BUSINESS PLAN: Mobile Car Care Limited

Running head: BUSINESS PLAN
Business Plan
Name of the Student:
Name of the University:
Author Note:

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Executive Summary:
Part a. Entrepreneurship project objectives:
The aim of the business called Mobile Car Care Limited is to offer repair services to cars
suffering from breakdown. The company would offer the repair services like car headlights,
petrol and wheels of authentic companies. It is evident from the PEST analysis that the Indian
economy is far more stable than, any other Asian markets. The Government of India is extremely
capable of making policies and laws regarding different sectors. The country has strong political
relationships with develop western markets like the United States and Europe. The Government
of India similarly has close ties with the eastern markets like Japan and South Korea. These
strong bilateral ties of the Indian Government have encouraged the leading companies housed in
these countries to enter the Indian market. The economic conditions of Indian as pointed out
from the PEST analysis are favourable for industrialisation. The rising GDP of the country, the
rising earning of the consumers and the ever increasing demand for goods in the Indian market
provide business opportunities to the big multinational companies. The rising power of INR in
the international currency markets coupled with a booming investors’ base and strong financial
network running under the supervision of the NSE and BSE have made it feasible for companies
to raise the capital to run their Indian operations. The Indian economy today is the battleground
for several global industries and the automobile industry is no exception. There is already strong
presence global automobile companies like BMW based in Germany, Ford based in the US and
Toyota based in Japan. The country herself is the home to TATA Motors which is already a
leading global player with brands Land Rover under its ownership. The Indian consumers due to
their increase in income are purchasing more cars for personal uses. The offices are also buying
buying cars as fixed assets. India has the second largest road network in the world which attract

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people with cars go on tours both for professional and entertainment by cars. Although, there are
service stations some of which are run by leading automobile companies but compared to the
network of roads, the service stations are not sufficient. The cars suffering from breakdown,
especially in interior parts of the roads with almost no breakdown rescue services around have to
face lot of problems. This is the gap with MCCKL would serve. The objective of MCCL would
be providing cars suffering breakdown with breakdown rescue services. The company would
have trucks which on receiving calls from drivers of cars in trouble would drive to the locations
and offer repair services.
Part b. Problem/Opportunity statement:
The opportunity statement would ‘Providing cars high quality door step repair services with
authentic and branded products.
Part c. Market/Industry summary:
The Indian market is very competitive and profitable. The country is politically stable and
economically strong. The Government of India has strong relationship with several countries like
the USA, Japan and European countries, all of which are home to leading car companies. These
relationships have enable the automobile manufacturing companies enter the Indian market. The
Indian car industry is extremely competitive with companies like Toyota, Ford, Honda and
TATA competing in the market. The Indian car industry is experiencing a boom due to
increasing income of the consumers which in turn boosts demand for cars. However, there are
threats of terrorism and political disturbances.
Part d. Competitor Summary:
The main competitors would be the branded car companies like Honda and Tata. The
indirect competitors would be smaller garages and car servicing firms.

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Part e. Funding and Financial projection:
MCCL should use crowd funding to raise initial funds and then get listed on NSE. It
would then raise capital by issuing shares.

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Table of Contents
Executive Summary:....................................................................................................................1
Part a. Entrepreneurship project objectives:................................................................................1
Part b. Problem/Opportunity statement:......................................................................................2
Part c. Market/Industry summary:...............................................................................................2
Part d. Competitor Summary:......................................................................................................2
Part e. Funding and Financial projection:....................................................................................3
Main body: Description of entrepreneurship research activities:..................................................10
a. Problem or opportunity landscape:........................................................................................10
Problem that MCCL would solve:.............................................................................................10
Existing landscape:....................................................................................................................10
Stakeholder maping:..................................................................................................................10
Part a. Idea or technology proposed:.............................................................................................10
Division 1: Inland mobile care repair services:.........................................................................13
Division 2: Tourist mobile car care repair services:..................................................................13
Division 3: Personal mobile car care services:..........................................................................16
Part b. Business Model for production/service delivery:...............................................................17
Key partners:..............................................................................................................................18
Key Activities:...........................................................................................................................19
Value proposition:.....................................................................................................................19

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Customer relationship:...............................................................................................................20
Customer segments:.......................................................................................................................21
Cost structures:..........................................................................................................................21
Generation of Revenue:.............................................................................................................21
Part c. Market analysis and Segment structure:.............................................................................21
Political factors:.........................................................................................................................22
Political stability:...................................................................................................................22
Bilateral relationships:...........................................................................................................22
Laws and regulations:............................................................................................................23
Taxation:................................................................................................................................25
Terrorism:..............................................................................................................................26
Internal political threats:........................................................................................................27
Economic factors:......................................................................................................................27
Gross Domestic Product and per capita income:...................................................................27
Exchange rate of INR:...........................................................................................................31
Supply chain:.........................................................................................................................32
Social factors:............................................................................................................................33
Income and lifestyle of the people:........................................................................................33
Social customs:......................................................................................................................33
Technological factors:...................................................................................................................35

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Advancement of automobile technology:..............................................................................35
Advancement in information and communication (ICT) technology:..................................37
Cyber theft:............................................................................................................................38
Part d. Analysis of one, three and five year customer base:..........................................................39
One year customer base analysis:..............................................................................................39
Three years customer base analysis:..........................................................................................40
Five years customer base analysis:............................................................................................40
Part e. Prospect feedback:..............................................................................................................41
Customers:.................................................................................................................................41
Employees:................................................................................................................................41
Suppliers:...................................................................................................................................41
Part f. Pricing model:.....................................................................................................................42
Part g. Competitor analysis:...........................................................................................................42
Part g.1. Direct/Indirect:............................................................................................................42
Part g.2. Shift in power and position:........................................................................................42
Part h. Portfolio (Product/Services) analysis:................................................................................43
Part h.1. IP/technology/Patents etc................................................................................................43
Part i. Funding:..............................................................................................................................44
Part i.1. Crowd funding:............................................................................................................44
Part i.2. / Incubators:..................................................................................................................44

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Part j. Financial analysis:...............................................................................................................45
Part j.1. Cash flow:....................................................................................................................45
Part i.2. Profit and Loss account:...............................................................................................45
Part i.3. Schedule for investors’ returns:...................................................................................45
Part k. Skills requirements:............................................................................................................45
Part k.1. Functional skills:.........................................................................................................45
Flexibility in behavioural style:.................................................................................................45
Training skill:.........................................................................................................................46
Change management skills:...................................................................................................46
Part k.2. Management skills:.....................................................................................................47
Technical skills:.....................................................................................................................47
Planning and decision making skills:....................................................................................48
Conclusions:..................................................................................................................................48
Conclusions arising from the project evaluation:......................................................................48
Evaluation of project viability:......................................................................................................49
Recommendations:........................................................................................................................49
1. Future actions for potential investors:...................................................................................49
2. Further research required:......................................................................................................50
3. Growth scenarios: three years and five years:.......................................................................50
References:....................................................................................................................................51

