A PROJECT REPORT ON

MARKETING STRATEGY OF TATA MOTORS

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EXECUTIVE SUMMARY
As India celebrates its 50 years of independence, the passenger car industry celebrated a centenary of its existence in India in 1998. Despite this head start, the industry has never quite matched up to the performance of its counterparts in other parts of the world. The all-pervasive atmosphere created by the government's license raj was primarily responsible for this situation. The various layers of Acts sheltered the industry from external competition and smothered the development of the Indian automobile industry. Moreover, the industry was considered low priority as cars were considered to be an "unaffordable luxury." Hence in the first part of the project I have taken up the strategic group analysis of TELCO as this is one company whose indigenously manufactured cars like Tata mobile, Indica and Safari have performed well on Indian Roads. In the second part of the project I conducted a study on the consumer perception about small cars. Firstly, I took three brands of small cars; Zen, Indica and Santro for a comparative study of small car segment. Later I went through the process of filling the questionnaires, to know exactly what the customer’s of small cars perceived about their cars. A sample size of sixty respondents was taken. Sample unit was a customer who owned a small car. Secondary data from various sources like magazines, journals etc was also collected. The findings showed that the consumer’s who owned small cars basically wanted good performance, after sales service and a car at their budget, a less expensive one.

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All the cars taken for the sample showed that the consumers perceived them as almost same in all the attributes like safety, comfort and luxury. Respondents liked Indica more for its looks, whereas Marti’s after sales service was perceived to be good. But, at the end the research was limited due to small sample size, small sample area and time constraints.

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TABLE OF CONTENTS
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ACKNOWLEDGEMENT CERTIFICATE EXECUTIVE SUMMARY
CHAPTER - 1 INTRODUCTION 1.1 AUTOMOBILE SECTOR IN INDIA 1.2 MAJOR MANUFACTURERS IN AUTOMOBILE INDUSTRY CHAPTER - 2 COMPANY PROFILE 2.1 AREAS OF BUSINESS 2.2 SWOT ANALYSIS 2.3 STRATEGIC GROUP MAPS 2.4 MANUFACTURING UNITS OF TELCO 2.5 PASSENGER CAR SEGMENTATAION CHAPTER - 3 OBJECTIVES OF THE STUDY CHAPTER – 4 RESEARCH METHODOLOGY 4.1 RESEARCH DESIGN 4.2 SECONDARY DATA 4.3 UNIVERSE

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10 11 12 21 23 26 30 31 31 32 33

4.4SAMPLE DESIGN CHAPTER - 5 FINDING AND ANALYSIS 5.1 KEY FACTOR FOR SUCCESS 5.2 PEST ANALYSIS-IDENTIFICATION OF CHANGE DRIVERS 5.3 STRATEGY IMPLEMENT 5.4 ANALYSIS 5.5 CONCLUSIONS CHAPTER - 6 ANNEXURE 6.1 QUESTIONNAIRE CHAPTER - 7 BIBLIOGRAPHY

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42 47 55 56 59 61

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50. Including turnover of the auto-component sector.000 crore in 2004-05. . AUTOMOBILE DEALERS NETWORK IN INDIA In terms of Car dealer networks and authorized service stations. the turnover of the automobile industry exceeded Rs. Dealers offer varying kind of discount of finances who in tern pass it on to the customers in the form of reduced interest rates. the growth rate in 2004-05 was 15.CHAPTER-1 INTRODUCTION 1. 2006.06 in automobile production continuing in the first three quarters of the 2005-06. shows high growth obtained since 2005.000 crore. 84. Maruti leads the pack with Dealer networks and workshops across the country. the arrival of new and existing models. 74 billion) in 2005-06.1 per cent The automobile industry grew at a compound annual growth rate (CAGR) of 22 per cent between 1992 and 1997.518 crore in 2002-03. 59.00. The data obtained from ministry of commerce and industry. is estimated to have exceeded Rs. Annual growth was 16.0 per cent in April-December. the automotive industry's turnover. The other leading automobile manufactures are also trying to cope up and are opening their service stations and dealer workshops in all the metros and major cities of the country.000 crore ( USD 22. which was above Rs.1 AUTOMOBILE SECTOR IN INDIA Following India's growing openness. With investment exceeding Rs.1. easy availability of finance at relatively low rate of interest and price discounts offered by the dealers and manufacturers all have stirred the demand for vehicles and a strong growth of the Indian automobile industry.

The industry has adopted the global standards and this was manifested in the increasing exports of the sector.3 million in 2005-06.99 to 7. After a temporary slump during 1998.1. such exports registered robust growth rates of well over 50 per cent in 2002-03 and 2003-04 each to exceed two and.ahalf times the export figure for 2001-02.99 and 1999-00. Eicher Motors Bajaj Auto Daewoo Motors India Hero Motors Hindustan Motors Hyundai Motor India Ltd. General Motors India Ford India Ltd. Royal Enfield Motors Telco TVS Motors DC Designs Swaraj Mazda Ltd Government has liberalized the norms for foreign investment and import of technology and that appears to have benefited the automobile sector. It is likely that the production of such vehicles will exceed 10 million in the next couple of years.2 million in 1998. 7 .2 MAJOR MANUFACTURERS IN AUTOMOBILE INDUSTRY • • • • • • • • • • • • • • Maruti Udyog Ltd. The production of total vehicles increased from 4.

a sedan that was launched in December 2002. developed and manufactured passenger car. including the Safari.CHAPTER-2 COMPANY PROFILE Tata motors one of India's largest private sector companies with a turnover of over Rs 80 billion. the company had diversified into the manufacture of commercial vehicles in collaboration with Daimler Benz. originally for the manufacture of Steam Locomotives at Jamshedpur. It had also developed the capability of designing. Sumo and Sierra. The widely successful Tata Indica. is the country's leading commercial vehicle manufacturer and has significant presence in the multi-utility and passenger car segments. The company also makes several other passengers vehicles. 1945. Asia. . testing and manufacturing such vehicles. Latin America and Europe. Africa. is the country’s first indigenously designed. By 1954. Tata motors were established on September 1. Australia. Tata motors had become an independent producer of Medium Commercial Vehicles with a great degree of indigenization. The company’s products have received wide acceptance not only in India but also in the Middle East. an Euro 2 compliant vehicle. By the time their collaboration ended in 1969. Tata Motors followed that up with the Tata Indigo. Germany.

22 billion (US $ 153. against about Rs 6.9 billion) {The average exchange rate has been taken as Rs 47.P. Land has been acquired at Dharwad (Karnataka) to build a fifth plant.2.. for assistance in small car body design and styling. multi-utility vehicles and passenger cars.A.61 billion. 89. Collaborations The company has technical tie-ups with: • The Institute of Development in Automotive Engineering (IDEA). Pimpri and Chinchwad near Pune in Maharashtra. 9 . In the year ending March 2001. and • Le Moteur Moderne. 81.09 billion (US $ 129.1 Areas of business The company manufactures medium. they were Rs. and Lucknow in Uttar Pradesh. for the development of diesel and petrol engines for passenger cars.0 to one US dollar. Locations The company’s manufacturing plants in India are at Jamshedpur.6 million). Italy. the company’s revenues from its four manufacturing plants at three locations in India were Rs. the company’s total exports were worth about Rs 7. France.5 million) in the previous year. S.64 billion (US $ 1. In 2000. (US $ 1.} In the year ended 31 March 2001.73 billion). heavy and light commercial vehicles.

