CHAPTER-I

INTRODUCTION
 INTRODUCTION
sales force management often comes up in discussions between professional supervisors. Many
times, questions such as “How can I boost my sales force management skills?” or “Sales force
management… who has time for it?” are raised. However, rest assured that sales force
management is an essential element in the world of selling, and there are some great ways for
you to gain sales force management acumen without spending tons of time on the process.

Sales Force Management – Make It a Pleasure, Not a Pain!

First, take a hard look at how you approach sales force management. If you assume that all your
sales force management endeavors are going to be painful and time-consuming, they probably
will be! After all, it’s a self-fulfilling prophesy. On the other hand, if you envision sales force
management as a way of becoming a better leader or growing closer to your employees, you
might just be able to put sales force management in a positive light. And your optimism toward
sales force management will be contagious.

Sales Force Management – Lead by Example

One of the secrets to successful sales force management is to always behave the way you want
your employees to ACT . This means no surfing the Internet or using the old, “It’s Friday
afternoon; why bother making prospect calls?” phrase; those actions will not equate to
outstanding sales force management. To be a top-notch supervisor, you need to be someone to
whom your staff can look up. Thus, one of the most important elements of your sales force
management is to be the type of seller you want your colleagues to become.

Sales Force Management – Develop Your Own Style

Of course, there’s no reason why your sales force management should be the same as the sales
force management strategies of the gal or fellow in the office down the hall. Truly, how you
approach sales force management is completely unique and should reflect your personal
interests. For example, if you have a particular way of handling meetings (say, you prefer to hold
them offsite at a local doughnut shop), by all means take your sales force management
techniques and run with them! Never be afraid to be yourself; that’s one of the keys to great sales
force management.
Sales Force Management – Reward Your Employees
Another strategy that the best sales force management leaders employ is honoring their staff
members. Unfortunately, many people who could be great supervisors (and should be practicing
terrific sales force management techniques) forget that saying, “Thank you” or “You did a good
job” sometimes isn’t enough. To become truly savvy at sales force management, you really need
to be big and bold in the way you reward your most talented workers. For instance, a good sales
force management technique is to offer weekly incentives to top sellers. This keeps everyone on
their proverbial “toes”. And you don’t have to break the bank to honor them; offer to allow
someone to leave an hour or two early or, if you can, give a small bonus in that week’s paycheck.
This sales force management strategy can pay off big-time and create some very healthy
competition among sales people.

Sales Force Management – Stay in Touch

Sometimes, sales managers are practically invisible, lending to poor sales force management. If
you’re always on the road or in your office, it’ll be difficult to practice excellent sales force
management. To be an effective sales force management leader, you need to have your fingers on
the pulse of your sales operation, which means getting out there and working with and listening
to employees. Join them for sales calls. Periodically take them to lunch. Ask how people are
doing (and pay attention to the answers!) When you know what’s going on, you’ll be able to
practice sales force management in a way you might never have imagined.

Sales Force Management – Stop Problems Before They Get Out of Hand
Have a problem employee? Don’t let him or her ruin your entire workforce. Sometimes, leaders
turn a “blind eye” to the people who are sapping their organizations of morale. However, if you
want to practice exceptional sales force management, you need to clamp down on anyone who is
creating a negative atmosphere. Is it the easiest part of sales force management? Nope. But it’s
essential to developing yourself; after all, you must show your workers that someone is in charge
(and that someone is you!)

Sales Force Management – Give Staff the Tools for Success!

Too often, people forget that sales force management also means providing employees with the
necessary tools to get the job done right. If you want to practice sales force management, you
need to ensure that your workers are not being thrust into the world without any ways of
succeeding. One of the best sales force management tools you can give them is computer
software such as Prophet. This program works with MS Outlook and can streamline prospecting,
customer service, and reporting processes. (You can find this sales force management tool at
Avidian.com) This way, your employees will be able to prosper… and your company will, too.

Sales Force Management – Do Some Dirty Work

The person who embodies excellent sales force management is the one who rolls his or her
sleeves up and “gets dirty”. This means that you cannot just walk out the door at 5:15 p.m. when
everyone else is scrambling to put together some packages for an impromptu prospect
presentation. To be a leader in sales force management, you need to put down your briefcase and
become a helping hand. If you’re not able to put aside your own sense of, “I’m too good for this
task,” then great sales force management will forever elude you.

Sales Force Management – Let Others Lead

Finally, one of the best ways to practice sales force management is to allow others to be leaders
as well. As a sales force management guru, you should be able to sit back and watch your
employees take on leadership roles without feeling envious or concerned. Too often, many
people who say they support sales force management don’t because they are worried that a
worker might “outshine” them. Don’t think in that way. Instead, help your staff achieve
greatness… if one of them surpasses you, then so be it. But never hold them down; that’s not
good sales force management. Instead, applaud them as they climb the corporate ladder; as a
leader in sales force management, that’s what you are expected to do.
Need for the study
Organization Tata Motors Limited (TML) ,AUTOFIN LIMITED is competitive
environment with relationship management of customer and they are attracting Tata Motors
Limited (TML) ,AUTOFIN LIMITED the customer with some effective sale promotions. But
some organizations need to evaluate the purpose, utility, effectiveness of customer satisfaction.
They are fails to evaluate this customer relationship management. So these study has been
undertaken to assess the customer relationship management in the organization.
Increasing competition, ever growing market, easy availability of the finances and increasing
population of young executives, with huge disposable incomes, over the past few years has
substantially increased the sales in the automobile industry. Also, the competition among the
dealers of the products has increased with each trying to maximize their customer base. This
makes it imperative for the dealers to provide the best of the services and exceed the customer
expectations to achieve customer delight and loyalty.

SCOPE OF THE STUDY:

The scope is confirmed only to examine the “Customer relationship management with reference
to Tata Motors SERVICES” and to find possible remedies to counteract their competition.
The study aims to measure satisfaction level of the dealers regarding Tata Motors industries.
The area within which the study was conducted regarding the information the primary data is
collected in the form of questionnaire collected from the dealers in Ranga reddy district. To sum
up the project had within the scope of the study in the area of “Sales Force Management” of
Tata Motors dealers in Ranga Reddy district for a particular time (2011).
The research measures the experiences of customers. Defines and analyses the experiences based
on key deliverables. Gains insights into Customer expectations.

OBJECTIVES OF THE STUDY

 The broad objective is to study the perception of “SALES FORCE MANAGEMENT WITH
REFERENCE TO Tata Motors Limited (TML) ,AUTOFIN LIMITED”.

 To find out the factors that influences the buy Tata Motors Limited (TML) ,AUTOFIN
LIMITED decision of an Tata Motors Limited (TML) ,AUTOFIN LIMITED
services.

 To identify and study the problems faced by the consumers of Tata Motors Limited
(TML) ,AUTOFIN LIMITED SERVICES.

 To study the satisfaction level of exist Tata Motors Limited (TML) ,AUTOFIN
LIMITED consumer of Tata Motors Limited (TML) ,AUTOFIN LIMITED
SERVICES.

 To assess the role of brand image in the purchase Tata Motors Limited (TML)
,AUTOFIN LIMITED decision of Tata Motors Limited (TML) ,AUTOFIN
LIMITED SERVICES.

RESEARCH OBJECTIVE

 To study about the Tata Motors services.

 To study about the Tata Motors products.

 To know about why the customer like Tata Motors .

 Are they happy with the service?

 To know about what customer needs and what the company is provide Tata Motors.
 To know about how they fulfil the needs of the customers.

 To know about the service.

To study the objectives in detail the follow Tata Motors Limited (TML) ,AUTOFIN
LIMITED research methodology is adopted.

RESEARCH METHAODOLOGY

Research design:

“Research design is the plan, structure. And strategy of investigation conceived

so as to obtain answers to research questions and to control variance”
KERL ICICIER
The research designs are both descriptive and exploratory in nature. The objectives of this
study is to answer the “who, what, when, where and How “of the subject under investigation.

SAMPLE ICICI PLAN AND SIZE FOR CONSUMERS:

Sample Tata Motors Limited (TML) ,AUTOFIN LIMITED plays a vital role in
decide Tata Motors the quality of any project while do Tata Motors this survey it is felt to
conduct the survey for consumers under convenient sample Tata Motors method.
Convenience sample Tata Motors was adopted both for consumers where the sample unites
are chosen primarily on the basis of the convenience of the investigators. The sample size
was determined as 100 consumers

SAMPLE TERRITORY:
 The survey has been conducted and restricted to the city of Hyderabad in ANDRA
PRADESH ‘

SOURCE OF DATA:

Data, which is to be used for the project, has come both from primary sources as well as
secondary sources

PRIMARY DATA SOURCES:

The crux of the report is based on the information collected from the respondents with
the help of questionnaires. The primary source of information have been consumers who
have filled up the questionnaire
Consumer who interviewed separately and the respondents jotted down in the
questionnaire for the purpose.

SECONDARY DATA SOURCES:

Information has also been borrow from both internal sources such as company records
and external sources like journal, magazines and book on market Tata Motors research

DATA COLLECTION METHOD:

The survey method was employed for primary data collection. The medium of
date collection was through personal interviews. Where the respondents were questioned in
face-to-face meet Tata Motors the consumers were met either in their homes (or) place of
work. Some of respondents were questioned through telephones,

TOOLS FOR DATA COLLECTION

 The data was collected through structured questionnaire. Questions can be
categorized into multi-choice and open-ended questions. Questionnaires were designed for
consumers. Care was taken to ensure that the questions framed were compatible with
research objectives.

Firstly, by take Tata Motors the sample questionnaires, a pilot survey have been
conducted among the various sections of the people. Word Tata Motors and sequence Tata
Motors of questions, choice of respondents, information sought and instruments clarity as a
whole, were tested. After take Tata Motors the exactness and correctness the final version of
the questionnaire has been drafted and was taken up for field survey purposes.

STASTICAL TOOLS:

In the context of the present study, the follow Tata Motors statistical tools have been
used:

FREQUENCY DISTRIBUTION TABLE:

A frequency distribution refers to data classified on the basis of some variable,

which can be measured such as age, income etc.

PERCENTAGES:

Percentages are used to describe relationships, since they reduce every the Tata
Motors to a common base and there by allow mean Tata Motors full comparisons to be
made.

PIE DIAGRAM/BAR DIAGRAM:

 There are pictorial representations of statistical data with several subdivisions in a
circular from and column from respectively.

METHOD OF WEIGHTED AVERAGE FOR RANKS:

This method is used to complete the weighted averages for the rank to determine
which factor is the most preferred one. The ranks are taken as the variable and the numbers
of people are the weights for each rank. From the weighted averages the most preferred
factor is chosen as the one with the minimum average. The next average selects the rank and
the procedure continues for other ranks also.

LIMITATIONS

 Time is an important constraint. The whole study was conducted in a period of 45 days.

 The Study is Restricted to a limited region i.e., the twin cities of Hyderabad and
Secunderabad. So, the inferences made by this study are not applicable to the entire
market.

 The data collection from the respondents is qualitative in nature i.e., views, opinions, etc.,
so it is not a convenient data for the study for a longer duration.

 The Respondents were very apprehensive while taking the telephone number and address.

 I consulted only public, customers of TATA only. I collected only 100 samples.
 CHAPTER-II

INDUSTRY PROFILE
&
COMPANY PROFILE
Automobile industry in India

The automobile industry in India is the ninth largest in the world with an annual production of
over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth largest exporter of
automobiles, behind Japan, South Korea and Thailand.

Following economic liberalization in India in 1991, the Indian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions.
Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and
Mahindra, expanded their domestic and international operations. India's robust economic growth
led to the further expansion of its domestic automobile market which attracted significant India-
specific investment by multinational automobile manufacturers. In February 2009, monthly sales
of passenger cars in India exceeded 100,000 units.

bryonic automotive industry emerged in India in the 1940s. Following the independence, in
1947, the Government of India and the private sector launched efforts to create an automotive
component manufacturing industry to supply to the automobile industry. However, the growth
was relatively slow in the 1950s and 1960s due to nationalization and the license raj which
hampered the Indian private sector. After 1970, the automotive industry started to grow, but the
growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major
luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment
of Maruti Udyog. A number of foreign firms initiated joint ventures with Indian companies.