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Figure 1. Statistics showing foreign exchange earnings for tourism from 2000 to 2016 (USD mn)
.......................................................................................................................................................12
Figure 2. Inbound tourists in India 2014 to 2016 (in mn).............................................................12
Figure 3. Map showing UNESCO Heritage sites in India.............................................................13
Figure 4. Business model of MCCL..............................................................................................14
Figure 5. Steps of law making process in India.............................................................................21
Figure 6. Graph showing corporate tax rates in India...................................................................22
Figure 7. Graph showing GDP of India (in USD bn)....................................................................25
Figure 8. Graph showing per capita income of India....................................................................26
Figure 9. Share of Transport Sector in Gross Value Added (GVA) from 2011-12 to 2014-15....26
Figure 10. Registered Motor Vehicles in India as on 31.03. 2015................................................27
Figure 11. Graph showing exchange rates of INR against USD, GBP, AUD and EUR for 5 years
.......................................................................................................................................................29
Figure 12. Graph showing India on Hofstede's tool......................................................................32
Figure 13. Advancements in the automobile sector in India.........................................................34
Figure 14. Graph comparing India to the UK, China and Bangladesh..........................................42

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Main body: Description of entrepreneurship research activities:
a. Problem or opportunity landscape:
Mobile Car Care Limited would be serving cars suffering from breakdown. The Indian
road network is the second largest in length as per global ranking. The Indian consumers are
demanding and purchasing more cars. However, the number of service stations to serve these
cars in the event of breakdown is far from adequacy. It is against this landscape of disparity
between the breakdown rate and the available car servicing firms MCCL would function.
Problem that MCCL would solve:
MCCL would provide breakdown repair services to cars. The company would also
provide cars with authentic parts like wheels and headlights as well as petrol from reputed
companies like IOCL.
Existing landscape:
The number of servicing firms serving breakdown cars are insufficient in the existing car
servicing landscape. There are dearth of car repair services in the interior parts of the country.
Stakeholder mapping:
(Attached)
Part a. Idea or technology proposed:
The business idea would revolve around a mobile car care service which would enable
change of tire and light as well as refilling of mobile oil. The name of the company would be
Mobile Car Care Limited (MCCL) which would be based in Mumbai, Maharashtra, India. The
idea of the new company would revolve around providing mobile care repair and refilling
services. The country of India is experiencing a very high rate of gross domestic products as

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shown the graph below. One of the most read business dailies of India, the Economic Times
reports that the country has experienced an impressive rate of increase in GDP
(Economictimes.indiatimes.com. 2019). This means that the value of goods and services
produced within the country is also increasing. Fernie and Sparks (2018) mention that increasing
GDP means that increased productivity in the organisations which in turn means that consumers
have more disposable incomes. The consumers in India are purchasing luxury goods like
expensive cars. Indians today enjoy make long road trips to distant locations in their expensive
cars.
Figure 1. Graph showing GDP of India
(Source: Tradingeconomics.com. 2019.)
The graph shows below that while 8.8 percent of Indian consumers possessed two
wheelers in 1951 while in 2015, the percentage rose to 73.5 percent. As far as cars, jeeps and

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taxis are concerned, 13.6 percent consumers in India owned these vehicles in 2015 compared to
12.8 percent in 2001.
Figure 2.Composition of Vehicle Population in India from 1951 to 2015
(Source: Community.data.gov.in. 2019)
The Indian car market is already extremely competitive with multinational automobile
giants increasing their presence in the country. The competition between these multinational
companies take several forms spanning from introduction of new car models to mergers and
acquisitions. The leading foreign multinational automobile companies like Honda have already
set up their wholly owned subsidiary companies which are listed on leading stock exchanges like
NSE and BSE (Hondacarindia.com. 2019). The Indian automobile multinational have already

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acquired Iconic automobile brands, Jaguar and Land Rover from Ford Motor Company, thus
boosting the financial strength of the automobile sector (Tatamotors.com. 2019). The road
network in India is the second largest road network in the world covering a distance of 5000000
kilometres (Mospi.gov.in. 2019). The services road network is so huge that large tracks of roads
remain unserved by any service stations, especially parts of highways far away from urban
settlements. The cars going on road trips which breakdown in these parts of highways have to
face problems in availing repair services. Mobile Car Care Limited would serve this gap
between the service stations and the cars in need of rescue. Mobile Car Care Limited would
serve the cars in need using a network of mobile network. The business idea of MCCL would be
divided into three divisions which are as follows:
Division 1: Inland mobile care repair services:
The inland mobile care repair services would cater to cars facing breakdown. The drivers
upon facing breakdown in cars can use a helpline number or an application accessible on smart
phones. The customer care would receive the calls and upon knowing the location of the cars
would divert the call to the office of MCCL serving that particular area. The concerned regional
office would then contact its suppliers like MRF and Indian Oil Corporations for tyres and
petroleum respectively. The mobile car repair van of MCCL after obtaining supplies from the
suppliers would travel to the location of the cars and provide the necessary services.
Division 2: Tourist mobile car care repair services:
The tourist mobile car care repair services would cater to the tourist cars which may face
breakdown on the ways to sightseeing trips. MCCL would in this case tie-ups with hotels which
would use the breakdown services of the company. The graph below shows that the country of
India is experiencing increase in foreign exchange earnings. The second figure shows that the

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number of international tourist arrival crossed 15 million in 2016 compared to around 13 million
in the two previous years. The increase in also evident in case of NRI arrivals and foreign tourist
arrivals. This means that the number of tourists from abroad and within the country visiting
places of tourist interests in India are also increasing which more trips to visit these spots. It can
also also be pointed from the map shown in the third figure shows that India is the home of as
many has 37 World Heritage Sites which are important centres of tourist attractions
(Whc.unesco.org. 2019). However, it can also be pointed out that most of these heritage sites are
situated in hilly and rocky terrain which make the cars carrying tourists more prone to
breakdown. It can also be pointed out that these sites are located at considerable distances from
big urban areas, thus having very few customer care centres operated by leading players like
Honda. Tourist mobile car care services would operate in tourist sites and rescue cars having
suffered breakdown. The drivers of the cars facing breakdown can contact the hotels which
would then connect MCCL to the drivers. The service trucks of MCCL after locating the exact
location of the cars would reach the site to rescue the cars (Sao et al. 2017). This division would
enable the company to earn higher revenue as pricing model followed here would be premium
model. This would be ensured by tie-ups only with three star properties and upwards.

