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Final Project on

Agriauto Industries Limited

Submitted By; Nasir Abbas 1652-411015


Submitted To;

Sir Irfan Afridi

Preston University Lahore Campus


Dedicated To My loving Parents and Grand Parents Who determined the path and destination for me and who always make things possible for me. My loving Brothers and Sisters Whose prays and support enabled me to complete my studies


All praise for almighty Allah who guides us in darkness and help us in all difficulties and problems. Many thanks to Him, who created us Muslim and blessed us with education so that we can differentiate between right and wrong. I offer my humblest and sincerest respect to Holy Prophet Muhammad (SAW) who is the torch of guidance and knowledge for the humanity for all the time to come. He enabled us to recognize our creator. Teachers are great source of knowledge, love, dignity, determination and patience I wish to express my thanks to all my teachers for their proper guidance, value able suggestions and friendly behavior during my studies. May Almighty Allah shower His blessings on all those who associated me in any way during completion of my final Project.

Table of Contents
Preface ..................................................................................................................................... 09 CHAPTER 1 Introduction ......................................................... Error! Bookmark not defined.09 1.1 General Inroduction To The Study ................................................................................. 09 1.2 Auto Mobile Industry Category In Pakistan ................................................................... 12 1.3 Theoretical Background of The Study .......................................................................... 122 1.3.1. Market.................................................................................................................... 12 1.3.2. Marketing .................................................................. Error! Bookmark not defined. 1.3.3. Marketing Management ...................................................................................... 144 1.3.4. Marketing Research .................................................. Error! Bookmark not defined. 1.3.5. Types of Market Research ........................................ Error! Bookmark not defined. 1.3.6. Marketing Plan .......................................................... Error! Bookmark not defined. 1.3.7. Marketing Strategy ................................................... Error! Bookmark not defined. 1.3.8. Marketing Specialization........................................... Error! Bookmark not defined. 1.3.9. Marketing Promotion Ttrategy ................................. Error! Bookmark not defined. 1.3.10 Buying Behavior ....................................................... Error! Bookmark not defined. 1.3.11 Services Marketing................................................... Error! Bookmark not defined. 1.3.12 Marketing Mix & 4 Ps .............................................. Error! Bookmark not defined. 1.3.13 The Companys Microenvironment ......................... Error! Bookmark not defined. 1.3.14 The Companys Macroenvirnment .......................... Error! Bookmark not defined. 1.3.15 Analyzing and Using Marketing Information .......... Error! Bookmark not defined. 1.3.16 Customer Relation Management............................. Error! Bookmark not defined. 1.3.17 Business Markets ..................................................... Error! Bookmark not defined. 1.3.18 Creating Competitive Advantage ............................. Error! Bookmark not defined. CHAPTER 2 RESEARCH DESIGN ................................................... Error! Bookmark not defined. 2.1 The Group Introduction .................................................... Error! Bookmark not defined. 2.2 Company Profile ................................................................ Error! Bookmark not defined. 2.2.1. Milestones.............................................................................................................. 12 2.2.2. Agriauto Stamping Company .................................... Error! Bookmark not defined. 2.2.3. ERP Solution .............................................................. Error! Bookmark not defined. 2.2.4. What is ERP ............................................................................................................ 54 2.3 Corporate Vision ............................................................... Error! Bookmark not defined. 2.4 Chief Executive message ................................................... Error! Bookmark not defined. 2.5 Quality policy .................................................................... Error! Bookmark not defined. 2.6 Corporate Vision ............................................................... Error! Bookmark not defined. 2.7 Products Range ................................................................. Error! Bookmark not defined. 2.7.1. Milestones.......................................................................................................... 12

2.7.2. Agriauto Stamping Company .................................... Error! Bookmark not defined. 2.7.3. ERP Solution .............................................................. Error! Bookmark not defined. 2.7.4. What is ERP ............................................................................................................ 54 2.7.5. Agriauto Stamping Company .................................... Error! Bookmark not defined. 2.7.6. ERP Solution .............................................................. Error! Bookmark not defined. 2.7.7. What is ERP ............................................................................................................ 54 2.7.8. Agriauto Stamping Company .................................... Error! Bookmark not defined. 2.7.9. ERP Solution .............................................................. Error! Bookmark not defined.

Auto market is one of the largest segments in world trade. Changing models, improving fuel efficiency, cutting costs and enhancing user comfort without compromising quality are the most important challenges of the auto industry in a fast globalizing world. The first phase of automotive assembling in Pakistan started in 1950 with Bed Ford truck followed by Ford Prefect, Ford Cortina and Dodge Dart. The indigenized parts in these vehicles did not exceed 20% with only exception of Bed Ford trucks with a deletion level of 80%. By the end of 70s practically all automobile assembling in Pakistan ceased. The 2nd phase of Automobile assembly started in 1983 with the introduction of FX 800 CC Suzuki Car. In 1989 Pak. Suzuki changed the Model of FX 800 CC with Mehran 800CC. Pak Suzuki thereafter in 1992 introduced Khyber 1000 CC and 1300 CC Margalla but the indigenization levels from 1983 to 1995 were not significant (i.e. Mehran 30%, Khyber 20%, and Margalla, 15%). In 1993, Indus Motors Company Ltd., Karachi introduced Toyota Corolla. Honda Atlas cars (Pak) Ltd Lahore in 1994 introduced Honda Civic having 1300CC engine capacity. Indus Motors, Dewan Farooq Motors and Pak Suzuki introduced smaller Cars i.e. Cuore, Cultus and Santro of engine capacities 850 cc, 1000 cc respectively in 2000. This was known as era of competitiveness. Up to 1995, the deletion cell of MOI&P was formulating and monitoring the deletion programs. The industry specific deletion programs were formulated to specify local content requirements for cars, motorcycles, Buses and Trucks Tractors etc. The deletion policy finalized in 1996 has the following features: Industry Specific Deletion program. No roll back from achieved Deletion Levels. Even handled Tariff Protection at all levels of processing.

The deletion levels were finalized by the sub-committees for cars, LCVs, Motorcycles and tractors etc., constituted by indigenization committee of EDB on the basis of technology levels prevalent in the

engineering industry of Pakistan. The Industry specific deletion program (ISDP) books were published and distributed amongst the stakeholders, which resulted in a significant improvement in indigenization.

