Final report ashley (1)

YEAR LONG PROJECT

INDUSTRY- AUTOMOBILES-LCV’S/ HCV’S

COMPANY- ASHOK LEYLAND

GROUP NO-15
Naveen Kumar P(29030)

Vaibhav Kumar (29055)

AkankshyaAgarwal (29062)

A Subash (29108)

PRODUCT PRICING STRATEGIES IN VOGUE IN THE INDUSTRY AND IN
ASHOK LEYLAND LIMITED (ALL)

The Internet is changing the automotive industry as the traditional manufacturer
and dealer structure faces increased threats from third party e-tailers. Dynamic
pricing together with the Direct-to-Customer business model can be used by
manufacturers to respond to these challenges. Indeed, by coordinating
production and inventory decisions with dynamic pricing, the automotive
industry can increase profits and improve supply chain performance.
The automotive industry operates with high fixed costs, long product
development cycles and chronic overcapacity. These factors, combined with
uncertain raw materials prices, create constant pressure on profitability and cash
flow. Contrasting with these ponderous constraints is the fickle behaviour of
consumers. Consumer spending is unpredictable and consumers have more
options and greater transparency than ever. These conflicting demands create
the need for predictive capabilities and flexibility.
Automotive sector clients have the best pricing strategies and they are well-
defined, communicated throughout the organization and actionable. Developing
the right pricing strategy requires combining strategic objectives with granular
data analysis. The steps followed for establishing a pricing strategy include-

1. Educate stakeholders about potential pricing strategies that fit their
current operating model and strategic objectives
2. Perform detailed analysis to determine value proposition vis a vis
competition at a customer segment level
3. Compare value proposition analysis to potential pricing strategies to
determine ideal strategy by segment
4. Ensure a rational price structure across channels and substitutable or
complementary products
5. Create change management plan to communicate pricing strategy
throughout the organization

Pricing is one of the four elements of the marketing mix, along with product,
place and promotion. Pricing strategy is important for companies who wish to
achieve success by finding the price point where they can maximize sales and
profits. Companies may use a variety of pricing strategies, depending on their
own unique marketing goals and objectives.

Cost-Plus Pricing
Cost-plus pricing is the simplest pricing method. The firm calculates the cost of
producing the product and adds on a percentage (profit) to that price to give the
selling price. This method although simple has two flaws; it takes no account of
demand and there is no way of determining if potential customers will purchase

the product at the calculated price. This appears in two forms, full cost pricing
which takes into consideration both variable and fixed costs and adds a
percentage as mark-up. The other is direct cost pricing which is variable costs
plus a percentage as mark-up. The latter is only used in periods of high
competition as this method usually leads to a loss in the long run.

Market-oriented pricing
Setting a price based upon analysis and research compiled from the target
market. This means that marketers will set prices depending on the results from
the research. For instance if the competitors are pricing their products at a lower
price, then it's up to them to either price their goods at an above price or below,
depending on what the company wants to achieve .

Limit pricing
A limit price is the price set by a monopolist to discourage economic entry into a
market, and is illegal in many countries. The limit price is the price that the
entrant would face upon entering as long as the incumbent firm did not decrease
output. The limit price is often lower than the average cost of production or just
low enough to make entering not profitable. The quantity produced by the
incumbent firm to act as a deterrent to entry is usually larger than would be
optimal for a monopolist, but might still produce higher economic profits than
would be earned under perfect competition.
The problem with limit pricing as a strategy is that once the entrant has entered
the market, the quantity used as a threat to deter entry is no longer the
incumbent firm's best response. This means that for limit pricing to be an
effective deterrent to entry, the threat must in some way be made credible. A
way to achieve this is for the incumbent firm to constrain itself to produce a
certain quantity whether entry occurs or not. An example of this would be if the
firm signed a union contract to employ a certain (high) level of labor for a long
period of time.

Skimming
In most skimming, goods are sold at higher prices so that fewer sales are
needed to break even. Selling a product at a high price, sacrificing high sales to
gain a high profit is therefore "skimming" the market. Skimming is usually
employed to reimburse the cost of investment of the original research into the
product: commonly used in electronic markets when a new range, such
as DVD players, are firstly dispatched into the market at a high price. This
strategy is often used to target "early adopters" of a product or service. Early
adopters generally have a relatively lower price-sensitivity - this can be
attributed to: their need for the product outweighing their need to economise; a
greater understanding of the product's value; or simply having a higher
disposable income.