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Figure 1. Statistics showing foreign exchange earnings for tourism from 2000 to 2016 (USD mn)
(Source: Tourism.gov.in. 2019)
Figure 2. Inbound tourists in India 2014 to 2016 (in mn)
(Source: Tourism.gov.in. 2019)

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Figure 3. Map showing UNESCO Heritage sites in India
(Source: Whc.unesco.org. 2019)
Division 3: Personal mobile car care services:
MCCL would provide on-demand car care services catering to owners of trucks, buses
and cars. The owners of these vehicles can call the customer care service operator for car care
services at their homes, offices and garages. The customer care executive would redirect the calls
to the operational units as per the location of the customers. For example, if the location of the
customer is in Kolkata, the call would be redirected to the Eastern regional headquarters which
would be in Kolkata. This division would be available only in the state capitals at the initial
phase.

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Part b. Business Model for production/service delivery:
Business Model of Mobile Car Care Limited (MCCL)
Key Partners Key activities
Value
proposition Customer relationship
Customer
segments
1. Suppliers
of tyres like
MRF.
2. Suppliers
of mobile oil
like IOCL.
3. Suppliers
of head lights
and spare
parts.
4. Suppliers
of mobile
and internet
connection
namely
Vodafone.
5. Suppliers
of finance
like State
Bank of India
6. Suppliers
of stationary
etc
1. Providing mobile
car care services to
cars.
2. Providing mobile
car care services to
intermodal
networks.
3. Personal car care
services.
4. Customer care
services via
telephone,
applications and
email.
1. Superior car
care services
on broken
down cars,
buses and
trucks.
2. Intermodal
and doorstep
car breakdown
repair services.
3. Round the
clock customer
care to attend
to calls.
4. An extensive
fleet of trucks
to cater to
multiple
customers
simultaneously.
5. Trained staff
to attend to
needs of
customers
promptly.
1. Strong relationship with
customers by providing
superior breakdown rescue
services to vehicles.
2. Providing authentic spare
parts, Tyres and headlights.
3. Providing a wide range of
mobile oil from different
brands.
4. Giving advices to
customers on vehicle
maintenance.
5. Continuous
communication with
customers on social media
platforms.
6. Offering discounts.
1. Individual
car owners.
2. Logistics
companies.
3. Tourist
carriers.
4. Companies
owning their
own cars
Key Resources Channels
Financial resources,
technology, fleet of
rescue cars,
knowledge,
employees, fixed
assets
1. Chain of service centres,
offices, website accessible
on smart phones, laptops
and desktops.
2. Mobile apps
3. Helpline numbers
Cost structure Revenue structure
Fixed costs(taxes and rent on
property etc)
Variable costs(salaries, rescue
vehicle maintenance costs,
stationary etc)
Semi variable costs(electricity,
telephone, internet etc)
Generation of revenue providing mobile car care services all
over India
Figure 4. Business model of MCCL
(Source: Author)

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The above business model of Mobile Car Care Limited or MCCL shows the components
which would come into play in the business operations of the company. The canvas was
developed by Osterwalder and Pigneur consisting of nine blocks namely, key partners, key
activities, value proposition, customer relationship, customer segments, key resources,
business channels, cost structure and revenue structure (Joyce, A. and Paquin, R.L., 2016).
The following is the detailed explanation of the nine block business model:
Key partners:
The key partners of the MCCL would be divided into five categories. The main business
of the firm would be providing mobile car care services providing vehicles suffering from
breakdown with tyres, parts, headlights, fuel and spare parts. Christopher (2016) mentions that
key partners of business organisations are directly related to their respective business operations.
The company under study would be mobile care care service provider and hence its key partners
would be from the automobile companies of different sizes. The first category of suppliers of
Mobile Car Care Limited would be suppliers of tyres like MRF (Mrftyres.com. 2019). The
second category of the suppliers would be suppliers of mobile oil like Indian Oil Corporation
which are Indian multinational petroleum companies (Iocl.com. 2019). The third category of
suppliers would comprise of providers of head lights and spare parts. The suppliers of spare parts
would be manufacturers of automobiles like Honda and TATA Motors (Hondacarindia.com.
2019). The fourth category of suppliers of MMCL would be suppliers of internet and mobile
network connection. The company would be a mobile car care service provider company
catering to none other than the country with second largest road network-India. MCCL would be
based in Mumbai and have several offices all across India. This means that business operations
of the company would require a strong mobile and internet connection service provider. The

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headquarters housed in Mumbai would have to communicate and collaborate with all the
branches to make decisions. This means that company would require a service provider capable
of providing seamless communication network even in the interior areas. The chosen supplier of
mobile and internet connection would be Vodafone India (Vodafone.in. 2019). The fifth category
of supplier would be suppliers of financial products rights like payment gateway-banks. The
banks would supply MCCL with business loan, loan against property and payment gateways. It
is evident that MCCL in order operate all across India would require to partner with a bank
having extensive coverage. The preferred bank would be State Bank of India having its
headquarters in Mumbai, India (Sbi.co.in. 2019). The sixth category of suppliers would be
suppliers of stationary, electrical fittings and other important fittings.
Key Activities:
The key activities of MCCL would consist of five components. The first key activity of
MCCL would be providing mobile car care services to cars. The second key activities of MCCL
would be offering services to logistics carrier cars operating in intermodal networks with
breakdown rescue services. The third key activity of the company would be providing personal
car care services in homes, garages and offices. The fourth key activity of the company would be
providing round the clock customer care services on telephone, smart phones and email.
Value proposition:
The value proposition of MCCL would be superior car care services to cars and carrier
vehicles suffering from breakdown in the middle of the roads. The intermodal car care services
would provide rescue services to cars in the intermodal network. The customer care team of
Mobile Car Care Limited would attend calls and enquiries from customers and enable them to
avail services within short time. An extensive fleet of rescue trucks would enable the company

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cater to multiple customers simultaneously and creating value to the latter. The trained staff of
the company would address customers’ needs, thus creating value to consumers. Noori et al.
(2016) points out that creating value to consumers enable business organisations to generate
huge revenue. Thus, it is evident that by creating value for consumers, MCCL would generate
high revenue, thus value for itself.
Customer relationship:
Mobile Car Care Limited would aim at building long term relationships with customers
providing prompt breakdown services in order to ensure that they face less problems on their
road trips. Mobile Car Care Company Limited would have tie-ups with leading automobile
companies like Honda and Tata Motors. This would enable the company to provide the
customers with authentic spare parts which would add value to customers. The company would
also provide the customers with authentic mobile oil from different brands. The two other
customer relationship strategy which MCCL would use is providing advices to customers on
vehicle maintenance and maintaining continuous communication with them social media
networks like Facebook (Schivinski and Dabrowski 2016).
Channels:
The business channels of MCCL would consist of service centres, offices and website
accessible on smart phones, laptops and desktops. The company would also market its services
using mobile apps which would be accessible on smart phones. The helpline number of the
company would enable the customers without smart phones to contact with MCCL customer
care and avail the breakdown recovery services (Ahmad, Musa and Harun 2016).