Major Policies after year 2005:

1. Tariff Based Systems (TBS) 2. Auto Industry Development Program (AIDP). July 1st 2006, the deletion programs for the Automotive Sector have been replaced by the Tariff Based System (TBS). The deletion programs have gradually been phased out under the WTO regime to become TRIMs compliant. The TBS is the outcome of a long drawn consultative dialogue between all stakeholders including OEMs and Vendors, belonging to different sub-sectors of the Automobile Industry. The TBS has been developed with the following overriding objectives:

Preservation & promotion of technologies that have been developed in the country Protection to the present job structure in the auto sector. Promote job creation Protect the existing & planned investment by the OEMs & Vendors Promote new investment Expand the consumer base to create economies of scale

The basic framework of Tariff Based System is as under:

1. Imports in CKD condition would be allowed only to assemblers having adequate assembly
facilities and registered as such by the concerned Federal Government Agency.

2. Parts/ components indigenized by June 2004 have been placed at higher rate of Customs Duty. 3. Parts not indigenized would be allowed at CKD rate of Custom Duty.
Introduction of Statutory Regulatory Order (SRO):

1. SRO 656 (I) / 2006 dated June 22, 2006 (For OEMs) 2. SRO 693 (I) / 2006 dated July 1, 2006 (For OEMs) 3. SRO 655(I) / 2006 dated June 22, 2006 (For Vendors)
For the purpose to handle the switching from ISDP to TBS and to ensure stable policies the consultations on the development of AIDP kicked off from the 8th March, 2006 Workshop at Islamabad by clearly defining the objectives at a time when the industry was switching over from the deletion programs to a competitive tariff based system. There was realization that the transition phase may affect the rapid growth and sustainable development of auto industry. A comprehensive development program with pre-announced tariffs to provide predictable and stable environment was therefore much needed and the finalization and approval of AIDP by the government was held on 13th November, 2007


1.2 The automobile industry in Pakistan can be broadly categorized into following segments:
Cars and Light Commercial Vehicles (LCVs). Two and Three Wheelers. Tractors. Trucks and Buses. Vendor Industry.

The industry operates under franchise and technical cooperation agreements with Japanese, European and Korean manufacturers.



1.3.1. Market The term market may be considered as a convenient meeting place where buyers and sellers gather together for the exchange of goods and services. Market means a group of people having unmet wants, purchasing power to make their demand effective and the will to spend their income to fulfill those wants. Today a market is equated with the total demand. The American marketing association defines a market, as the aggregate demand of potential buyers for a product or service.

1.3.2 Marketing
Marketing is the process of communicating the value of a product or service to customers. Marketing might sometimes be interpreted as the art of selling products, but selling is only a small fraction of marketing. As the term "Marketing" may replace "Advertising" it is the overall strategy and function of promoting a product or service to the customer. The American Marketing Association defines marketing as "the activity, set of institutions, and processes for


creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large."

From a societal point of view, marketing is the link between a societys material requirements and its economic patterns of response. Marketing satisfies these needs and wants through exchange processes and building long term relationships. The process of communicating the value of a product or service through positioning to customers. Marketing can be looked at as an organizational function and a set of processes for creating, delivering and communicating value to customers, and managing customer relationships in ways that benefit the organization and its shareholders. Marketing is the science of choosing target markets through market analysis and market segmentation, as well as understanding consumer buying behavior and providing superior customer value.


There are five competing concepts under which organizations can choose to operate their business; the production concept, the product concept, the selling concept, the marketing concept, and the holistic marketing concept. The four components of holistic marketing are relationship marketing, internal marketing, integrated marketing, and socially responsive marketing. The set of engagements necessary for successful marketing management includes, capturing marketing insights, connecting with customers, building strong brands, shaping the market offerings, delivering and communicating value, creating long-term growth, and developing marketing strategies and plans. 1.3.3 Marketing Management Marketing management represents an important functional area of business management efforts for the flow of goods and services from the producer to the consumers. It looks after the marketing system of the enterprise. It has to plan and develop the product on the basis of known customer demand. Marketing management may be defined as, a process of management of marketing programs for accomplishing organizational goals and objectives. Marketing management has to build up appropriate marketing plan or marketing mix to fulfill the set goals of the business. It has to formulate sound marketing policies and programs. It looks after their implementation and control. It has to implement marketing strategies,

programs and campaigns. It must evaluate the effectiveness of each part of marketing mix and introduce necessary modifications to remove discrepancies in the actual execution of plans, policies, strategies, procedures and programs.

1.3.4 Marketing research Marketing research involves conducting research to support marketing activities, and the statistical interpretation of data into information. This information is then used by managers to plan marketing activities, gauge the nature of a firm's marketing environment and attain information from suppliers. Marketing researchers use statistical methods such as quantitative research, qualitative research, hypothesis tests, Chi-squared tests, linear regression, correlations, frequency distributions, poisson distributions, binomial distributions, etc. to interpret their findings and convert data into information. The marketing research process


spans a number of stages, including the definition of a problem, development of a research plan, collection and interpretation of data and disseminating information formally in the form of a report. The task of marketing research is to provide management with relevant, accurate, reliable, valid, and current information.

A distinction should be made between marketing research and market research. Market research pertains to research in a given market. As an example, a firm may conduct research in a target market, after selecting a suitable market segment. In contrast, marketing research relates to all research conducted within marketing. Thus, market research is a subset of marketing research. The market environment is a marketing term and refers to factors and forces that affect a firms ability to build and maintain successful relationships with customers. Three levels of the environment are: Micro (internal) environment - forces within the company that affect its ability to serve its customers. Meso environment the industry in which a company operates and the industrys market(s).Macro (national) environment - larger societal forces that affect the microenvironment. Market segmentation pertains to the division of a market of consumers into persons with similar needs and wants. For instance, Kellogg's cereals, Frostiest are marketed to children. Crunchy Nut Cornflakes are marketed to adults. Both goods denote two products which are marketed to two distinct groups of persons, both with similar needs, traits, and wants. In


another example, Sun Microsystems can use market segmentation to classify its clients according to their promptness to adopt new products. Market segmentation allows for a better allocation of a firm's finite resources. A firm only possesses a certain amount of resources. Accordingly, it must make choices (and incur the related costs) in servicing specific groups of consumers. In this way, the diversified tastes of contemporary Western consumers can be served better. With growing diversity in the tastes of modern consumers, firms are taking note of the benefit of servicing a multiplicity of new markets. 1.3.5 Types of Market Research Market research, as a sub-set aspect of marketing activities, can be divided into the following parts:

Primary research (also known as field research), which involves the conduction and compilation of research for a specific purpose. Secondary research (also referred to as desk research), initially conducted for one purpose, but often used to support another purpose or end goal.

By these definitions, an example of primary research would be market research conducted into health foods, which is used solely to ascertain the needs/wants of the target market for health foods. Secondary research in this case would be research pertaining to health foods, but used by a firm wishing to develop an unrelated product. Primary research is often expensive to prepare, collect and interpret from data to information. Nevertheless, while secondary research is relatively inexpensive, it often can become outdated and outmoded, given that it is used for a purpose other than the one for which it was intended.