It supplies axles and their parts to Tata Motors against purchase orders raised by Tata Motors on HVAL. 1972 and is currently engaged in the business of automobile sales and services. 2000 with the objective of acquiring the Heavy-Duty Gear Box Division of Tata Motors at Jamshedpur as a going concern. this company was incorporated on January 18. • Minicar (India) Ltd. (TDDL): It is an investment and finance company and proposes to undertake activities pertaining to the sales and service of Tata Motors’s vehicles and spare parts. .: Formerly known as Mazda Industrial Chemicals Ltd. • HV Axles Ltd. • HV Transmissions Ltd. • Sheba Properties Ltd: It is an investment and finance company and a wholly-owned subsidiary of Tata Motors since its inception. It supplies transmissions and their parts to Tata Motors against purchase orders raised by Tata Motors on HVTL. • Tata Technologies Ltd. (TELCON): Its principal business is manufacture and sale of construction. CAD/CAM-based design..: It was incorporated on March 13.Subsidiaries • Tata Construction Equipment Company Ltd. material handling and earthmoving equipment. and e-commerce facilities to customers in India and abroad. 2000 with the objective of acquiring the Heavy-Duty Axle Division of Tata Motors at Jamshedpur as a going concern.: It oversees the IT requirements of Tata Motors and provides services for SAP implementation.: It was incorporated on March 13. It is registered with RBI as a Non Banking Finance company. • Telco Dadajee Dhakjee Ltd.

. Chennai and Lucknow.• Telco Automation Ltd. USA: It was incorporated on August22. Ludhiana. and other OEMs. Concorde has dealerships for Tata Motors passenger vehicles in Delhi. environment-friendly diesel engines. 2000 with the objective of acquiring the Machine Tool and Growth Divisions of Tata Motors as a going concern. Bangalore. makes fuel-efficient. makes turbochargers for diesel engines manufactured by Tata Cummins Ltd. a joint venture with Jardine International Motors (Mauritius) for dealerships of passenger vehicles. Singapore. 1994 and became a wholly owned subsidiary of Tata Technologies Limited on December 22. • Tata Motors Services Ltd. UK.. for the manufacture and sale of high precision toolings as well as electronic and plastic components for the computer industry. • Tata Technologies. a joint-venture with Holset Engineering Company. The company is engaged in the business of computer consultancy and related services. low emission... Ltd. USA. Mumbai.. As and when required. These include: • Tata Cummins Ltd. for the sale of spare parts for Tata 11 . • Tata Precision Industries Pvt. 2000. Hyderabad. a joint-venture with Cummins Engine Company Inc. Tata Motors sources factory automation equipment from TAL.: It was incorporated on March 13. • Tata Holset Ltd.. Strategic alliances Tata Motors has several joint ventures and alliances. • Concorde Motors Ltd. Singapore.

for the assembly and sale of Tata commercial vehicles. WEAKNESS Major weakness of Tata are 1Not a strong player in the rural market 2Very few models at the lineup stage 3R& d of Tata Motors is weak 4Not a Strong Player in the Premium Market . Bangladesh. As the case is every company has it strengths and weaknesses and Tata Motors is no Exception: - STRENGTHS 1Market Leader in terms of sales and turnover 2A wide network of dealers across the nation 3A wide network of authorized service stations at different parts of the country 4A wide variety of product portfolio 5Very strong brand image of making fuel efficient and reliable cars 6High product and brand recall among the customers infect Tata is the first choice among the majority customers.2 SWOT ANALYSIS Tata Motors is highest selling car company in India and is the four wheeler manufacturer in the world.vehicles. and • Nita Company Ltd. 2..

5It’s a non player in scooter market which is huge even though that industry is going through a rough pace OPPORTUNITIES 1)It’s a growing market thus company has high growth potential in future 2)Premium segment is still not fully exploited with right product Tata Motors can do wonders 3)Neighboring countries markets are not exploited fully 4)Need to tap African and European market. THREATS 1)Entry of new players 2)New companies entering in the car market will pose a considerable threat 3)Competitors becoming aggressive with new product launches and high marketing pitch 4)Aggressive Maruti and Hyundai posses another threat 5)NO tie up with any other company can lead to losses 13 .

the Sierra and later the Tata Estate. The overwhelming customer response that the Indica generated at its launch in early 1999 has translated into its capturing more than 17% of the premium small car segment. With benchmarking systems to sell world-class products and services. and 8 % of the entire passenger car market in India within a year. Tata Motors . Soon after launching the Safari. Clearly identifying the core areas as R&D.LITERATURE REVIEW TELCO: Currently the largest automobile company in India. The Indica fulfills the Tata Group Chairman Ratan N Tata's vision of developing and manufacturing a truly Indian car that would use modern technology and contemporary styling of the small car genre. Tata Motors made an aggressive foray into the mainline passenger car market with its small car. the Tata Indica. The insights gained into customer needs in these markets led to the development of another world-class Sports Utility Vehicle. The transition of Tata Motors from being a predominantly commercial vehicle manufacturer to a complete automobile company began in the early 1990's with the launch of the first Sports Utility vehicle from Tata. launched in 1998. Setting standards of corporate governance. the Tata Safari. Tata Motors ranks among the top 10 commercial vehicle producers in the world. Tata Motors focuses on Complete Customer Satisfaction. It went on to set a benchmark in terms of its value proposition in terms of best value for money in its segment and internal spaciousness. manufacture of critical components and the final vehicle assembly. the company continues to be open to global alliances to effectively enhance its competitiveness in the fast globalizing Indian markets.

Its major product line can be basically classified into three broad categories. customers. 15 . though at a much lower scale. namely. Materials.Commercial Vehicles TELCO currently has three products in its Passenger Car division namely. It also practices the Business-to-Business (B2B) Model.Utility Vehicles 3. multi utility vehicles and passenger cars.continues to uphold the trust of its various stakeholders. and Services. Consumer Products. Business Sector The Tata Group runs businesses in seven key industrial sectors. Engineering. shareholders. heavy and light commercial vehicles. TELCO is Tata’s flagship company in the Engineering sector. serving various needs of a number of its customers. Chemicals. Business TELCO is into the business of manufacturing and selling medium. Communications and Information Systems. employees and business associate. There are various sub-brands and products in these categories: 1. Business Models TELCO is primarily a Business-to-Consumer Company (B2C). viz. Energy.Passenger Cars 2.

the all-new Indica Sedan.a. which would be . set out to storm the Indian Mid-Size Passenger car segment. Tata Indica b. Tata Indigo c. Tata Safari It is in the process of coming out with another member in the passenger car family.

pick-up vehicles and so many more uses. TELCO currently has three products in its Multi-Utility vehicle division namely. 2-wheel and 4-wheel drives etc. goods carriers. and the various uses that they can be put at. ruggedness. a. It has a large number of products in this segments classified as various types namely. Confirming to International standards all these vehicles are available with various features such as petrol & diesel versions. They are used as people carriers. as emergency vans. a.launched in the last quarter of 2002. TELCO is the undisputed leader as regards the Commercial Vehicle segment. single & crew cabs etc.Tata Sumo b. The utility pick-up vans of Tata International are made for all kind of terrains and are facilitated with features like 2 & 4 wheel drive. Buses Small Buses Big Buses (4 models) (4 models) 17 .Telco Sport c. reliability. They are known for their build quality.Telco line Pickup Vans All these vehicles come only in diesel-engine versions and are quite popular on the Indian roads. especially on the highways and in the rural areas.