In the 1980s, a number of Japanese manufacturers launched joint-ventures for building

motorcycles and light commercial-vehicles. It was at this time that the Indian government chose
Suzuki for its joint-venture to manufacture small cars. Following the economic liberalization in
1991 and the gradual weakening of the license raj, a number of Indian and multi-national car
companies launched operations. Since then, automotive component and automobile
manufacturing growth has accelerated to meet domestic and export demands.
History

Germany

The petrol engined automobile was invented in Germany by Karl Benz. Furthermore, the four-
stroke internal combustion engine used in most automobiles worldwide today was invented by
Nikolaus Otto in Germany. In addition, the diesel engine was also invented by German Rudolf
Diesel.

Germany is famous for the high-performance and high-quality sports cars made by Porsche, and
the cars of Mercedes, Audi and BMW are famous for their quality and technological innovation.
Daimler-Benz's predecessor Daimler-Motoren-Gesellschaft was the industry's oldest firm,
Daimler-Benz company dates from 1926. In 1998, it bought the American automobile
manufacturer Chrysler, then sold out in 2007 at a heavy loss, as it never managed to bring the
division to long term profitability.

In the popular market, Opel and Volkswagen are most well known. Opel was a bicycle company
that started making cars in 1898; General Motors bought it out in 1929, but the Nazi government
took control, and GM wrote off its entire investment. In 1948, GM returned and restored the
Opel brand. Volkswagen is dominant in the popular market; it purchased Audi in 1964, which
eventually lead to the formation of today's Volkswagen Group. Volkswagen's most famous car
was the small, beetle-shaped economical "people's car", with a rear-mounted, air-cooled engine.
It was designed in the 1930s by Ferdinand Porsche upon orders from Adolf Hitler, who was
himself a car enthusiast. However, production models only appeared after the war; until then,
only rich Germans had automobiles. By 1950, Volkswagen was the largest German automobile
producer. Today, the Group is one of the three biggest automotive companies in the world, and
the largest in Europe; and is now part-owned by Porsche Automobil Holding SE. In the
meantime, ten different car manufacturers belong to the multicorporate enterprise: Porsche AG,
Volkswagen, Audi AG, Bugatti Automobiles SAS, Automobili Lamborghini S.p.A., Bentley
Motors Limited, Škoda Auto, SEAT, S.A., along with truck makers MAN AG and Scania AB.

Germany is famous for its upscale saloons. They feature advanced suspension systems that
provide both a soft ride, and good handling characteristics. Many manufacturers limit their
automobiles electronically to driving speeds of 250 kilometres per hour (155 mph) for safety
reasons. For factory-tuned models like Mercedes-AMG from Mercedes Benz, Audi RS from
quattro GmbH, and BMW M from BMW M GmbH, for an additional payment, it is possible to
derestrict their top speed, so that the fastest models easily reach more than 300 kilometres per
hour (186 mph).

India

India holds the best potential to become a hub for manufacturing cars and will be the largest
manufacturer of cars as stated by visionaries like Jeremy Clarkson. Some statistical data revealed
that this could show a growth in Indian economy by 46.5%. An embryonic automotive industry
started in India in the 1940s. However, for the next 50 years, the growth of the industry was
hobbled by the Socialist policies and the bureaucratic hurdles of the license raj. Following
economic liberalisation in India from 1991, and the gradual easing of restrictions on industry,
India has seen a dynamic 17% annual growth in automobile production and 30% annual growth
in exports of automotive components and automobiles. India produces around 2 million
automobiles currently. The Largest automotive companies in India are Maruti Suzuki, Hyundai
Motor India, Tata Motors and Mahindra & Mahindra. Total turnover of the Indian automobile
industry is expected to grow from USD 34 Billion in 2006 to USD 122 Billion in 2016. Tata
Motors has just launched Tata Nano, the cheapest car in the world at USD 2200. Foreign auto
companies with assembly plants in India include, General Motors, Ford, Hyundai, Honda,
Suzuki, Nissan, Toyota, Volkswagen, Audi, Škoda, BMW, Fiat and Mercedes Benz. Recently
India has overtaken China in global auto exports of compact car this year . Suzuki Motor Corp,
Hyundai Motor Co, and Nissan Motor Co are making India their manufacturing hub for small
cars.

Japan

Japan, with its large population squeezed into very high density cities with good public transit,
has limited roadways that carry very heavy traffic. Hence, most automobiles are small in terms of
size and weight. From a humble beginning, Japan is now the largest auto manufacturing country
in the world. Nissan began making trucks in 1914, and sold cars under the Datsun brand until it
switched to Nissan in the 1980s. It opened its first U.S. plant in Tennessee in the early 1980s, and
a U.K. plant in 1986. In the North American markets, its luxury models carry the brand Infiniti.
Honda, which began with motorcycles, emerged after World War II. In the North American
markets, its luxury vehicles are sold under the Acura brand. Mazda was the only successful auto
company to incorperate the unique rotary engine starting with the RX series, later the company
was partly bought by Ford during which time vehicles such as the mx series, 323, 626, 929, as
well as the B series trucks were joint built with Ford, it wasn't until late '99 Mazda had bought
back its sold shares from Ford, current models such as the Mazda 3 have little to none ties with
Ford. Toyota began making cars in the 1936s, and is now the world's largest producer. The
Toyota Corolla is the world's best selling nameplate. Its luxury models carry the Lexus brand.
Toyota is famous for its innovative, quality-conscious management style, and its hybrid gas-
electric vehicles, especially the Prius, which was launched in 1997. In the early days of 2010
Toyota was held accountable for many safety failures that had become a new calling card for the
brand. This culminated in a visit of the operating boss to speak before congress. Other major
companies include Subaru, Mitsubishi, Mazda, Daihatsu, Suzuki, and Isuzu. Japan's production
of cars increased from 3.179 million to 7.038 million between 1970 and 1980, while demand for
larger American cars was disastrously falling. Japanese cars are often credited with superior
reliability and dependability, efficiency, and advanced technology.

FURTHER DEVELOPMENTS:

Most of the developments during the early phase concentrated on three and four-wheeled
design since it was complex enough to get the machines running with out having to worry about
them falling over. The next notable two-wheeler though was the Hildebrand & Wolf Mueller,
patented in Munich in 1894. In 1895, the French firm of DeDion-button built and engine that
was to make the mass production and common use of motorcycle possible. The first motorcycle
with electric start and a fully modem electrical system; the Hence special from the Indian
Motorcycle Company astounded the industry in 1931. Before World War 1, IMC was the largest
motorcycle manufacturer in the world producing over 20000 bikes per year.
INCREASING POPULARITY:

The popularity of the vehicle grew especially after 1910, in 1916; the Indian motorcycle
company introduced the model H racer, and placed it on sale. During World War 1, all branches
of the armed forces in Europe used motorcycles principally for dispatching. After the war, it
enjoyed a sport vogue until the Great Depression began in motorcycles lasted into the late 20 th
century; weight the vehicle being used for high-speed touring and sport competitions. The more
sophisticated of a 125cc model. Since then, an increasing number of powerful bikes have blazed
the roads.

Indian automobile companies

Notable Indian automobile manufacturers

 Ashok Leyland

 Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster, Sailster.

 Force Motors

 Hindustan Motors: Ambassador.

 Mahindra: Major, Xylo, Scorpio.

 Maruti Suzuki: 800, Alto, WagonR, Estilo, AStar, Ritz, Swift, Swift DZire, SX4, Omni,
Versa, Gypsy

 Premier: Sigma, Roadster, RiO.

 San Motors: Storm

 TATA Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria

Electric car companies in India

  Ajanta Group

 Mahindra

 Hero Electric REVA

 Tara International

 TOYOTA Motors

Notable Multi-national automobile manufacturers

Locally manufactured Automobiles of Multi-national Companies

 Audi: A4, A6.

 BMW: 3 Series, 5 Series.

 Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.

 Fiat: Palio, Grande Punto, Linea.

 Ford: Ikon, Fiesta, Fusion, Endeavour, Figo

 Honda: Jazz, City, Civic, Accord.

 Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai , Sonata.

 Mercedes-Benz: C-Class, E-Class

 Mitsubishi: Lancer, Lancer Cedia.

 Nissan: Micra

 Renault: Logan
  Škoda: Fabia, Octavia, Laura.

 Toyota: Corolla, Innova, Fortuner

 Volkswagen: Jetta, Passat, Polo.

Cars sold in India as CBU (Completely Built Units)

 Audi: A8, TT, R8, Q5, Q7.

 Bentley: Arnage, Azure, Brooklands, Continental GT, Continental Flying Spur,

Mulsanne.

 BMW: 6 Series, 7 Series, X3, X5, X6, M3, M5, M6 and Z4.

 Chevrolet: Captiva

 Fiat: Nuova 500.

 Honda: Civic Hybrid, CR-V.

 Hyundai: Santa Fe.

 Jaguar: XF, XJ, XK.

 Lamborghini: Gallardo, Murciélago.

 Land Rover: Range Rover, Range Rover Sport, Discovery 4, Freelander 2.

 Maybach: 57 and 62.

 Mercedes-Benz: CL-Class, CLS-Class, S-Class, SL-Class, SLK-Class, M-Class, Viano.

 Mitsubishi: Pajero, Montero, Outlander.

 Nissan: Teana, X-Trail, 307Z.

 Porsche: 911, Boxter, Panamera, Cayman, Cayenne.

 Rolls Royce: Ghost, Phantom, Phantom Coupé, Phantom Drophead Coupé.

 Škoda: Superb.

 Suzuki: Grand Vitara.

 Toyota: Camry, Land Cruiser, Land Cruiser Prado, Prius.

 Volkswagen: Beetle, Touareg.

 Volvo: S80, XC90.