Primary research can also be broken down into quantitative research and qualitative research, which, as the terms suggest, pertain to numerical and non-numerical research methods and techniques, respectively. The appropriateness of each mode of research depends on whether data can be quantified (quantitative research), or whether subjective, non-numeric or abstract concepts are required to be studied (qualitative research). There also exist additional modes of marketing research, which are:

Exploratory research, pertaining to research that investigates an assumption. Descriptive research, which, as the term suggests, describes "what is". Predictive research, meaning research conducted to predict a future occurrence. Conclusive research, for the purpose of deriving a conclusion via a research process.


1.3.6 Marketing planning The marketing planning process involves forging a plan for a firm's marketing activities. A marketing plan can also pertain to a specific product, as well as to an organization's overall marketing strategy. Generally speaking, an organization's marketing planning process is derived from its overall business strategy. Thus, when top management are devising the firm's strategic direction or mission, the intended marketing activities are incorporated into this plan. There are several levels of marketing objectives within an organization. The senior management of a firm would formulate a general business strategy for a firm. However, this general business strategy would be interpreted and implemented in different contexts throughout the firm. 1.3.7 Marketing strategy The field of marketing strategy considers the total marketing environment and its impacts on a company or product or service. The emphasis is on "an in depth understanding of the market environment, particularly the competitors and customers."

A given firm may offer numerous products or services to a marketplace, spanning numerous and sometimes wholly unrelated industries. Accordingly, a plan is required in order to effectively manage such products. Evidently, a company needs to weigh up and ascertain how


to utilize its finite resources. For example, a start-up car manufacturing firm would face little success should it attempt to rival Toyota, Ford, Nissan, Chevrolet, or any other large global car maker. Moreover, a product may be reaching the end of its life-cycle. Thus, the issue of divest, or a ceasing of production, may be made. Each scenario requires a unique marketing strategy. Listed below are some prominent marketing strategy models. A marketing strategy differs from a marketing tactic in that a strategy looks at the longer term view of the products, goods, or services being marketed. A tactic refers to a shorter term view. Therefore, the mailing of a postcard or sales letter would be a tactic, but a campaign of several postcards, sales letters, or telephone calls would be a strategy. 1.3.8 Marketing specializations With the rapidly emerging force of globalization, the distinction between marketing within a firm's home country and marketing within external markets is disappearing very quickly. With this in mind, firms need to reorient their marketing strategies to meet the challenges of the global marketplace, in addition to sustaining their competitiveness within home markets. 1.3.9 Marketing Promotion strategies Marketing promotion is divided in to two parts. Above the line promotion and below the line promotion. Above the line Above the line promotions primarily include mass media advertising; in mediums such as TV, radio, press, online Below the line Below the line promotion uses more niche focused mediums; such as email, community marketing, sms campaigns, personal sales, POS

1.3.10 Buying behavior A marketing firm must ascertain the nature of customers' buying behavior if it is to market its product properly. In order to entice and persuade a consumer to buy a product, marketers try


to determine the behavioral process of how a given product is purchased. Buying behavior is usually split into two prime strands, whether selling to the consumer, known as business-toconsumer (B2C), or to another business, known as business-to-business (B2B). B2C buying behavior This mode of behavior concerns consumers and their purchase of a given product. For example, if one imagines a pair of sneakers, the desire for a pair of sneakers would be followed by an information search on available types/brands. This may include perusing media outlets, but most commonly consists of information gathered from family and friends. If the information search is insufficient, the consumer may search for alternative means to satisfy the need/want. In this case, this may mean buying leather shoes, sandals, etc. The purchase decision is then made, in which the consumer actually buys the product. Following this stage, a post-purchase evaluation is often conducted, comprising an appraisal of the value/utility brought by the purchase of the sneakers. If the value/utility is high, then a repeat purchase may be made. This could then develop into consumer loyalty to the firm producing the sneakers. B2B buying behavior Relates to organizational/industrial buying behavior. Business buy either wholesale from other businesses or directly from the manufacturer in contracts or agreements. B2B marketing involves one business marketing a product or service to another business. B2C and B2B behavior are not precise terms, as similarities and differences exist, with some key differences listed below: In a straight re-buy, the fourth, fifth and sixth stages are omitted. In a modified re-buy scenario, the fifth and sixth stages are precluded. In a new buy, all stages are conducted.

1.3.11 Services marketing Services marketing relates to the marketing of services, as opposed to tangible products. A service (as opposed to a good) is typically defined as follows:

The use of it is inseparable from its purchase (i.e., a service is used and consumed simultaneously) It does not possess material form, and thus cannot be touched, seen, heard, tasted, or smelled.


The use of a service is inherently subjective, meaning that several persons experiencing a service would each experience it uniquely.

1.3.12 The Marketing Mix and 4 Ps Understanding How to Position Your Market Offering

What is marketing? The definition that many marketers learn as they start out in the industry is: Putting the right product in the right place, at the right price, at the right time.


It's simple! You just need to create a product that a particular group of people want, put it on sale some place that those same people visit regularly, and price it at a level which matches the value they feel they get out of it; and do all that at a time they want to buy. Then you've got it made!

There's a lot of truth in this idea. However, a lot of hard work needs to go into finding out what customers want, and identifying where they do their shopping. Then you need to figure out how to produce the item at a price that represents value to them, and get it all to come together at the critical time. But if you get just one element wrong, it can spell disaster. You could be left promoting a car with amazing fuel-economy in a country where fuel is very cheap; or publishing a textbook after the start of the new school year, or selling an item at a price that's too high or too low to attract the people you're targeting. The marketing mix is a good place to start when you are thinking through your plans for a product or service, and it helps you avoid these kinds of mistakes.


Understanding the Tool The marketing mix and the 4 Ps of marketing are often used as synonyms for each other. In fact, they are not necessarily the same thing. "Marketing mix" is a general phrase used to describe the different kinds of choices organizations have to make in the whole process of bringing a product or service to market. The 4 Ps is one way probably the best-known way of defining the marketing mix, and was first expressed in 1960 by E J McCarthy.

The 4Ps are:

Product (or Service) Place Price Promotion

A good way to understand the 4 Ps is by the questions that you need to ask to define you marketing mix. Here are some questions that will help you understand and define each of the four elements:



What does the customer want from the product/service? What needs does it satisfy? What features does it have to meet these needs? Are there any features you've missed out? Are you including costly features that the customer won't actually use? How and where will the customer use it? What does it look like? How will customers experience it? What size(s), color(s), and so on, should it be? What is it to be called? How is it branded? How is it differentiated versus your competitors? What is the most it can cost to provide, and still be sold sufficiently profitably? (See also Price, below).