Trucks Light Trucks (5 models) Medium/Heavy Trucks (9 models) (3 models) (3 models) c.Tractors .b.Tippers d.

2. The Tata name is a unique asset representing leadership with trust. to which the group brings a unique set of capabilities. the idea is to look for ways to offer the customer the best value for his money.3 STRATEGIC GROUP MAPS INTERNAL ANALYSIS The basic premise is the Customer. And the way we define value. the word covers all the possible and not so possible ways to customer satisfaction. This requires aggressive growth in its focused areas of business. through leadership in sectors of national economic significance. The five core Tata values underpinning the way it does 19 . Leveraging this asset to enhance group synergy and becoming globally competitive is the route to its sustained growth and long-term success. 5 Core Values The Tata Group has always sought to be a value-driven organization. STRATEGIC INTENT Leadership with Trust Purpose Being a part of the Tata Group. employees. So whenever a new product development plan comes into picture. These values continue to direct the group's growth and businesses. shareholders and the community. Telco’s corporate purpose is to improve the quality of life of the communities that it serves. The Tata Group’s heritage of returning to society what it earns evokes trust among consumers. Formalizing the high standards of behavior expected from employees and companies continuously enriches this heritage.

5Responsibility . 2Understanding .we must be caring. compassion and humanity for our colleagues and customers around the world and always work for the benefit of India. .we must constantly strive to achieve the highest possible standards in our day-today work and in the quality of the goods and services we provide. always ensuring that what comes from the people goes back to the people many times over.business are: 1Integrity . Everything we do must stand the test of public scrutiny. sensitive to the countries. 3Excellence . communities and environments in which we work. understanding and mutual cooperation. 4Unity . building strong relationships based on tolerance. show respect.we must work cohesively with our colleagues across the group and with our customers and partners around the world. with honesty and transparency.we must conduct our business fairly.we must continue to be responsible.

measuring 180 metres in length. The main assembly line. It consists of 3 divisions . development. The Foundry has its own melting shop. which has a rated production capacity of 90 pairs of moulds every hour.Truck. core shop and sand plant. The Truck Division boasts of two assembly lines.design. Jamshedpur: This was the first unit of the company established in 1945 and is spread over a area of 822 acres. Pune in the West and Lucknow in the North. the Foundry was ISO 9002 certified by the Bureau Veritas Quality International and later followed it up with the more stringent QS 9000 certification from the BVQI in the year 2000. 21 . Other advanced facilities include Channel Furnaces. manufacturing. is carried out meticulously.4 MANUFACTURING UNITS OF TELCO Tata Motors owes its leading position in the Indian automobile industry to its strong focus on indigenisation. Engine (including the Gear Box division) and Axle. Every stage of product evolution . This is supported by a fully equipped Foundry which supplies high-grade SG Iron castings for automobile components and excavators and is rated as one of the cleaner. In 1993.2. Its manufacturing plants are situated at Jamshedpur in the East. better and highly automated foundries in the world. This focus has driven the company to set up world-class manufacturing units with state-of-the-art technology. assembly and quality control. State-of-the-art facilities like a Centralized Paint and Press Shop with a set-up of a 5000 tonne Siempelkamp press line and a cut-to-length line for strip preparation purchased from M/s. The Foundry has a sophisticated Kunkel Wagner high pressure moulding line. Kohler of Germany makes it a fairly advanced production outfit. The divestments in March 2000 hived off the Axle and Engine plants into independent subsidiaries. Computerized Testing Equipment etc. has 20 stations with a vehicle rolling out every 8 minutes while the other line is dedicated to Special Purpose Vehicles (SPVs).

front axle beams and steering parts for the automobile plant. which has one of the most versatile tools making facilities in the Indian sub-continent. four assembly lines have been established. installed on April 20. The Forge has been certified as ISO 9002 and QS 9000 by the BVQI.The unit is also equipped with a semi-automated forging line. It houses a Vehicle manufacturing complex which is one of the most integrated automotive manufacturing centers in the country producing a large variety of individual items and aggregates. It was established in 1966 and has a Production Engineering Division. . Pune: The Pune unit is spread over 2 geographical regions Pimpri and Chinchwad and has a combined area of around 510 acres. Over the years. 1984. fixtures. with 40. jigs. metal pattern and special tools. LCVs. fixtures and welding equipment. wood pattern and model pattern shop. Its capabilities have enabled Tata Motors to introduce new products and improve existing ones without resorting to imports of dies or fixtures. this division has developed expertise in design and manufacture of automated dies. multi-utility vehicles and one for Passenger Cars (Indica). five axis precision machine tools and laser control machines. It produces critical forging like crankshafts. one each for MCVs and HCVs. has the capability to forge front axle beams at 90 sec per piece and crankshafts at 120 sec per piece. jigs boring room. as well as models for the development of new ranges of automobile products. The sophisticated FIDIA Digit 165 CC graphite milling machine links shop floor machines to the design workstation. Its large design group is fully conversant with state-of-theart CAD facilities and manufacturing facilities comprising of light and heavy CNC machine shops.000 mkg Beche hammer and state-of-the art presses from Kurimoto of Japan and is one of the most modern forging setups in the country. It is engaged in the design and manufacture of sophisticated press tools. Mechanical presses help produce a variety of heavy forging. The new forging line. To cope with such a diverse range. gauges. plastic template shop.

in 1995. The Electronics Division is engaged in the production of a wide variety of Machine Tool Controllers. Gear Box Housing. Established in 1991 and covering an area of 600 acres. All systems such as materials management. worldwide. Subsequently. side slip test. and Test rig instrumentation. The plant started to assemble G -16 Gearboxes in 2000 to 23 . paint shop and the trim and final assembly shop. After the car is completely assembled. horns. press and body shops. The Iron Foundry produces 16. it was primarily started to assemble Medium Commercial Vehicles (MCVs) to meet the demand in the Northern Indian market. an Aluminium Foundry with an annual capacity of 700 tonnes has also been established. In addition. the transmission shop. enabling smooth operations and minimum inventory needs.000 tonnes of high precision castings per year with the help of 450 employees. it goes through several checks like wheel alignment. These include Cylinder Blocks.the engine shop. maintenance and other activities are computerized. PLCs. Lucknow: Lucknow Plant is the latest in Tata Motors 's manufacturing facilities. Proximity Switches. timers that are used in Tata Motors vehicles. shower test. To dispense with the need for outsourcing. Cylinder Heads. However. The unit is equipped with facilities to manufacture spare parts.The Passenger Car Division in 'K' block executes the entire process of car manufacture over five shops . it has developed a number of components such as flashers. G-16 and G-18 Gear Parts were added in 1998. and a short test run before it is ready for dispatch. Industry experts rate the fully automated Foundry at Chinchwad among the best. Servomotors. the unit started manufacturing bus chassis of Light Commercial Vehicles (LCVs) and SUMO's. brake test. etc. The shops are fully automated ensuring that there is minimal chance for error in the manufacturing processes.