This strategy is employed only for a limited duration to recover most of the
investment made to build the product. To gain further market share, a seller
must use other pricing tactics such as economy or penetration. This method can
have some setbacks as it could leave the product at a high price against the
competition

Penetration Pricing
A penetration pricing strategy is designed to capture market share by entering
the market with a low price relative to the competition to attract buyers. The
idea is that the business will be able to raise awareness and get people to try the
product. Even though penetration pricing may initially create a loss for the
company, the hope is that it will help to generate word-of-mouth and create
awareness amid a crowded market category.

Perfect Price
There is no standard or best pricing formula in any industry. For many years
people have tried to develop a formula for determining the right price that the
business should change to generate premium profit yet not discourage
customers from buying. There is no right price because of which, choosing a
price strategy is very important.

BRANDING AND IMPORTANCE OF BRANDING IN THE INDUSTRY AND IN
ASHOK LEYLAND LIMITED (ALL)

Dual brand strategy
The joint venture between commercial vehicle manufacturer Eicher Motors (EML)
and the world's second largest truck maker AB Volvo (Volvo) has decided to
have a dual brand strategy for their entry into the country. Similarly, other
commercial vehicle manufacturers involved in dual brand strategy including ALL.

Ashok Leyland to go for brand revamp through acquisition
Commercial vehicle major and Hinduja Group Company Ashok Leyland has said
that it would go for a brand revamp as part of a three-point strategy that also
includes focusing on quality and people. It has set a target for itself to be one of
the top 10 players in truck segment and top five in the bus segment in the next
5-10 years.
The company, which is set to cross revenue of Rs 11,000 crore for the first time
in this fiscal, has also lined up investments to the tune of Rs 800 crore and is
scouting for acquisition opportunities to expand its global foot print.
Vinod K Dasari, who took over as Ashok Leyland's managing director on April 1,
2011 said: “My vision to make the company one of the top 10 players in trucks
and top five in bus segment over the next 5-10 years in terms of volume.”

The company plans to double its capacity in truck segment from the current
level of 150,000 units. The company which has sold 94,100 units has set a
target to sell 110,000-120,000 units for 2011-12. R&D would be the other focus
area, said Dasari. Of the Rs 800 crore CAPEX, Rs 200 crore would go on R&D. He
noted that two years back, its investment in R&D was Rs 90 crore.
The other proposed investments include Rs 200 crore for research and
development, Rs 50 crore to increase capacity at Alwar plant and Rs 200-300
crore in Pantnagar plant for back-end, for adding another frame line and for
others. The company has set a target of Rs 11,000-12,000 crore of revenue in
2011-12 as compared to Rs 7,315.16 crore in 2009-10.

Brand Communication
In the first-ever association with a celebrity endorser in over six decades, ALL
has signed Mahendra Singh Dhoni as brand ambassador. He will be the new face
of Ashok Leyland and lend traction to a slew of initiatives and new product
innovations that they have kick-started to become one of the strongest players
in the commercial vehicle business.

DETAILS OF PRODUCTION, CAPACITY AVAILABILITY, UTILIZATION
LEVELS IN THE INDUSTRY AND IN ASHOK LEYLAND LIMITED (ALL)

The strong recovery witnessed in the domestic commercial vehicle (CV) sector in
the second half of the financial year 2009-10 (FY2010) has continued in the
current fiscal with the April-November 2010 period reporting a growth of 35.2%
over the corresponding previous year. Steady growth in economic activity, pick-
up in demand from across end-user segments, adequate availability of financing
at competitive rates, and improvement in the overall sentiment are among the
key factors that have collectively aided the growth across the segments of the
CV industry. Part of the growth has also been facilitated by pre-buying, a
phenomenon witnessed during September 2010, ahead of changes in emission
norms taking effect from October 1, 2010.
Overall, the growth in the medium and heavy commercial vehicle (M&HCV)
segment has been stronger at 47.4% as compared with the light commercial
vehicle (LCV) segment, which reported a 25.8% growth during the same period.
Within the M&HCV segment, the tractor-trailer segment was the first to witness
recovery with increasing demand for transportation of industrial commodities
and pick-up in foreign trade, while the tipper segment, which derives demand
from the construction and infrastructure projects, witnessed a more gradual
recovery. Over the past three to four quarters, original equipment manufacturers
(OEMs) have affected successive price increases averaging over 10% to recover
the increase in input material prices and the cost of making the transition from
BS II to BS III emission norms. While economic activity remains buoyant and