Where do buyers look for your product or service? If they look in a store, what kind? A specialist boutique or in a supermarket, or both? Or online? Or direct, via a catalogue? How can you access the right distribution channels? Do you need to use a sales force? Or attend trade fairs? Or make online submissions? Or send samples to catalogue companies? What do you competitors do, and how can you learn from that and/or differentiate?



What is the value of the product or service to the buyer? Are there established price points for products or services in this area? Is the customer price sensitive? Will a small decrease in price gain you extra market share? Or will a small increase be indiscernible, and so gain you extra profit margin? What discounts should be offered to trade customers, or to other specific segments of your market? How will your price compare with your competitors?



Where and when can you get across your marketing messages to your target market? Will you reach your audience by advertising in the press, or on TV, or radio, or on billboards? By using direct marketing mailshot? Through PR? On the Internet? When is the best time to promote? Is there seasonality in the market? Are there any wider environmental issues that suggest or dictate the timing of your market launch, or the timing of subsequent promotions? How do your competitors do their promotions? And how does that influence your choice of promotional activity?

The 4Ps model is just one of many marketing mix lists that have been developed over the years. And, whilst the questions we have listed above are key, they are just a subset of the detailed probing that may be required to optimize your marketing mix. Amongst the other marketing mix models have been developed over the years is Boom and Bitner's 7Ps, sometimes called the extended marketing mix, which include the first 4 Ps, plus people, processes and physical layout decisions.


Another marketing mix approach is Lauterborn's 4Cs, which presents the elements of the marketing mix from the buyer's, rather than the seller's, perspective. It is made up of Customer needs and wants (the equivalent of product), Cost (price), Convenience (place) and Communication (promotion). In this article, we focus on the 4Ps model as it is the most wellrecognized, and contains the core elements of a good marketing mix. Using the 4Ps Marketing Mix Model The marketing mix model can be used to help you decide how to take a new offer to market. It can also be used to test your existing marketing strategy. Whether you are considering a new or existing offer, follow the steps below help you define and improve your marketing mix. 1. Start by identifying the product or service that you want to analyze. 2. Now go through and answer the 4Ps questions as defined in detail above. 3. Try asking "why" and "what if" questions too, to challenge your offer. For example, ask why your target audience needs a particular feature. What if you drop your price by 5%? What if you offer more colors? Why sell through wholesalers rather than direct channels? What if you improve PR rather than rely on TV advertising?


1.3.13 The Companys Microenvironment

Marketing managements job is to build relationships with customers by creating customer value and satisfaction. However, marketing managers cannot do this alone. Marketing success will require building relationships with other company departments, suppliers, marketing, intermediaries, customers, competitors, and various publics, which combine to make up the companys value delivery network.

Marketing The Company Suppliers Marketing intermediaries Competitors Publics

The Company In designing marketing plans, marketing management takes other company groups into account-groups such as top management, finance, research and development (R&D), purchasing, operations, and accounting. All these interrelated groups form the internal environment. Top management sets the companys mission, objectives, broad strategies, and policies. Marketing managers make decisions within the strategies and plans made by top


management. Marketing managers must work closely with other company departments. Other departments have an impact on the marketing departments plans and actions. And under the marketing concept, all of these functions must think consumer. They should work in harmony to provide superior customer value and satisfaction.


Suppliers form an important link in the companys overall customer alue delivery system. They provide the resources needed by the company to product its goods and services. Supplier problems can seriously affect marketing. Marketing managers must watch supply availability supply shortages or delays, labor strikes, and other events can cost sales in the short run and damage customer satisfaction in the long run. Marketing managers also monitor the price trends of their key inputs. Rising supply costs may force price increases that can harm the companys sales volume. Most marketers today treat their suppliers as partners in creating and delivering customer value.

Marketing Intermediaries

Firms that help the company to promote, sell, and distribute its goods to final buyers; they include resellers, physical distribution firms, marketing service agencies, and financial intermediaries.


The company needs to study five types of customer markets closely. Consumer markets consist of individuals and households that buy goods and services for personal consumption. Business markets buy goods and services for further processing or for use in their production process, whereas reseller markets buy goods and services to resell at a profit. Government markets are made up of government agencies that buy goods and services to produce that need them finally, international markets consist of these buyers in other countries, including consumers, producers, resellers and governments. Each market type has special characteristics that call for careful study by the seller.



The marketing concept states that to be successful, a company must provide greater customer value and satisfaction than its competitors do. Thus marketers must do more than simply adapt to the needs of target consumers. They also must gain strategic advantage by positioning their offerings strongly against competitors offering in the minds of consumers. No single competitive marketing strategy is best for all companies. Each firm should consider its own size and industry position compared to those of its competitors. Large firms with dominant positions in an industry can use certain strategies that smaller firms cannot afford. But being large is not enough. There are winning strategies for large firms, but there are also losing ones. And small firms can develop strategies that give them better rates of return that large firms enjoy.

Public Any group that has an actual or potential interest in or impact on an organizations ability to achieve its objectives


1.3.14 The Companys Macroenvironment or Macro Environment

The company and all of the other actors operate in a larger macroenvironment of forces that shape opportunities and pose threats to the company. The six major forces in the companys macroenvironment. We examine these forces and show how they affect marketing plans. Company Demographic Forces Economic Forces Natural Forces Technological Forces Political Forces Cultural Force

Demographic Environment

The study of human populations in terms of size, density, location, age, gender, rae, occupation, and other statistics The demography environment is of major interest to marketers because it involves people, and people make up markets. The world population is growing at an explosive rate. It now exceeds 6.5 billion people and will exceed 8.1 billion by the year 2030. The worlds large and highly diverse population poses both opportunities and challenges. Changes in the world demographic environment have major implications for business.

Economic Environment


Factors that affect consumer buying power and spending patterns Markets require buying power as well as people. The economic environment consists of factors that affect consumer purchasing power and spending patterns. Nations vary greatly in their levels and distribution of income. Some countries gave subsistence economies, they consumer most of their own agricultural and industrial output. These countries offer few markets opportunities. At the other extremes are industrial economies, which constitute rich markets for many different kinds of goods. Marketers must pay close attention to major trends and consumer spending patterns both across and within their world markets.