COMPANY PROFILE
 COMPANY PROFILE

Tata Motors Limited is India's largest automobile company, with revenues of Rs. 32,426
crores (USD 7.2 billion) in 2006-07. It is the leader by far in commercial vehicles in each
segment, and the second largest in the passenger vehicles market with winning products in the
compact, midsize car and utility vehicle segments. The company is the world's fifth largest
medium and heavy commercial vehicle manufacturer, and the world's second largest medium and
heavy bus manufacturer.
 The company's 22,000 employees are guided by the vision to be "best in the manner in
which we operate, best in the products we deliver, and best in our value system and ethics." Tata
Motors helps its employees realise their potential through innovative HR practices. The
company's goal is to empower and provide employees with dynamic career paths in congruence
with corporate objectives. All-round potential development and performance improvement is
ensured by regular in-house and external training. The company has won several awards
recognising its training programmes.
Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of
India. Over 4 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The
company's manufacturing base is spread across India - Jamshedpur (Jharkhand) in the east, Pune
(Maharashtra) in the west, and in the north in Lucknow (Uttar Pradesh) and Pantnagar
(Uttarakhand). A new plant is being set up in Singur (close to Kolkata in West Bengal) to
manufacture the company's small car. The nation-wide dealership, sales, services and spare parts
network comprises over 2,000 touch points. The company also has a strong auto finance
operation, TML Financial Services Limited, supporting customers to purchase Tata Motors
vehicles.
Tata Motors, the first company from India's engineering sector to be listed in the New
York Stock Exchange (September 2004), has also emerged as an international automobile
company. In 2004, it acquired the Daewoo Commercial Vehicles Company, Korea's second
largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched
several new products in the Korean market, while also exporting these products to several
international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea
are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a
reputed Spanish bus and coach manufacturer, with an option to acquire the remaining stake as
well. Hispano's presence is being expanded in other markets. In 2006, it formed a joint venture
with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to
manufacture fully-built buses and coaches for India and select international markets. Tata Motors
also entered into a joint venture in 2006 with Thonburi Automotive Assembly Plant Company of
Thailand to manufacture and market the company's pickup vehicles in Thailand. In 2006, Tata
Motors and Fiat Auto formed an industrial joint venture at Ranjangaon (near Pune in
Maharashtra, India) to produce both Fiat and Tata cars and Fiat powertrains for the Indian and
overseas markets; Tata Motors already distributes and markets Fiat branded cars in India. In
2007, Tata Motors and Fiat Auto entered into an agreement for a Tata license to build a pick-up
vehicle bearing the Fiat nameplate at Fiat Group Automobiles' Plant at Córdoba, Argentina. The
pick-up will be sold in South and Central America and select European markets.
These linkages will further extend Tata Motors' international footprint, established
through exports since 1961. While currently about 18% of its revenues are from international
business, the company's objective is to expand its international business, both through organic
and inorganic growth routes. The company's commercial and passenger vehicles are already
being marketed in several countries in Europe, Africa, the Middle East, Australia, South East
Asia and South Asia. It has assembly operations in Malaysia, Kenya, Bangladesh, Ukraine,
Russia and Senegal.
The foundation of the company’s growth is a deep understanding of economic stimuli and
customer needs, and the ability to translate them into customer-desired offerings through leading
edge R&D. The R&D establishment includes a team of 1400 scientists and engineers. The
company's Engineering Research Centre was established in 1966, and has facilities in Pune,
Jamshedpur and Lucknow. The ERC has enabled pioneering technologies and products. It was
Tata Motors, which developed the first indigenously developed Light Commercial Vehicle,
India's first Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous
passenger car. Within two years of launch, Tata Indica became India's largest selling car in its
segment. The ERC in Pune, among whose facilities are India's only certified crash-test facility
and hemi-anechoic chamber for testing of noise and vibration, has received several awards from
the Government of India. Some of the more prominent amongst them are the National Award for
Research and Development Efforts in Industry in the Mechanical Engineering Industries sector
in 1999, the National Award for Successful Commercialization of Indigenous Technology by an
Industrial Concern in 2000, and the CSIR Diamond Jubilee Technology Award in 2004.
The company set up the Tata Motors European Technical Centre (TMETC) in 2005 in the
UK. TMETC is engaged in design engineering and development of products, supporting Tata
Motors' skill sets. Tata Daewoo Commercial Vehicle Company and Hispano Carrocera also have
R&D establishments at Gunsan in South Korea and Zaragoza in Spain.
The pace of new product development has quickened through an organization-wide
structured New Product Introduction (NPI) process. The process with its formal structure for
introducing new vehicles in the market, brings in greater discipline in project execution. The NPI
process helped Tata Motors create a new segment, in 2005, by launching the Tata Ace, India’s
first indigenously developed mini-truck. The years to come will see the introduction of several
other innovative vehicles, all rooted in emerging customer needs. Besides product development,
R&D is also focusing on environment-friendly technologies in emissions and alternative fuels.
Through its subsidiaries, the company is engaged in engineering and automotive
solutions, construction equipment manufacturing, automotive vehicle components manufacturing
and supply chain activities, machine tools and factory automation solutions, high-precision
tooling and plastic and electronic components for automotive and computer applications, and
automotive retailing and service operations.
True to the tradition of the Tata Group, Tata Motors is committed in letter and spirit to
Corporate Social Responsibility. It is a signatory to the United Nations Global Compact, and is
engaged in community and social initiatives on labour and environment standards in compliance
with the principles of the Global Compact. In accordance with this, it plays an active role in
community development, serving rural communities adjacent to its manufacturing locations.

With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.

ABOUT US
Powered by a pioneering spirit and a chain of constant innovations for over 50 years, Tata
Motors Limited (TML) has redefined the art of building motor vehicles. Today, Tata Motors
Limited is the sixth largest medium and heavy commercial vehicle manufacturer in the world,
with a significant presence in Asia, Europe, Africa and Latin America.
World-class auto components are the backbone of all world-class vehicles. Keeping this in
mind, Tata Motors Limited has collaborated with major players in the Auto Industry. The Joint
Venture with Cummins, associations with companies like Johnson Controls, Toyo Radiators,
Chuo Springs, Ficosa, Yazaki, Yutaka-Giken, Sungwoo Hitech, Owens Coring, Knorr-Bremse,
Farurecia and Menzolit Fibron, reaffirm Tata Motors commitment to delivering higher
productivity and profitability to the transportationindustry.

Tata Motors Limited marked its emergence as a strong multi-national player with the
acquisition of the Daewoo Commercial Vehicles Plant in March 2004. The robotized factory at
Gunsan in South Korea, bus-body manufacturing plants in Ukraine and South Africa and
assembly plants in Bangladesh and Malaysia, are testimony to the strong presence of Tata Motors
Limited across the world.

The Company also gained enhanced credibility as a global powerhouse when the
Government of Senegal approached Tata Motors Limited for technological assistance in setting
up a bus-body plant at Thies.

Right from the earliest trucks that helped move goods around the country, to chassis for
buses that virtually form the backbone of the Indian public transport system today, Tata vehicles
have, quite literally, moved the nation ahead. Tata Motors is India's only fully integrated
automobile manufacturer with a portfolio that covers trucks, buses, utility vehicles and passenger
cars. With over 3 million
Green Matters:
Tata Motors, a Company that cares about the future... True to the tradition of the Tata
Group, Tata Motors is committed in letter and spirit to Corporate Social Responsibility. It is a
signatory to the United Nations Global Compact, and is engaged in community and social
initiatives on labour and environment standards in compliance with the principles of the Global
Compact. In accordance with this, it plays an active role in community development, serving
rural communities around its manufacturing locations.

Tata Motors believes in technology for tomorrow. Our products stand testimony to this.
Our annual expenditure on R&D is approximately 2% of our turnover. We have also set up two
in-house Engineering Research Centers that house India's only Certified Crash Test Facility. We
ensure that our products are environmentally sound in a variety of ways. These include reducing
hazardous materials in vehicle components, developing extended life lubricants, fluids and using
ozone-friendly refrigerants. Tata Motors has been making conscious effort in the implementation
of several environmentally sensitive technologies in manufacturing processes. The Company
uses some of the world's most advanced equipment for emission check and control.
 Tata Motors concern is manifested by a dual approach -
1) Reduction of environmental pollution and regular pollution control drives
2) Restoration of ecological balance.

Our endeavors towards environment protection are soil and water conservation
programmers and extensive tree plantation drives. Tata Motors is committed to restoring and
preserving environmental balance, by reducing waste and pollutants, conserving resources and
recycling materials.

Reducing Pollution:
Tata Motors has been at the forefront of the Indian automobile industry's anti-pollution
efforts by introducing cleaner engines. It is the first Indian Company to introduce vehicles with
Euro norms well ahead of the mandated dates. Tata Motors’ joint venture with Cummins Engine
Company, USA, in 1992, was a pioneering effort to introduce emission control technology for
India. Over the years, Tata Motors has also made investments in setting up of an advanced
emission-testing laboratory.

With the intention of protecting the environment, Tata Motors has upgraded the
performance of its entire range of four and six cylinder engines to meet international emission
standards. This has been accomplished with the help of world-renowned engine consultants like
Ricardo and AVL. These engines are used in Tata Motors vehicles in the Indian market, as well
as in over 70 export markets.

Tata Motors is constantly working towards developing alternative fuel engine

technologies. It has manufactured CNG version of buses and followed it up with a CNG version
of its passenger car, the Indica.

RestoringEcologicalBalance:
Tata Motors has set up effluent treatment facilities in its plants, to avoid release of
polluted water into the ecosystem. In Pune, the treated water is conserved in lakes attracting
various species of birds from around the world thus turning the space into a green belt.
 Tree plantation programmers involving villagers and Tata Motors employees; have
turned acres of barren village green. Tata Motors has planted as many as 80,000 trees in the
works and the township and more than 2.4 million trees have been planted in Jamshedpur region.
Over half a million trees have been planted in the Poona region. Tata Motors has directed all its
suppliers to package their products in alternate material instead of wood.

End of Life Vehicle Treatment and Recycling:

India is a recycling society with many people making value out the recovery of waste
materials discarded from products at the end of their useful life.

However, Europe, and some other export markets, have recognized that they have
become a 'throwaway' society in recent decades, and are now introducing waste prevention
regimes in different industry sectors to collect and recycle valuable resource rather than it ending
up in landfill.

In the Automotive sector, the European End of Life Vehicle (ELV) Directive, points
responsibility for this issue to vehicle manufacturers, and the scrap car recovery industry. Similar
regulations are being introduced in Japan and Korea.

Naturally, Tata Motors has already met the 'producer responsibility' aspects of the ELV
Directive, such as compliance to Heavy metals and other hazardous substance restrictions. Also,
material code marking of plastic parts has been introduced to aid achievement of demanding
European recycling targets.

Central to this European regulation is for manufacturers to provide free take-back

networks for environmentally sound treatment of Elves. Last owner contacts for access to Tata
Motors subscribed take-back schemes can be found.

Only specially authorized vehicle dismantler and shredder operators are allowed to
treat ELVs in Europe, and they have access to Tata Motors ELV treatment information by
registering on:
COMMUNITYDEVELOPMENT:
The Company's Community Service Division works through various societies to
improve the conditions of neighbouring villages - encouraging economic independence through
self-initiated cottage industries and contributing to community and social forestry, road
construction, rural health, education, water supply and family planning.
Tata Motors has been making numerous well-planned efforts in the area of rural
development, with specific focus on the following:

Health & Sanitation:

Mobile health service staff provides preventive and curative health services under the
"Health for All" programme. They train village health workers in conducting the same. Safe
drinking water facilities are provided to ensure health of the villagers.

Employment Generation

Tata Motors encourages self-sufficiency with the aim to improving the confidence,
morale and lives of its employees and their dependents. The Company has worked on some
novel ideas around its townships. Employees' relatives at Pune have been encouraged to form
various industrial co-operatives engaged in activities such as re-cycling of scrap wood into crates
and furniture, welding, steel scrap baling, battery cable assembly etc. The Tata Motors Grihini
Social Welfare Society caters to employees' women dependents'. The women folk make a variety
of products, ranging from pickles and uniforms to electrical cable harnesses etc.

Community Centers:
These centers are situated in various parts of Jamshedpur, Pune and some of their
neighboring towns. The centers regularly organize various programmers & neighboring
populations are encouraged to participate in these activities.

Some of our Services:

 Comprehensive AC repairs conducted using modern AC charging machines.

 Comprehensive accidental repairs done by experts in Body and Paint shop Technology
  Value Added Services - Car Care Treatments, Anti Rust Applications, 18 + 18 / 18 + 30
extended Warranty benefits, fuel additives, engine decarburizing, etc.

 Service Packages - Gold club member ship, Annual Maintenance contract, Annual
Scheduled Service contract, Vehicle Health checkup plan, etc.

Availability of “Value for Money” Reconditioned aggregates like engines, power steering, AC
compressors (Reconditioned by OEMs)

 workshops

 Qualified and trained Technicians, Service Advisors and Customer Relationships

Officers.

 Use of special tools and quality parameters for repairs.

 Best in industry labour charges.

 24 hours helpline and a breakdown help line vehicle

 100% assurance of usage of genuine Tata Motors spare parts.

 Usage of specially blended lubricants and long lasting paints

 1 year warranty on workmanship on all kinds of repairs

Dear Customer

As a valued Tata Motors' Customer, you are entitled to get following support from this
workshop:

» Quality servicing / repairs of your car!

 Free repair of the complaint that reappears within 3000 kms or 1 month (whichever is
earlier) after being attended at this set-up.
» Quality washing of your car!

 If you are not satisfied with the washing quality of your car, we will clean it again to your
satisfaction!

» On-time delivery!

 If you do not get your car back on the promised day*; we will waive off 10% on the
labour bill of your car!

*In case of increase in job content / parts not available. Service Advisor will intimate you
the revised delivery date & time in advance

» Follow-up call after service!

 This workshop wills contact you on the 4th day after the delivery of the vehicle, to ensure
your satisfaction with the service. Hence, we request you to provide us your latest phone
number.

RECOMMENDED PRODUCT

If you do not get the above services, please let us know through the "Customer's
Voice" form kept near the drop box. It has been our objective and our Endeavour to introduce
high quality lubricants and coolants time and again for the benefit of esteemed customers like
you. These quality lubricants are of superior quality and are rigorously tested at our Engineering
Research Centre, Pune. Use of the same in your vehicles ensures superior engine and other
aggregate performance and enhances its life.