freight rates firm, the increase in ownership cost along with rising interest rates
and fuel prices is likely to exert some pressure on the viability and cash flows of
fleet operators. With growth in the CV segment during Q2 FY2011 having been
driven partly by pre-buying ahead of BS III, ICRA expects growth in the second
half (H2) of FY2011 to be relatively subdued. In terms of competition, while in
the past, international OEMs were unable to make a major dent in the domestic
CV market (characterised by a duopolistic structure), they have now ventured in
through joint ventures (JVs) with some of the domestic players, thereby raising
the prospects of increasing competitive intensity. Examples of such JVs include
the ones between Mahindra and Mahindra and Navistar; Eicher Motors and
Volvo; Force Motors and MAN; and Ashok Leyland and Nissan.
Some of the JVs are likely to benefit from the in-depth understanding of the
domestic market that the local players have, their established vendor base, and
their extensive marketing and distribution reach. Nevertheless, the incumbents,
in defending their market position, would continue to draw strength from their
established brand franchise, extensive service and distribution network, and
competitive cost structures.

Capacity utilisation at ALL
Hinduja Group flagship Ashok Leyland is expecting full capacity utilisation of its
facility at Hosur for Dost, the light commercial vehicle (LCV) under the joint
venture with Nissan, by next fiscal year. The LCV has reached sales of around
2,800 units a month. Around 20,479 units of Dost had been marketed across
eight states in the country so far. The sales are growing according to the
demand and the production capacity of 55,000 units a year, which the company
set up at Hosur facility, would be completely utilised by the next fiscal year.
While the company, along with Nissan, is planning to set up a greenfield facility
to manufacture Dost, at Pillaipakkam in Tamil Nadu, it expects capacity constrain
to continue till the new facility comes up. It has received around 280 acres at
Pillaipakkam from the government, and it would take 2-2.5 years to bring up the
greenfield facility. The company expects to cover 11 states and set up around 89
outlets by the end of March 2013. It would expand to Madhya Pradesh, the
National Capital Region and Uttar Pradesh within the time, said Nitin Seth,
executive director – LCV, Ashok Leyland. The all-India market share for Dost is
around 21 per cent. The company also expects its next product from the JV with
Nissan to be launched this month. To commemorate the first anniversary Dost,
the company has rolled out its limited version edition. Using the State-of-the-art
vehicle factory running to full capacity in Ras Al Khaimah, Ashok Leyland
increases stake in Optare plc to 75.1%. ALL has orders bagged for 290 double
decker buses for Bangladesh, 723 vehicles for Tanzania, 100 Falcon buses to
Ghana. Also the 816 minibus proves an instant success in Russia and Ukraine.

Commercial vehicle: Company-wise production (Annual)

Player 2007-08 2008-09 2009-10 2010-11 2011-12

Tata Motors 3,37,360 2,53,303 3,36,711 4,42,521 5,30,481

Mahindra & Mahindra Ltd. 64,235 60,708 95,460 1,17,468 1,50,077

Ashok Leyland Ltd. 84,006 54,049 64,673 95,337 1,03,267

Eicher Motors Ltd. 30,229 18,916 29,504 40,707 50,957

Force Motors Ltd. 11,772 7,618 11,684 22,601 24,867

Mahindra Navistar Automotives Ltd. - - - 10,170 14,423

Swaraj Mazda Ltd. 11,215 8,145 10,289 12,891 13,978

Piaggio Vehicles Pvt. Ltd. 5,113 9,206 11,095 9,140 10,703

Asia Motor Works Ltd. 3,645 2,752 3,475 6,578 9,913

Volvo India Pvt. Ltd. 1,058 1,912 1,483 1,644 1,220

Hindustan Motors 24 54 277 327 193
Daimler India Commercial Vehicles
- - - 188 120
Pvt Ltd.
JCBL Ltd. - - 179 - 1

Daimlerchrysler India Ltd. 123 297 174 - -

Tatra Udyog Ltd. 43 10 - - -

Grand Total 5,48,823 4,16,970 5,65,004 7,59,572 9,10,200

Volumes from Pantnagar unit stands at ~7,000 units and U-Truck contributed
~2,000 units in Q2 FY12. ALL sold ~3,400 engines during Q2 FY12, and there is
increasing shift towards in-house manufactured engines as compared to
outsourced engines. The company has also raised engine prices ~4% during
July 2011. Freight rates in Southern and Eastern region has moderated however
rates have increased in Northern and Western region.