Natural Environment

Natural resources that are needed as inputs by marketers or that are affected by marketing activities The Natural Environment involves the natural resources that are needed as inputs by marketers or that are affected by marketing activities. Environmental concerns have grown steadily during the past three decades. In many cities around the world, air and water pollution have reached dangerous levels. World concern continues to mount about the possibilities of global warming, and many environmentalists fear that we soon will be buried in our own trash. Marketer should be aware of several trends in the natural environment. The first involves growing shortages of raw materials. Air and water may seem to be infinite resources, but some groups see long run dangers. Air pollution chokes many of the worlds large cities, and water shortages are already a big problem in some parts of the United States and the world. Renewable resources, such as forests and food, also have to be used wisely. Nonrenewable resources, such as oil, coal, and various minerals, pose a serious problem. Firms making products that require these scarce resources face large cost increases, even if the materials do remain available. A second environmental trend is increased pollution, industry will almost always damage the quality of the natural environment. Consider the disposal of chemical and nuclear wastes; the dangerous mercury levels in the ocean; the quantity of chemical pollutants in the soil and food supply; and the littering of the environment with nonbiodegradable bottles, plastics, and other packaging materials. A third trend is increased government intervention in natural resource management. The governments of different countries vary in their concern and efforts to promote a clean environment. Some, like the German government, vigorously pursue environmental quality. Others, especially many poorer nations, do little about pollution largely because they lack the deeded funds or political will. Even the richer nations lack the vast funds and political needed to mount a worldwide environmental effort. The general hope is that companies found the world


will accept more social responsibility, and that less expensive devices can be found to control and reduce pollution.

Technological Environment

Forces that create new technologies, creating new product and market opportunities The technological environment is perhaps the most dramatic force now shaping our destiny. Technology has released such wonders as antibiotics, robotic surgery, miniaturized electronics, laptop computers, and the internet. It has released such mixed blessings as the automobile, television, and credit cards. Our attitude toward technology depends on whether we are more impressed with its wonders or its blunders. For example, what would you think about having tiny little transmitters implanted in all of the products you buy that would allow tracking products from their advantages to both buyers and sellers. On the other hand, it could be a bit scary. Either way, its already happening.

Political Environment Laws, government agencies, and pressure groups that influence and limit various organizations and individuals in a giver society

Cultural Environment Institutions and other forces that affect societys basic values, perceptions, preferences, and behaviors The cultural environment is made up of institutions and other forces that affect societys basic values, perceptions, preferences, and behaviors. People grow up in a particular society that shapes their basic beliefs and values. They absorb a worldview that defines their relationships with others. The following cultural characteristics can affect marketing decision making.

i. Persistence of Cultural Values

People in given society holds many beliefs and values. Their core beliefs and values have a high degree of persistence. For example most Americans believe in working, getting married, giving to charity, and being honest. These beliefs shape more specific attitudes and behaviors found in


everyday life. Core beliefs and values are passed on from parents to children and are reinforced by schools, churches, businesses, and governments. Secondary beliefs and values are more open to change. Believing in marriage is a core belief; believing that people should get married early in life is a secondary belief. Marketers have some chance of changing secondary values but little chance of changing core values. For example, family planning marketers could argue more effectively that people should get married later in life than that they should not get married at all.

ii. Shifts in Secondary Cultural Values

Although core values are fairly persistent, cultural swings do take place. Consider the impact of popular music groups, movie personalities, and other celebrities on young peoples hairstyling and clothing norms. Marketers want to predict cultural shifts in order to spot new opportunities or threats. Several firms offer futures forecasts in this connection.


1.3.15 Analyzing and Using Marketing Information

Information gathered in internal database and through marketing intelligence and marketing research usually requires additional analysis. And managers may need help applying the information to gain customer and marketing insights that will improve their marketing decisions. This help may include advanced statistical analysis to learn more about the relationships within a set of data. Information analysis might also involved the application of analytical models that will help marketers make better decisions.


1.3.16 Customer Relationship Management

Customer relationship management (CRM) is a widely implemented model for managing a companys interactions with customers and prospects. It involves using technology to organize, automate, and synchronize business processesprincipally sales activities, but also those for marketing, customer service, and technical support. The overall goals are to find, attract, and win new clients, service and retain those the company already has, entice former clients to return, and reduce the costs of marketing and client service. Customer relationship management describes a company-wide business strategy including customer-interface departments as well as other departments. Measuring and valuing customer relationships is critical to implementing this strategy. Benefits of customer relationship management A customer relationship management system may be chosen because it is thought to provide the following advantages.

Decrease in overall costs Increase profitability


Challenges Successful development, implementation, use and support of customer relationship management systems can provide a significant advantage to the user, but often there are obstacles that obstruct the user from using the system to its full potential. Instances of a CRM attempting to contain a large, complex group of data can become cumbersome and difficult to understand for ill-trained users. The lack of senior management sponsorship can also hinder the success of a new CRM system. Stakeholders must be identified early in the process and a full commitment is needed from all executives before beginning the conversion. But the challenges faced by the company will last longer for the convenience of their customers.

Additionally, an interface that is difficult to navigate or understand can hinder the CRMs effectiveness, causing users to pick and choose which areas of the system to be used, while others may be pushed aside. This fragmented implementation can cause inherent challenges, as only certain parts are used and the system is not fully functional. The increased use of customer relationship management software has also led to an industry-wide shift in evaluating the role of the developer in designing and maintaining its software. Companies are urged to consider the overall impact of a viable CRM software suite and the potential for good or bad in its use. Complexity Tools and workflows can be complex, especially for large businesses. Previously these tools were generally limited to simple CRM solutions which focused on monitoring and recording interactions and communications. Software solutions then expanded to embrace deal tracking, territories, opportunities, and the sales pipeline itself. Next came the advent of tools for other client-interface business functions, as described below. These tools have been, and still are, offered as on-premises software that companies purchase and run on their own IT infrastructure. Poor usability One of the largest challenges that customer relationship management systems face is poor usability. With a difficult interface for a user to navigate, implementation can be fragmented or not entirely complete.