We have tied up with M/s Castrol India Ltd, M/s Hindustan Petroleum Ltd, M/s
Exxon Mobil Lubricants Pvt Ltd & M/s SCCI India Pvt Ltd for supply of these lubricants and
Coolants in the Dealer / Tata Authorized Service Centre workshops.

Our Partners in this Endeavour

 ORGANIZATION PROFILE
Brief History of “AUTO FIN LIMITED” HYDERABAD
The AUTOFIN LIMITED was established in November, 05, 2005. They are the
authorized Dealers for all kinds of TATA Cars in the territory of Andhra Pradesh. The chairman
of AUTOFIN LIMITED is Gautham Jain, Managing Director is Varun Jain. They have 3 sales
outlets and 1 workshop in twin cities. The shorooms are located in prime localities at:
 Medical Highway, Bowenpally, Secunderabad.
 Salem nagar colony, Malakpet, Hyderabad.
 Opp:Paradise Hotel, Paradise, Secunderabad.

The AUTOFIN LIMITED is Having 18,000 Sft workshop of high standards is located in
Bowen Pally. It is not only one of the largest in India, but also one of the most well equipped
and modern workshops. Manned with a team of technicians with vast knowledge &
experience, most of them are trained at TATA plant. All vehicles are repaired & subsequently
pass through internal quality check for workmanship. They are assured of genuine spares and
timely deliveries. And one work shop is located at
 Medical highway, Bowenpally, secunderabad.
The average fiscal sales for the year 2006-07 were approximately 4000 vehicles and
turnover of around 120 crores. They received the following Awards for Excellence.
 Rated as the best decorated show room for 3 times
 No. 1 in sales in South India.

Auto fin limited is today among the top 10 TATA dealers in customer satisfaction and service.
HISTORY
It has been a long and accelerated journey for Tata Motors, India's leading automobile
manufacturer. Some significant milestones in the company's journey towards excellence and
leadership.
1945 to 1950

 Tata Engineering and Locomotive Co. Ltd. was established to manufacture

locomotives and other engineering products.

 Steam road roller introduced in collaboration with Marshall Sons (UK).

1951 to 1960

 Collaboration with Daimler Benz AG, West Germany, for manufacture of medium
commercial vehicles. The first vehicle rolled out within 6 months of the contract.

 Research and Development Centre set up at Jamshedpur.

1961 to 1970

 Exports begin with the first truck being shipped to Ceylon, now Sri Lanka.

 Setting up of the Engineering Research Centre at Pune to provide impetus to

automobile Research and Development.

1971 to 1980

 Introduction of DI engines.

 First commercial vehicle manufactured in Pune.

1981 to 1990

 Manufacture of Heavy Commercial Vehicle commences.

  First hydraulic excavator produced with Hitachi collaboration.

 Production of first light commercial vehicle, Tata 407, indigenously designed,

followed by Tata 608. .

1991 to 2000

 Launch of the 1st indigenous passenger car Tata Sierra.

 TAC 20 crane produced.

 One millionth vehicle rolled out.

 Launch of the Tata Estate.

 Joint venture agreement signed with Cummins Engine Co. Inc. for the manufacture of
high horsepower and emission friendly diesel engines.

 Launch of Tata Sumo - the multi utility vehicle.

 Launch of LPT 709 - a full forward control, light commercial vehicle.

 Joint venture agreement signed with M/s Daimler - Benz /Mercedes - Benz for
manufacture of Mercedes Benz passenger cars in India.

 Joint venture agreement signed with Tata Holset Ltd., UK for manufacturing
turbochargers to be used on Cummins engines.

 Mercedes Benz car E220 launched.

 Tata Sumo deluxe launched.

 Tata Sierra Turbo launched.

  100,000th Tata Sumo rolled out.

 Tata Safari - India's first sports utility vehicle launched.

 2 millionth vehicles rolled out.

 Indica, India's first fully indigenous passenger car launched.

 115,000 bookings for Indica registered against full payment within a week.

 Commercial production of Indica commences in full swing.

 First consignment of 160 Indicas shipped to Malta.

 Indica with Bharat Stage 2 (Euro II) compliant diesel engine launched.

 Utility vehicles with Bharat 2 (Euro II) compliant engine launched.

 Indica 2000 (Euro II) with multi point fuel injection petrol engine launched. .

2001 to 2004

 Indica V2 launched - 2nd generation Indica.

 100,000th Indica wheeled out.

 Launch of CNG Indica.

 Launch of the Tata Safari EX

 Indica V2 becomes India's number one car in its segment.

 Exits joint venture with Daimler Chrysler.

 Unveiling of the Tata Sedan at Auto Expo 2002.

 Petrol version of Indica V2 launched.

 Launch of the EX series in Commercial vehicles.

 Launch of the Tata 207 DI.

 2,00,000th Indica rolled out.

 5,00,000th passenger vehicle rolled out.

 Launch of the Tata Sumo'+' Series

 Launch of the Tata Indigo.

 Tata Engineering signed a product agreement with MG Rover of the UK.

 Launch of the Tata Safari Limited Edition.

 The Tata Indigo Station Wagon unveiled at the Geneva Motor Show.

 On 29th July, J. R. D. Tata's birth anniversary, Tata Engineering becomes Tata Motors
Limited.

 3 millionth vehicle produced.

 First City Rover rolled out

 135 PS Tata Safari EXi Petrol launched

 Tata SFC 407 EX Turbo launched

 Tata Motors unveils new product range at Auto Expo '04.

 New Tata Indica V2 launched

 Tata Motors and Daewoo Commercial Vehicle Co. Ltd. sign investment agreement
  Indigo Advent unveiled at Geneva Motor Show

 Tata Motors completes acquisition of Daewoo Commercial Vehicle Company

 Tata LPT 909 EX launched

 Tata Daewoo Commercial Vehicle Co. Ltd. (TDCV) launches the heavy duty truck
'NOVUS' , in Korea

 Sumo Victa launched

 Indigo Marina launched

 Tata Motors lists on the NYSE

2005

 Tata Motors rolls out its 500,000th Passenger Vehicle

 The Tata Xover unveiled at the 75th Geneva Motor Show

 Branded buses and coaches - Starbus and Globus - launched

 Tata Motors acquires 21% stake in Hispano Carrocera SA, Spanish bus manufacturing
Company

 Tata Ace, India's first mini truck launched

 Tata Motors wins JRD QV award for business excellence.

 The power packed Safari Dicor is launched

 Introduction of Indigo SX series - luxury variant of Tata Indigo

 Tata Motors launches Indica V2 Turbo Diesel.

  One millionth passenger car produced and sold

 Inauguration of new factory at Jamshedpur for Novus

 Tata TL 4X4, India's first Sports Utility Truck (SUT) is launched Launch of Tata Novus

 Launch of Novus range of medium trucks in Korea, by Tata

 Daewoo Commercial

 Vehicle Co. (TDCV)

2006

 Tata Motors unveils new long wheel base premium Indigo & X-over concept at Auto
Expo 2006

 Indica V2 Xeta launched

 Passenger Vehicle sales in India cross one-million mark

 Tata Motors and Marco polo, Brazil, announce joint venture to manufacture fully built
buses & coaches for India & markets abroad

 Tata Motors first plant for small car to come up in West Bengal

 Tata Motors extends CNG options on its hatchback and estate range

 TDCV develops South Korea's first LNG-Powered Tractor- Trailer

 Tata Motors and Fiat Group announce three additional cooperation agreements

 Tata Motors introduces a new Indigo range

2007
 Tata Motors launches the long wheel base Indigo XL, India's first stretch limousine
  Tata Motors' integrated Customer Relationship Management (CRM)- Dealer
Management System (DMS) initiative crosses the significant milestone of covering
1000 locations in India and abroad.

 Tata Motors introduces Magic & Winger - creates new segments in urban and rural
passenger transportation.

FEATURES
Mission, vision and values
Tata Motors constantly looks for ways to offer the customer the best value for money.
Beginning with a single truck model way back in the 1950s, today we have over 150 models and
variants of vehicles, designed to transport goods and passengers. Our commercial vehicles can
haul loads ranging from 2 tonnes to 40 tonnes. Likewise we have mini buses that can seat 12
people and buses that can accommodate as many as 60. Tippers, Tractor-trailers, 4x4 off road
vehicles, multi-utility vehicles-our range are vast.

A significant breakthrough has been the development and commercialization of the truly
Indian cars- Tata Indica and Tata Indigo.

Our vehicles are capable of meeting stringent Euro norms. And we have been able to do
so by using technology, which is environmentally sustainable.

Browse through our product range below to know more about our International market models.

Previous news& achievements

2011
 Tata Motors unveils Assembly Plant in South Africa

 Jaguar Land Rover inaugurates new vehicle assembly plant in Pune India

 Jaguar celebrates 50 years of iconic E-Type

 Jaguar c-x75 scoops Louis Vuitton award in Paris

 Tata Pixel, new city car concept for Europe, displayed at the 81st Geneva Motor Show

 Range Rover Evoque wins Car Design of The Year

 Tata Motors introduces the new Tata Indica eV2, the most fuel efficient car in India with
25 kmpl mileage

 Tata Motors launches the Tata Magic IRIS, a 3-4 seater 4-wheel passenger carrier for
public transportation

 Tata Motors launches the Tata Ace Zip, a 600-kg micro truck for deep-penetration goods
movement

 Jaguar Land Rover inaugurates new vehicle assembly plant in Pune India

 Tata Nano begins international journey with Sri Lanka, as Tata Motors celebrates 50th
year of its International Business

2010

 Tata Ace becomes India's first 1-lakh brand in goods commercial vehicles.

 Appointment of Mr. Carl-Peter Forster as Managing Director of Tata Motors.

 Jaguar Land Rover announces opening of its Dealership in New Delhi.

 Tata Motors to construct heavy truck plant in Myanmar under Government of India's Line
of Credit.

 Tata Motors declared as the Commercial Vehicle Maker of the Year.

 Tata Motors Passenger Car Division launches ‘Tata Motors Service Edge' for leading
edge customer service.
 Tata Motors displays Tata Nano EV at the 80th Geneva Motor Show.

 Chief Minister of Punjab inaugurates Tata Motors supported State Institute

of Automotive and Driving Skills.

 Jaguar Land Rover announces Dr. Ralf Speth as Chief Executive Officer.

 Tata Motors appoints Mr. Carl-Peter Forster as Group CEO. Tata Motors Group displays
the widest range of products and environment-friendly technologies at Auto Expo 2010.

 Tata Motors launches Magic Iris.

 On 26th April 2010, Tata Motors sold its 4 millionth Commercial Vehicle.

2009

 Tata Marcopolo Motors, Dharwad plant begins production.

 Tata Motors launches Nano - The People's Car.

 Introduction of New World standard truck range.

 Launch of premium luxury vehicles - Jaguar XF, XFR and XKR and Land Rover
Discovery 3, Range Rover Sport and Range Rover from Jaguar and Land Rover in India.

 Tata Nano wins the Indian Car of the Year (ICOTY) Award.

 Tata Motors launches the Sumo Grande MK II.

 Tata Motors begins distribution of Prima World truck.

 Tata Motors acquires remaining 79% in Hipo Carrocera.

 Tata Motors launches the next generation all-new Indigo Manza.

 FREELANDER 2 launched in India.

  Tata Motors introduces the all new Tata 407 Pickup, Tata Super Ace and Tata Ace EX.

 First Jaguar Land Rover showroom opens in India.

 Mr. Ravi Kant to become Non-executive Vice-Chairman of Tata Motors on retirement,

Mr.P.M. Telang to become Managing Director -India Operations.

 Tata Nano draws over 2.03 lakh bookings.

Awards-2011
Tata Motors has received the prestigious Golden Peacock Award, for Excellence in Corporate
Governance for 2011. Mr. Hoshang Sethna, Company Secretary received the award, on behalf of
the company, from Mr. Mark Hoban, Finance Minister, UK, at the 11th International Conference
on Corporate Governance, in London.