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Customer segments:
The customer segments which Mobile Car Care Company Limited would serve are
individual care owners and logistics companies. The tourist cars and companies owning their
own fleets of cars would also form significant customer segments (Dutot, Lacalle Galvez and
Versailles 2016).
Cost structures:
The cost structures of MCCL would be divided into three categories namely, fixed, semi
variable and variable. The fixed costs would consist of items like taxes and rent on properties.
The variable costs would consist of components like salaries, rescue vehicle maintenance
expenditures and stationary (Rodriguez et al. 2015). The semi-variable costs would consist of
components like electricity, telephone and internet, a part of which would be fixed while the rest
of the amount would vary according to the usage of the company.
Generation of Revenue:
MCCL would generate revenue by serving customers of different segments. First, the
company would serve individual car owners who would be of both middle and upper class
customers. The second band of consumers would consist of hotels, three star and above which
would avail the breakdown rescue of MCCL. They would pay premium prices to MCCL to avail
services, thus attributing the company with high revenue (Agnihotri et al. 2017).
Part c. Market analysis and Segment structure:
Mobile Car Care Limited in order to ensure that it establish itself strongly in the
competitive market of car servicing should undertake a market analysis of the Indian market. The
analysis of the findings of the market analysis of India would form the base of making strategies

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like segmentation strategies. The management of the company should conduct a PEST analysis
of Indian market.
Political factors:
The following are the political factors which would come into play while operating in the
Indian market:
Political stability:
India is a politically stable country with a strong central government and is the largest
democracy in the world. The country has a parliamentary government with the Indian
Constitution at its helm. The country is also republic with the President of India as the titular
head. The Prime Minister of heads the Government of India and enjoys the highest executive
power. The present Prime Minister of India is Mr Narendra Modi. The Government of India
functions through departments which make policies in the areas designated to them which in turn
has resulted in the country one of the most sought after markets globally. For example, the
Ministry of Finance regulates important areas like taxation, capital, finance, financial institutions
and financial legislations (Finmin.nic.in. 2019). The Ministry of Defence frames the policies and
framework which the Indian armed forces consisting of the Indian Army, Indian Air Force and
Indian Navy and the Indian Coast Guard. It can be pointed out that India has one of the strongest
defence forces in the world (Mod.gov.in. 2019). The Indian defences succeed in maintaining
peace and security in the country which is one of the reasons for multinational companies
entering the Indian market (Hall 2015).
Bilateral relationships:
India has strong bilateral relationships with most of the countries in the world which is
one of the biggest driving factors encouraging market developments. Torney (2015) opines that

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bilateral relationships between countries pave ways for expansion of multinational companies.
This is because multinational companies expand into host countries to get access to new
consumer base, capital base, supply chains and talent bases to increase their efficiency of their
operations. As as India is concerned, the country has strong relationships with countries across
Asia, Africa, Europe, North America, South America and the Asia-Pacific region. Moreover, the
country has a strong relationship with regional organisations like the European Union. The
country is one of the founding members of regional organisations like BRICS (Mea.gov.in.
2019). India is one of the founding nations of international bodies like the United Nations and
plays active part in its peace missions (In.one.un.org. 2019). Wagner (2016) mentions in this
respect that strong bilateral relationship of India with other national governments, regional
organisations and international organisations enable the country to attract multinational
organisations from other countries. Salacuse (2017) support the view of the previous author by
pointing out that bilateral connections of government allows resident companies to enter foreign
markets. This is evident from the expansion of Indian automobile giants like Tata Motors into the
western markets and acquire big western brands like Land Rover and Jaguar (Tatamotors.com.
2019).
Laws and regulations:
The Government of India makes laws and regulations for the entire countries while the
state governments form laws for the respective states. The laws direct the operations of the
business organisations and have to be incorporated with their strategies (Nankervis et al. 2016).
While some laws apply to all the industries, some laws apply to specific industries. The law
making process in India which start with drafting of the bill followed by obtaining of the public
feedback. The bill under question passes through the cabinet approval stage and is introduced in

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the other house. The bill is then referred to standing committee. After the consideration of the
bill, clause and clause discussion and voting and vote on the bill take place. The bill then obtains
the assent of the President of the Union of India and gains the status of a law (Rajyasabha.nic.in.
2019).
Figure 5. Steps of law making process in India
(Prsindia.org. 2019)
It can be mentioned that the stringent method of law making in India ensures that the
government makes laws to promote welfare of industries. For example, the taxation laws in India
apply to all the business organisations irrespective of industry (India.gov.in. 2019). The laws like
BIS Quality Control which mentions that all the tyres used in automobiles should have ISI mark
embossed on the sidewall of the tyres apply to the automobile companies and their service
providing companies (ETAuto.com. 2019). As far as Mobile Car Care Limited is concerned, the
company should comply with these laws. Similarly, the company would also be required to
comply with the policies and directions laid down by the Security and Exchange Board of
India (Sebi.gov.in. 2019). Kishore (2016) mentions that public limited companies need to
comply with policies laid down by SEBI. It can be pointed out in this respect that MCCL being a
car servicing company would have to comply with the policies framed by SEBI. Similarly, the

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company would have to comply with the laws like the National Environmental Tribunal Act
1995 (Cpcb.nic.in. 2019).
Taxation:
Taxation is a one of the most area of corporate strategy making which is directly under
government control. The graph below shows that the corporate taxation rate in India is 35
percent at present. The Hindu, one of the leading English dailies read in India reports that the
several Indian business conglomerates Hinduja Group of Companies have suggested a slash in
the tax rate to 25 percent. However, the government declined to accept the proposal of corporate
tax rate deductions (Thehindubusinessline.com. 2019).
Figure 6. Graph showing corporate tax rates in India
(Source: Tradingeconomics.com. 2019)
An analysis of the above discussion shows that the taxation policies formed by the Union
government and the state governments have significant impacts on the operations of business
organisations. Cen et al. (2017) throws light on the matter by mentioning that taxation have