Joint Ventures

JV with Nissan: The JV has recently launched its first product „Dost‟ under
Nissan JV with volume of 210 units in October 2011. In order to avail VAT
incentives, the products inside Tamil Nadu will be sold directly by JV whereas
outside TN will be sold under ALL. The company is targeting target of 12,000
units in H2 FY12 and ~50,000 units in FY13.
JV with John Deere: The JV is expected to start production from November
2011 with launch of Backhoe loader. The production will be gradually ramp up
to ~9,000 units by FY13.
JV with Continental: The JV has started supplying electronic components for
ALL‟s U-Truck platform, and ALL is expecting annual turnover of ~Rs 20 crore
once operation stabilize.

COMPANY ANALYSIS.

(Rs in Crs)
Year Mar 12 Mar 11 Mar 10 Mar 09 Mar 08
SOURCES OF FUNDS :
Share Capital 266.07 133.03 133.03 133.03 133.03
Reserves Total 3,942.11 3,829.93 3,535.72 3,340.87 2,015.95
Equity Share Warrants 0 0 0 0 0
Equity Application Money 0 0 0 0 0
Total Shareholders Funds 4,208.18 3,962.96 3,668.75 3,473.90 2,148.98
Secured Loans 960 1,113.33 711.57 304.41 190.24
Unsecured Loans 1,333.35 1,234.80 1,568.87 1,653.73 697.26
Total Debt 2,293.35 2,348.13 2,280.44 1,958.14 887.5
Other Liabilities 80.15 78.47 0 0 0
Total Liabilities 6,581.68 6,389.56 5,949.19 5,432.04 3,036.48
APPLICATION OF FUNDS :
Gross Block 7,256.43 6,691.89 6,018.63 4,938.95 2,942.44
Less : Accumulated Depreciation 2,342.93 2,058.10 1,769.07 1,539.83 1,416.89
Less:Impairment of Assets 0 0 0 0 0
Net Block 4,913.50 4,633.79 4,249.56 3,399.12 1,525.55
Lease Adjustment 0 0 0 0 0
Capital Work in Progress 548.22 357.97 561.47 998.29 529.24
Investments 1,534.48 1,230.00 326.15 263.56 609.9
Current Assets, Loans & Advances
Inventories 2,230.62 2,208.90 1,638.24 1,330.02 1,223.91
Sundry Debtors 1,230.25 1,164.50 1,022.06 957.97 375.84
Cash and Bank 32.56 179.53 518.92 88.08 451.37
Loans and Advances 810.45 430.84 972.91 789.54 824.14
Total Current Assets 4,303.88 3,983.77 4,152.13 3,165.61 2,875.26
Less : Current Liabilities and Provisions
Current Liabilities 4,423.33 3,342.93 2,592.06 1,872.71 1,926.71
Provisions 420.37 416.94 368.69 268.08 345.23
Total Current Liabilities 4,843.70 3,759.87 2,960.75 2,140.79 2,271.94
Net Current Assets -539.82 223.9 1,191.38 1,024.82 603.32
Miscellaneous Expenses not written off 0 0 5.17 9.69 22.29
Deferred Tax Assets 25.9 23.43 26.08 74.99 15.96
Deferred Tax Liability 516.27 467.32 410.62 338.43 269.78
Net Deferred Tax -490.37 -443.89 -384.54 -263.44 -253.82
Other Assets 615.67 387.79 0 0 0
Total Assets 6,581.68 6,389.56 5,949.19 5,432.04 3,036.48
Contingent Liabilities 535.73 440.88 312.28 418.63 1,100.89

MARKET VALUE OF SHARES

Key Financial data of the company:
S.No Data Entries

1 Face value 1.00

2 Market Price Today 25.70

3 52W H/L 20.05/32.90

4 Market Cap (Rs Cr) 6,837.94

5 BookValue 10.89

6 P/BV 2.36

7 P/E (TTM) 12.79

9 M.cap/Sales 0.451

10 Dividend(%) 100%

11 DPS 1

12 Dividend Yield 3.89%

13 Avg daily volume 59.46 lakhs

14 Beta 1.27

15 EPS 2.01

16 Industry P/E 12.92

17 ROE 13.85

18 Payout/Retention ratio 1.21

Key Financial ratios comparison:
Return on Equity:

Earnings per share:

Price to earnings:

The Debt value has risen comparing to the previous yearsThe P/E Ratio is well
above the market average of 12.92. The EPS of the company has fallen
drastically indicating a bad situation.Industry P/E = 12.92

BETA VALUE OF THE COMPANY:

ri = rf + β ( rm – rf )

rf = 0.081

β = ??

rm – rf = 0.065

ri=16.355%

ri = 0.081 + β(0.065)

=1.27

β=1.27

INVEST WITH ASHLEY??!

The results as far as analyzed have not been satisfactory with regard to the
industry values thus when planning invest on the stocks of a Commercial
vehicle segment, it is advisory not to invest or take huge risks in investing in
the stocks thought the stock is growing in its value day by day.

MARKETING COMMUNICATION

Some brands make trial offers. Some others offer test drives. But at Ashok
Leyland we reach out directly to our customers through customer events. These
are platforms for us to share the latest industry trends and developments; for
customers to know more about our vehicles; for us to share important
information on vehicle maintenance and efficiency and most importantly, for
them to experience our vehicles. Organized and conducted at various strategic
locations across the country, these events provide an opportunity for customers
to interact with our sales and marketing personnel.

Ecomet Mega Melas

The ICV (Intermediate Commercial Vehicle) segment has been witnessing robust
growth with monthly sales touching close to 5,000 vehicles. Ecomet is the widest
and longest vehicle in its segment and offers the twin advantages of a long
vehicle in a smaller vehicle category. With higher engine power and torque, the

Ecomet Strong offers higher payloads and increased profits while the Ecomet
Smart offers faster turnaround time. In fact, the tyres of the Ecomet tipper are
the same as used in the MDV category: 8.25x20 PR. It offers the largest
capacity in its segment – 6 cubic metres (210 cft) and also boasts air brakes
with S Cam, power steering, under-body tipping mechanism and drop-side deck
load-body.

To gain a larger share of this growing market, we conceived the „Ecomet Mega
Mela‟– an ideal platform for customers to understand the Ecomet and to get a
firsthand experience of the vehicle. With a customised float travelling across
important hubs, at these Tipper Melas customers can play exciting games, win
attractive prizes, learn more about the product, test drive the vehicles and also
get on-the-spot offers. The activity is conducted by a trained team that manages
these standardised modules across the country. Santosh Kumar, a fleet owner
who had attended one of the EcometMela says, “I have two Ecomet 1212s and
before the end of this year, I plan to have two more of these thanks to the good
promotional offers that the Company announced at the Mela.

Over the last one year, we have conducted over 500 such Melas and these have
been very well received by the transport industry.

Tipper Melas

Tipper Melas help us understand changing customer needs and expectations in
the mining and construction industry. It also provides an opportunity for
customers in remote locations and smaller satellite towns to interact with our
sales teams and understand the various features of our tippers. Tipper Melas
showcase the entire range of our tippers with special offers and spot offers by
leading financiers. Not only do they allow us to reach-out to customers, they
also provide great visibility for brand Ashok Leyland. RajiveSaharia, Executive
Director, Marketing, Ashok Leyland said, “The primary objective of these events
is for existing and prospective customers to get to know our vehicles and for
them to firsthand appreciate their superior features and performance potential.
The response and the outcome from such events has been extremely
encouraging and we will be pushing these activations into a higher gear going
forward.”

Sabse Bada Sikandar Kaun?

A highly competitive space, where minor differences can come at the cost of a
sale, the MAV activity, called SabseBadaSikandarKaun? is designed to
establish2516il, 3116il and 3118il as the most competitive models (in terms of
mileage, load-carrying capacity and serviceability) in their segment. The
objective of the programme is to provide a touch-and feel experience to
customers, so they can see and feel the difference first-hand. Launched in
Kolkata, it covered over 23locations, generating walk-ins and leads. The event
highlighted the working of the inline fuel injection pump and its benefits. A live

model of an engine was displayed to demonstrate the working of the inline fuel
injection pump. This created an exciting platform to engage with the audience
and to help them understand the superiority of ALL‟s vehicles in very practical
and scientific way. These events, like all others, are managed by professional
activation agencies that help spread awareness and create excitement about the
event. An emcee helps to engage the audience and demonstrates the superiority
of the product. Along with a demo of the inline FIP engine, interactive games like
arm wrestling & jigsaw puzzles are used to establish key product benefits.
Prospective customers are offered test drives and attractive finance offers are
also made available. The whole process creates a lot of goodwill and connects
on-ground with the target group, and we are confident that sustained efforts will
have a positive spin-off for us in the long run.