TATA Motors Ltd has been selected as the winner of ‘Golden Peacock Award for Corporate
Social Responsibility’ for the year 2011 by the Awards Jury, under the Chairmanship of Justice
P N Bhagwati, former Chief Justice of India and Member, UN Human Rights Commission.

The Institute of Directors introduced the award, in 1992, to celebrate and honour best
organizations and recognize unique achievements in brand building. The Golden Peacock award
is recognized worldwide, as the hallmark of corporate excellence.

Jaguar Land Rover displayed its global product leadership and brand strength by winning two of
the most important media awards, from Autoweek, at the 2011 Frankfurt Motor Show, one for
each brand, Jaguar and Land Rover.
 BOARD OF DIRECTORS
Name of the Category Attedence at As on march 31 2009 Share-
director meetings No.of Commite positions holdin
Board General Member Chair g
directorshi
men
ps
Cyrus P Mistry* Deputy
(From 2012) Chairman
Ratan N tata Non-Executive 8 Yes 14 - - 53288
Chairman,
NA Soonawala Non-Executive, 8 Yes 6 - 3 0
Promoter
JJ Irani Non-Executive, 7 Yes 11 2 - 1850
Pormoter
JK Setna Non-Executive, 2 Yes - - - 0
Independent
VR mehta Non-Executive, 8 Yes 6 2 3 9332
Independent
R Gopalakirshnan Non-Executive, 5 Yes 11 4 - 3750
Pormoter
NN Wadia Non-Executive, 4 Yes 10 1 - 0
Independent
SA Naik Non-Executive, 8 Yes 2 1 1 1310
Independent
 SM Palia Non-Executive, 6 Yes 9 2 4 200
Independent
Ravi kanth Managing 8 Yes 6 1 - 0
Director
Praveen P Kadle Executive 8 Yes 9 7 - 1227
Director

PRODUCT DETAILS

Four models for Tata Indica V2:-

Indica V2 DLX:

Power steering, Central locking system, four power window. About convenience of driving,
HVAC system provides good cooling effect. Door handles, body colored bumpers, ORVM and
wheel arch flair are few more advantages.

Indica V2 DLG:

This model have body colored bumpers, the wheel arch flairs, internally adjustable OVRM and
central locking system. Front windows are power windows. To avoid the scorching heat in a
summer days, HVAC system of cooling can soothe anybody inside the car.

Indica V2 DLS:

Power steering and other features like internally adjustable OVRM, sill valence, body colored
bumpers, and the wheel arch flair have made this car comfortable and secured for driving.

Indica V2 DLE:

Adjustable internally OVRM on the driver's side, sill valence, grey wheel arch flairs add a new
touch in terms of security as well as elegance.
Indica V2 Xeta GLX:

Central locking system, Power steering , Four power windows. HVAC system gives nice cold
feelings. Body colored bumpers, OVRMs, door handles and the wheel arch flairs.

Indica V2 Xeta GLG:

With the different looks and almost with the alike features of the GLX. It has front power
window facility.

Indica V2 Xeta GLS:

Power steering, Body colored bumpers, Internally adjustable OVRM, sill valence, wheel arch
flairs.

Indica V2 Xeta GLE:

Sill valence, grey wheel arch flairs and internally adjustable OVRM on the side of the driver.
Four models for Tata Indica V2 Turbo:

Indica V2 Turbo DLG

DLG with its power steering and front power windows is a very comfortable car with its
HVAC system of cooling and, is reliable car with its central locking system.

Indica V2 Turbo DLX:

DLX is the most advanced version of Indica V2 Turbo for its added few features along
with the features of DLG. Its leathered wrapped steering, luxurious seats and adjustable headrest
provide total comfort of long-driving.

Indica V2 Xeta
 The new Indica Xeta. Its extra Efficiency Torque Advantage petrol engine delivers 12.4
kgm torques, for a smoother and more responsive drive. With instant pick up and fewer gear
changes in stop-start city traffic.

The technologically superior MPFI engine comes with a 32-bit microprocessor, and sports 12
sensors, including a knock control sensor to reduce damage from adulterated fuel. The result?
Even more enjoyable long drives, with a frugal fuel consumption at 14 kmpl.

Indica V2

Uniquely styled and innovatively packaged, the Indica is designed and engineered to meet the
highest standards of international quality and also to stand up to the tough demands of Indian
roads and weather conditions. Every feature of the car reflects a deep understanding of the Indian
market and promises much more than any other car in its category.

The Indica is brought to you by TATA Motors, the people who know India like no one else does.
So when you get behind the wheel of an Indica, you can feel proud about driving one of the
finest cars in the country.

Indica Turbo

The new Indica V2 Turbo is the only car in the B segment to offer a Turbo charger. The car
features a Turbo diesel engine that delivers an improved top speed and an enhanced output of
68PS @ 4500 rpm. While the increased torque of 130Nm @ 2500 rpm is the highest in its class.
Apart from the changes in the engine, the car also features 14" wheels among other class leading
features.

It is available in 3-colour options including:

 The exclusive Cherry Red colour, which is available in the European market.

 The Indica V2 Turbo is available in DLG and

 DLX models, at an incremental cost to the consumers.

PRODUCT PICTURES
PRODUCTS OF TATA MOTORS

INDICA V2 INDICA LX

SAFARI DICOR TURBO

TATA SUMO SAFARI DELUX

SUMO VICTA
 CHAPTER-III
REVIEW OF LITERATURE
 REVIEW OF LITERATURE

Marketing Management is a business discipline which is focused on the practical

application of marketing techniques and the management of a firm's marketing resources and
activities. Rapidly emerging forces of globalization have compelled firms to market beyond the
borders of their home country making International marketing highly significant and an integral
part of a firm's marketing strategy. Marketing managers are often responsible for influencing the
level, timing, and composition of customer demand accepted definition of the term. In part, this
is because the role of a marketing manager can vary significantly based on a business' size,
corporate culture, and industry context. For example, in a large consumer products company, the
marketing manager may act as the overall general manager of his or her assigned product To
create an effective, cost-efficient Marketing management strategy, firms must possess a detailed,
objective understanding of their own business and the market in which they operate. In analyzing
these issues, the discipline of marketing management often overlaps with the related discipline of
strategic planning.

Sales force management systems are information systems used in crm marketing and
management that help automate some sales and sales force management functions. They are
frequently combined with a Marketing Information System, in which case they are often called
Customer Relationship Management (CRM) systems.

Sales force management systems are essentially the same thing as Sales Force Automation
System (SFA). SFA systems are a type of program that automates business tasks such as inventory
control, sales processing, and tracking of customer interactions, as well as analyzing sales
forecasts and performance. Businesses may have a custom version developed specifically for
their needs, or choose from among the increasing number of sales automation software products,
such as Interact Commerce's ACT! and GoldMine Software's GoldMine. Sales automation
software is sometimes called sales automation software, and sometimes called customer relations
management ( CRM ) software.

A SFA, typically a part of a company’s customer relationship management system, is a system

that automatically records all the stages in a sales process. SFA includes a contact management
system which tracks all contact that has been made with a given customer, the purpose of the
contact, and any follow up that might be required. This ensures that sales efforts are not
duplicated, reducing the risk of irritating customers. SFA also includes a sales lead tracking
system, which lists potential customers through paid phone lists, or customers of related
products. Other elements of an SFA system can include sales forecasting, order management and
product knowledge. More developed SFA systems have features where customers can actually
model the product to meet their required needs through online product building systems. This is
becoming more and more popular in the automobile industry, where patrons can customize
various features such as color and interior features such as leather vs. upholstered seats.

An integral part of any SFA system is company wide integration among different departments. If
SFA systems aren’t adopted and properly integrated to all departments, there might be a lack of
communication which could result in different departments contacting the same customer for the
same purpose. In order to mitigate this risk, SFA must be fully integrated in all departments that
deal with customer service management.

Making a dynamic sales force links strategy and operational actions that can take place within a
department. the SFA relies upon objectives, plans, budget, and control indicators under specific
conditions. In order to perform the objectives correctly specific procedures must be
implemented:

Identifiable sales force management processes

 Setting targets and objectives based on inputs (usually via a command center)

 Assigning actors responsible for achieving objectives

 Control processes for ensuring objectives are being achieved within

o a given time frame

o a given constrained context (customers and/or markets)

 System management to handle uncertain environments

The process usually starts from specific sales targets. The command center analyzes the inputs
and outputs established from a modeled control process and the sales force. The control process
enables the sales force to establish performance standards, measuring actual performance,
comparing measured performance against established standards and taking corrective action. The
sales managers adjust their actions based upon the overall process.

Aside from the control process, the following metrics are implemented:

 Time Management- Accurately measures the tasks and the percentage of time for each
task.

 Call Management- Plan for customer interaction takes into account the percentage of
command center reps that comply with the process and have successful calls.

 Opportunity Management- If the process is followed correctly then you will have a sales
opportunity. The percentage of command center reps that utilize the tools, comply with
the pobjective are all measured.

 Account Management- For multiple opportunities with a customer the account is

measured by the tools, process, and objectives.

 Territory Management- For monitoring the account the territory is measured by the
number of account reps and perspective versus active customers

 Sales Force Management- Process shared across several people and departments. The
process includes training, IT systems, control, and coaching.

Components of Sales Force Automation System

When looking for Sales Force Automation Systems not all are created equal. They are like
selecting a new car. The systems can vary dependent upon what information the organization is
looking for. The application also has implications based upon their size, organization rollup,
demand of new system, sales processes, and number of users.
Dependent upon what you're looking for, services can fall into 2 categories: On-Premise
Software and On-Demand Software. With on premise software, the customer manage and
purchase the application. On-Premise software has some advantages and disadvantages
dependent upon what a customer is really looking for. The disadvantage of on-premise to some is
the higher cost of the software along with maintenance. Customization is also required for some
who utilize additional processes outside of the normal out of the box solution. Time is also a
factor. Many on-premise software takes longer implementation times along with numerous
testing and training sessions. The overall advantage of on-premise software is looking at the
overall return on investment. Utilization of the application for three to five years becomes more
cost effective. Another advantage can be the based upon the amount of data. With on-demand
you are held to a certain volume restriction, but with on-premise your data restrictions are based
upon the storage size of your local hardware. The on-demand solution on the other hand takes
shorter implementation time, less cost, and tailored to meet the customers need.

The major players in the Sales Force Automation System includes: 1. Oracle Siebel 2.
Salesforce.com 3. Microsoft Dymanics 4. Oracle EBS (E-business suite) 5. Zoho CRM 6.
Peoplesoft

SFA packages typically include a Web-ready database, an e-mail package, and customizable
templates. A three-tiered architecture is typically used to separate the database, server, and
application to reduce programming demands on clients. A module-based design is generally
used, to allow users to customize the package to suit their needs.

Open Source Sales Force Automation

There are so many SFA solutions out in the market. Small to medium size business and
individual users have the choice of using the Open Source SFA solutions, online or cloud SFA
solutions, and licensed SFA software solution. Open Source solutions regardless of application
have become extremely popular over years. Below is a list of Open Source solutions available
for sales force automation systems.

SugarCRM Inc. Was founded in 2004 by John Roberts, Clint Oram and Jacob Taylor, the Sugar
open-source code has been downloaded more than 3 million times. The company has received
$26 million in venture financing and employs more than 100 people. Some major companies like
Honeywell, Starbucks etc use SugarCrm applications. CentricCRM(Concursive) has been around
for a long period and over the years has increased its stability in the market. The company
received investment funding from Intel Capital, the venture capital arm of Intel Corp.
CentricCRM like most Open Source softwares are aimed at small to medium size companies.
This list of Open Source solution also includes : SplendidCRM Software Inc’s, Hipergate,
Compiere Inc, Vtiger CRM, CentraView Inc, XRMS CRM, Cream CRM, Tustena CRM, etc.

In August 2000, Oracle released a free CRM software package, OracleSalesOnline.com which
makes information - such as contacts, schedules, and performance tracking - available online
through the included database program. The package is designed for medium-to-large enterprises
with mobile work forces. All data and storage are based at an Oracle facility, similar to the
application service provider ( ASP ) model, which means that data can be accessed from any
Internet connection and that the client doesn't need special hardware or software. The Oracle
package also includes online staff training.