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profound impacts on the accounting procedures of business organisations. According to
Accounting Standard 22 complied with in India, taxation is an expenditure which is deducted
from the net profits of companies in the profit and loss statements (Mca.gov.in. 2019). As far as
MCCL is concerned, it is evident that the company should take into account the present taxation
rate of 35 percent. The company right from its lunch stage should aim to generate higher amount
of revenue and minimise its variable expenses so as to earn net profit after tax (NPAT) (Yang et
al. 2016).
Terrorism:
Terrorism is one of the biggest political threats which India faces which has significant
negative impacts on the country. Bhaduri (2018) mentions that terrorism poses a serious threats
to India because terrorist groups cause blasts in different parts in the country to pressurise the
government to accept their illegal proposals. Qureshi (2017) strengthens that argument of the
previous author by mentioning that terrorism is closely related to money laundering activities
which is once again illegal in India. The terrorism use money laundering to make their
illegitimately earned financial resources appear legally earned income. The Economic Times
reports that the terrorist intrusions take place across the portions of the borders of India which are
less protected. The terrorist then spread across the country to cause blasts which cause loss of
lives and property as well as leaving several victims injured (Chaulia 2019). The BBC in of its
recent reports established the fact by pointing out to the terrorist attack which took place in 2008
in the Taj and several other places of commercial importance in Mumbai, thus being bringing the
commercial capital of India to a standstill (BBC.com. 2018). The Government of India in order
to manage terrorism has entered with bilateral agreements with several countries as well joined
several international forums like Shanghai Cooperation Organisation (Mea.gov.in. 2019). Thus,

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it is evident from the discussion that terrorism is a major threat to India and the business
organisations cannot make any strategy to counter the threat. The government is formed anti-
terrorism policies to minimise terrorist activities on the soil of India.
Internal political threats:
India experiences political threats which lead to strikes and economic closedowns giving
way to vandalism. There are several illegal groups which attack and loot on-road trucks and cars
(Planningcommission.nic.in. 2019). Al Kazimi and Mackenzie (2016) point out that internal
political tensions and strikes cause loss to life and property. Fixed assets like shops and cars are
destroyed or set ablaze. These incidences generally are less damaging than terrorist attacks but
may be supported by the former. The business organisations like MCCL have no control over
these internal political threats but can set up their businesses in less troubled areas.
Economic factors:
The following are the important economic factors which would come into play when
MCCL would enter the Indian market:
Gross Domestic Product and per capita income:
Gross domestic product is one of the most important economic factor affecting the
economic activities of a country. The graph below shows that the GDP of India is increasing
which means that the values of finished goods and services are also increasing. Simionescu et al.
(2016) opine that increasing GDP in a country means that the manufacturing sector is
experiencing higher productivity. The eighth figure shows that the per capita income of India is
also increasing which means that the consumers in the country have higher amount of disposable
income.

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Figure 7. Graph showing GDP of India (in USD bn)
(Source: Statista.com. 2019)

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Figure 8. Graph showing per capita income of India
(Source: Tradingeconomics.com. 2019)
The graph below the shows that share of various types of transport in Indian transport
sector towards GVA. The graph shows that the allied services serving the transport sector are
contributing largely towards the revenue generation in the country. This means that MCCL,
being a part of the allied transport services can achieve higher levels of growth.

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Figure 9. Share of Transport Sector in Gross Value Added (GVA) from 2011-12 to 2014-15
(Source: Visualize.data.gov.in. 2019)
Figure 10. Registered Motor Vehicles in India as on 31.03. 2015
(Source: Community.data.gov.in. 2019)

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The map above shows that that above 10000000 vehicles has been registered in India till
March 31, 2015. As per the Government of India report, Maharashtra, Tamil Nadu, Uttar
Pradesh, Gujarat, Karnataka, Rajasthan and Madhya Pradesh as on the date mentioned. MCCL
can derive three inferences from the discussion above. The first inference is that increasing GDP
in India means that the value if products produced within the country is increasing. The per
capita income of India is also increasing which means that the disposable income in the hands of
the consumers is also increasing (Ranawaka and Pasindu 2017). This means that more consumers
in India would be able to afford four wheelers for transport. Kole et al. (2017) mention in this
respect that parts of cars would get wear and tear, thus requiring servicing. MCCL could take
advantage of this increasing need of car servicing to generate business by providing service to
the cars suffering from breakdown. Hansen (2017) in mentions that a strong transport network
means it would be possible to import in a country. As far as India is concerned, the country has
an extensive transport network served by inland and marine transport (Visualize.data.gov.in.
2019). This enables import of premium cars from foreign markets. It can be pointed out that the
increasing per capita income of India supports this theory because Indian consumers enjoy
higher access to foreign cars. This means that MCCL can serve consumers of both middle and
upper class, thus generate higher revenue. This justifies that GDP of India and the per capita
income of the country would play significant role in the business strategies of the company.
Exchange rate of INR:
The second important economic factor which would come into play while analysing the
economic factors affecting a business organisation is exchange rate of the domestic currency
against foreign currencies. The graph below shows that exchange rate of INR against four

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international currencies namely GBP, USD, AUD and EUR for 5 years. The selection of the
currencies can be justified on the grounds that the US, the UK, Australia and Europe are the
major automobile manufacturers and exporters of the world. The graph below shows that USD
shows a positive trend against INR. The other three currencies are showing a downward trend
against INR. This analysis would be of a great importance to the mobile car breakdown servicing
company namely, MCCL. Cole and Nightingale (2016) mention that exchange rates have great
impact on the import and export costs which companies pay to buy and sell goods across the
border. As far as MCCL is concerned, the company in order to provide efficient mobile car
breakdown services to car owners in India may be required to import original automobile parts
from these markets. Thus, in the light of the graph below it can be pointed out that the company
should prefer to import parts of cars from the UK, Australia and the EU due to the lowering rates
of their respective currencies against INR. This would enable MCCL to incur lower costs to
import car parts rather than importing the same from the USA owing to the rising strength of
USD against INR.

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Figure 11. Graph showing exchange rates of INR against USD, GBP, AUD and EUR for 5 years
(Source: Bloomberg.com. 2019)
Supply chain:
The third economic aspects which companies should take into account while operating in
the market is supply chain. Singh (2016) mentions that automobile service providing companies
required acquisition of immense amount of automobile parts like screws of different sizes, parts
of while and component of car engine. It can be pointed out in this respect that India owing to its
booming automobile sector; already has a strong supply chains of automobile parts. Thus, in this
light it can be pointed out that MCCL can exploit this supply chain in India to acquire
automobile parts at economic rates.
Social factors:
The following are the social factors which like MCCL would take into account while
making strategies to enter the Indian market:

