The relationship between the Indian government under the United Front (India) coalition and Suzuki Motor Corporation over the joint venture was a hot topic of debate in the Indian media until Suzuki Motor Corporation acquired the majority stake. This highly profitable joint venture, which had a quasi-monopolistic trade in the Indian automotive market, and the nature of the partnership that has been put in place so far, have been at the root of most of the problems. The success of the joint venture led Suzuki to increase its equity from 26% to 40% in 1987 and to 50% in 1992 and to 56.21% from 2013.  In 1982, the two partners reached an agreement on the appointment of their candidate for the position of Executive Director and each officer should have a five-year term.   In 1989, the Maruti 1000 was introduced and the 970cm, three-box was India`s first contemporary sedan. Until 1991, 65% of the components were indigenous for all vehicles produced. After the liberalization of the Indian economy in 1991, Suzuki increased its stake in Maruti to 50 percent, making the company a 50-50 joint venture with the Indian government as another shareholder. : Secret of the success of the Indian partnership Why will Japanese companies go to joint ventures in India? IMM Jeong-Seong Senior Business Analyst at POSCO Research Institute W Développement. When it comes to technology, capital, management know-how and global business experience, Japanese companies are not lagging behind Koreans. Yet they often look for partnerships with local companies when they enter the Indian market.
What for? The chairman of Wipro, one of the largest information technology in India. To drive revenue growth, Maruti Suzuki founded Maruti Finance in January 2002. . .