1. The economy and the premium segment face the lowest competitive threats. Hyundai Santro. Hyundai Accent Luxury > 1. However. Mercedes benz Key Demand Drivers Traditionally. Ambassador. Segment-Wise Classification of the Indian Car Market Segment Range Economy Price ('000 Rs. Maruti Omni. Other critical factors are the mobility needs of people and .5 PASSENGER CARS SEGMENTATION The segmentation of the passenger car market in India is vastly different from that in the developed nations. 2. Opel Astra. Mitsubishi Lancer. the economy segment accounts for the largest share of the cars sold. as compared to mid-range segment in the mature markets. In India.000 Opel Vectra. household income is no longer the single most important factor in determining the demand for vehicles. while the premium segment will witness intense competition due to lower volumes.000 Uno.) 225-350 Models Maruti 800. Rover Montego. Fiat Palio Esteem. Mid-range Premium 350-450 450 . Ford Ikon. Premier. disposable income was perceived as the one critical factor that drove passenger car demand. Zen. Ford Escort.meet the in-house requirement for SUMO vehicles.

technology. Morgan Stanley. as the customers will be encouraged to trade in their old cars. more so in the rural areas. 7. Price and Price. These findings have revolutionary implications for the passenger car market. upper middle. suddenly. The key to the growth of future markets is to make maintenance-free vehicles. or the rate of interest on a loan to buy a car. According to the Research Analyst. Price. Third is the price of maintenance. the only ‘P’ that. nothing is more dangerous than using money as the magnet for attracting customsers. In the small car segment. seemed to matter was the second in the Product-Price-Promotion-Place marketing-mix. with a huge base and a narrow apex”. The top three income groups . and encourages defections. The development of the used car market will also play a major role. the purchase decision of the first-time buyer is influenced by the 4 factors: Price. and high have grown from 10% in 1986 to 17% of the population and covers over 52 million families.the availability of cheap finance. and service are secondary. 25 .middle. Everything else remaining constant. The second is the price of finance. features.500-crore small cars market seem to believe so. And the only warhead is price. The first is the price of acquisition. But it is the Unique Selling Price the only road to success in the intensely competitive automobiles business? Those in the race for winning over the Rs. The number of high-income households is growing very rapidly. mangles margins. It kills loyalty. PRICING In any business. “Price is the most important ‘P’ in this market because it is pyramidal in structure. and to reformulate fuels and lubricants so as to reduce vehicleoperating costs. to improve the road infrastructure. Evidently.

Only if all other things are perceived to be equal between competing brands will price be a decider. second P Marketing cannot help reinforce that position. It does not believe in knee-jerk reactions to rival moves. And the fourth is the price of disposal. Thus. The typical Indian car-buyer is obsessed with post-purchase pricing. Once incomes start rising again. there will emerge increasing numbers of upgrades as well as first-time buyers who will not necessarily start at the lowest price-level. say. Attempting to sell the lowest priced car in every segment will not enable a company to survive. even a drop of Rs. service. Hyundai Motors has launched an enhanced version with product fearures like power steering. Which is. The rest of the low-price aspirants will have to offer additional features as value to convince the budget-buyer to spend . Instead of cutting the price of Santro. the cost of maintenance and the possible re-sale value. And obviously.which includes the cost of fuel. It also believes that when features are the USP. The less the stretch. the more is the likelihood of actually buying a car instead of. Strategic price marketing is a corporate weapon that must be applied in the context of an entire portfolio of cars. price will become less important. essentially.1000 in the small cars segment could expand its size. Hyundai arrived at the pricing strategy after a careful analysis. the less is the purchaser’s incentive to opt for it. price may help the auto-marketers win over only the entry-level customer. a two-wheeler. the lower the selling price of a second hand model. Applied as a brand-level strategy. not every company plays the price-card. the lower price will be an attraction to the first-time buyer who is. and spare parts. only the lowest priced player will milk this segment. So. stretching his budget to buy personal transportation. and product-plus features like better service and customer-care. However. in effect. or the re-sale value of the car. Sure. However. Go beyond the entry level – and the price-value equation will kick in immediately.

however. is that of a dangerous dilution of image. As a corporate strategy. 27 . A low –priced product will enable new entrants to gain entry into the consumer’s garage. who progressively move up its product ladder. leading the charge through price may have a better pay-off.more. But a company that seeks life-long customers. Thus price can be a selling proposition for only one segment of customers. cannot rely on price alone for success. The threat.

Examine the psychographics of small size car customers. a. To probe the buying behavior of car owners. To find people expectations or satisfaction regarding the small cars. To judge the awareness level of small cars. 3. 2. .CHAPTER – 3 OBJECTIVES OF THE RESEARCH 1.

measurement and analysis of date. 6. Research Design is conceptual structure within which research is conducted. Research Design is needed because it facilitates the smooth sailing of various research operations. 4. effort and money. It constitutes the blue print of collection. Research Design stands for advance planning of methods to be used for collecting relevant data and techniques to be used in the analysis . 3.The design helps researcher to organize his ideas whereby it will be possible for him to look for flaws and inadequacies. thereby making research as efficient as possible yielding maximum information with minimum time. 7. 4. What is the study about? 2. Why is the study being made? Where will the study be carried on? What type of data is required? Where can data be found? What periods of time will the study includes? What will be the sample design? 8. What technique of data collection ill be used? 29 .CHAPTER-4 RESEARCH METHODOLOGY A research design is the arrangement of condition for collection and analysis of data in a manner that to. combine relevance to research purpose with economy in procedure. 5.1 RESEARCH DESIGN Following questions have to be asked in Research Design 1.

Since a part of the research aims at finding the attitude of people towards the different brands of cars. the structured questionnaire produces more reliable results i. By reducing the chance or the sample to influence results through different questions and through different judgment of answers and what to record.9. a conclusive research was conducted. similar results will be obtained.2 secondary data: The major aim of the project was to analyze the Strategies of TELCO and to study the consumerbuying behavior for small car customers. For the first part secondary data was collected from various sources that included website of TELCO and trade journal that were collected from TELCO’s Delhi Office. .e. The data collection form was designed in the form of a standard questionnaire because it is more reliable than unstructured format. How will data be analyzed? 4. if the research project is repeated in the same manner.