Interview Schedule

We are carrying out an evaluation of Customer preference in commercial
vehicles industry. Would you mind answering a few questions on your
experience? (If they decline, discontinue the interview and thank them.)

Your answers will be treated with confidentiality among project staff for the
purpose of evaluating the CV scenario, and in the production of the project
report. All responses will remain anonymous. However, we would like to talk to
you again in about 12 months‟ time to see how things have changed. Would you
be agreeable to that?

How would it be best to contact you later on?

1. Name …………………
2. Address ………………….
3. Phone Number ………………….
4. Occupation ………………….

Q1. What factors help you decide which vehicle to buy?

Q2. Which brand do you prefer for Commercial vehicles?

Q3.What advantage does Ashok leyland vehicles provide over its competitors?

Q4.In which areas is Ashok Leyland lacking behind?

Q5.How is the pricing of Ashok Leyland as compared to other market players?

Q6.What do you think differentiates ALL from other brands?

Q7.In which regions does ALL dominates?

Q8. How strong is the Dealer network of Ashok leyland in and around your state?

Findings

Tata
Cheap to buy
Decent FE
relatively underpowered, hence as mentioned before, run in mostly level roads
lighter, shorter buses
Cheaper spares
Higher frequency of repairs
somewhat quiet and refined, especially the newer designs with the low engine
bay & cable operated(?) gearbox
Cummins & other third party engine versions are crap

AL
Expensive
Doesn‟t come with the front grille
Quite powerful, so used in their ghat section routes
spares are expensive, but last, hence general perception of solid build
Noisy & not as refined
longer chassis.
Nobody in the north seems to want them
Semi forward options for trucks limited/not as good
Jury is still out on the hino engines

Ashok Leyland‟s strong points seem to be that its products are rugged , tough
and reliable, The cost of ownership for Ashok Leyland products is much lesser
than others.

Leylands simply rule in and around Karnataka, Kerala and Tamil Nadu. They are
a lot slower to accelerate but once speed is built no TATA can come close.
Drivers and operators are all praises for Ashok Leyland. Almost every tour
operators tell that tatas does not perform well after 2 years

“AL- it‟s more reliable than a tata and can take the mountains much more easily
when compared to tata but the FE is less and has a little less loading space
TATA- FE is more and also loading area but the vehicle has reliability issues
Eg. our 1 year old 1613tc(i think) with 55k on the clock had a blown head gasket
when climbing a mountain in HP.

Similar AL trucks carrying much more heavy load and much older don't have this
problem and the above problem is not one single incident, the Himachal area is
full of such incidents
so in the end i will prefer AL and is also preferred by all the truck driver i have
talking to.”

It‟s all about how aggressive the company is in its sales strategy. Commercial
vehicle is a segment where the loyalties are hard to break as earnings are
directly linked ot it.
North India is strong point of TATA's specially Jammu and Kashmir. Ashok
Leyland is slowly inching its way forward. Things would be interesting with
Mahindra joining the race and slowly GM getting into it. Tata CVs tend to have
better ergonomics than the counterpart AL CVs.

The major advantage of AL in my opinion is - they can develop a dedicated
engine for Indian market conditions, while TML has to use (or adapt) an engine
from the Cummins global product portfolio.
The Dost is definitely leagues ahead of the Ace or the Maximo. the interiors are
also pretty goodIt is unfair to compare the Dost with the Ace or the Maxximo as
the Dost is in a different segment altogether (1-2 Ton payload) and comes
almost a lakh dearer than the Ace / Maxximo. A more apt comparison would be
the Super Ace which surprisingly carries a 2 - 3 month waiting list.

The biggest disadvantage with Dost is its Suspension set up, particularly in the
front. Indian drivers are used to overloading for which Leaf spring suspension
the best is suited. The suspension set up of Dost, can be a big downside for the
potential buyers.

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