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Income and lifestyle of the people:
The income and lifestyle of the people residing in a country have direct impact on the
demand of goods and consequently on the sale of products. As far as India is concerned, the per
capita income of the country is showing (Tradingeconomics.com. 2019). This means that the
disposable income available to the people residing in India has increased. Pham, Nghiem and
Dwyer (2017) opine that more disposable income means people consume more luxury goods like
cars. The Indian consumers owing to their increasing disposable incomes are purchasing more
private vehicles which is evident from the estimated amount of 15000000 vehicles till 2015
(Community.data.gov.in. 2019). It can be pointed out in this respect that MCCL would
advantage by the rising per capita income and consequent capacity of purchasing cars. This is
because more purchase of more cars would mean more orders for car servicing. Thus, the rising
income and lifestyle standard among Indians would promote the business of MCCL.
Social customs:
MCCL would be required to consider the salient features while providing car servicing
services to its customers in India. The Hofstede graph shown below shows that there exists a
very high power distance among the Indian families, most of which are joint families. This
means that service providing personnel of MCCL should consider this hierarchical structure
while serving customers. The executives should show regards towards the senior members of the
family of the customers and their family traditions. Wright, Kamble and Soudi (2015) mention
that the rise of individualism is a very important phenomenon emerging in the Indian society.
The consumers in India are preferring more customised services. It can also be pointed out that
level of individualistic feeling is higher among the people living in the urban areas. As pointed
out about that the main branches of MCCL would be situated in the urban areas. This means that

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the MCCL should cater to the customers more personalised services like providing exact brands
of automobile parts and headlights preferred by particular customers. The graph below shows
long term orientation level is higher among the Indians. Terho et al. (2015) mention that
preferences among people of a particular market or country to build long term relationships can
be translated by the business organisations to build long term relationships with customers. The
business organisations can provide high quality products to cater to customers to create value
among the latter. This would enable the former to gain a loyal base of customers which would
continuously purchase products (goods and/or services) from them. This would result in
generation of perpetual revenue, thus strengthening the financial base of companies (Beck,
Chapman and Palmatier 2015). This concept can be applied to MCCL as well. The mobile car
care service providing executives should aim to offer breakdown rescue services by providing
authentic parts like headlights and tyres which would create value to the customers. This would
create customer satisfaction and enable the company earn repeat orders. This would ultimately
lead to generation of repeat orders and perpetual revenue generation. The satisfied customers
would also refer their friends, acquaintances and relatives to MCCL, in other words MCCL be
promoted through word of mouth (Ramaseshan, Wirtz and Georgi 2017). This would lead to
business expansion of business of MCCL as it will be able to acquire more customers and
expand its revenue base. Thus, it can be pointed out from the discussion that building long term
orientation with customers would enable MCCL to generate higher revenue. It can also be
pointed from the discussion that adapting to the social norms of India as pointed out in the
Hofstede tool would MCCL to generate higher revenue.

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Figure 12. Graph showing India on Hofstede's tool
(Source: Hofstede-insights.com. 2019)
Technological factors:
The following are the technological factors which MCCL should take into account while
entering the Indian market:
Advancement of automobile technology:
Provision of mobile car care services of MCCl would be directly affected by
advancement of automobile technology. Wieland, Vargo and Akaka (2016) mention that
automobile industry is undergoing immense levels of advancement due to continuous innovation
which is commencing both in large and small scale firms in the industry. The Forbes India, the
Indian arm of the international magazine the Forbes reports that the Indian automobile sector is
worth $ 74 billion and expected to reach $ 300 billion benchmark by 2026. The magazine points
out that development of the automobile sector in India is facing issues like high rates of customs

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duties and lack of proper implementation regarding overloading of cars in India
(Forbesindia.com. 2019). Moreover, complex tax structures are also bearing on the expenditure
of companies because technological advancements like block chain as shown the disc below
require immense technological investments. Thus lack of proper amendments in taxation and
legal enforcement of transport laws in India are hindering this development (Indianmirror.com.
2019). Patidar (2017) contradicts the grimness of the automobile sector in India highlighted
above and mentions that the Make in India campaign launched by the central government has
encouraged innovation in the sector. The expansion in the sector has been heralded further by
entry of multinational automobile manufacturing giants like Toyota in form of wholly owned
subsidiaries. This has led to development of several auxiliary firms providing parts to these
giants. Coming to MCCL, it can be pointed out that the company can acquire majority of the
authentic parts from the Indian market itself, thus reducing its expenses of importing parts from
overseas market. Thus, it can be pointed out that advancement in automobile manufacturing
industry has would profit MCCL.

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Figure 13. Advancements in the automobile sector in India
(Source: Pwc.in. 2019)
Advancement in information and communication (ICT) technology:
The advancements in the Indian information and communication technology have
heralded the advancements in the automobile industry which would enable MCCL to conduct
business efficiently in the country. The automobile manufacturers and service providers in India
are embracing highly advanced technology like combining hardware, data storage and embedded
communication systems in cars. The companies are using technology like 3D manufacturing
technology to assemble cars which reduce scope of errors, thus reducing wastage of resources
and encouraging sustainability (Chaudhary 2015). An analysis of the discussion that this high
level of manufacturing and application in car industry is not feasible without advancement in the

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ICT. The Indian ICT industry has developed at a very fast pace and is a very important market to
global ICT giants like Vodafone (Vodafone.com. 2019). The companies like Bosch have already
launched inbuilt systems in cars which would enable drivers to communicate (Bosch-presse.de.
2019). As far as MCCL is concerned, the company would have a team of customer care
executive who would receive calls from customers and then direct the call to the nearest van as
per the location of the car. This means that company would have to manage its fleet to ensure
that there are sufficient number of car breakdown rescue trucks at specific locations. This again
shows that the company would have to use fleet management software manufactured by reputed
IT companies like Microsoft (Microsoft.com. 2019). The company would also require to hire
telecommunication and internet services from reputed companies like Vodafone to ensure
seamless communication between drivers and executives in the trucks and customer care centres.
This again points out that MCCL would be able to take advantage of the growing ICT market to
establish its business in India.
Cyber theft:
The third factor which MCCL needs to consider while making its business strategies
would be cyber theft. Balan et al. (2017) points out that cyber thefts of significant data is one of
the biggest threats companies are facing. PWC reports that the automobile manufacturing as well
as servicing companies are undergoing immense technological changes by embracing
technological advancements like blockchain and 3D (Pwc.in. 2019). This means that they would
be required to share a great amount of information on the digital platform and MCCL, the new
company to be established as per the business plan is no exception. As far as MCCL in
concerned, the company would employ digital technology to a large extent. First, the company
would enable customers to communicate with customer care executives of MCCL on computer,