The probability sampling permits the researchers to evaluate in quantitative terms. Some questions are designed for the purpose of cross checking the sample genuineness in filling the questionnaire. 31 . If the investigator requires this level of objectivity. Probability sampling method is those in which every item in the universe has a known chance of being chosen in the sample. then some variant of probability sampling is essential. Usually this is not possible in non-probability sampling. the universe consists of people of Delhi who own small car. This scale is used because it permits the development of descriptive profiles that facilitates the comparison of competitive items. (Semantic differential scale is used to understand the images of brands of cars as perceived by the consumers. the relative efficiency of alternate sampling techniques in a given situation. The probability sampling is preferred because: ∗It is the only sampling method that provides essentially unbiased estimates having measurable precision.Most of the questions asked in the questionnaire were closed ended with a few open-ended questions also.) 4.3 Universe: The universe is entire group of items the researchers wish to study and about which they plan to generalize. For this. ranking scale is used to rank the preferences of attributes of the customers. Here the sample size consists of 60 residents of Delhi. a probability sampling method is used. Selecting the sample: for this project. For the purpose of analysis. to know consumers general views.

It faces direct competition from almost all the major automobile players in the passenger segment. the Passenger Car division. If healthy. it brings the best out of an industry. Here. TELCO faces stiff competition in almost all its business segments but has emerged as the winner when it comes to market success. Fiat. innovative and much better products and processes. Daewoo and Toyota. Newer and better technology. user-friendly and economical products providing maximum value to customers. the Passenger Car division is the area. its competitors and the kind of competition it faces. and other such advantages. Competition Competition leads to improvement on all fronts. TELCO currently has two products in the passenger car segment. we shall be briefly looking at the factors influencing its external environment. which is seeing a lot of activity in the current period.CHAPTER-5 FINDINGS AND ANALYSIS EXTERNAL ANALYSIS The main purpose of this section is to have an insight into TELCO’s external environment. S.I. Utility vehicle division and the Commercial vehicle division. namely Maruti Suzuki.the Indica and the Safari. Hyundai. 1. all arise out of competition. Small Car segment (B segment) . Out of its three business segments namely. And this activity is all set to intensify with the launch of the all-new TATA Sedan in the later half of the current year.M.A. (Society of Indian Automobile Manufacturers) has classified the Passenger Car segment in India into further sub segments on the basis of their length.

Ratan Tata.000 more Indica’s. It has earned a lot of respect among all the small car manufacturers because of its quality and value delivered to the customer. these words are sure to see light in the near future.The Indica. christened the TATA Sedan shall compete in the entry-level Mid-Size Car segment.2. The Magna shall be launched some time during the later half of next year in 2003. and one offering in the Sports Utility Vehicle segment . And if the success of the Indica and the Safari is to be believed. The Indica is directly pitted against the Zen. truly fulfilling its promise of More Car Per Car. Premium Mid Size segment 4. TELCO currently is tight-lipped about the Magna and has divulged no details regarding the car but according to group Chairman Mr. which has met with huge success in the recent months. The Indica comes in both diesel and petrol variants. Entry-level Mid Size segment (lower C segment) 3. and the Matiz from Daewoo. and the Indica V2 has just delivered that.000 or 30. the Magna shall be TELCO’s answer to the Luxury Segment in India. The proposed offering. TELCO. If Telco can find markets to sell 20. for the year 2002 had promised a product of great pedigree. Luxury Segment (upper C segment) (D segment) TELCO currently has one offering in the Small Car segment. CORE COMPETENCIES The Core Competencies of is there capability to make the Indica globally competitive in terms of cost. TELCO has redefined the rules of the game by launching the all-new Indica V2. the Santro from Hyundai. then they are looking at a 33 .The Safari. which shall force the competitors to revamp their strategies. TELCO also has plans to introduce another offering in the Luxury car segment code-named ‘Magna’. the Palio and Uno from Fiat. Alto and Wagon-R from Maruti Udyog.

The United States and Japan. All that would come from having a niche product that is globally competitive But there is still a long way to go before the company is able to make a mark in the world market and compete with the world’s leading companies in well-developed markets like Europe. But you need volumes and that kind of scale and production processes that will give you those advantages. Then you are in the niche. It also has a World-Class dealer base and alliances with these suppliers. For that to happen. If you add variants to those numbers. In the case of Tata Motors. the niche may be the lower end car. Though its efforts towards Total Quality Management seem to be helping the company. Smaller auto companies (globally) will have to look for market niche’s to operate. . invest in technologies required to give that one platform all the variants and changes that you need. And if you focus on that niche. The unfortunate part is that the lower end market does not offer much by way of margins. This gives it the capability to compete with firms in the world market. That is what Telco has to look for and there they can even stand on their own if they find markets beyond the shores of India.very interesting set of numbers. you survive. you’re looking at very reasonable numbers. this ensures the right Inputs for the company and also helps to manage the Just in Time systems. it will take a more focussed approach from the company towards quality and developing R&D and experience in such project. Telco has a design and engineering capabilities that are unmatched by its competitors in the Indian market and the company also possesses an unmatched ability to create and integrate it.

the key factors for the industries that Telco Operates in are: 1.R&D and Knowledge The technological changes as per WTO specifications and Euro Emission norms need to be followed for a company like Telco to sustain growth and Telco has been able to achieve all this in all its products and services. it is very important for a company to have High quality human resources 3. The resources which are most vital for success in an industry are called ‘Key factors for success in an industry’.High Quality Management The LCV & M&HCV segment are highly complicated sectors.Managing Cost It is becoming more and more important for companies to achieve competitive costs. the management not only have to manage all the resources available to the company properly. Most of this would come 35 . but also have to be highly professional in their approach.High and Standard Quality For industries like Telco which manufacture equipment's that serve the infrastructure industry. it is very important to have high standards in quality. 4.1 KEY FACTORS FOR SUCCESS Having the right resources is very important for a company to succeed in any industry. 2. Human Resource Industries like Telco have a high human element. the company is planning to continue with is cost reduction program.5.

its in all its business are a people oriented operation. Some of the major resources that Telco has are 1. And it has great experience in projects with high levels of sophistication.g. operational efficiency an outsourcing. for E. RESOURCES The resources of the company are similar for all the industries. the revival of Indica is a success story. The company takes great care to ensure that it has a good supply of HR. 3. which is very important in a knowledge-based industry. The R&D departments of each SBU have helped each other.R&D and Know-how The company is known for its high level of sophistication when it comes to technology. 4. The management of each SBU has a strong work ethic with an aggressive approach to managing the company.Human Resource Telco possesses a great Human Resource base.Management The management of the company has gained the reputation of being one of the most professionally managed companies in India.from reducing fixed costs.High Quality . many of the resources are common for all the industries. 2. It has a great R&D base. the values and efforts to ensure good Human Resources are shared by the HR departments of each SBU. But the Core Values like management capabilities are shared by the entire organization. it invests a high amount every year (compared to the average spent in the industry) on it for each department.

this is due not only because of the value chain.g. LCV. the R&D from the Engineering division helps the Production division. HCV or others are used in different sectors. Cost is the only resource that sometimes hampers its progress. 37 . but also because the R&D from one division helps in the others. For E. thus giving it an edge over the competition.. And in the future the company wants to have synergy in all its activities to be highly successful. VALUE CHAIN A large number of Telco's operations are different activities on the value chain for E. but also gives some divisions of the company a lot of business. This aspect not only allows the company to it to deliver tailor made products for other divisions in the company. SYNERGY The activities of the company give synergy to the company as a whole. Thus it is clear that Telco has most of the resources that companies require to be successful in the industries it operates in. but all the vehicles have been the leaders in their own segment.g. And the company is able to achieve lower costs than its competitors by procuring facilities from other departments within the company. almost all Strategic Business Units are technology leaders in their field of operation. Utility Vehicles.The company has extremely high standards in quality.