What makes a good sales force automation software

The term sales force automation refers to a system designed to track and manage sales activities
for individuals and even large sales forces.

- An integral part of any SFA system is company-wide integration among different departments.
If SFA systems aren’t adopted and properly integrated to all departments, there might be a lack of
communication that could result in different departments contacting the same customer for the
same purpose. In order to mitigate this risk, SFA must be fully integrated in all departments that
deal with customer service management.

- A good sales force automation system allows information about sales opportunities to be easily
accessible so it can be reviewed. This information stored in a sales force automation system may
relate to individuals, companies, and even specific transactions.

-Good sales force automation should provide the means for a busy sales manager to quickly find
out what is happening with each sales opportunity and sales representative.
-A good sales force automation system should provide a company with the means to identify the
sales trends that affect the business.

-Sales force automation software should provide comprehensive information on how each team
member is performing.

-Should allow the company to accurately forecast future trends and company profits. If these
forecasts are not up to expectations the sales force automation software can help make
improvements.

-The sales force automation software should be able to automatically send out personalized e-
mails to individuals or companies to make sure contact is maintained.

-Good sales force automation software should assist the sales team in closing sales.

Mobile Sales Force Automation Application

A huge number of sales managers are always on the go. The expansion of Smartphones has
reignited the creation of Mobile Sales Force Automation Systems. Most companies IT
department are aware that adopting new capabilities require extensive testing. Despite the
required time to test such a new product, it will payoff in the future for the sales department.
Smartphone appeals to salespeople, a part of a company's department that is extremely resistant
to new technology implementation. Smartphones are easy to carry and easy to use, great
interface design, touchscreens and fast wireless network capabilities like 4G and 3G
phones.more than 55% of global 2000 organization will deploy mobile SFA project by 2011 and
newer Smartphone platforms, such as Apple's OSX and Google's Android, point to a future of
increasing diversity in device selecting and support for sales force. When implementing the
Mobile Sales Force Automation Application or during the first stage of systems development life
cycle, project teams will need to evaluate how prospective solutions comprising smartphones
devices, software and support infrastructure and carrier services are packaged to deliver optimal
system usability, manageability and integrative capabilities, as well as high scalability, reliability
and performance. It’s always good to put in mind that just like any new technology, success
comes with usability.
Advantages to the marketing manager

 Understanding the economic structure of your industry

 Identifying segments within your market

 Identifying your target market

 Identifying your best customers in place

 Doing marketing research to develop profiles (demographic, psychographic, and

behavioral) of your core customers

 Understanding your competitors and their products

 Developing new products

 Establishing environmental scanning mechanisms to detect opportunities and threats

 Understanding your company's strengths and weaknesses

 Auditing your customers' experience of your brand in

 Developing marketing strategies for each of your products using the marketing mix
variables of price, product, distribution, and promotion

 Coordinating the sales function with other parts of the promotional mix (such as
advertising, sales promotion, public relations, and publicity)

 Creating a sustainable competitive advantage

 Understanding where you want your brands to be in the future, and providing an
empirical basis for writing marketing plans on a regular basis to help you get there

 Providing input into feedback systems to help you monitor and adjust the process
Strategic advantages

Sales force automation systems can also create competitive advantage:

 As mentioned above, productivity will increase. Sales staff will use their time more
efficiently and more effectively. The sales manager will also become more efficient and
more effective (see above). This increased productivity can create a competitive
advantage in three ways: it can reduce costs, it can increase sales revenue, and it can
increase market share.

 Field sales staff will send their information more frequently. Typically information will
be sent to management after every sales call (rather than once a week). This provides
management with current information, information that they will be able to use while it is
still valuable. Management response time will be greatly reduced. The company will
become more alert and more agile.

 These systems could increase customer satisfaction if they are used with wisdom. If the
information obtained and analyzed with the system is used to create a product that
matches or exceeds customer expectations, and the sales staff use the system to service
customers more expertly and diligently, then customers should be satisfied with the
company. This will provide a competitive advantage because customer satisfaction leads
to increased customer loyalty, reduced customer acquisition costs, reduced price elasticity
of demand, and increased profit margins.

Disadvantages

Detractors claim that sales force management systems are:

 difficult to work with

 require additional work inputting data

 dehumanize a process that should be personal

  require continuous maintenance, information updating, and system upgrading

 costly

 difficult to integrate with other management information systems

Encouraging use

For all the reasons stated above many organisations have found it difficult to persuade sales
people to enter data into the system. For this reason many have questioned the value of the
investment. Recent developments have embedded sales process systems that give something
back to the seller within the CRM screens. Because these systems help the sales person plan and
structure their selling in the most effective way they give a reason to use the CRM.

A Marketing Information System can be defined as 'a system in which marketing information
is formally gathered, stored, analysed and distributed to managers in accordance with their
informational needs on a regular basis' (Jobber, 2007)

Marketing Information System is a computer based system intended for use by particular
marketing personnel at any functional level for the purpose of solving Marketing Problems. It
helps firm's to solve problems relating to Marketing of Firm's product (Goods & Services).

The system is created through an understanding of the information needs of marketing

management. It is available to supply information when, where and how the manager requires it.
Data is taken from the marketing environment and transferred into the information that
marketing managers can use in their decision-making processes.

Data: Basic form of knowledge. Example. one isolated statistic. Information: A combination of
Data that provide relevant knowledge.

A Marketing Information System can be defined as 'People, equipment and procedures to

gather, sort, analyze, evaluate and distribute needed, timely and accurate information to
marketing decision makers' (Gray Armstrong, 2008)
A marketing information system (MIS)consists of people, equipment and procedures to gather,
sort, analyze, evaluate and distribute needed, timely and accurate information to marketing
decision makers. The MIS begins and ends with marketing managers. First, it interacts with these
managers to assess their information needs. Next, it develops the needed information from
internal company records, marketing intelligence activities and the marketing research process.
Information analysis processes the information to make it more useful. Finally, the MIS
distributes information to managers in the right form at the right time to help them in marketing
planning, implementation and control.

DEVELOPING INFORMATION

The information needed by marketing managers comes from internal company records,
marketing intelligence and marketing research. The information analysis system then processes
this information to make it more useful for managers.

Internal Records

Information gathered from sources within the company to evaluate marketing performances and
to detect marketing problems and opportunities. Most marketing managers use internal records
and reports regularly, especially for making day-to-day planning, implementation and control
decisions. Internal records information consists of information gathered from sources within the
company to evaluate marketing performance and to detect marketing problems and opportunities.

Example

Office World offers shoppers a free membership card when they make their first purchase at their
store. The card entitles shoppers to discounts on selected items, but also provides valuable
information to the chain. Since Office World encourages customers to use their card with each
purchase, it can track what customers buy, where and when. Using this information, it can track
the effectiveness of promotions, trace customers who have defected to other stores and keep in
touch with them if they relocate.
Information from internal records is usually quicker and cheaper to get than information from
other sources, but it also presents some problems. Because internal information was for other
purposes, it may be incomplete or in the wrong form for making marketing decisions. For
example, accounting department sales and cost data used for preparing financial statements need
adapting for use in evaluating product, sales force or channel performance.

Marketing Intelligence

Everyday information about developments in changing marketing environment that helps

managers prepares marketing plans. The marketing intelligence system determines the
intelligence needed, collects it by searching the environment and delivers it to marketing
managers who need it. Marketing intelligence comes from many sources. Much intelligence is
from the company's personnel - executives, engineers and scientists, purchasing agents and the
sales force. But company people are often busy and fail to pass on important information. The
company must 'sell' its people on their importance as intelligence gatherers, train them to spot
new developments and urge them to report intelligence hack to the company. The company must
also persuade suppliers, resellers and customers to pass along important intelligence. Some
information on competitor’s conies from what they say about themselves in annual reports,
speeches, press releases and advertisements. The company can also learn about competitors from
what others say about them in business publications and at trade shows. Or the company can
watch what competitors do - buying and analyzing competitors' products, monitoring their sales
and checking for new patents. Companies also buy intelligence information from outside
suppliers.

Some companies set up an office to collect and circulate marketing intelligence. The staff scans
relevant publications, summarize important news and send news bulletins to marketing
managers. They develop a file of intelligence information and help managers evaluate new
information. These services greatly improve the quality of information available to marketing
managers. The methods used to gather competitive information range from the ridiculous to the
illegal. Managers routinely shred documents because wastepaper baskets can be an information
source.
Customer relationship management is a broadly recognized, widely-implemented strategy for
managing and nurturing a company’s interactions with clients and sales prospects. It involves
using technology to organize, automate, and synchronize business processes—principally sales
activities, but also those for marketing, customer service, and technical support. The overall
goals are to find, attract, and win new clients, nurture and retain those the company already has,
entice former clients back into the fold, and reduce the costs of marketing and client service.
Once simply a label for a category of software tools, today, it generally denotes a company-wide
business strategy embracing all client-facing departments and even beyond. When an
implementation is effective, people, processes, and technology work in synergy to increase
profitability, and reduce operational costs.

Benefits

These tools have been shown to help companies attain these objectives:

 Streamlined sales and marketing processes

  Higher sales productivity

 Added cross-selling and up-selling opportunities

 Improved service, loyalty, and retention

 Increased call center efficiency

 Higher close rates

 Better profiling and targeting

 Reduced expenses

 Increased market share

 Higher overall profitability

 Marginal costing

 Creates communication

Challenges

Tools and workflows can be complex to implement, especially for large enterprises. Previously
these tools were generally limited to contact management: monitoring and recording interactions
and communications. Software solutions then expanded to embrace deal tracking, territories,
opportunities, and at the sales pipeline itself. Next came the advent of tools for other client-
facing business functions, as described below. These technologies have been, and still are,
offered as on-premises software that companies purchase and run on their own IT infrastructure.
Perhaps the most notable trend has been the growth of tools delivered via the Web, also known as
cloud computing and software as a service (SaaS). In contrast with traditional on-premises
software, cloud-computing applications are sold by subscription, accessed via a secure Internet
connection, and displayed on a Web browser. Companies don’t incur the initial capital expense of
purchasing software; neither must they buy and maintain IT hardware to run it on.
Despite all this, many companies are still not fully leveraging these tools and services to align
marketing, sales, and service to best serve the enterprise. Often, implementations are fragmented;
isolated initiatives by individual departments to address their own needs. Systems that start
disunited usually stay that way: Siloed thinking and decision processes frequently lead to
separate and incompatible systems, and dysfunctional processes.

Types/variations

Sales Force Automation

A sales force automation (SFA) system provides an array of capabilities to streamline all phases
of the sales process, minimizing the time that sales representatives need to spend on manual data
entry and administration. This allows them to successfully pursue more clients in a shorter
amount of time than would otherwise be possible. At the heart of SFA is a contact management
system for tracking and recording every stage in the sales process for each prospective client,
from initial contact to final disposition. Many SFA applications also include insights into
opportunities, territories, sales forecasts and workflow automation, quote generation, and product
knowledge. Newly-emerged priorities are modules for Web 2.0 e-commerce and pricing.

Marketing

Systems for marketing (also known as marketing automation) help the enterprise identify and
target its best clients and generate qualified leads for the sales team. A key marketing capability
is tracking and measuring multichannel campaigns, including email, search, social media, and
direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue. As marketing
departments are increasingly obliged to demonstrate revenue impact, today’s systems typically
include features for measuring the ROI of campaigns.

Customer Service and Support

Recognizing that service is an important differentiator, organizations are increasingly turning to

technology platforms to help them improve their clients’ experience while aiming to increase
efficiency and minimize costs. Even so, a 2009 study revealed that only 39% of corporate
executives believe their employees have the right tools and authority to solve client problems.
“The core for these applications has been and still is comprehensive call center solutions,
including such features as intelligent call routing, computer telephone integration (CTI), and
escalation capabilities.

