel

Hyundai’s All New SANTRO- received "Small Car of the Year"

2019 January 28,2019
Award by Flywheel

Hyundai’s All New SANTRO- received "Value for Money Car of

2019 January 17,2019
the Year" Award by Gaadiwaadi.com

Hyundai’s All New SANTRO- received “Car of the Year” Award by

2019 January 2,2019
Motor Vikatan

Hyundai Registers Highest-Ever Cumulative Sales of 710,012

2019 January 1, 2019
Units in CY 2018
 2020

Year Date Milestone

December Hyundai Motor India Foundation Announces the 2nd Edition of H-

2020
28, 2020 Social Creator

December
2020 18, 2020 Hyundai Welcomes the Next Decade with ‘Great India Drive’ 4.0

December Hyundai Announces Skill Development Initiative ‘SAKSHAM’ to boost

2020
07, 2020 Employment Opportunities

December Hyundai Records Highest Ever November Month Domestic Sales with
2020 01, 2020 48 800 Units in November 2020

November
2020 Hyundai Launches the Blockbuster of 2020-the-all-new i20
05, 2020

October 27, Hyundai Commences Booking for the Most Anticipated Car of 2020:
2020
2020 The all-new i20

October 27, Hyundai Showcases Manufacturing Excellence Through Origins Story

2020
2020 of the all-new i20

October 26,
2020 Hyundai Motor India unveils first design renders of the all-new i20
2020
Year Date Milestone

October 23, ‘Hyundai Academy for Technical Skills’ Ground Breaking Ceremony by
2020
2020 Honorable Chief Minister of Tamil Nadu

October 21, Hyundai Rises to Top Five Automotive Brands in Interbrand Ranking,
2020
2020 Achieving $14.3 Billion Global Brand Value

October 15,
2020 Hyundai Exports over 2 Lakh CRETA for Global Markets
2020

October 9,
2020 2020 Hyundai CRETA Records Landmark Bookings of Over 1 15 000

September 3, Hyundai KONA Electric SUV Becomes the Brand of Choice for Energy
2020
2020 Efficiency Services Limited - Earns 100 Units Order

August 13, Hyundai Launches India’s First Smart Ownership & Lifestyle
2020
2020 Experience ‘Hyundai Mobility Membership’

August 11, Hyundai CRETA sets a new benchmark Crosses 500 000 Sales in
2020
2020 Domestic Market

Hyundai All New CRETA Establishes Supremacy Records 55 000 plus

2020 July 29, 2020
Bookings

Hyundai Announces India First Debut of Intelligent Manual

2020 July 3, 2020
Transmission (iMT) Technology on VENUE
Year Date Milestone

Hyundai’s Blockbuster Brand i20 crosses 1 million domestic sales

2020 July 2, 2020
Milestone

2020 June 26, 2020 Hyundai VENUE – Hyundai Celebrates Over 1 Lakh Sales in 1 Year

2020 June 24, 2020 Hyundai Launches ELANTRA with New Diesel BS6 Engine

Hyundai Signs MoU with ICICI Bank to Offer Online Car Finance to
2020 June 22, 2020
Customers Through ‘Click to Buy’

Hyundai Launches India's First Intelligent Manual Transmission (iMT)

2020 June 22, 2020
& Introduces Sport Trim in VENUE

Hyundai Partners with HDFC bank Offering Customised Online Car

2020 June 19, 2020
Financing Solutions on ‘Click to Buy’

Hyundai Decrypts Future Retail Experience with India’s First End-to-

2020 June 3, 2020
End Online Automotive Retail Platform ‘Click to Buy’

2020 May 20, 2020 Hyundai Launches The Spirited New VERNA

2020 May 8, 2020 Hyundai empowers Customers With 5 Unique Car finance Schemes

2020 May 8, 2020 Hyundai resumes its Factory Operations after COVID-19 Lockdown
Year Date Milestone

2020 May 6, 2020 Hyundai Announces Industry First 'EMI Assurance’ Program

March 16,
2020 Hyundai Launches All New CRETA Launched - The Ultimate SUV
2020

February 12, Hyundai KONA Wins Prestigious 'Green Award of the Year–2019'
2020
2020 Award by CAR INDIA

February 12, Hyundai VENUE Wins Prestigious 'Entry Level SUV of the Year- 2019'
2020
2020 Award by CAR INDIA