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laptops, smart phones as well as on the helpline numbers. Secondly, the customer care
department would be required to communicate with the trucks to connect them to the customers.
Thirdly, it can be mentioned that the firm would require to manage its fleet of breakdown rescue
trucks in order to ensure that sufficient numbers of trucks are available in each location. Fourth,
MCCL would be headquartered in Mumbai and have offices all over India. Thus is evident that
MCCL would be dependent on ICT software to manage each of the mentioned business areas.
This means every aspect of the business of MCCL is liable to come under the cyber threats and
loss of sensitive business data (Clapper et al. 2017). The graveness of cyber security issue can be
exemplified by the data theft of customer information of as many as 2000 customers which was
suffered by none other than the ICT giant, Vodafone (Gutteridge 2019). Choudhary and Sharma
(2018) points out that cyber hackers use high advanced technology to break into other computers
to steal confidential business information and misuse the information in their illegitimate
operations. Thus, it can be pointed out that no company is totally safe from cyber threats. This
means that MCCL has to make strong strategies to ensure minimum cyber threats and loss of
data.
Part d. Analysis of one, three and five year customer base:
The following are the analysis of one, three and five year customer base:
One year customer base analysis:
The MCCL should analyse the customer feedback in the first year since it would be in the
initial phase. Agnihotri et al. (2017) mention that customer satisfaction is directly related to
revenue generation. Rodriguez, Peterson and Ajjan (2015) add to the discussion by mentioning
that companies in the initial stage have to strive to ensure customer satisfaction because of two
facts. First, they have limited knowledge of customer needs and secondly, they customers prefer

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established firms over new firms. As far as Mobile Car Care Limited is concerned, the company
is aiming to enter the Indian automobile service sector which is already served by service centres
of leading companies like Honda. Moreover, the concept of mobile car care services is
comparatively new way of serving cars suffering breakdown which would require time to get
accepted among customers. The company in the first year to analyse the feedback from
customers and continuously bring about improvements to elevate their satisfaction levels. The
company at this stage would aim to acquire a huge customer base.
Three years customer base analysis:
Mobile Car Care Limited at this stage would be a more established company with a
considerable consumer base. Pan, Huang and Gopal (2017) mentions that companies in highly
competitive markets face threats from newly entering firms which compete for customer and
revenue base. It has already been pointed out in the PEST analysis that the Indian automobile
market both in the manufacturing area as well as in the service area is highly competitive. The
sector is becoming increasing profitable owing to entry of several firms (Forbesindia.com. 2019).
As far as MCCL is concerned, the company would face competition from new firms owing to the
growing lucrativeness of the sector. Thus, at this stage, the aim of MCCL would be gaining
customer feedbacks to ensure it is able to meet their expectations. They firm simultaneously
should ensure that its competitors are not able to poach its customers with their products. Thus,
the company should analyse three years customer data to ensure it is able to retain its market
position and prevent newly emerging firms from poaching its customers.
Five years customer base analysis:
The aim of five years analysis would be pointing out gaps in the market which MCCL
can fill by expanding its product line. The company should integrate the customer feedbacks to

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bring about innovation and also identify the gap in the market. The company should aim to bring
about innovative products to ensure higher levels of customer satisfaction. The company should
also aim to acquire to brands, if required to respond to the customers’ feedbacks more
appropriately (Pan, Huang and Gopal 2017).
Part e. Prospect feedback:
Mobile Car Care Limited would aim to gain feedback from prospects both in three area
namely, to acquire employees, to acquire customers and supplier acquisition.
Customers:
The company must encourage the customers to give their feedbacks regarding their
service experiences on the app and the on page of the official website of the company dedicated
to gain feedbacks. The company would also encourage the customers to express their feedback
on the social media sites like Facebook and Instagarm.
Employees:
MCCl would similarly aim to gain feedbacks from employees on regular basis to ensure
they experience high levels of customer satisfaction. This would enable the company to bring
about changes in the working methods of the employees and also bring about changes in the
compensation methods to ensure high level of employee retention.
Suppliers:
The company should send mails and if possible arrange for face-to-face conferences with
prospective suppliers. Then the company should obtain quotes from them on prices of different
types of automobile parts. Then the company should enter into procurement contracts with the
suppliers which qualify according the to the supplier codes set by the company.

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Part f. Pricing model:
The pricing model of MCCL should be price skimming and premium pricing. The
company should use price skimming in order to price minor repair services. The company
should at first charge high prices from customers for minor repair services to take advantage of
the absence of competitors in the initial stage. Then, as the new firms would enter the market and
the rate of competitiveness would increase, the company should then lower the prices of the
commodities. As far as the pricing model for major repairs is concerned, the company should use
premium pricing model. MCCl would charge premium pricing rates to offer services to high
profile customers which the company would serve.
Part g. Competitor analysis:
Part g.1. Direct/Indirect:
The competitors of Mobile Car Care Limited would be divided into two main categories,
direct competitors and indirect competitors. The direct competitors of MCCL would consist of
the major car manufacturing companies like Tata Motors and foreign companies like Honda. The
secondary competitors of MCCL would be the new mobile car servicing companies which would
enter the Indian market.
Part g.2. Shift in power and position:
Mobile Car Care Limited keeping in pace with its expanding markets would be required
to expand its organisational structure which would in turn require shifting in power and position
of employees especially at the middle and upper level (Ogden et al. 2016). Kraakman and
Hansmann (2017) support the previous authors and mention that expansion of businesses with
tenure increases complexity in operations, especially at the top levels. This often leads to
competition for power and influence among them. The shift of power mechanisms and methods

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including documentation of the same should be clearly laid down in the memorandum of
association and articles of association.
Part h. Portfolio (Product/Services) analysis:
Product umbrella of Mobile Car Care Limited
Variants
(Divisions)
Types of
services
Inland
mobile care
repair
services
Tourist
mobile
car
care
repair
services
Personal
mobile car
care
services
Pricing
Major
repairs(INR) 10000-100000 20000-
200000 10000-100000
Minor
repairs(INR) 2000 2000 3000
The product portfolio of MCCL would be divided into major repair products and minor
repair products. The two categories would be available under the three main divisions namely,
inland mobile care repair services, tourist mobile car care repair services and personal mobile car
care services. The company in addition would provide round the clock customer care services on
the official website of the company, on the smart phone based app and on the helpline numbers.
Part h.1. IP/technology/Patents etc.
Mobile Car Care Limited should acquire patents for the intangible assets it would acquire
to operate in the market. The product umbrella of the company already shows that the company
would use three main service variants namely, inland mobile car repair services, tourist mobile
car care repair services and personal mobile car care services (Bettig 2018). The company should
acquire trade marks for each of its products. The company must apply according to the rules laid
down in Trade Marks Rules, 2017 under the direction of Controller General of Patents, Designs