Analytics

Relevant analytics capabilities are often interwoven into applications for sales, marketing, and
service. These features can be complemented and augmented with links to separate, purpose-
built applications for analytics and business intelligence. Sales analytics let companies monitor
and understand client actions and preferences, through sales forecasting, data quality, and
dashboards that graphically display key performance indicators (KPIs).

Marketing applications generally come with predictive analytics to improve segmentation and
targeting, and features for measuring the effectiveness of online, offline, and search marketing
campaign Web analytics have evolved significantly from their starting point of merely tracking
mouse clicks on Web sites. By evaluating “buy signals,” marketers can see which prospects are
most likely to transact and also identify those who are bogged down in a sales process and need
assistance. Marketing and finance personnel also use analytics to assess the value of multi-
faceted programs as a whole.

These types of analytics are increasing in popularity as companies demand greater visibility into
the performance of call centers and other support channels, in order to correct problems before
they affect satisfaction levels. Support-focused applications typically include dashboards similar
to those for sales, plus capabilities to measure and analyze response times, service quality, agent
performance, and the frequency of various issues.

Integrated/Collaborative

Departments within enterprises—especially large enterprises—tend to function in their own little

worlds. Traditionally, inter-departmental interaction and collaboration have been infrequent and
rivalries not uncommon. More recently, the development and adoption of the tools and services
has fostered greater fluidity and cooperation among sales, service, and marketing. This finds
expression in the concept of collaborative systems which uses technology to build bridges
between departments.

For example, feedback from a technical support center can enlighten marketers about specific
services and product features clients are asking for. Reps, in their turn, want to be able to pursue
these opportunities without the time-wasting burden of re-entering records and contact data into
a separate SFA system. Conversely, lack of integration can have negative consequences: system
isn’t adopted and integrated among all departments, several sources might contact the same
clients for an identical purpose. Owing to these factors, many of the top-rated and most popular
products come as integrated suites.

Small Business

Basic client service can be accomplished by a contact manager system, an integrated solution
that lets organizations and individuals efficiently track and record interactions, including emails,
documents, jobs, faxes, scheduling, and more. This kind of solution is gaining traction with even
very small businesses, thanks to the ease and time savings of handling client contact through a
centralized application rather than several different pieces of software, each with its own data
collection system. In contrast these tools usually focus on accounts rather than individual
contacts. They also generally include opportunity insight for tracking sales pipelines plus added
functionality for marketing and service. As with larger enterprises, small businesses are finding
value in online solutions, especially for mobile and telecommuting workers.

Social Media

Social media sites like Twitter and Facebook are greatly amplifying the voice of people in the
marketplace, and are predicted to have profound and far-reaching effects on the ways companies
manage their clients. This is because people are using these social media sites to share opinions
and experiences on companies, products, and services. As social media isn’t moderated or
censored, individuals can say anything they want about a company or brand, whether pro or con.
Increasingly, companies are looking to gain access to these conversations and take part in the
dialogue. More than a few systems are now integrating to social networking sites. Social media
promoters cite a number of business advantages, such as using online communities as a source of
high-quality leads and a vehicle for crowd sourcing solutions to client-support problems.
Companies can also leverage client stated habits and preferences to personalize and even “hyper-
target” their sales and marketing communications.

Some analysts take the view that business-to-business marketers should proceed cautiously when
weaving social media into their business processes. These observers recommend careful market
research to determine if and where the phenomenon can provide measurable benefits for client
interactions, sales, and support.

Non-profit and Membership-based

Systems for non-profit and membership-based organizations help track constituents and their
involvement in the organization. Capabilities typically include tracking the following: fund-
raising, demographics, membership levels, membership directories, volunteering and
communications with individuals.

Many include tools for identifying potential donors based on previous donations and
participation. In light of the growth of social networking tools, there may be some overlap
between social/community driven tools and non-profit/membership tools.
Strategy

Choosing and implementing a system is a major undertaking. For enterprises of any appreciable
size, a complete and detailed plan is required to obtain the funding, resources, and company-
wide support that can make the initiative successful. Benefits must be defined, risks assessed,
and cost quantified in three general areas:

 Processes: Though these systems have many technological components, business

processes lie at its core. It can be seen as a more client-centric way of doing business,
enabled by technology that consolidates and intelligently distributes pertinent information
about clients, sales, marketing effectiveness, responsiveness, and market trends.
Therefore, before choosing a technology platform, a company needs to analyze its
 business workflows and processes; some will likely need re-engineering to better serve
the overall goal of winning and satisfying clients. Moreover, planners need to determine
the types of client information that are most relevant, and how best to employ them.

 People: For an initiative to be effective, an organization must convince its staff that
change is good and that the new technology and workflows will benefit employees as
well as clients. Senior executives need to be strong and visible advocates who can clearly
state and support the case for change. Collaboration, teamwork, and two-way
communication should be encouraged across hierarchical boundaries, especially with
respect to process improvement.

 Technology: In evaluating technology, key factors include alignment with the company’s
business process strategy and goals; the ability to deliver the right data to the right
employees; and sufficient ease of use that users won’t balk. Platform selection is best
undertaken by a carefully chosen group of executives who understand the business
processes to be automated as well as the various software issues. Depending upon the
size of the company and the breadth of data, choosing an application can take anywhere
from a few weeks to a year or more.

Implementation

Implementation Issues

Dramatic increases in revenue, higher rates of client satisfaction, and significant savings in
operating costs are some of the benefits to an enterprise. Proponents emphasize that technology
should be implemented only in the context of careful strategic and operational planning.
Implementations almost invariably fall short when one or more facets of this prescription are
ignored:

 Poor planning: Initiatives can easily fail when efforts are limited to choosing and
deploying software, without an accompanying rationale, context, and support for the
workforce. In other instances, enterprises simply automate flawed client-facing processes
rather than redesign them according to best practices.
  Poor integration: For many companies, integrations are piecemeal initiatives that address
a glaring need: improving a particular client-facing process or two or automating a
favored sales or client support channel. Such “point solutions” offer little or no
integration or alignment with a company’s overall strategy. They offer a less than
complete client view and often lead to unsatisfactory user experiences.

 Toward a solution: overcoming siloed thinking. Experts advise organizations to recognize

the immense value of integrating their client-facing operations. In this view, internally-
focused, department-centric views should be discarded in favor of reorienting processes
toward information-sharing across marketing, sales, and service. For example, sales
representatives need to know about current issues and relevant marketing promotions
before attempting to cross-sell to a specific client. Marketing staff should be able to
leverage client information from sales and service to better target campaigns and offers.
And support agents require quick and complete access to a client’s sales and service
history.

Adoption Issues

Historically, the landscape is littered with instances of low adoption rates. In 2003, a Gartner
report estimated that more than $1 billion had been spent on software that wasn’t being used.
More recent research indicates that the problem,while perhaps less severe, is a long way from
being solved. According to a CSO Insights less than 40 percent of 1,275 participating companies
had end-user adoption rates above 90 percent.

In a 2007 survey from the U.K., four-fifths of senior executives reported that their biggest
challenge is getting their staff to use the systems they’d installed. Further, 43 percent of
respondents said they use less than half the functionality of their existing system; 72 percent
indicated they’d trade functionality for ease of use; 51 percent cited data synchronization as a
major issue; and 67 percent said that finding time to evaluate systems was a major problem. With
expenditures expected to exceed $11 billion in 2010, enterprises need to address and overcome
persistent adoption challenges. Specialists offer these recommendations for boosting adoptions
rates and coaxing users to blend these tools into their daily workflow:
  Choose a system that’s easy to use: All solutions are not created equal. Some vendors
offer more user-friendly applications than others, and simplicity should be as important a
decision factor as functionality.

 Choose the right capabilities: Employees need to know that time invested in learning and
usage will yield personal advantages. If not, they will work around or ignore the system.

 Provide training: Changing the way people work is no small task, and help is usually a
requirement. Even with today’s more usable systems, many staffers still need assistance
with learning and adoption. Provide consistent support. Prompt, expert, always-accessible
technical support goes a long way to facilitate use and confidence with a new system

Successful CRM implantation

 Break your CRM project down into manageable pieces by setting up pilot programs and
short-term milestones.

 Starting with a pilot project that incorporates all the necessary departments and groups
that gets projects rolling quickly but is small enough and flexible enough to allow
tinkering along the way.

 Make sure your CRM plans include a scalable architecture framework.

 Don't underestimate how much data you might collect (there will be LOTS) and make
sure that if you need to expand systems you'll be able to.

 Be thoughtful about what data is collected and stored. The impulse will be to grab and
then store EVERY piece of data you can, but there is often no reason to store data.
Storing useless data wastes time and money.

 Recognize the individuality of customers and respond appropriately. A CRM system

should, for example, have built-in pricing flexibility.
CRM project to run:

The biggest returns come from aligning business, CRM and IT strategies across all
departments and not just leaving it for one group to run.

IT’s role in CRM:

Three general types of eCRM packages

– Marketing Automation Systems (MAS)

» Customer database creation
» Analysis of customer attributes
» Automate several marketing functions

– Sales Force Automation (SFA)

» Intended to automate many functions performed by salespeople
» If completely successful, it will eliminate the “personal touch”
.
eCRM package types:

– Customer Service Automation systems

» Augments call center personnel
» Some can respond to e-mails on their own
» Ties-in to existing company software, including other eCRM packages
(generally…)

Selecting the right CRM packages

– Step 1: Size the package to your firm

– Step 2: Gather as much information on every package sized appropriately

 – Step 3: Using a standard formula, evaluate the packages and make a choice

CRM and ERP

– Determine if a package can be tied-in to the enterprise’s ERP system before
making a purchase decision

– Inventory, order processing, and accounts receivable features can be used to

augment the CRM program

– Goal: establish a closed-loop eCRM solution

Data mining tools:

– Market basket analysis and automatic cluster generation

– Decision trees and memory-based reasoning

– Neural net systems

CRM in the Supply Chain

Goals of Supply Chain Management:
– Reduce uncertainty and risks in supply chain
– Positively affect inventory levels, cycle time, processes, and end-customer service
levels

Customer Relationship Management

– Useful for forecasting and planning

– Improves customer service levels

CRM across Company Functions

Marketing – Account management expertise
 Research & Development – Specifications that define requirements
Logistics – Knowledge of customer service requirements
Production – Manufacturing strategy
Purchasing – Sourcing strategy
Finance – Customer Profitability Reports
Customer Relationship Management
Wrap-Up
 CHAPTER-IV

DATA ANALYSIS

&

INTERPRETION
TABLE 1
1. Which Brand car you are using?

S NO PRODUCT RESPONDENTS %
1 TATA 60 60
2 Hyundai 20 20
3 Toyota 15 15
4 Bmw 5 5
CHART

RESPONDENTS

5%
15%

20% 60%

Interpretation:

From above it can be stated that the general satisfaction level of for TATA in twin cities
of Hyderabad and Secunderabad is 60%.

2. SOURCES OF AWARENESS:
 The customer was enquired about the sources of awareness with regard the TATA. This
will help to know us to which sources is playing a major role in creating awareness among the
customers.

S .NO ADVERTISEMENT RESPONDENTS %

1 T.V 35 35
2
NEWSPAPERS 25 25
3
FRIENDS 12 12
4
DEALERS 28 28

Interpretation:

Out of the responses obtained from 100 customers 28% said that they became aware of
the Friends. And through the friends 35% of the customers are aware from the T.V. And another
25% are aware of by the NEWS PAPERS. And only 12% are aware by the DEALERS.
3. LEVEL OF SATISFACTION:

The customer was enquired about the level of satisfaction with regard to the TATA.

S NO SATISFACTION RESPONDENTS %

1 EXCELLENT 30 65
2 GOOD 10 20
3 AVERAGE 50 10
4 POOR 10 5

Interpretation:
Out of the responses obtained from 100 customers 65% said that they are EXCELLENT
satisfied and 20% were GOOD and 10% were AVERAGE and 5% were vehicle is poor. This data
is obtained by most of members were satisfied by TATA services.
4. What are the voluble attributes you normally look while purchasing an account?