February 06, The Ultimate SUV’ Hyundai Motor India Unveils ‘All New CRETA’ at
2020
2020 Auto Expo 2020

February 05,
2020 Hyundai Unveils The New 2020 TUCSON at Auto Expo 2020
2020

February 02, Auto Expo 2020: Hyundai Motor India To Showcase Prowess of
2020
2020 Technology For Future Mobility

February HMIL Opens Customer Bookings For 3 More BS 6 Compliant Models

2020
01,2020 (Elite i20, VENUE & GRAND i10)
Year Date Milestone

January 30, Hyundai Motor India Rolls-out Fastest 3 Million Made-in-India Export
2020
2020 Car

January 24, Hyundai Motor India Receives 5 Model-Level Awards in J.D. Power
2020
2020 2019 India Initial Quality StudySM (IQS)

January 21,
2020 Hyundai Launches All New AURA- Makes You Shine
2020

January 17, Hyundai Launches India’s First Future Retail Experience Platform
2020
2020 ‘Click To Buy’

Hyundai KONA Electric Makes It to GUINNESS WORLD RECORDS™

January 17,
2020 feat - GUINNESS WORLD RECORDS™ feat was achieved under the
2020
category ‘Highest Altitude Achieved in an Electric Car’

January 05, Hyundai VENUE Wins Prestigious 'Best Indian Car of the Year- 2019'
2020
2020 Award by Motor Octane

January 05, Hyundai KONA Wins Prestigious 'Best Electric Car of the Year –2019'
2020
2020 Award by MotorOctane

January 05, Hyundai VENUE Wins Prestigious 'Best Compact SUV of the Year-
2020
2020 2019' Award by AutoPortal
Year Date Milestone

January 04, Hyundai VENUE Wins Prestigious 'Reader’s choice Compact SUV –
2020
2020 2019' Award by Motor Vikatan

January 04, Hyundai GRAND i10 NIOS wins Prestigious 'Hatchback of the Year -
2020
2020 2019' Award by Motor Vikatan
 2021

Year Date Milestone

September 2, Hyundai makes exciting driving experiences accessible to all,

2021
2021 Launches i20 N-LINE

August 9, Hyundai takes Fun Driving to a New Level: Announces introduction of

2021
2021 N-LINE range for India

Hyundai Motor India Rolls-Out Fastest '10 Millionth' Car- Hyundai

2021 June 30, 2021
ALCAZAR

Hyundai Motor India launches the Most Awaited Versatile, Premium,

2021 June 18, 2021
6 and 7 Seater SUV- Hyundai ALCAZAR

Hyundai Motor India Foundation Pledges Support to Tamil Nadu

2021 May 19, 2021 Government-Donates a package of Rs. 10 Crores towards Pandemic
Relief in the State

Hyundai Records Landmark Achievement of over 1 Million ‘Made in

2021 April 05, 2021
India’ SUVs

March 05,
2021 Hyundai Motor India Crosses 1 Million Followers on Instagram
2021

February 26, India’s Choice – Hyundai “The all-new i20” Wins Prestigious ‘Indian
2021 2021 Car of the Year (ICOTY) 2021’
Year Date Milestone

February 17, Hyundai Motor India Limited Celebrates 25 Years of Excellence in

2021
2021 India

January 20, Hyundai Motor India Foundation Signs MoU with Foundation for
2021 2021 Innovation and Technology Transfer

January 13, Hyundai Commences its first-ever eco-friendly export operations via
2021
2021 Railways to Nepal

January 1, Hyundai Registers Highest-Ever December Month Sales with 47 400

2021
2021 Units
 2022

Year Date Milestone

September Hyundai launches the VENUE N-LINE, India's first mass market
2022
6,2022 performance oriented SUV

September HMI becomes the first OEM in India offering in-app digital payment
2022
1,2022 services for fuel with Indian Oil Corporation Ltd.