Economic The availability of freight depends on the economic activity in the country. Socio-Cultural .5. The improvement in freight rates consistently over this period will add to business of TELCO. The GOI policy towards depreciation norms and excise duty etc will have a bearing demand for MUV’s and CV’s. but recently it has settled down somewhat. As we know that Telco is the leader in the commercial vehicle segment with 54% market share in Light Commercial Vehicle (LCV) and 63% market share in Medium & Heavy Commercial (M & HCV). The implementation of infrastructure projects will have a positive impact on demand of CV’s and MUV’s as they are extensively used in transportation of material and people requirement of projects. (TELCO): Political The political environment has been highly unstable over the past few years.2 PEST ANALYSIS. Though only few state governments are stern in implementing this order but TELCO will remain one of the major suppliers of buses and hence can plan expansion. Telco has a market share of 221% in utility vehicle segment. Therefore an increase in economic activity broadly represented by growth in GDP helps in increasing the freight availability. The company has also garnered a 9% market share in the passenger car industry in a very short span. The decision of the government to ban diesel buses and give licenses to CNG buses has been a boon for TELCO as it is the major supplier of buses to all State Transport Corporations.IDENTIFICATION OF CHANGE DRIVERS The PEST analysis for Tata Motors and Locomotive Company Ltd. The freight rates determine the revenue component of fleet owners. Though oil prices have gone up but the shift in the oil sector companies towards a positive pricing strategy will not affect Telco’s business plans & performance.

In order to boost sales passenger car companies often look for a general upbeat environment. it does have an impact indirectly. Though the metropolitans have become over-crowded and but Telco’s Indica V2 sales have picked up. and a Fur Tonnes LCV fitted with an internally developed Turbo charged Engine. Major innovation in the current year include a 25 Tonnes Truck and a30 Tonne Tractor Trailer. Another effect is because of is that of good monsoons which translates into a higher rural demand especially for the MUV’s. Fuel Efficient M&HCV Truck and Busses Powered by Company’s Euro 1 Compliant 697 Engines. Technological The Company vigorously pursued a programme of product innovation in commercial vehicle with a view to regaining and improving its market share. The sales during festival times perk up because the environment all round is joyous and upbeat. The company had already added to its range Euro 1 Compliant Cummins Engine Powered Vehicle with a view to regaining and improving its market share. Thus socio-cultural factors do not affect the Engineering business too much. 39 . a Cost Effective 11 Tonnes Vehicle in both bus and truck version to meet the growing demand in this segment.

5. it was the first major restructuring the Tata group had undertaken.e. For the Strategies to work at Telco. The first phase of restructuring required some basic foundation building. The strategies differ on the various levels. which entailed the compliance with the quality standards and business ethics that we codified at that time. i. these 7S are inter-related and inter-dependent. STRUCTURE When the company undertook the restructuring exercise. Business. The group companies were required to sign an agreement to use the Tata brand. they have to be brought together. it is important that the company employs the framework. It was designed to build a cohesive strategy. To implement the framework the company should consider the following aspectsSTRATEGY The strategies that the company needs to employ have been discussed in the previous section. The company developed the Tata Business Excellence Model to measure the quality and corporate performance of our companies. For the success of an organization the Seven S cannot work in isolation. The group developed a common corporate identity for all group companies leveraging the strengths of the Tata brand. different for Corporate. and in turn integrate the 7S. These strategies have to be aligned with the following elements. and required them to achieve the specified level of performance in order to continue the Tata Brand. Operational and International Levels. .3 STRATEGY IMPLEMENT SEVEN S FRAMEWORK The Boston Consultancy Group in the 1970s developed the ‘Seven S Framework’.

in the process of which it set some tasks for our company in terms of bottomline and top-line growth based on historical growth trends.The company instituted the business review committees (BRCS). The net result of all these initiatives has been that Telco now operates more as a group than what they did in the past. The company is at present on the look out for suitable alliances with international majors. All the company’s activities should have a particular system particular to the company. The company has set up an independent retailing network for cars and also for other utility vehicles. which constituted the formal interface between the group and the holding company. Towards this. Its primary task was to look at the strategic direction of each of our companies. Ultimately. The GEO as mentioned above has put in place certain important hooks such as a central HR and central financial coordination with a view to standardize the MIS systems of Telco for financial reporting to the holding company. Telco has also decided to restructure its operations by reducing its level of vertical integration. the GEO takes a view on the figment of companies within our group. SYSTEMS Systems are the procedures that make the organization follow for everything from top-level decision making to board meetings. which they called the Group Executive Office (GEO). The strength of dealership for these now stands at 118. but what this really meant was that each 41 . as industry leadership in terms of being number one. and the executive committee of each board reviews the operations and the budget of the company. the group created a central group. or three. To oversee the entire restructuring exercise. the company has decided to hive off three of its ancillary divisions in Pune and Jamshedpur. two. The BRCS reviews the strategic direction of each company. from employee training and hiring to transportation.

and the executive committee of each board reviews the operations and the budget of the company. in the way he started at the middle level management. Ratan Tata is a prime example. through campus recruitment from the top institutes of the country. It then gives them the proper training and development.company had the stamp of its own CEO and went its own way. giving them the opportunity to grow and improve. STYLE Every company has its own management style. and then made it to the top of the company SKILLS This aspect considers the fact that every organization needs certain skills for its success. STAFF This aspect concerns itself with the pool of people who need to be developed. style also consists of the way a company operates its business. an organization must have the right combination of skills that complement each other. which constituted the formal interface between the group and the holding company. and if you remove the name o the enterprise you could be looking at different companies with no connection to the Tata’s. Telco takes a lot of efforts to ensure the best trainee level talent. The current chairman of the company Mr. The BRCS reviews the strategic direction of each company. . As mentioned above the company instituted the business review committees (BRCS). but its not just enough to have skills.