The importance of usability in a system has developed over time Customers are likely not as patient to work through malfunctions or gaps in user safety, and there is an expectation that the usability of systems should be somewhat intuitive: it helps make the machine an extension of the way I think not how it wants me to think. An intuitive design can prove most effective in developing the content and layout of a customer relationship management system. Two 2008 case studies show that the layout of a system provides a strong correlation to the ease of use for a system and that it proved more beneficial for the design to focus on presenting information in a way that reflected the most important goals and tasks of the user, rather than the structure of the organization. This ease of service is paramount for developing a system that is usable. In many cases, the growth of capabilities and complexities of systems has hampered the usability of a customer relationship management system. An overly complex computer system can result in an equally complex and non-friendly user interface, thus not allowing the system to work as fully intended. This bloated software can appear sluggish and/or overwhelming to the user, keeping the system from full use and potential. A series of 1998 research indicates that each item added to an information display can significantly affect the overall experience of the user. Fragmentation Often, poor usability can lead to implementations that are fragmented isolated initiatives by individual departments to address their own needs. Systems that start disunited usually stay that way: [siloed thinking]CRM and decision processes frequently lead to separate and incompatible systems, and dysfunctional processes. A fragmented implementation can negate any financial benefit associated with a customer relationship management system, as companies choose not to use all the associated features factored when justifying the investment. Instead, it is important that support for the CRM system is companywide. The challenge of fragmented implementations may be mitigated with improvements in late-generation CRM systems. Business reputation Building and maintaining a strong business reputation has become now increasingly challenging. The outcome of internal fragmentation that is observed and commented upon by customers is now visible to the rest of the world in the era of the social customer; in the past, only employees or partners were aware of it. Addressing the fragmentation requires a shift in


philosophy and mindset in an organization so that everyone considers the impact to the customer of policy, decisions and actions. Human response at all levels of the organization can affect the customer experience for good or ill. Even one unhappy customer can deliver a body blow to a business. Some developments and shifts have made companies more conscious of the life-cycle of a customer relationship management system. Companies now consider the possibility of brand loyalty and persistence of its users to purchase updates, upgrades and future editions of software. Additionally, CRM systems face the challenge of producing viable financial profits, with a 2002 study suggesting that less than half of CRM projects are expected to provide a significant return on investment. Poor usability and low usage rates lead many companies to indicate that it was difficult to justify investment in the software without the potential for more tangible gains. Security, privacy, and data security concerns One function of CRM is to collect information about clients. It is important to consider the customers' need for privacy and data security. Close attention should be paid to relevant laws and regulations. Vendors may need to reassure clients that their data not be shared with third parties without prior consent, and that illegal access can be prevented. A large challenge faced by developers and users is found in striking a balance between ease of use in the CRM interface and suitable and acceptable security measures and features. Corporations investing in CRM software do so expecting a relative ease of use while also requiring that customer and other sensitive data remain secure. This balance can be difficult, as many believe that improvements in security come at the expense of system usability. Research and study show the importance of designing and developing technology that balances a positive user interface with security features that meet industry and corporate standards. Researchers have argued that, in most cases, security breaches are the result of user-error (such as unintentionally downloading and executing a computer virus). In these events, the computer system acted as it should in identifying a file and then, following the users orders to execute the file, exposed the computer and network to a harmful virus. Researchers argue that a more usable system creates less confusion and lessens the amount of potentially harmful errors, in turn creating a more secure and stable CRM system.


1.3.17 Business Markets

The business market is huge. In fact, business markets involve far more dollars and items than do consumer markets. In some ways, business markets are similar to consumer markets. Both involve people who assume buying roles and make purchase decisions to satisfy needs. Marketing in businesses is different to marketing to consumers, although many of the techniques, such as branding, can be transferred successfully.


Market Structure and Demand

In economics, market structure is the number of firms producing identical products which are homogeneous. The types of market structures include the following:

Monopolistic competition, also called competitive market, where there is a large number of firms, each having a small proportion of the market share and slightly differentiated products. Oligopoly, in which a market is dominated by a small number of firms that together control the majority of the market share. Duopoly, a special case of an oligopoly with two firms. Monopsony, when there is only one buyer in a market. Oligopsony, a market where many sellers can be present but meet only a few buyers. Monopoly, where there is only one provider of a product or service.

Natural monopoly, a monopoly in which economies of scale cause efficiency to increase continuously with the size of the firm. A firm is a natural monopoly if it is able to serve


the entire market demand at a lower cost than any combination of two or more smaller, more specialized firms. Perfect competition, a theoretical market structure that features no barriers to entry, an unlimited number of producers and consumers, and a perfectly elastic demand curve.

The imperfectly competitive structure is quite identical to the realistic market conditions where some monopolistic competitors, monopolists, oligopolists, and duopolists exist and dominate the market conditions. The elements of Market Structure include the number and size distribution of firms, entry conditions, and the extent of differentiation. These somewhat abstract concerns tend to determine some but not all details of a specific concrete market system where buyers and sellers actually meet and commit to trade. Competition is useful because it reveals actual customer demand and induces the seller (operator) to provide service quality levels and price levels that buyers (customers) want, typically subject to the sellers financial need to cover its costs. In other words, competition can align the sellers interests with the buyers interests and can cause the seller to reveal his true costs and other private information. In the absence of perfect competition, three basic approaches can be adopted to deal with problems related to the control of market power and an asymmetry between the government and the operator with respect to objectives and information: (a) subjecting the operator to competitive pressures, (b) gathering information on the operator and the market, and (c) applying incentive regulation.


Creating customer value satisfaction and loyalty

Managers who believe the customer is the companys only true profit center consider the traditional organization chart. Nowadays companies are facing a extremely hard competition and its basic to shift from a product sales strategy to a marketing strategy that focus to build long and strong customer relationships rather than making as much sales as possible. Many companies concentrate in make more and more sales thinking that this is the best way to increase profit. Most of the times they do not pay enough attention to retain customers because they put all efforts to make new customers. There is a lot of customer churn and it is very difficult to recover dissatisfied customers but its even more difficult to find new candidates which became first-time customers. Modern companies must work to create customer loyalty. Loyal customers are satisfied customers that will re-buy the service or product again and they wont change to another company easily. To accomplish that is mandatory to deliver high customer value and exceed customers expectations. Customer satisfaction will depend on product and service quality as well. In order to maximize customer satisfaction is necessary to build a total quality management (TQM) that is method to continuously improve the quality of the companies processes, products and services. That is


the best way to assure customer loyalty, defense against competition and create a competitive advantage that competitors dont have. Marketers must assure to deliver high quality products and service to customers. This quality must be the quality that customer really want, for that reason the company final target is to fit the product to the customers needs and wants. With a total quality management program and a partner relationship management program with the participation of buyers and providers we will achieve this goal. More specifically is very interesting to concentrate on return on quality (ROQ) to assure that the quality of the product is in fact the quality that customer wants. It is very important to find out which are the most profitable customers and locate those that are less lucrative and should receive less attention. The company must focus to retain the most profitable customers more than get new customers. The value of long-term profitable customers is the most profitable asset for the company. There are a lot of ways to create loyalty and improve quality and satisfaction. For instance we must thing our customers as partners and create a really strong long relation, specially if we sell our products or services B2B. Many companies have a product sales strategy profile and do not pay attention to the customer value. Is very important to know if customers are satisfied and to know this we must monitor the customers through phone calls and periodic surveys. Another important point is to perform continuous trainings to our personnel and our clients. The idea is to change from a traditional organization chart into a modern customer-oriented chart. As a conclusion is essential to create partners instead of customers. If clients feel that they are involved with our company and in the design and improvement of the product they will continue being with us.