S NO ATTRIBUTES RESPONDENTS %

1 SERVICES 50 50

2 PRICE 10 10

3 SAFETY 30 30

4 OTHERS 10 10

SERVICES PRICE SAFETY OTHERS

10%

30% 50%

10%

Interpretation:

From the above it can be stated that general normally any one while purchasing a four wheeler
most of the members are seeing 50% of members are seeing SERVICES and 30% of members
are seeing SAFETY And 10% of members are seeing PRICE and 10% of members are others.
5. SUGGESTING TO FRIENDS:

The following table is regarding the customer likeliness in suggesting this brand to other
friends. This is an indicator of customer satisfaction also.
Let’s see the responses.

S NO SUGGEST FRIENDS RESPONDENTS %

1 YES 90 90

2 NO 10 10

CHART-5

100
90
80
70
60 RESPONDENTS
50
40
30
20
10
0

Interpretation:
 A look at the chart shows that 90% of the members are suggesting and 10% of the members
are not suggesting.

6) SALES EXECUTIVE PERFORMENS:

The following table shows “sales executive” role in explaining the features of the cat to
customer. This helps to know how effective he is in his job let’s seeing the response.

S NO EXPLANATION IN NUMBERS %

1 EXCELLENT 70 70

2 VERY GOOD 25 25

3 POOR 5 5

RESPONDENTS

Interpretation:

Out of 100 respondents 60 % of them felt the explanation to be “EXCELLENT”. And

35% of them “VERY GOOD” and rest of 5% felt to be “POOR”. According to them sales
executives does knotty explain all feature POOR this kind of responses need to be considered
with serious ness.

7) RESPONSE TERMS:

One of the major factors, which has great role in “CRM”, is the response terms with regard to
customer query or grievance.

RESPONSE TERMS IN NUMBERS

70
TIMELY/PROMPTLY

SAFELY 25

INCONDITION 5

CHART-7
80
70
60
50
40
TIMELY/PROMPTLY SAFELY INCONDITION
30
20
10
0
IN NUMBERS

Interpretation:

From the above chart we conclude that most of the customer that is 70% of found the
delivery process is to be “TIMELY” and 25% of delivery process to be “SAFELY” and 5% of
delivery process to “INCONDITION”.
8) What is your opinion about TATA?

S NO OPINION RESPONDENTS %
1 EXCELLENT 50 50
2 GOOD 30 30
3 AVERAGE 15 15
4 POOR 5 5

POOR

AVERAGE

GOOD

EXCELLENT

0 10 20 30 40 50 60 70 80 90 100

Interpretation:
Out of the 100 respondents 50% of them told “EXCELLENT” and 30% of them told “GOOD”
and 15% of them told “AVERAGE” and 5% of them told “POOR”.
9) AMBIENCE OF TATA:

The other factor, which has much influence on the customer, is the “AMBIENCE” of the
show room. This will help to know how the customer perceives this particular show room in
comparison with the other showroom.

S.NO SCALE RATING RESPONDENTS %

1 SHOWROOM AMBIENCE 55 55

2 DISTANCE 25 25

3 APPEAL 10 10

4 OTHERS 10 10

TOTAL 100 100

Interpretation:
From the above graph we can conclude that out of 100 customers interviewed 40% were telling
that the ambience of showroom is “PLEASANT’ and 38% was telling as “EXCELLENT” and
22% says “APPEAL” is very good.

10) Is the appointment system useful to you?

1) Completely 2) Useful 3) Not useful

SL.N OPTIONS RESPONSE`

O
1 Completely 25
2 Useful 73
3 Not useful 2
Source: customer survey (primary data)

Appointment system

2
25

73

Interpretation;
 Among the 100 customers when a question was raised regarding the usefulness of service
appointment system 25% of the respondent said completely useful, 73% said useful and 2% said
not useful.

11) Are you satisfied with the courtesy and friendliness of service personal?

1) Completely satisfied 2) Satisfied 3) Not satisfied

SL.N OPTIONS RESPONSE`

O
1 Completely satisfied 36
2 Satisfied 54
3 Not satisfied 10
Source: customer survey (primary data)

Courtesy and friendliness of service personal

10
36

54

Interpretation:
 From the above analysis we conclude that 36% of the customers are completely satisfied,
54% of the customers are satisfied and 10% of the customers are not satisfied regarding the
courtesy and friendliness of the service personnel.

12) Are you satisfied with infrastructure and customer lounge facilities?

1) Completely satisfied 2) Satisfied 3) Not satisfied

SL.N OPTIONS RESPONSE`

O
1 Completely satisfied 44
2 Satisfied 54
3 Not satisfied 2
Source: customer survey (primary data)

Infrastructure and customer lounge

2
44
54

Interpretation:
 From the above analysis we conclude that among 100 respondents 44% of the customers
are completely satisfied, 54% of the customers are satisfied and 2% of the customers are not
satisfied regarding the infrastructure and customer lounge facilities.

13) Are you shuffled from one sales person to another at the time of purchase?

1) Yes 2) No

SL.N OPTIONS RESPONSE`

O
1 Yes 0
2 No 100
Source: customer survey (primary data)
Shuffled form one sales person to another

100

Interpretation:
From the above analysis we conclude that 100% of the customers responded that they
have not been shuffled one sales person to another at the time of purchase.
 14) Do you get the information from service advisor on the services to be
performed?

1) Completely 2) Adequately 3) Partially

SL.N OPTIONS RESPONSE`

O
1 Completely 37
2 Adequately 54
3 Partially 9
Source: customer survey (primary data)
Information from service advisor

Interpretation:
From the above analysis we come to conclusion that 37% of the customers are getting
complete information from service advisor and 54% are getting adequately and 9% of the
customers are getting partial information regarding the services to be performed.
 15) Are you getting clear explanation of the service performed and charges at the
time of delivery?

1) Yes all the time 2) Mostly 3) Sometime

SL.N OPTIONS RESPONSE`

O
1 Yes all the time 29
2 Mostly 56
3 Sometime 15
Source: customer survey (primary data)
Explanation from the service person

Interpretation:
 From the above analysis we conclude that out of 100 customers 29% of the customers
said all the time they are getting cleared explanation and 56% said mostly and 15% of the
customers are getting only sometime about the services performed and charges at the time of
delivery.

CHAPTER-V
 FINDINGS
 SUGGESTIONS
 CONCLUSION
 ANNEXTURE
 BIBLIOGRAPHY
 FINDINGS

1. Most of the respondents were aware by the friends and relatives (48%).Advertisements
(28%) also helped in providing information to the respondents.

2. 82% of the respondents were aware of TATA Motors.

3. In advertisement media newspapers (56%) were much affective and motor (38%) was also a
major advertising media.

4. Many factors like family members advertising were responsible for influencing the
customers to buy TATA Motors.

5. 6% of the customers were very much satisfied with TATA Motors. Whereas 58% was
satisfied with TATA Motors.

6. 39% of the respondents were satisfied with the service of the TATA Motors.

7. After sales service at door step 38% was one of the factors which help the purchaser to buy a
TATA Motors. Prompt service 52% also help to attract the purchaser.

8. 54% of the respondents considered the price of the TATA Motors. As higher where as only
8% considered as economical and 38% of the respondent said it as reasonable.
 SUGGESTIONS

1. The most important media for consumer durables is TATA Motors. So, they should go for
television advertisements rather going for newspaper, the television advertisements
influences more on the people. They should spend some expenditure for T.V.
advertisements.

2. Being the price of the TATA Motors is high they should try to reduce prices because there
are many other TV’s which can be purchased at lower cost, and then these people are
selling. If not, the sales may decrease.

3. More features should be added to the television according to the needs of the customer,
because their competitors are coming with new models. According to the competitors
changing models also these people should change the models also these people should
change the models or change the technology.

4. Company should give some incentives to the dealers for promoting the products of TATA
Motors. They should not neglect dealers. They should select good dealers, b which they
can give customer satisfaction.

5. Company should setup service centres at dealer level itself. They should train some
personnel for exclusive maintenance of these Televisions. They should provide home
service to the customers. The personnel should be appointed by company to the dealers.
The service should be accurate.
6. Enough spare parts for the latest models should be stocked, so as to meet sudden break
down calls. To enable the customers to get in touch with the service personal more easily,
the number of direct phones should be increase or provide the toll free number.

7. Periodically, review meetings with the customers in different areas should be convinced,
to have a general consensus regarding problems being faced by them.

CONCLUSION

a study was useful in understanding the customer relationship management of ing among a
various customers launching new formulations can make Automobile to the pioneer in many
market segments.

Automobile was inferred that most customers of high-income group preferred the supply
about 70% of customers is aware of Automobile.

Most of the customers agree that TATA is best quality with reasonable price the attitude 50%
of customers towards price of ACCOUNT is reasonable. But 10% of the customers of asking
for improvement in the quality.
 ANNEXTURE

Name of Respondent: ___________________________________________________

Designation: ________________________ Income: ___________________________
Address: ______________________________________________________________
Phone No._________________ Email id: ___________________________________

Introduction & purpose

I’m __________________ from _____________ on Sales Force Management. As part of
curriculum I am doing this survey for the award of Master of Business Administration. Kindly,
co-operate, the information given by you will be used for academic purpose only.
……………………………………-o0o-………………………………………………

1. DO YOU OWN AN Car? (YES / NO)

2. SOURCES OF AWARENESS: ()

(A)T.V (B) NEWSPAPER (C) FRIENDS (D) DEALERS

3. LEVEL OF SATISFACTION ( )

(A)EXCELLENT (B) GOOD (C) AVERAGE (D) POOR

4. WHAT ARE THE VOLUBLE ATTRIBUTES YOU NORMALLY LOOK WHILE

PURCHASING AN ACCOUNT? ()

(A) SERVICE (B) PRICE (C) SAFETY (D) OTHERS

5. SUGGESTING TO FRIENDS: (YES/NO)

6) SALES EXECUTIVE PERFORMENS: ( )

(A)EXCELLENT (B) GOOD (C) AVERAGE (D) POOR

7) DELIVERY TERMS: ( )

(A) TIMELY/PROMPTLY (C) SAFELY (C) INCONDITION

8) AMBIENCE OF SHOWROOM: ( )

(A) SHOWROOM AMBIENCE (B) DISTANCE

(C) APPEAL (C) OTHERS

10. Why did you choose this specific dealer? { }

1) Convenient location 2) Speedy service 3) Open on convenient hours

11. Are you satisfied with the courtesy and friendliness of service personal? { }
1) Completely satisfied 2) Satisfied 3) Not satisfied

12. Are you satisfied with infrastructure and customer lounge facilities?{ }
1) Completely satisfied 2) Satisfied 3) Not satisfied

13.Are you shuffled from one sales person to another at the time of purchase?{ }

1) Yes 2) No
 14.Do you get the information from service advisor on the services to be performed?{ }

1) Completely 2) Adequately 3) Partially

15.Are you getting clear explanation of the service performed and charges at the time of
delivery?{ }

1) Yes all the time 2) Mostly 3) Sometime

16. ARE YOU SATISFIED WITH YOUR ACCOUNT SERVICE? (YES / NO)

17. PLEASE RATE OVER ALL EXPERIENCE WITH REGARD TO THE ABOVE
ANS: ___________________________________

18. POST PURCHASE:

(A) DID THE SALES PERSONNEL CONTACT YOU ABOUT THE SATISFACTION
LEVEL AFTER DELIVERING THE ACCOUNT.? (YES / NO)

i HOW MANY TIMES ( )

A) ONCE B) TWICE C) MORE THAN TWICE

II) WERE THEY FRIENDLY (YES / NO)

19. PLEASE MENTION YOUR VALUABLE SUGGESTIONS:

______________________________________________________________________________
______________________________________________________________________________
___________________________________________________

Thanking You
 BIBLIOGRAPHY

 PHILIP KOTLER 2000/e - MARKETING MANAGEMENT

 PHILIP KOTLER &

GARY ARMSTRONG - PRINCIPLES OF MARKETING

 G.C. BERI - MARKETING RESEARCH

COMPANY MANUALS OF AUTOFIN INDIA LIMITED

COMPANY MANUALS OF TATA MOTORS LIMITED

 www. tata.com
 www.autofin.com
 www. automobilehelp.com