The company works hard to ensure that it has the necessary skills to ensure its success. the thrust is on knowledge – based industries. Plus it has also entered into a number of alliances with a number of companies. SUPER-ORDINATE GOALS These are goals on which the other elements and other goals of the organization should depend upon. Be Skill – Intensive: With manufacturing ceasing to be India’s advantage. culture. which help it to gain the necessary experience and which can also help it improve its R&D. Leadership is something that greatly affects any company’s philosophy. Tata companies must be among the top three in their industries. Build brands: Shift from selling commodities to marketing branded products and services that not just differentiate but fetch a premium. These are Tata’s Diktat: Globalize: With economies opening up. and in-turn the overall health 43 . Enhance Performance: Executives must pull their weight. to give them the desired skills. and the best of them must get opportunities across functions and group companies. Tata companies are aiming for global benchmarks to compete. It trains its employees. These are reflected in the thinking of the organization. Leadership: To justify shareholder interest. through a set of carefully designed programs. LEADERSHIP Leadership is defined as “The art or the process of influencing people so that they will strive willingly and enthusiastically towards achievement of the group’s mission”.

Ratan Tata has quietly entered 15 new businesses. every three.R. It was something much more immediate – and arduous.D Tata. He wants to justify shareholder interest and wants Tata companies to be among the top three in their industries. and profits. Ajit Kerkar (Indian Hotels) or Darbari Seth (Tata Chemicals). his priority was not new businesses or even growth. The leadership in Telco has also had a big impact on the company. and herded the rebellious Tata companies into a cohesive group. In 1991. when a shy and reclusive Ratan Tata took over the chairmanship of the group from uncle J. Telco always has had a tradition of great leadership. Over the last the 10 years. His secret weapon: branded products and services. The challenge however wasn’t merely of ousting powerful chieftains like Russi Mody of Tatasteel. into a group that thought and acted like one. exited 11. its businesses and its philosophy in different situations. now crawling all over Bombay House.4 ANALYSIS – 60 Sample size Respondents: . One of its founders Jamshedji Tata has been a hallmark of leadership.of the company. That surge of electricity – not unnoticed by merchant bankers. the group headquarters – is in fact the spark that the group is looking for to rocket itself into a new orbit of growth. Tata now wants to double revenues every four years. 5. controlled powerfully by powerful satraps. It was to turn a loose confederation of companies. and they defined its outlook. perhaps like any company its entrepreneurs had the greatest impact on the company.

Performance be it engine make up. pick up. 85% of respondents i.Owners of Santro Owners of Zen Owners of Indica Owners of 800 Owners of other cars – 14 -. 51 out of 60 respondents gave performance of a car as a factor for making a purchase decision. derivability. A mere 25% of respondents gave style and 30% gave cost as their reasons to buy a car.14 – 14 –9 –9 RESPONDENTS OTHER CAR OWNERS 800 OWNERS ZEN OWNERS INDICA OWNERS SANTRO OWNERS 0 5 10 15 20 25 30 NO. Very few consumers surveyed gave style and cost as their priorities to buy a car. Performance of a car clearly outweighs its style and cost on the consumer’s list of priorities to buy a car.e.25000 and above Rs. This indicates that most of the car owners belong to either upper of upper middle class segment.25000. fuel efficiency in city conditions. OF RESPONDENTS Most of the respondents are in an income bracket of Rs.20001 to Rs. smoothness. is consumer’s first preference in their look out on attributes in making a decisions for buying a car. 45 .

Having owned fewest carts previously. 20 ranked ‘2’. The small car consumers are high search information seekers. most of them using at least 3 sources of seeking the information. 9 ranked ‘3’. . 2 ranked ‘4’ and only one respondent showed null satisfaction. easy derivability in heavy traffic conditions. they had very less information about the cars. Most of the small car consumers are happy with their purchases. small cars taking less space has no parking problems. The main reasons which were quoted for their satisfaction were driving comfort.79’ as an average figure of satisfaction level. ranking from 1 to 5 where ‘1’ was full satisfaction and ‘5’ full dissatisfaction with theirs cars. 26 ranked their satisfaction level as ‘1’. small is cute. The small car owners being mostly the professional class or the upper middle class were very cost conscious and due to their busy life styles preferred low maintenance in their cars. good fuel efficiency. less maintenance. Most of these small car buyers being first time purchasers usually go for friends. They believe that extensive search is necessary to make a good buy. gave ‘1.. good pick-up and a perfect car for a small family. easy parking. automobile magazines or other car owners to get information about the various products and brands in the market to know the most favorable brand or products and later they seek further information from dealers and other sources once they are through their choice process and have decided upon a particular brand or brands to buy. the consumers needed a very good overall performance of cars. Out of a total of 60 respondents. . A probe into respondents’ satisfaction level. Given the city conditions. easy gear shifts and good fuel efficiency.

Mercedes. 5 went for jeep models and 8 consumers luxury cars like BMW. 47 . midsize cars. Ferrari. the highest number of respondents chose small cars. performance. etc. good looks and fuel efficiency. 16 large size cars. The main reason again given for their preference was comfort of driving. that are 20 out of 56 respondents preferred small cars.Again when the consumers were asked about their preference for any other car.

FACTORS IMPORTANT IN A CAR PURCHASE COST 3% 3% 7% 18% 7% STYLE PERFORMANCE PERFORMANCE AND STYLE PERFORMANCE AND COST STYLE AND COST STYLE COST AND PERFOMANCE 12% 50% Out of a total of 60 respondents surveyed. 11 performance and cost. 2 style & cost and performance. 7 performance and style. 2 style & cost . 4 gave style and 4 gave cost as the reasons for purchasing their car . 30 respondents gave performance.

7 3.5 2.4 6.RESPONDENTS’ RANKING OF ATTRIBUTES PREFERENCE RANK 1 2 3 4 5 6 7 140 120 100 80 60 40 20 PREFERENCE POINTS Attributes Performance Cost Low Maintenance After Sales Service Brand Name Safety Credit Facility Preference Rank 1.8 4.4 130 102 106 92 84 72 32 Preference Points 49 .4 3.9 2.

Safety was ranked 4. the lowest preference rank.43. on an average of 60 respondents was ranked ‘1.48’ showing that the consumers sought performance in a car as the first important factor in making a purchase.CREDIT FACILITY PREFERENCE POINTS SAFETY BRAND NAME AFTER SALES SERVICE LOW MAINTENANCE COST PERFORMANCE 0 20 40 60 80 100 120 140 ATTRIBUTES When the consumers were asked to rank the factors. and performance of the car was ranked the highest on the preference scale. they consider to be important in buying a car.4 and 3. ranking the factors from 1 to 7 where ‘1’ is the highest preference rank ‘7’. The car owners as the second most important factors ranking them 2.9 and 2.35 on the preference scale and credit facility stood at the car owners’ lowest preference with a rank of 6. After sales service and brand name were the third and fourth preferences of the respondents with 3.86 as their respective rankings. . Performance.7 respectively considered the cost and low maintenance of a car.

Even as a majority of them went for magazines and other car owners as a source of seeking information. Television as a source of information was used by less number of consumers and a very few of them went to mechanic’s in search of information 51 . a good number of consumers went to dealers for getting the information.SOURCES OF INFORMATION 40 35 30 NUMBER OF RESPONDENTS 25 20 15 TELEVISION MAGAZINE FRIENDS DEALERS MECHANIC OTHER CAR OWNERS 10 5 0 1 SOURCE OF INFORMATION The survey showed that a highest number of consumers sought friends as a source of information.