1.3.18 Creating competitive advantage

Competitive Advantage Defined Creating competitive advantage in your product market boils down to two things: 1. Creating something different than your competitors 2. Creating something that your target customers perceive as much more valuable than their alternatives (including your direct competitors offerings, a home-growth solution, or doing nothing).


Competitive advantage occurs when an organization acquires or develops an attribute or combination of attributes that allows it to outperform its competitors. These attributes can include access to natural resources, such as high grade ores or inexpensive power, or access to highly trained and skilled personnel human resources. New technologies such as robotics and information technology either to be included as a part of the product, or to assist making it. ' Information technology has become such a prominent part of the modern business world that it can also contribute to competitive advantage by outperforming competitors with regard to internet presence.


Competitive Strategies
Cost Leadership Strategy The goal of cost leadership strategy is to produce products and services at the lowest cost in the industry. In other words to be the industry leader in low cost. An example is Walmart, who uses an automated inventory replenishment system, which reduces inventory storage requirements and saves floor space. This allows for their retail stores to use the maximum amount of space for selling goods. Differentiation Strategy The goal of differentiation Strategy, is to provide products that are different and offer more/different features than the competitors. An example is Southwest Airlines, has differentiated itself from the airline industry through its low cost and express service features. Innovation Strategy The goal of innovation strategy, is to provide new and different products/services, added features, and new ways of producing the product. An example is Citibank, which introduced ATM machines saving the company excessive amounts of money and provided them with a competitive advantage. Operational Effectiveness Strategy The goal of operational effectiveness is to perform internal business activities better than the competitors. This strategy attempts to increase quality, productivity, and employees and customers satisfaction with the company. Customer-Orientation Strategy The goal of customer-orientation strategy is to make the customers content. This strategy focuses on what the customer wants from the company and how to provide that. This strategy has been most effective with web based companies due to the one-to-one relationship. Technology-based competitive Strategy (Project Socrates) In the United States of America during the Reagan Administration, a team of experts led by Michael Sekora was brought together to 1) determine why US industries were losing their ability to compete in the world marketplace and 2) develop a solution to restore US industry's ability to compete. As a result, Project Socrates was initiated. The Socrates team launched one of the most in-depth research undertakings ever conducted in the US intelligence community, producing ten key findings that became the basis for the "Socrates technology-based competitive strategy" system, and support tools for developing and executing competitive strategies. The Socrates system was successfully deployed and considered instrumental in the economic recovery of the 1980s. However, early in the George H. W. Bush presidency, the program was de-funded by Bush for political reasons.


2.1 The Group Introduction House of Habib The House of Habib to is the heir to a rich tradition of commerce and banking dating back 1841. The name House of Habib identifies the business activities of the Mohammed Ali Habib family (third son of Mr. Habib Esmail). A man of vision and exceptional leadership, he was the architect and builder (with his brothers) of the group which included Habib Bank Limited and Habib Insurance Co. Ltd., established in 1941 and 1942 respectively.

Mohammed Ali Habib

Today, the House employs over 14,000 people who provide an array of products and services. Activities range from automobiles to audio media, buildings to banking and computers to chemicals. Managing a network of public (listed on the Pakistan Stock Exchanges) and private companies, the House of Habib has equity and technical collaborations with British, Japanese and Norwegian companies. The tradition of the family could be described as conservative, yet it places great emphasis on decentralized professional management resulting in a progressive and dynamic organization.


2.2 Company Profile Agriauto Industries Limited is a Public Limited Company incorporated in 1981 and quoted on the Stock Exchange. The company is a part of "House of Habib" group. Is one of the leading Automotive Components manufacturing companies in Pakistan. Is an ISO 9001:2000 certified company. Has a team of around 300 employees. Have state-of-the-art production facilities located at 68,800 sq. meter plot at Hub Industrial Area (Baluchistan) with ample space for further expansion for future projects. Technical Collaborations with; Gabriel Ride control (USA) and KYB (Japan). The companys product range covers the requirements of both Original Equipment Manufacturers (OEM) and After-Market. Follows international standards like BS, SAE, ASTM, and JIS for producing top quality automotive products.


2.2.1 Milestones Incorporated Quoted on Stock Exchange TAA with Gabriel Inc. (USA) TAA with KYB (Japan) ISO-9002 Certified Pipe Fork/Case Damper Prod. Motor Cycle Shock Absorber ISO-9001-2000 Certified ISO TS-16949 Certified TAA with AISIN (Japan) Press Shop Project SAP Impliment5ation Initiated by IBM 1981 1984 1985 1994 2000 2002 2004 2005 2005 2005 2008 2011


2.2.2 Agriauto

Stamping Company (Private) Limited

The board of Directors of the company at their meeting held on January 09, 2012 have resolved to establish a wholly owned subsidiary by the name of Agriauto Stamping Company (Private) Limited. Agriauto Industries Limited invests up to PKR 1.05 billion in the subsidiary. The subsidiary will carry out the business of stamping of sheet metal parts, sub-assembly operations, and dies/checking fixtures/jigs manufacturing for automotive sector. Agriauto Stamping Company(Private) Limited is being incorporated for the purpose of carrying out the business of stamping of sheet metal parts, sub-assembly operations, dies/checking fixtures/Jigs manufacturing primarily for automotive sector. The production of new facility is likely to commence from July 2014. Major equipment including presses has started arriving; orders for dies and tooling have been placed and progress on technical training of some of our employees at Ogihara is very satisfactory. We would like to express our appreciation to all our customers, dealers, bankers and foreign technical collaborators for their unabated support and confidence in the Company. We are also thankful to all our team members who have worked diligently to support our customers and the progress of the Company.


2.2.3 ERP


Agriauto Industries Limited has recently adopted Enterprise Resource Planning Software-SAP ECC6. The ERP was successfully launched on 1st Feb, 2012 with 7 modules catering for all business function of AIL. Agriauto Industries Limited is a Pakistan-based company engaged in the manufacture and sale of components for automotive vehicles, motorcycles and agricultural tractors. Its products include shock absorbers, struts, pipe forks, camshafts, door locks, hood hinges, steering boxes and sheet metal parts. The Companys subsidiary is Agriauto Stamping Company (Private) Limited, and its associated companies include Makro Habib Pakistan Limited, Thal Limited, Shabbir Tiles & Ceramics Limited, AuVitronics Limited and Dynea Pakistan Limited.