August All-new Hyundai TUCSON is launched, redefining the premium SUV

2022
10,2022 space in India

2022 June 16, 2022 India's favorite compact SUV, Hyundai VENUE is refreshed

Hyundai IONIQ 5 wins the '2022 World Car of the Year' (WCOTY)
2022 April 13, 2022
Award

Hyundai Motor India is conferred the award for 'Editor's Choice

2022 April 12, 2022
Manufacturer of the Year' at BBC TopGear India Awards 2022

Hyundai ALCAZAR wins 'MPV of the Year' Award at CAR India Awards
2022 April 1, 2022
2022

January 1, i20 N-LINE wins award for the 'Best Premium Hatchback 2022' at
2022
2022 Motor Vikatan Awards
 Chapter-V
Findings and
Conclusions
 Plug-in electric vehicles in India
The electric vehicle industry in India is a growing industry. The
central and state governments have launched schemes and
incentives to promote electric mobility in the country and some
regulations and standards are also in place. While the country
stands to benefit in a large way by switching its transport from
IC engines to electric motor-powered, there are challenges like
lack of charging infrastructure, high initial cost and lack of
electricity produced from renewable energy. Still, e-commerce
companies, car manufacturers, app-based transportation
network companies and mobility solution providers have
entered the sector and are slowly building up electric car
capacity and visibility.
Standards

Charging

Electric vehicle standards and specifications in India

Charging
Maximum Supported
Station

Voltage Power Connector(s)

Level Type Current (A) Vehicles
(V) (kW) (preferred)

AC 240 16 3.5 Type 1, Bharat AC-001

"Light EV"
1
4w, 3w, 2w
DC 48–120 100 15 Bharat DC-001

63 (3φ) / 70 Type 1, Type 2, GB/T,

2 380–400 22 4w, 3w, 2w
(1φ) Bharat AC-001
AC

3 4.3–22 Type 2
"Cars and
200–1000 SUVs"
4w Type 2, CHAdeMO,
4 DC 400
CCS1, CCS2
Indian Standard 17017 (IS 17017) is the governing standard in
India, having multiple parts and sections largely compatible
with IEC 61851 and IEC 62196:

 Part 1 provides basic features and general requirements

 Part 2 provides connector standards
 Part 2 § 1 is adapted from IEC 62196-1
 Part 2 § 2 is adapted from IEC 62196-2, made specific to
India
 Part 2 § 3 is adapted from IEC 62196-3
 Part 3 is adapted from IEC 61851-3 for light EVs
 Part 21 is adapted from IEC 61851-21 and provides
electromagnetic compatibility standards for charging units
(on-board and off-board)
 Part 23 is adapted from IEC 61851-23 and provides
requirements for DC EVSE
 Part 24 is adapted from IEC 61851-24 and provides
communication requirements for DC EVSE

Charging stations in India are classified as Distributed or High

Power, depending on the maximum power that can be supplied.
Within these two classifications are distinctions based on the
current supplied (alternating or direct current) and intended
use.
 Charging infrastructure for electric vehicles

Power Connector
Type Level Notes
(kW) standard

Distributed Charge Points

Within this class are low-cost AC charge

points with a maximum of 3 kW using
AC Light EV IS-60309 220 VAC / 15 A supply line, target
price ₹3,500 for two- and three-wheeled
7 1
light vehicles

Unique to India due to use of low-voltage

DC Light EV IS-17017-2-6
(≤120V) traction batteries

AC Parkbay 11 (max IS-17017-2-2

2
DC Parkbay 22) IS-17017-2-3

High Power Charge Points

DC 50–250 3 IS-17017-2-3

Dual Gun IS-17017-2-3 Uses dual CCS2 connectors

Automated 250–500 4
IS-17017-3-2 Based on SAE J3105-1
Pantograph

AC charging
IS:17017 specifies Bharat EV Charging standard AC001 for Level
1. It uses 15 A, 230 V, 3.3 kW, and an IEC 60309 connector.
Electric vehicles can be charged using a regular 220V – 15 A
household supply that delivers around 2.5 kW power. There is
no policy or standard defined for at-home EV charging. Bharat
EV specifications recommend the installation of a Residual
Current Circuit Breaker to ensure safety and using an IEC 60309
Industrial connector, but a 3 pin 15 A plug could also be
used. For higher power AC charging (Levels 2 and 3,
~22 kW), Type 2 connectors are specified. The advantage of
Type 2 connectors is that, they can use three phase AC power
for charging.
 DC charging
The public DC Charging Standard is DC 001 for Level 1. It uses
custom GB/T for EV-EVSE communication over CAN mode. It
uses 200 A, 15 kW, and a GB/T 20234.3 connector. Maximum
DC O/P Voltage is 100 VDC. There are very few cars in market
with this standards like Mahindra e-Varito, Mahindra e20 and
Tata Moters e-Tigor.
The IS:17017-1 published by BIS in August, 2018 recommends
CCS-2 (Combined Charging System Combo 2)
and CHAdeMO protocols for high power Level 4 fast
charging. The advantage of CCS over CHAdeMO and GB/T is
that it uses Power Line Carrier Communications (PLCC) for EV-
EVSE communication while CHAdeMO and GB/T use CAN. PLC
allows secure communication using encrypted messages and
the link can support higher data-rate as compared to that by
CAN.

