Indiaโs #1 Maruti Suzuki India Limited has 17 nameplates (models), yet only six are powering roughly two-thirds of the story, while seven are sharply down year-on-year (July’2025 domestic PV sales). That isnโt just a sales mix quirk; itโs a strategy tax: overlapping bodies, variant sprawl, diluted marketing, and slower dealer turns.
โ ๐ช๐ต๐ ๐๐ต๐ฒ ๐น๐ผ๐ป๐ด ๐๐ฎ๐ถ๐น ๐ฒ๐
๐ถ๐๐๐ (๐ฎ๐ป๐ฑ ๐๐ต๐ ๐ถ๐ ๐ฏ๐ถ๐๐ฒ๐):
โ ๐๐๐๐ก๐-๐จ๐ฅ๐๐๐ ๐๐ค๐ซ๐๐ง๐๐๐ & ๐ฅ๐ง๐๐๐ ๐ก๐๐๐๐๐ง๐จ across dual channels to catch every buyer.
โ ๐๐๐๐ช๐ก๐๐ฉ๐ค๐ง๐ฎ/๐ข๐๐ญ ๐๐๐๐๐๐ฃ๐ (small/CNG to offset bigger SUVs for fleet efficiency).
โ ๐๐ญ๐ฅ๐ค๐ง๐ฉ & ๐๐ง๐ค๐จ๐จ-๐๐๐ ๐ฅ๐๐ฅ๐๐ก๐๐ฃ๐๐จ that prefer a broad menu.
But breadth without clear roles becomes ๐๐ฃ๐ฉ๐๐ง๐ฃ๐๐ก ๐๐๐ฃ๐ฃ๐๐๐๐ก๐๐ฏ๐๐ฉ๐๐ค๐ฃ, especially in micro-hatches and compact people movers, while mid-SUVs need faster tech/value moves.
๐ฅ ๐ช๐ต๐ฎ๐โ๐ ๐ฟ๐ฒ๐ฎ๐น๐น๐ ๐ฏ๐ฟ๐ฒ๐ฎ๐ธ๐ถ๐ป๐ด:
โก๏ธ ๐๐ฃ๐๐๐ง-๐๐๐๐๐๐ง๐๐ฃ๐ฉ๐๐๐ฉ๐๐, ๐๐๐๐ฃ๐ ๐ฃ๐๐ข๐๐ฅ๐ก๐๐ฉ๐๐จ in segments the market is leaving behind.
โก๏ธ ๐๐๐ง๐๐๐ฃ๐ฉ ๐ค๐ซ๐๐ง๐ก๐ค๐๐ that confuses buyers and fragments ad spend.
โก๏ธ ๐๐๐๐ฉ๐ช๐ง๐ ๐๐๐ฅ vs refreshed rivals (think ADAS, connected tech, hybrid value).
โก๏ธ ๐พ๐๐๐ฃ๐ฃ๐๐ก ๐๐ช๐ฅ๐ก๐๐๐๐ฉ๐๐ค๐ฃ that muddies Arena vs premium (Nexa) positioning.
๐ง๐ต๐ฒ ๐ฝ๐น๐ฎ๐๐ฏ๐ผ๐ผ๐ธ (๐ญ๐ฎโ๐ญ๐ฐ ๐บ๐ผ๐ฑ๐ฒ๐น๐, ๐ต๐ถ๐ด๐ต๐ฒ๐ฟ ๐๐ต๐ฟ๐ผ๐๐ด๐ต๐ฝ๐๐)
1๏ธโฃ ๐๐ง๐ช๐ฃ๐ & ๐ข๐๐ง๐๐ ๐ฌ๐๐ฉ๐ ๐๐ฃ๐ฉ๐๐ฃ๐ฉ
Retire the weakest micro-hatch, fold premium trims into the mainstream MPV, and sunset the legacy sedan. Keep one ultra-efficient entry car (incl. CNG) for fleet/rural; stop proliferating SKUs.
2๏ธโฃ ๐๐๐ญ ๐ฉ๐๐ ๐ข๐๐, ๐๐๐จ๐ฉ
Add ADAS, tighten hybrid total cost of ownership (EMI-friendly finance), and consider a 3-row derivative where family buyers are migrating.
3๏ธโฃ ๐๐ช๐ฉ ๐ฃ๐๐๐๐ ๐ฉ๐ค ๐ฌ๐ค๐ง๐
Recast the lifestyle off-roader as limited-run halo with accessories/community; make exports-first the profit center rather than chasing scale domestically.
4๏ธโฃ ๐๐๐ง๐๐๐ฃ๐ฉ & ๐๐๐๐ฃ๐ฃ๐๐ก ๐๐๐จ๐๐๐ฅ๐ก๐๐ฃ๐
Cap each nameplate at 8โ10 selling variants with clear price steps. Clarify channels: value/fleet on one side; premium/tech & hybrids on the other.
5๏ธโฃ ๐๐๐ง๐ ๐๐๐ฉ๐๐จ, ๐ฃ๐ค ๐๐ญ๐๐๐ฅ๐ฉ๐๐ค๐ฃ๐จ
Any model must deliver โฅ4,000 units/month or โฅ6% model-level EBIT (rolling 12 months). Miss two consecutive quarters โ cull or merge.
๐ก๐ฒ๐
๐ ๐ ๐ผ๐๐ฒ๐
๐๐ง๐๐ข ๐ฉ๐๐ ๐ฉ๐๐๐ก โ ๐ฉ๐ช๐ง๐๐ค๐๐๐๐ง๐๐ ๐ฉ๐๐ ๐๐ค๐ง๐ โ ๐ง๐๐๐ง๐๐จ๐ ๐ฉ๐๐ ๐ข๐๐
Turn portfolio complexity into share + margin, and convert โcoverageโ into clear choices customers can feelโin features, finance, and ownership value.