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& Trade Marks (Ipindia.nic.in. 2019). The company should protect its IPRs against infringement
using legal methods.
Part i. Funding:
Part i.1. Crowd funding:
MCCL should use crowd funding to fund its business in the initial stage. The company
can approach a group of investors who would invest in small amounts in the shares of the
company. This would enable the company to generate a huge capital by using crowd funding
(Kuppuswamy and Bayus 2018). Belleflamme, Lambert and Schwienbacher (2018) opine that
crowd funding can also be obtained by the directors and the top managers of companies from
their own business networks. As far as MCCl is concerted, the company’s directors and CEO can
approach their acquaintances for initial investments in the shares of the company. This would
have two advantages. First, the company would be able to acquire immense capital form several
investors. However, since the amount of principle per investor would be small, the amount of
dividend payable to each investor would also be small, which is the second advantage. of crowd
funding.
Part i.2. Incubators:
MCCL can approach business incubators to provide support in business management and
human resource management in the initial stage. Mas-Verdú, Ribeiro-Soriano and Roig-Tierno
(2015) while speaking on business incubators mention that business incubators support in
development of start-ups by providing them assistance in terms of knowledge and training their
human resources. They further go on to say that incubators play immense role in regional
development by encouraging entrepreneurial ventures. The company namely, MCCL can

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approach incubators like Tata ( Lall 2018). This would enable MCCL to provide its employees
the training which they would require to carry on their professional duties efficiently.
Part j. Financial analysis:
Attached
Part j.1. Cash flow:
Attached
Part i.2. Profit and Loss account:
Attached
Part i.3. Schedule for investors’ returns:
Attached
Part k. Skills requirements:
Part k.1. Functional skills:
The managers at Mobile Car Care Limited would require the following functional skills
to lead their respective departments:
Flexibility in behavioural style:
The managers at MCCL show flexibility in behavioural style while leading and managing
subordinates reporting to them. The population of India consist of people from different cultural
backgrounds having their own traditions, life styles and perceptions (Jyoti and Kour 2015). The
country in addition have a huge population of people of foreign origin like the UK, China and
Bangladesh having their own cultural attributes as shown in the graph below.

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Figure 14. Graph comparing India to the UK, China and Bangladesh
(Source: hofstede-insights.com 2019)
Thus, it is evident from the above facts that the managers at MCCl should show due
respect and flexibility towards accepting in managing employees from different cultural origins.
Rajiani, Musa and Hardjono (2016) opines that human resource management can pave way for
innovation. It can be pointed out in this respect that MCCL would employ employees from
diverse countries which would pave way for innovation in the operations of the company.
Training skill:
The managers at MCCL should exercise high level of training skills while leading
subordinates. The managers should take into account that the fact that the organisation being in
the initial phase would find it tough to employ large number of experienced employees. It would
as a result have to employ employees with very less or no experience (Albrecht et al. 2015).
Thus, the managers in the company should take continuous initiative to train the employees and
improve their skills. This would lead to gradual development in the standards of the human
resources of the organisation as a whole (Chepkosgey et al. 2017).

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Change management skills:
The management of MCCL right from its initial should always form a strong change
management strategy. Izogo and Ogba (2015) mention in this respect that automobile repair
sector is undergoing changes owing to dynamic changes in the customer expectations and
technological advancements. This means that the managers of the company should always be
receptive to the changes and adapt to the changes in the market. Laudon and Laudon (2016)
point out that the management should establish a strong information management system which
would enable acquisition, management and application of information from both internal as well
as external business environment. The management of MCCL should establish a continuous flow
of information down and up the organisational hierarchy. There would also be briefing sessions
which would be attended by employees of all departments. These briefing sessions would lay the
stage for organisational changes and minimise employee resistances.
Part k.2. Management skills:
The managers at MCCL would require several management skills to lead and guide the
subordinate employees:
Technical skills:
The managers at MCCL would be required to possess and exhibit several technical skills.
Kanki (2019) points out that managers need to exhibit several technical skills while
communicating both within the organisation and with external parties. As far as MCCL is
concerned, it can be pointed out that the company would be based in Mumbai. The company
would have regional offices in New Delhi, Chennai, Calcutta and Bhopal to supervise northern,
southern, eastern and central regions while the western region would be under domination of
Mumbai. The top managers of the different regional offices have to communicate with each

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other to exchange information about the road network. The managers have to on regular basis
keep track of the National Highways and state highways (Nhai.gov.in. 2019). They managers
would require to collaborate and synthesise information to take prudent decisions. Thus it is
evident that they would require to use technology like cloud. Wilkinson, Mattingly and John
(2018) point out that customer management is another significant area where managers have to
show great deal of technological skills. The managers of MCCL would have to communicate
with customers on regular basis on Facebook. Then they have to filter their reactions of
customers to assimilate them with the decision making. Thus, it is evident that the managers of
MCCL would have to exhibit high levels of technical skills.
Planning and decision making skills:
The managers of MCCL would have to show great deal of planning and decision making
skills. Kotabe, Jiang and Murray (2017) point out that the mangers of business organisations
have to acquire market information to take decisions. They have to at times, take risky decisions.
Thus, it is evident that the managers of MCCL have to exhibit a great deal of planning and
decision making skills while making business decisions.
Conclusions:
It can be concluded from the study that Mobile Car Care Limited should enter the Indian
automobile. The large number of findings from the study has made it prudent to divide the
conclusion section into two divisions
Conclusions arising from the project evaluation:
It can be concluded from the project evaluation that MCCL should enter the Indian
market. The company right from its inception acquire, develop and manage a very strong

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knowledge base about the market conditions of India. The apex management should view the
market conditions very minutely to recognise both the opportunities as well as threats. This is
because, the Indian market is not only profitable due to positive factors driving business
organisations as shown in the PEST analysis but also tremendously competitive. The market
conditions of the country is extremely dynamic with strong presence of automobile giants like
Honda and India’s very own Tata Motors. The companies like MCCL should enter the market
but be ready to adapt to the market conditions.
Evaluation of project viability:
It can be evaluated from the study that project of MCCL would be viable. As far as
human resource and operational viability is concerned, both are positive. Firstly, as shown in the
HRM strategy attached, the company would be led by an able team of leaders who would take
prudent business decisions. The company would be headquartered in Mumbai with its regional
offices in New Delhi, Kolkata, Chennai and Bhopal. This operational location strategy would
make it possible for the company to control operations all over India, thus making the
operational viability possible. The cash flow statement shows that the company would have
sufficient closing balance of cash. The profit and loss statement clearly shows that the company
would derive high profits thus, establishing its financial viability.
Recommendations:
The following are the recommendations which can be made on the grounds of the above
conclusion:

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1. Future actions for potential investors:
The management of MCCL on regular basis communicate with the potential investors.
MCCL is a new company and it is normal for investors to be anxious about the financial stability
of the company to give back positive returns. The top managers, the directors and the CFO
should communicate with the shareholders to reduce their anxiety. The company should give
positive returns to its investors.
2. Further research required:
The company should carry on continuous market research to ensure alignment of the
business decisions with the market trends in the future. The company should keep on amending
its business decisions to adapt with the changing market conditions.
3. Growth scenarios: three years and five years:
MCCL in three years should aim to expand into China and exploit its booming market.
The company in the next five years the company would enter Europe.

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