Electric Vehicle Supply Equipment (EVSE)

The IS:17017 standard published by the Bureau of Indian
Standards (BIS) covers general requirements and safety norms
for EVSEs.

Central Management System (CMS)

The Open Charge Point Protocol (OCPP) 1.5 or higher over the
internet is to be used.
 Charging stations
The Government of India has declared public charging stations
and EV charging businesses as a de-licensed activity. The
government has laid down that there should be at least one
charging station in a grid of 3 km x 3 km in cities and one
station every 25 km on both sides of highways. This coverage is
to be achieved in cities with a population of more than 4 million
and all existing expressways and important highways
connected to these mega cities by 2022. The second phase (3
to 5 years) will cover big cities like state capitals and UT
headquarters. There have been initiatives to set up community
charging stations, as in the case of Plugin India facilitated
charging stations. News reports have indicated about plans to
provide solar-powered charging points at the existing fuel
stations of the country. There are companies like Tata Power,
Fortum and others which are engaged in the business of
electric vehicle charging. They have already installed all
varieties of chargers – rapid DC chargers and level 2 AC
chargers for all kinds of applications – public access, workplace
charging, fleet charging, residential communities, malls,
highways etc. and have large plans to scale up.
Charging infrastructure, mainly setting up of level 2 charging at
public level shall be the toughest challenge in terms of service
integration for India. For normal charging, the charging time
poses a serious problem as it ranges from 6 to 8 hours whereas
for fast DC charging; cost & high renewable energy are the
biggest factors which could pose a problem. It is also assumed
that 10% of the charging infrastructure required in India shall
be composed of fast charging station and rest 90% shall come
from level 2 public charging setups. On 22 May 2018 Ather
Energy launched its charging infrastructure service
in Bangalore called Ather Grid, with each charging station called
'Point'. The service is open to all electric vehicles but has been
deployed where Ather plans to launch its own electric scooter.
 Government policies

Union
Reiterating its commitment to the Paris Agreement, the
Government of India has plans to make a major shift to electric
vehicles by 2030. The Government released a two-pronged
strategy aimed at both buyers and manufacturers, in which it
offers $1.4 billion in subsidies to buyers, while imposing a hike
on import tariffs to increase manufacturing of these vehicles by
domestic companies. The Government is mainly focusing to
electrify public transportation as the subsidies, mainly available
for two-wheelers, three-wheelers, and buses. This policy also
earmarks $140 million to develop charging infrastructure which
should further help the development of the EV industry in
India. On 14 December 2018, the government also released a
document which outlines the standard and guidelines for EV
Charging infrastructure. Beyond the specifications of the
charging infrastructure, the guidelines also required a charging
station to be present every 25 km along a road/highway.
Energy Efficiency Services Limited (EESL) is procuring 10,000
number of Electric Vehicles from reputed manufacturers for
distribution to Government Departments on rental model and
upfront sale model. EESL's tender of 10,000 number of EV's has
reduced the cost of EV's substantially.

National Electric Mobility Mission Plan, 2020 (NEMMP)

The National Electric Mobility Mission Plan, 2020 was launched
by the Government of India in year 2012 with the aim of
improving the national fuel security through the promotion of
hybrid and electric vehicles. Auto industry contributes 22% to
the manufacturing GDP. From the help of new Manufacturing
Policy, contribution of manufacturing in overall economy will
increase to 25% by year 2022. The National Electric Mobility
Mission Plan targets 30% of EV penetration in India by 2030.
 Faster Adoption and Manufacturing of Hybrid and
Electric vehicles (FAME)
The Government started Faster Adoption and Manufacturing of
Hybrid and Electric vehicles (FAME) scheme which provides
incentives for purchasing electric vehicles. Phase I of the
scheme lasted from 2015 to 2019, while Phase II began in 2019
and is planned to be completed in 2022.
Government is releasing tenders to increase charging
infrastructure in the country. The scheme offers incentives to
the electric and hybrid vehicles ranging from Rs.1,800 to
Rs.29,000 for scooters and motorcycles and Rs.1.38 Lac for cars.
FAME is a part of National Electric Mobility Mission Plan by
Government of India.