2.2.4 What is ERP? ERP software (or enterprise resource planning software) is an integrated system used by businesses to combine, organize and maintain the data necessary for operations. ERP systems merge each of the companys key operations, including the manufacturing, distribution, financial, human resources and customer relations departments, into one software system. For many companies, the ERP software is the heart of their operations and the backbone of the organization. Enterprise resource planning software, or ERP, doesnt live up to its acronym. Forget about planningit doesnt do much of thatand forget about resource, a throwaway term. But remember the enterprise part. This is ERPs true ambition. It attempts to integrate all departments and functions across a company onto a single computer system that can serve all those different departments particular needs. That is a tall order, building a single software program that serves the needs of people in finance as well as it does the people in human resources and in the warehouse. Each of those departments typically has its own computer system optimized for the particular ways that the department does its work. But ERP combines them all together into a single, integrated software program that runs off a single database so that the various departments can more easily share information and communicate with each other. That integrated approach can have a tremendous payback if companies install the software correctly.

How can ERP improve a companys business performance? ERPs best hope for demonstrating value is as a sort of battering ram for improving the way your company takes a customer order and processes it into an invoice and revenueotherwise known as the order fulfillment process. That is why ERP is often referred to as back-office software. It doesnt handle the up-front selling process (although most ERP vendors have developed CRM software or acquired pure-play CRM providers that can do this); rather, ERP takes a customer order and provides a software road map for automating the different steps along the path to fulfilling it. When a customer service representative enters a customer order into an ERP system, he has all the information necessary to complete the order (the customers credit rating and order history from the finance module, the companys inventory levels from the warehouse module and the shipping docks trucking schedule from the logistics module, for example).


People in these different departments all see the same information and can update it. When one department finishes with the order it is automatically routed via the ERP system to the next department. To find out where the order is at any point, you need only log in to the ERP system and track it down. With luck, the order process moves like a bolt of lightning through the organization, and customers get their orders faster and with fewer errors than before. ERP can apply that same magic to the other major business processes, such as employee benefits or financial reporting.


2.3 Corporate Vision A world-class manufacturer and supplier of high entry barrier automotive components providing competitive returns to all stakeholders.


Fahim Kapadia-CE 2.4 Chief Executive Message Agriauto Industries Limited (AIL) as a company is striving to redefine what our customers expect from us, to provide more than they ever thought possible from a single source. We feel strongly that accomplishing this goes beyond, goes deeper, than the quality of our products and services. It goes to the ability and commitment that each and every one of us at AIL must have to exceed our customers expectations. We have come a long way since 1981 from being a manufacturer of tractor parts to become the countrys industry leader in ride controls with offerings to OEMs and the aftermarket. We see plenty of potential for continued improvement and growth and in my experience I have found that when you raise expectations for yourself, it puts avery positive process in motion. It is very exciting to consider what we can achieve from here.


2.5 Quality Policy Excellence in manufacturing of automotive parts through continuous improvement in people, systems and technology to meet at all times the customers needs of quality, volume & timeliness.


2.6 Corporate Objectives

1. Best Corporate Citizen Care for and serve all stakeholders. Be the #1 auto parts manufacturer in Pakistan, in terms of sales turnover, reliance, customer satisfaction and profitability. Fulfill social obligations. Achieve and maintain high corporate image in Pakistan.


2. Best Employee Care Attract above average people for employment. Provide opportunities for growth and job enrichment. Provide opportunities for development. Provide compensation at par with the best in the industry and caring beyond. 3. Low cost producer Market leader Competitive CKD cost. Competitive materials cost. Lean & flat organization. Increased localization with appropriate technology. Increased operation efficiency. Use of appropriate technology. Diversity - add other products to spread overhead costs. 4. # 1 in Market Share & Customer satisfaction Meet changing market needs. Responsiveness. Competitively priced parts.


Training and Development of personnel. 5. # 1 in product technology Superior product features with constant improvements. Highest reliability. R & D to adapt to specific product / customer needs. Training and development of personnel. 6. Other products Coil springs, Motorcycle shocks, and parts / assemblies which fit in with our core competence and vision. 7. Good returns on investment Higher than the bank rate and comparable with good companies in the sector.


2.7 Products Range

Shock Absorber & Struts Pipe Fork McPherson Assembly Camshafts Door & Hood Hinges Steering Box (Tractors) Motorcycle Shock absorbers Stamping Parts (Instruments Panel/Sheet Parts)


Shock Absorbers & Struts Agriauto Industries Ltd. is the sole manufacturer and supplier of Gabriel/KYB brand shock absorber in Pakistan. High Quality oil & gas shock absorbersand struts for all kinds of vehicles.


Pipe Fork High quality chrome plated motorcyclefront fork and produced for the leadingOEM.


McPherson Assembly McPherson Assembly for Toyota cars


Camshaft These are manufactured for the domestic tractor industry; from the best quality forged steel and chilled iron casting. Key customers include Al-Ghazi tractor &Millat Tractors.


Door & Hood Hinges Agriauto is assembling door and hood hinges of Toyota corolla motor car.


Steering Box (Tractors) Agriauto provides steering assembly for Massey Ferguson tractors, assembled by Millat tractors Limited.


Moto Cycle Shock Absorbers To cater for the need of the emerging 2-Wheeler segment, the company is also manufacturing motorcycle shock absorbers.


Stamping Parts (Instruments Panel/Sheet Parts) Currently the company is producing large variety of parts reinforcement instrument panel, door impact beams, suspension and body parts.


Company Strategies for 2010 -2015

Explore new business in 2 wheeler segment; TAA with SHOWA Japan for Atlas Honda Ltd.

Joint venture with SUMMIT Thailand for press parts. Modernizing of plant facility. Extensive training with Kayaba Japan to develop human resource. Initiation of succession planning for development of 2nd Tier management & retain talented human resource.


Customer Profile

Indus Motor Company (Toyota)

Indus Motor Company (Daihatsu)

Pak Suzuki Motor Co.

DewanFarooq Motors

Millat Tractors Ltd.

Al-Ghazi Tractors Ltd.

Atlas Honda Ltd.

Delta Innovations Ltd.

Hinopak Motors.


Sindh Engineering.

Master Motor Corporation.

Adam Motors Co. Ltd.

Nissan Ghandhara.

Dawood Yamaha.

Future Outlook Ours is a culture that delegates responsibility and accountability and inspires creativity & entrepreneurism. We are fully geared to take advantage of opportunities and meet the future challenges. We look to: Delight our customers by providing desired QCDM and continuously improving technology; Perpetuate a joyful working environment; Provide competitive returns to all our stake-holders; Be a good corporate citizen, fulfilling all our responsibilities.