.INFLUENCING FACTORS IN DECISION MAKING 80 70 60 50 PERCENTAGE OF RESPONDENTS 40 30 20 10 0 1 INFLUENCERS FRIENDS FAMILY MEDIA OTHERS The survey showed that a highest number of consumers influenced by family in decision making .then comes media & other factors . friends other major factor in influencing the consumer’s decision .

they get the product information from the other sources like television. Friends and media also have a good impact on decision-making. Again a good after sales service and low maintenance in a vehicle is a garnish on customer’s delight. style. Jaguar. A very few consumers take a self-purchase decision. Safety and credit facilities are almost ignored factors in purchasing a small car. BMW.5 CONCLUSIONS Consumers of small cars are seeking a very good overall performance in a car than any other attributes. The dream cars of the consumers are high luxury cars like Mercedes S-class. requiring small rooms for parking. Good looks hardly count for the buyers of small cars. Usually consumers get detailed information through friends. Rolls Royce. magazines. hoardings etc. good acceleration. Porsche. the cars with a class apart when it comes to their brands images. Most of the consumers prefer Small cars and mid sized cars for their good mileage. easy derivability. Family wields the highest influencing power in making a purchase decision for an Indian consumer. other car owners and dealers whereas. 53 .5. wealth and attitude of the people owning them. Ferrari. cars which flaunt status. cars which are considered to the best on the globe. Pajero.

293 2.878 3.1761 ESR THE MONTH Domestic Category January January '07 '06 January'05 January '07 Exports January '06 Total January January January January '05 '07 '06 '05 M&HCV LCV UTILITY CARS TOTAL 7.957 23.318 35.664 5.041 5.949 2.693 2.357 2.316 5.606 3.304 3.559 2006-2007 57.308 40.CHAPTER 6 ANNEXURE PRODUCTION Category M&HCV LCV UTILITY CARS TOTAL January '07 7.126 2.037 13.975 13.346 52.664 2.447 2.442 2.319 140.015 23.359 3.207 January'05 5.725 2.396 3.069 16.000 19.365 18.344 2.521 7.040 .954 24.370 7.170 31.614 10.010 7.765 20.428 24.8120 18.284 270 568 147 25 1.204 2.783 2005-2006 2004-2005 44.844 61.325 14.232 24.416 3.475 165.368 20.269 2.351 3.259 January '06 5.684 10.717 8.366 2.613 9.030 302 222 1 275 800 498 336 151 299 1.116 6.944 4.130 3.

610 23.897 20.122 21.133 8.177 49.346 52.378 120.582 132.684 10.308 140.695 171.279 4.800 24.138 139.813 19.259 5.244 TATA MOTORS' FLASH FIGURES FOR JANUARY 2007 PRODUCTION Category M& HCV LCV UTILITY CARS TOTAL January '07 January '06 January '05 10.862 1.748 7.269 63.359 3.584 19.594 462 11.797 LCV 26.FOR THE YEAR Domestic Category 2006-07 2005-06 2004-05 2007-06 Exports 2005-06 2004-05 2006-07 Total 2005-06 2004-05 M&HCV 57.673 19.034 30.892 25.207 2006-2007 81.204 2.501 6.071 247.269 2.380 29.768 41.765 20.775 2.366 2.890 2.362 43.225 CARS TOTAL 61.878 3.980 35.718 5.361 1.955 3.549 59.488 2005-2006 59.428 24.037 FOR THE MONTH 55 .326 45.238 45.368 20.847 38.197 25.982 95.276 131.308 12.660 33.826 171.222 316 1.583 35.892 165.098 1.045 48.687 28.560 UTILITY 19.541 63.717 2004-2005 44.242 19.717 8.755 1.434 5.015 23.

686 4.968 20062007 83.614 10.597 19.325 FOR THE YEAR Domestic Category M& HCV LCV UTILITY CARS TOTAL 20062007 80.664 2.980 139.133 20052006 57.898 24.919 19.589 9.664 19.116 6.034 20.933 23.326 171.520 3.678 355 1.767 43.768 23.852 7.770 20052006 59.550 6.385 2.365 18.045 48.191 7.Domestic Category January '07 January January '05 January '06 '07 Exports Total January '06 January '6 January '05 January '04 January '07 M& HCV LCV UTILITY CARS TOTAL 9.955 3.496 4.656 20052006 2.084 29.800 49.232 24.531 63.041 405 713 194 1.125 20042005 45.258 3.738 26.362 2.378 **8204 248.742 .091 5.606 3.582 231.361 1.614 11.420 31.302 Exports 20042005 43.468 17.693 2.840 1.271 38.157 131.336 2.755 1.086 164.286 25.673 19.615 87.357 2.813 19.467 94.776 20062007 3.949 2.807 3.521 7.447 2.648 348 302 25 299 974 498 336 151 299 **1284 10.142 5.176 61.839 7.808 12.847 Total 20042005 1.671 28.370 7.

of members in family: Monthly household income: 1. Name some cars in the small car segment in India 6.1 QUESTIONNAIRE A survey of consumer perception about small cars Personal details: Name: No. Performance& Cost       57 . Are you satisfied with it? 4. Which car do you own Name Model Colour 3. How much do you spend on maintenance on a monthly basis? 5.6. Do you own (Please Tick?) Car 2 wheeler 2. Rate the following (I to II) attributes according to you preferences while buying a new car Price  Style Performance Performance & Style Performance & Cost Style & Cost Style .

Comment on the following cars as to how can there be any improvements Indica Santro Zen . being the only car which gives best performance  Santro has the most effective AC  Zen has the most jazzy and outgoing colures 9. Comment on the following statements according top the tables given below 1 strongly agree 2.8. Why? 13. Are you planning to buy a car within next? One month Two months 6 months 1 year 11.Agree 3-neither agree nor disagree 4-disagree 5.Strongly disagree  Indica. Rate the following cars as per your perception on the basis of the attributes specified (5 excellent to 1 poor) •Indica •Santro •Zen •Sales and services •Price •Fuel efficiency •Smooth and stable ride •Luxury •Low maintenance •Style •Financing facility •Comfort •Safety 10. Which one? 12.

htm http://www.CHAPTER-7 BIBLIOGRAPHY Reference books: Consumer behaviors.com/tata_engg/articles/index. By John C.marutiudyog.tata.com/tata_engg/media/20020228.com www.com/0_careers/our_people/20020214_suman1.asp http://www.tatainternational.com/tata_engg/index.htm http://www.tata.tata.com/home.htm http://www.htm www.tata.autoweb.hyudaimotorindia.htm http://www. Market research By Tull and Hawkins Internet: http://www.htm http://www.tata.telcoindia.com Magazines: Auto Car 2007 Auto India January 2006-07 59 .html http://www.com www.com/tata_engg/articles/2000106051indica2.com/auto_makers/telco/tata.com/tcs/articles/20011110_auto_engg_service(1).tata. Mowen Macmillan publications.htm http://www.cybersteering.htm http://www.com/0_b_sectors/index.com/automob_products.tata.

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