Go Electric campaign
The government launched the Go Electric campaign in the start
of 2021 to encourage the adoption of electric mobility vehicles
and electric cooking appliances and to ensure energy security in
the country. Road Transport and Highways Minister Nitin
Gadkari launched the campaign, saying Go Electric is a future
for India that will promote low-cost, environmentally friendly
and indigenous electrical products. He expressed concern
about the huge cost of importing fossil fuels and said
CO2 emissions from transportation vehicles are a major
challenge. The country must encourage the use of vehicles that
run on alternative fuels such as electric batteries, CNG and bio-
fuels.
The Government to suspend the registration fee for EVs will
persuade states also to give tax breaks.
 Delhi
In 2019 the Delhi Government approved 1,000 low floor AC
Electric buses to be used in Delhi's public transport system. The
buses have CCTV, Automatic Vehicle Tracking System (AVTS),
panic buttons and panic alarms. The subsidy given by
government is up to Rs 75 lakh or 60% of cost of bus, whichever
is lesser. As of Aug 24, 2022, Delhi had 249 electric buses plying
on the roads. Delhi based start-up Park+ will set up 10000
chargers by 2024 in Delhi NCR.

Tamil Nadu
Tamil Nadu chief minister Edappadi K Palaniswami launched
Mauto Electric mobility's electric auto-rickshaws – touted as
India's first retrofit electric autos in India in 2019.
Dubai-based KMC group and Mauto Electric Mobility will
convert petrol-run auto-rickshaws into electric vehicles with an
investment of Rs 100 crore and offer job opportunities to 5,000
people. KMC group and Mauto Electric Mobility signed a MOU
during chief minister's stopover in Dubai during his three-
nation trip in September. The MoUs were signed at an event
hosted by the Business Leaders Forum (BLF), an initiative of
UAE's ministry of economy and the Indian Embassy in the UAE.
The state government recently gave necessary clearances for
the units to start the venture.
“The driving range per full charge of three hours will be 100 km.
The aim is to introduce 4,000 electric rickshaws in the city, 100
by a month to reduce air pollution to a large extent. The autos
are fitted with CCTV surveillance, panic button and television. It
is highly safe for children going to school and women,” said
Mansoor Ali Khan, chairman, Mauto group of companies.
Mansoor, chief executive officer of Mauto Group, said the
petrol-driven auto-rickshaws would incur an expenditure of Rs
350 – Rs 400 for every 100 km, while it is Rs 40 for electric
auto-rickshaws.“ The retrofitting of auto-rickshaws will cost
only Rs 1.2 to Rs 1.5 lakh. We are ready to convert the vehicles
registered after 2000,” he added. The company is planning to
set up charging stations in each of the ten zones of the city.
Charging on the go will be possible with the help of a mobile
app.

Karnataka
Karnataka approved Electric Vehicle and Energy Storage Policy
2017. It aim to attract investment of Rs 31,000 crore and create
around 55,000 employment. The union government has
unveiled its vision to make country all-electric vehicle market
by year 2031 to reduce dependency on fossil fuels and reduce
its carbon footprint.
Maharashtra
The Maharashtra Government is focusing on increasing EV use
in the state by proposing to exempt EV's from road tax and
providing a 15% subsidy to the first lakh EV's registered in the
state. To improve suitable infrastructure, the government
proposed to provide a maximum subsidy of Rs 1 million
(~$15,549) per charging station up to first 250 charging stations
that are set up in Maharashtra.
Uttarakhand
In 2018, the Uttarakhand Government introduced a new
scheme to help the manufacturing and promote the use of EV's
as well. The scheme would provide companies with loans
ranging between Rs 10 crore and Rs 50 crore to build EV's and
charging infrastructure. The scheme also doesn't charge motor
tax for the first lakh customers of EV's for five years.
 Gujarat
Gujarat government is committed to reducing its carbon
footprint by 6 lakh tons per year by bringing down pollution
occurring due to use of conventional fossil fuel. A large number
of buyers are resorting to EVs by availing subsidies up to Rs
20,000 for two-wheelers, Rs 50,000 for three-wheelers, and Rs
1.5 lakh for four-wheelers. Up to 10 capital infrastructure is
being offered to set up charging stations in the state under the
policy. Already 280 such charging stations have been set up
across Gujarat after the announcement of EV policy and 250
more are in pipeline.
Advantages
 Electric vehicles are around 3–5 times more efficient than
internal combustion vehicles in utilising energy. Even if
electric vehicles run on electricity produced from fossil fuels,
the overall efficiency of electric vehicles is still higher and the
pollution is less, because large thermal power plants are
much more efficient than IC engines, and it is easier to
control emissions from power plants than vehicle engines.
 Electric vehicles save energy by regenerative braking.
Around 30%–70% of the energy used for propulsion can be
recovered, with higher percentages applicable to stop-and-
go city driving. Air quality indices related to India indicate
that the air in many cities of India is no longer healthy.
Automobile related pollution has been one of the causes for
this.
 Aspects related to global warming needs a shift to
automobile solutions that reduce / do not
produce greenhouse gas emissions. If electric vehicles run on
electricity produced from non-polluting sources of energy
like hydro, solar, wind, tidal and nuclear, they reduce
emissions due to vehicles almost to zero.
 The need to reduce dependency on a fossil-fuel based
economy. India's crude oil imports for 2014–15 was 112
billion dollars (approximately 7,00,000 crore rupees). For
comparison, the allocation for the Mahatma Gandhi National
Rural Employment Guarantee Scheme, in budget 2017–18, is
48,000 crore rupees.
 India can become a global provider for clean mobility
solutions and processes that are affordable and scalable.
 People living in some Indian cities are being affected
by noise pollution. Some of the Indian cities have the worst
noise pollution levels in the world. Electric vehicles are much
quieter and may contribute to a reduction in noise pollution
levels in the cities.
 Energy efficiency and emission reduction has improved in
automobiles. Yet, the growth in total number of vehicles on
road, and the resulting total pollution and total energy
consumption removed all gains made by betterment in
energy efficiency and emission reduction by automobiles.
Energy efficiency measures and pollution control measures
did not keep pace with the sales growth in vehicles. The total
number of vehicles registered in India has been 5.4
million, 11 million, 33 million, 40 million and 210 million in
the years 1981, 1986, 1996, 2000 and 2015. This indicates 39
times percentage growth in the total number of vehicles
between 1981 and 2015. The total number of vehicles sold in
India increased between 1,54,81,381 in 2010–11 and
2,04,69,385 in 2015–16 indicating a 30+ percentage growth
in this five-year period.
 Through smart charging, electric vehicles can help to
balance the balance-supply variations in the electricity grid,
and provide a buffer against electricity supply failures.
 Electric vehicles have much fewer moving parts as
compared to vehicles with IC engines. Thus, being simpler,
they are cheaper and easier to maintain.
 Electric motors can deliver high torque at low speeds. As a
result, electric vehicles deliver much better performance
while starting off and on slopes than IC engine-powered
vehicles.

Disadvantages
 The cost of EVs is very high mainly due to the cost of Li-
ion cells. The battery packs are imported and cost a lot,
about $275/KWh in India. This combined with the GST of
18% and the lack of lithium in India, further increase the cost
of batteries.
 The charging infrastructure for electric vehicles in India
has not been fully developed yet.
 In India electricity is mainly produced by burning coal,
which produces a great amount of greenhouse emissions.
With the introduction of EVs and charging infrastructure, the
electricity demand will go up a lot and the whole point of
introducing EVs to reduce GHG emissions would be
ineffective, if all this electricity was produced by burning coal.
Moreover, India's Distribution companies hold debts and are
unable to suffice the energy requirement of the whole
country adequately. If EVs were to enter this equation, the
sudden increase in electricity requirement would put extra
load on these companies. Moreover, there are a lot of
factors that would go into deciding pricing of the electricity
as well the demand on the grid.
Webliography
 Websites Referred

Introduction : Automotive industry in India - Wikipedia

Review of Literature : (PDF) Hyundai Motor Company in the

Indian Market (researchgate.net)

Research Methodology : Hyundai Motor India - Wikipedia

Data Analysis and Interpretation : Automotive industry in

India - Wikipedia and
Hyundai Milestone 2016-2022 - History | Hyundai Motor India

Findings and Conclusions : Plug-in electric vehicles in India -

Wikipedia